Agenda Document Pack - Communities Committee - 19/08/2024
North Lanarkshire Council · 19 August 2024
Back to Communities Committee — 19 August 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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8 August 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, 19 August 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: Clare Louise McDonald Clerk Telephone: 01698 302058 Clerk Email: mcdonaldcl@northlan.gov.uk G Woods, P Patton, D Ashraf, C Barclay, A Beveridge, B Burgess, D Crichton, K Duffy, F Fotheringham, K Harmon, M Hughes, J Jones, J Keltie, A Khan, M McBride, B McCluskey, B McCulloch, J McLaren, L Mitchell, L Nolan, N Shevlin, A Smith, J Toner, C Williams. Page 1 of 330
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Community Pitch Review June 2024 Submit report by Chief Officer (Community Operations) providing a summary of the Community Pitch Review. 5 - 22 3 ACC Strategic Framework 2020-2024 Submit report by Chief Officer (Community Operations) providing a final update on the Active & Creative Communities Strategic Framework. 23 - 42 4 ACC and Community Facility Usage and Footfall – Q1 24-25 and Q1 23-24 Submit report by Chief Officer (Community Operations) providing an overview of a range of sports, culture and leisure venues and community facilities, comparing quarter 1 of 2024-25 and quarter 1 of 2023-24. 43 - 52 5 Annual Review of the Community Safety Strategy 2023-2024 Submit report by Chief Officer (Strategic Communication and Engagement) providing an update on the progress on the strategic priorities and actions in the Annual Review of the community Strategy 2023- 2024. 53 - 92 6 Community Boards and Partnership Communications Strategy Submit report by Chief Officer (Strategic Communication and Engagement) providing an update on key progress linked to supporting the development of the Community Boards model. 93 - 106 7 LOIP Performance Report 1 October 2023 - 31 March 2024 Submit report by Chief Officer (Strategic Communication and Engagement) providing a snapshot of progress linked to key priorities for each of the 9 Local Outcome Improvement Plans for a period from 1 October 2023 to 31 March 2024. 107 - 156 Page 3 of 330
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8 Community Board Local Development Programme Submit report by Chief Officer (Strategic Communication and Engagement) providing an update on progress with the Community Board Local Development Programme (LDP) projects. 157 - 190 9 Community Grants – Annual Report 2023-24 Submit report by Chief Officer (Strategic Communication and Engagement) providing details of the applications submitted for funding from the Community Grants during 2023/24 and awards made. 191 - 206 10 Grant Awards Programme GAP 2024-25 Submit report by Chief Officer (Strategic Communication and Engagement) providing details of applications submitted for funding from the Council's Grant Awards Programme (2024/25). 207 - 220 11 Digital North Lanarkshire Programme of Work - Communities Update Submit report by Chief Officer (Business and Digital) providing an overview of progress to date on a number of key 'digital locally' activities. 221 - 232 12 Museums & Collections Forward Plan Submit report by Chief Officer (Community Operations) seeking approval of the Museum & Collections Forward Plan 2024-29. 233 - 302 13 Community Asset Transfer and Participation Requests Annual Report for 2023-24 Submit report by Chief Officer (Strategic Communication and Engagement) setting out the annual progress in respect of Community Asset Transfer (CAT) and Participation Requests (PR) in North Lanarkshire. 303 - 330 Page 4 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/HL Date 19/08/24 Community Pitch Review From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Telephone 07976 726496 Executive Summary In 2022 North Lanarkshire Council engaged consultants to develop a Community Pitch Review (CPR), focusing on an up-to-date analysis of supply of and demand for sports pitches (grass and artificial) in the local authority area. Ekos – a leading consultant specialising in economic and social research – focused on assessment of grass, blaes and synthetic pitches owned and managed by the council, with a further focus on football, hockey, cricket, rugby and athletics. This report provides a summary of the key highlights and recommendations from a very detailed consultancy report received. The report recommends the approval of a range of strategic recommendations and next steps, as outlined in section 3. These recommendations link to the ongoing development of the Town & Community Hub programme and supporting the overall ambition of the Plan for North Lanarkshire. Members will recall that following the insourcing of culture and leisure services, the council was essentially required to operate with two pitch estates - one within Active & Creative Communities (ACC) and pitches attached to the school estate, managed by Asset & Procurement Solutions (APS). This distinction will be made as appropriate throughout the report but much has been done to align pricing models and access arrangements, wherever possible. Recommendations It is recommended that the Communities Committee: 1. Note the outcomes of the Community Pitch Review. 2. Approve the strategic recommendations and next steps as outline in paragraphs 3.2 and 3.3. 3. Otherwise note the contents of the report. Item 2 Page 5 of 330
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The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Statutory / corporate / service requirement Page 6 of 330
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1. Background – for the CPR to be successful, there needs to be a shared vision for the future along with clear aims and objectives which are used to galvanise the collective efforts of all stakeholders, with an interest in the strategy and clear accountability for delivery. North Lanarkshire Council Community Pitch Strategy Inform the development and implementation of planning policy by adding to the evidence base for the North Lanarkshire Local Development Plan, particularly strategic policies on open space, green infrastructure, leisure, outdoor sports facilities and health and well being Ensure that all valuable sports pitches are protected for the long term benefit of the community. Promote a sustainable approach to the provision of community pitches and management of sports clubs. Define and implement a Council-wide community use policy Take a more strategic approach to facility programming on an authority wide basis. Provide appropriate and accessible pitches that meet the Council’s and communities sporting, educational and recreational needs. Continue to enhance the quality of the existing pitches through a programme of improved management and maintenance within existing budgets. Improve the customer experience through providing a streamlined one stop shop approach to the booking and payment of pitches Contribute to the economic viability of the local authority by attracting external investments to improve the existing provision so that the Council can host events and promote as a regional centre of sporting excellence. Ensure that there are enough facilities in the right place to meet current and projected future demand. Promote and encourage the development of sports and recreational play on the Council’s pitches to encourage increased participation and subsequently improve healthy lifestyles in the local authority. Inform the assessment of planning applications that affect community pitches or creation of new sports facilities / community pitches Protect To protect the existing supply of community pitches where it is needed for meeting current and future needs Enhance To enhance community pitches and ancillary facilities through improving quality and management of sites Maximise To maximise the utilisation of existing community pitch provision and optimise the use of community pitch space that is no longer required. Additional To provide new community pitches where there is evidence of current or future demand and to do so within available resources. Evidence Provide an ongoing source of evidence to inform planning policy and implementation to ensure appropriate provision of community pitch provision Provide an accessible, safe, high quality and sustainable network of community sports pitches and other outdoor sports facilities. These facilities will provide opportunities for participation in sport and physical activity for young people, individuals, families and communities at all levels of play and competition. In turn this will help support community self-reliance and increase the health and wellbeing of communities.Vision Aims Objectives Implementation and delivery of a Sports Hub mode of community pitch provision. To increase opportunity and participation amongst those individuals, families and communities that are under represented in sport and physical activity Page 7 of 330
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1.1 The CPR will provide the evidence required to help protect sports pitches and ensure that sufficient land is available to meet existing and projected future pitch requirements. Planning policy and other relevant sport related corporate strategies must be based upon a robust evidence base to ensure planning, local policies and sport development criteria can be implemented efficiently and effectively. The strategy will provide: • A vision for the future improvement and prioritisation of outdoor sports facilities; • Clear, prioritised, specific and achievable recommendations and actions to address the key issues around pitch provision and participation; • A clear indication of financial commitment associated with recommendations made. The strategy should take into account the financial envelope available and offer a balanced approach which presents appropriate and realistic options to the council. • A series of sport by sport recommendations which provide a strategic framework for sport led improvements to provision; • A series of strategic recommendations which provide a framework for the improvement, maintenance, development and, as appropriate, rationalisation of provision; • A prioritised area-by-area action plan to address key issues; • A tool to engage with Sportscotland, relevant National Governing Bodies (NGB’s), local sports clubs and other key stakeholders; and • A robust evidence base that can be used by relevant Council departments, partners and other stakeholders for a wide range of future projects. 2. Report 2.1 Following guidance from sportscotland, the project was undertaken in four distinct, but inter-connected stages: Project Stage Stage A: Defining the scope of the strategy – building an accurate picture of existing supply. This exercise involved consultation across council services, discussions with elected members, national governing bodies and the clubs who book and use our pitches. Stage B: Preparing an inventory of facilities – using existing council booking systems to understand levels of demand and understand which pitches are being used, when, which locations, who is using them and at what time. Stage C: Assess supply and demand information and views – in the form of face to face consultation, online meetings and surveys which targeted those teams and clubs who book our facilities and the local primary and secondary schools who both provide and use sports pitches. Stage D – Strategy development – subject to approval of recommendations from committee, Services will work together on an action plan for implementation. Future developments will be reported to committee. Page 8 of 330
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The overall strategy was informed by a range of strategy and policy documents to set the scene and consider the strategic drivers that should underpin the CPR and shape its policy priorities. Hierarchy Documents Reviewed National • National Performance Framework • COVID Recovery Strategy • The National Planning Framework • A More Active Scotland@ Scotland’s Physical Activity Delivery Plan Local • The Plan for North Lanarkshire • The Place, the Vision • Active NL: Strategic Framework for North Lanarkshire 2020-24 • Local Outcome Improvement Plans for all North Lanarkshire’s Local Area Partnerships • The Local Development Plan Sport Specific • Cricket Scotland Strategy 2020-23 • Scottish Rugby Strategy 2021-24 • Scottish Athletics: Building a Culture of Success 2018-26 • Scottish Hockey Strategic Plan 2019-23 • Sportscotland: Sport for Life, a Vision for Sport in Scotland • The Scottish Football Association: The Power of Football Strategic Plan 2021-25 • “The Big Pitch”, the Scottish FA’s Facilities Strategy • Scottish Athletics Facilities Strategy 2014 2.2 Current Supply 2.2.1 The Council currently have 293 sports pitches spread across the authority, made up of different sizes and surfaces. This number does not include the 71 red ash pitches (blaes) which are now redundant in terms of their capacity to accommodate any formal sporting activity - some of these pitches are still used as open spaces for informal activity. There are a significant number of 3G and 2G pitches of varying sizes which accommodate most of the sports bookings for both training and matchplay across a range of sports. Split across the nine community board areas, the position is as follows: Community Board 2G 3G Grass Hybrid Athletics Grand Total Motherwell 2 11 40 1 1 55 Airdrie 6 7 29 1 43 Wishaw 5 9 26 1 2 43 Coatbridge 7 5 27 1 40 Bellshill 3 3 26 32 Cumbernauld 2 14 15 1 32 Shotts 1 21 22 Northern Corridor 3 1 12 16 Kilsyth 2 2 6 10 Total 30 53 202 2 6 293 Page 9 of 330
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2.2.2 A detailed analysis of the accessibility of community pitches across North Lanarkshire shows that 16.4% of the population can access a 3G pitch within a 10 minute walk rising to 56.8% within 20 minutes. By a car, 91.4% can reach a pitch within 10 minutes and 100% within 20 minutes. 3G Pitch Accessibility in North Lanarkshire 10 Minute Catchments 20 Minute Catchments 91.9% 16.4% 98.5% 56.8% 91.4% 16.7% 100% 47% 2.2.3 53.4% of the population can access a grass pitch within a 10 minute walk, rising to 90.5% within 20 minutes. By car, 98.8& can reach a pitch within 10 minutes and 100% within 20 minutes. Grass Pitch Accessibility in North Lanarkshire 10 Minute Catchments 20 Minute Catchments 99% 53.4% 100% 90.5% 98.8% 54% 100% 83.7% 2.2.4 Accessibility to local facilities is an important factor when engaging those individuals, families and communities from the most deprived areas. The table below shows how accessible the different types of pitches are for those in North Lanarkshire from SIMD Quintile 1 (20% most deprived). The table shows that for those that have access to and are able to travel by car or bicycle, levels of access are high. However, for those reliant on walking or public transport, levels of access are reduced. Travel time and mode 2G 3G Grass Athletics 10 minutes cycling 82.9% 91.1% 99.6% 78.2% 10 minutes driving 83.6% 93.9% 99.8% 83.8% 10 minutes public transport 22.4% 19.4% 69% 15.8% 10 minutes walking 23.2% 19% 67.9% 15.8% 20 minutes cycling 96.4% 98.3% 100% 84.8% 20 minutes driving 97.6% 100% 100% 97.3% 20 minutes public transport 53.8% 54.4% 92.6% 37.9% 20 minutes walking 69.8% 63.8% 95.4% 51.4% 2.3 Pitch Quality 2.3.1 To assess the quality of existing pitch provision a number of non-technical inspections were carried out . Of those assessed, 33% were assessed as being in good condition, 62.5% in standard condition and just over 4% in poor condition. It should be noted that assessments were carried out during a period of prolonged dry weather which presents the grass pitches in a condition which may not be consistent with the experiences of clubs and teams which use the pitches. Page 10 of 330
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2.3.2 The age of the existing stock is another critical factor – members may be aware that, depending on usage, an average 3G pitch will require to be replaced every 10 years. Almost 50% of our 3G pitches have been created within the last 5 years, however more than 20% are greater than 10 years and are likely to require replacement in the short term. 2.4 Current Demand 2.4.1 An analysis of current levels of demand at peak times for pitches (Monday to Thursday 18:00pm to 21:00pm and Saturday from 09:00am to 13:00pm) shows that 3G pitches currently booked by Active & Creative Communities are almost at full capacity. In some cases, teams from North Lanarkshire are having to travel across the district or outwith North Lanarkshire to access pitches at peak times. Those booked by Asset & Procurement (school estate), although busy, have spare capacity that could be better used. Grass pitches booked by both services are less well used. In part this will be due to the poor condition of many and the effect of weather conditions. Similarly 2G pitches are not well used, this is in part due to the unsuitability of the surface for many activities. 2.4.2 The table below demonstrates demand against supply for both ACC and APS. On average, 72.8% of bookings relate to juvenile teams, with just 27.2% for adult only clubs. Bookings Received Against 100% Capacity Available Active NL APS (School Estate) Grass Pitches (Overall Bookings) 2G Pitches (Overall Bookings) 95% 59% 21% 16% Adult Juvenile Adult Juvenile Adult Juvenile Adult Juvenile 24.3% 75.7% 20.8% 79.2% 38.6% 61.4% 25% 75% 2.5 Consultation Feedback 2.5.1 As highlighted above, consultation undertaken sought to understand the views and feedback from those users who booked pitches for the purposes of sport, as opposed to those using for other purposes. This included clubs and schools who use Council pitches and who were surveyed on a broad range of issues including the quality of the pitches and pitch maintenance. Clubs were generally satisfied with the surfaces available to them in North Lanarkshire, although least positive about grass surfaces which make up the majority of the pitch estate. In general terms, the majority of clubs reported that the quality of pitches has deteriorated from last season, with the most negative maintenance related responses relating to the quality of equipment (goal posts, fencing etc) which may indicate a need to replace this equipment more regularly. Page 11 of 330
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2.5.2 All consultees were asked to consider a number of potential improvement options to support sports clubs in North Lanarkshire. The highest rated preference for sports clubs indicated that they wished to see the following: • More regular maintenance (91%) • More provision of 3G pitches (90%) • More provision of high quality pitches (86%) 2.5.3 58 schools responded to the survey. Approximately 60% of schools report that they have either one (38%) or two (21%) pitches. A significant proportion of the schools reported not having any pitches (26%). While the majority of schools highlighted maintenance issues as a particular challenge, most concerns related to the quality of the 2G surfaces, which most likely reflects the increasing age of some of these surfaces. In general terms, schools tended to be much more positive about their facilities, with no instances in which the majority rate as a poor. It was noted that schools also make use of sports pitches outwith the school estate – a development which was considered to be generally positive in broadening pupil experience. This is a critical factor to be considered when looking at future hub development and the opportunities this may bring for our young people. 2.5.4 Finally, feedback was broken down into five sports – football, rugby, hockey, cricket and athletics with football making up the largest majority of interest area. Given the varying demand for access to venues, our consultants have developed detailed action plans to support the development of each sport, as appropriate, and we continue to engage with governing bodies and sportscotland to support pathways from school to club level. 2.6 Future Demand 2.6.1 There are a number of factors that could drive future demand for community sports pitches. These include increasing population through organic growth, population growth through new housing developments and growth in club participation numbers. How Does Pitch Quality Compare to Last Season? Worse No Change Better Page 12 of 330
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Combining these factors, the most significant increases are in the following wards: Fortissat; Gartcosh; Glenboig and Moodiesburn; Airdrie North; Motherwell Southeast and Ravenscraig; Stepps; Chryston and Muirhead; Kilsyth; Coatbridge South and Murdostoun. However, there are also some decreases in certain Wards: Cumbernauld South; Bellshill; Cumbernauld North, Cumbernauld East, Coatbridge West, Wishaw, Thorniewood, Airdrie Central and Airdrie South. In many Council Wards there is spare capacity within existing, grass, 2G and 3G pitches. Of the wards that have the potential for significant increases in population through new housing, all have unused 2G and grass capacity to accommodate future growth. 2.6.2 The vast majority of clubs indicated they were planning to increase the number of new members, with a smaller but still sizeable majority seeking to increase the number of teams. Typically, clubs reported wanting to grow their membership across all age groups and genders but were keen to highlight that recruiting more female members was a core priority. Where clubs wanted to increase their number of teams, this was in order to allow them to incorporate their new members and typically meant adding female teams to the club’s portfolio. A number of clubs also reported that they planned to explore different lease and ownership options for their pitches. Where this was the case, clubs were more likely to provide the name of the facility (e.g., Muirhouse, Wishaw Track, Westfield Cumbernauld) than the specific opportunity they were exploring. However, some did indicate a desire to engage in community buy backs or institute a long-term lease. Clubs generally didn’t expand on why they wanted to explore lease/ownership options. 2.7 Key Findings 2.7.1 In taking into account the key findings of the CRS, building on feedback from stakeholders, the following points are highlighted: • Demand for sports pitches varies considerably on a day to day basis. • Overall demand for grass pitches is low at only 15%. This rises to 22% at times of peak demand. • Unused grass pitch capacity could be better used to meet peak time demands especially for match play for smaller sided games and younger age groups where levels of wear and tear are less than for full adult matches. In some cases, this would be contingent upon better pitch maintenance being introduced. • Much greater use could be made of those 3G pitches currently booked by school estate to alleviate the pressures at times of peak demand. • In some Council Wards, there is virtually no spare capacity e.g., Bellshill, Coatbridge North, Mossend and Holytown and Motherwell West. • Most other Wards have unused capacity apart from Airdrie North, Coatbridge West and Gartcosh, Glenboig and Moodiesburn which have no 3G provision. • The primary reason for demand levels being so high for 3G pitches during peak periods is the requirement for youth football to kick off between 09:00 and 12:00 on a Saturday morning. More flexibility form clubs and leagues could allow fixtures to be scheduled on Friday nights, Saturday afternoons and Sundays when there is significantly more 3G pitch capacity available. • New housing developments could increase the population by circa 28000 (excluding the effects of displacement within the existing NL population) e.g., Fortissat; Gartcosh; Glenboig and Moodiesburn. This is likely to generate some additional demand for sport pitches in some areas within the Council. Some of this demand can be met from existing unused capacity. Page 13 of 330
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3.0 Strategic Recommendations 3.1 The strategic recommendations have been developed via the combination of information gathered during consultation, analysis of supply and demand and site visits which culminated in the production of an assessment report (Dashboard), as well as key drivers identified for the Strategy. They reflect overarching and common areas to be addressed, which apply across playing pitch facilities and may not be specific to just one sport. Subject to approval, it is proposed that a short-life working group, representing Active & Creative Communities, Asset & Procurement, Financial Solutions and other key stakeholders is formed to consider development of a corresponding action plan to consider taking each recommendation forward. Future reports on the action plan will be presented to committee for consideration and approval. All actions will require further financial consideration in terms of both capital and revenue implications. 3.2 It is recognised that some of the recommendations arising from the CRS are not solely within the gift of the council and will require further discussion and negotiation with National Governing Bodies and other external bodies. Strategic Aims Description Actions Aim 1 - Protect To protect the existing supply of community pitches where it is needed for meeting current and future needs • Introduce a new tiered system of maintenance for grass pitches to ensure that those that are most frequently used receive additional maintenance that will allow better utilisation and improve customer experience. • 3G and 2G pitch replacement and programme should be implemented in line with recommended action plan. Capital funds already exist to support this programme – any further implications will be fully considered and discussed. • Repurpose grass pitches that are surplus to requirements and have no demand to meet other community and Council priorities whilst maintaining some pitches as a strategic reserve to accommodate potential growth in demand. • Repurpose blaes that are surplus to requirements to meet other community and Council priorities. Those that are within schools should be replaced to provide suitable areas for sport and physical activity. Aim 2 - Enhance To enhance community pitches and ancillary facilities through improving quality and management of sites. • Enhance ancillary facility priorities as identified within the pitch assessment reports. (Ref Dashboard). • Consider options available to bring responsibility for the management of Page 14 of 330
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community sports pitches to one department within the Council. • Introduce a new consolidated online booking system to streamline pitch booking and payment processes, increase pitch utilisation and improve customer experience. The contract to support this programme was awarded by Committee in February 2024. • Where pitch sites are repurposed for housing (social or commercial), ensure receipts are secured to support further pitch investment programme. Aim 3 - Maximise To maximise the utilisation of existing community pitch provision and optimise the use of community pitch space that is no longer required. • Increase utilisation of school pitches by improving community access arrangements, changing booking processes and where possible renegotiating terms of contracts in PPP schools. • Engage partners (NGB’s, Leagues, Clubs) to establish more flexibility in terms of matchplay kick off times. Conversations with leagues have already begun and are proving positive. • Establish a key partners forum to improve the management and planning of existing and new community pitch provision. • Work with Clubs who have expressed an interest in community self- management to explore the potential benefits from some form of community asset transfer. Aim 4 - Additional To provide new community pitches where there is evidence of current or future demand and to do so within available resources. • It is proposed that the CPR working group will develop a costed and sustainable action plan for further consideration. Any future proposals will also be taken alongside recently approved plans for new pitches under Recover NL. Aim 5 – Evidence Provide an ongoing source of evidence to inform planning policy and implementation to ensure appropriate community pitch provision. • Maintain community sports pitch online dashboard to provide an accurate, up to date source of pitch provision and demand which can support operational service delivery and strategic decision making. Page 15 of 330
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3.3 Building on these recommendations and seeking to maximise utilisation of sports pitches in the most sustainable approach, officers from across the council, with the support of key external stakeholders propose a number of key actions: • A tiered system of maintenance for grass pitches to be introduced from August 2024 (in advance of new football season). This will be based on current usage/bookings and contingent on Active & Creative Communities proposal to remove a number of pitches from our portfolio as bookable pitches (detailed in Appendix 1). It should be noted that some sites listed have never been available as bookable spaces and are open, greenspace used for unstructured play. Subject to decisions taken, these areas will be captured within the forthcoming Open Space Strategy • The council will introduce a new Corporate Booking System which will allow a shared approach across Active & Creative Communities and the Community Facility team. The contract for the award of this system was approved by Communities Committee in February 2024. The shared system provides a stronger link between strategic asset planning and operational management and delivery. • To improve availability of pitches, all clubs submitting a regular let will be required to be made in partnership with a second club to share pitch time (home/away). This prevents ongoing problems with pitch blocking in some areas. • Both service areas are in the process of introducing up-front payment by direct debit for pitch time – again to prevent some issues around payment failure. • For June 2024, new cancellation policies will be introduced to discourage current problems with last minute cancellation. In such cases, it is often too late to find a replacement booking – financial loss to the council and a waste of pitch time. • All pitch pricing will be aligned from August 2024. While the majority of prices are already aligned, Active & Creative Communities will introduce a new approach which will reduce the cost of pitches for 16–18-year-olds. Prices in the school estate do not increase to the age of 18 at present. This approach supports both the Tackling Poverty and Health & Wellbeing agenda of the council and will require further discussion with Financial Solutions. • Regular engagement now in place with NGBs and Leagues. We are working with both groups to introduce greater flexibility in match time. Moving away from Saturday morning fixtures will spread demand. We await feedback from the Leagues, but SFA and SYFA are very positive about this approach. 3.4 To further support the council’s commitment to improving access to quality sports pitch provision, members will also recall the decision made by Policy & Strategy Committee in September 2022 to develop four (now three) new pitches in Cleland, Harthill and Moodiesburn. Significant feasibility works continue and are now at an advanced stage. Page 16 of 330
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4. Measures of success 4.1 A comprehensive and robust strategy which aligns, strengthens and supports achievement of local and national priorities. Lyall Rennie Chief Officer (Community Operations) Page 17 of 330
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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? We continue to engage with Financial Solution to ensure all revenue and capital implications are understood and can be supported. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 18 of 330
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 19 of 330
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Appendix 1 – Review of Open Space/Sports Pitch Estate All sites listed below can continue to be used for recreational activity, subject to council decision. Proposal removes them as bookable spaces, suitable for formal sporting activity and lets. Grass Pitch Name Community Board Notes Annathill Northern Corridor No bookings in last 3 years Banyon Playing Fields Bellshill No bookings in last 3 years Belmont Park Shotts No bookings in last 3 years Bogside* Kilsyth Small grass area – not suitable for matchplay use/formal activity – not available for booking. Used for recreation by community. Bonkle Park Shotts No bookings in last 3 years Brandy Park Shotts No bookings in last 3 years Brickworks Park Bellshill No bookings in last 3 years Brigbrae Bellshill No bookings in last 3 years Burnhead Bellshill No bookings in last 3 years Caldercruix Airdrie No recent bookings, accessibility issues noted. Cambusnethan Wishaw No bookings in last 3 years. Common good land, retain as kickabout area. Chapman (grass) Northern Corridor No bookings in last 3 years Clay Crescent Bellshill Not booked from NLC. Further investigation needed. Coatbridge Outdoor Sports Centre Coatbridge Site restrictions in place. No recent bookings. Coltness Wishaw No bookings in last 3 years Community Road* Bellshill Small grass area – not suitable for matchplay – not available for booking. Used for recreation by community. Cumbernauld Community Park – Eastfield. Cumbernauld No bookings in last 3 years Cumbernauld Village (grass) Cumbernauld No bookings in last 3 years. Used only for recreational activity. Douglas Park Bellshill No bookings in last 3 years Eastfield (3 pitches) Shotts No bookings in last 3 years Forgewood Motherwell No bookings in last 3 years Gartcosh Social Club (2 pitches) Northern Corridor No bookings in last 3 years Glenmavis Airdrie No bookings in last 3 years Greengairs (2 pitches) Airdrie No bookings in last 3 years Heathery (2 pitches) Motherwell No bookings in last 3 years Morningside Shotts No bookings in last 3 years Mosspark Motherwell No bookings in last 3 years Muirhead Northern Corridor Drainage issues – not of a standard to be used for match play. Used for recreational activity. Page 20 of 330
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Overtown Wishaw No regular use. A CAT application has been made to take over this site. O’Wood Bellshill No bookings in last 3 years Pather (2 pitches) Wishaw No bookings in last 3 years Plains (2 pitches) Airdrie Grass 11s pitch under management of local club. Grass 7s no longer suitable to be used as pitch (large standing stones). Queenzieburn Kilsyth No bookings in last 3 years. Not of a standard to be used for match play – used for recreational activity. Booked out by a local community group but still maintained by NLC. Scarhill (2 pitches) Airdrie No bookings in last 3 years. Has been used informally by local clubs but led to significant complaints from neighbours. Spindelhowe Bellshill No bookings in last 3 years Springhill Shotts No bookings in last 3 years Templehall Wishaw No bookings in last 3 years. No longer in use as a sports pitch. Thrashbush 2 pitches) Airdrie No bookings in last 3 years Torbothie Shotts No bookings in last 3 years Waterloo Wishaw No bookings in last 3 years Westfield Cumbernauld No bookings in last 3 years Westfield Road* Kilsyth Small grass area, not suitable for match play – used for recreational activity. Wheatholm Park Airdrie No bookings in last 3 years Whifflet (2 former bowling greens used for football, 2 pitches) Coatbridge CAT process under consideration with Burnbank Community Club. Whinhall (3 pitches) Airdrie No bookings in last 3 years Windsor Road (2 grass) Bellshill No bookings in last 3 years Woodilee Road, Soccer Sevens Motherwell No bookings in last 3 years *These open spaces were added by elected members following initial review of pitches/playing areas undertaken at early stages of the CPS. They are not bookable spaces as they are unsuitable for formal activity and are used by the community for unstructured play. Blaes The council has 71 red ash pitches (blaes) which are now redundant in terms of their capacity to accommodate any formal sporting activity - some of these pitches are still used as open spaces for informal activity or are within the school estate and cannot be considered for removal at this stage. The blaes below are proposed to be removed from the formal list of bookable spaces but can be retained as open spaces. Pitch Name Community Board Notes Burngreen Football Pitch Kilsyth No longer in use Burngreen Tennis Court Kilsyth No longer in use Calder (2 pitches) Motherwell No longer in use. Some community interest in exploring alternative usage. Page 21 of 330
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Castle St, Chapelhall Airdrie No longer in use Chapman (blaes) Northern Corridor No longer in use Clay Cresent Bellshill No longer in use Cumbernauld Village Cumbernauld No longer in use. Some community interest in exploring alternative usage. Gowkthraple Wishaw No longer in use Katherine Park Airdrie No longer in use Lochinvar Rd, Greenfaulds Cumbernauld No longer in use Laburnum (2 pitches) Bellshill No longer in use Lanrig Northern Corridor No longer in use Mitchell St, Kirkwood Coatbridge No longer in use Rose St, Condorrat Cumbernauld No longer in use Skye Road, Ravenswood Cumbernauld No longer in use Souterhouse (2 pitches) Coatbridge No longer in use Whinhall (2 pitches) Airdrie No longer in use Page 22 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 19/08/24 ACC Strategic Framework 2020-2024 From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk Telephone 07973 726496 1. Background 1.1 On 20 August 2020, the Community Empowerment Committee gave approval to a Physical Activity Framework which sought to ensure a more effective approach to the planning, resourcing and delivery of shared priorities and outcomes in terms of increasing the level of participation by North Lanarkshire citizens in physical activity. 1.2 In the midst of the COVID pandemic and the closure of gyms, stadiums, pools, dance and fitness studios, playing pitches, parks and playgrounds, many individuals in our communities were unable able to actively participate in their regular individual or group sporting or physical activities outside of their homes. Under both lockdown and Executive Summary This report provides a final update on the Active & Creative Communities Strategic Framework, agreed at Community Empowerment Committee on 24 August 2020, demonstrating overall impact on participation and outlining plans for the future commitment to increasing physical activity. Recommendations It is recommended that Committee: (1) Acknowledges progress made within Active & Creative Communities towards achievement of the strategic priorities outlined from 2020 – 2024. (2) Endorses the council’s commitment to working with NHS Lanarkshire in a whole systems approach to tackling the challenges of physical activity. (3) Otherwise, notes the contents of this report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Statutory / corporate / service requirement Item 3 Page 23 of 330
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recovery/renewal restrictions, many tended to be less physically active, have longer screen time, irregular sleep patterns as well as worse diets, resulting in weight gain and loss of physical fitness. Low-income families are especially vulnerable to experiencing longer term negative effects of lockdown due to home environments with more confined spaces and limited access to outdoor space, which made it difficult to engage in physical exercise. 1.3 Within this context, in September 2019, the report, UK Chief Medical Officers’ Physical Activity Guidelines was published. This report built on earlier analysis which considered the minimum recommended levels of physical activity that everyone should aim to achieve. In 2016, 59% of North Lanarkshire’s adult population were meeting the CMOs physical activity guidelines at that time, compared to a Scottish average of 64%. 1.4 The Plan for North Lanarkshire supports a broad ambition to improve the health and wellbeing of our communities. With a priority to encourage the health and wellbeing through access to a range of social, cultural, and leisure activities, and in recognising the 2021 creation of Active & Creative Communities, the Strategic Framework sought to achieve this with a focus on active living, sport, dance, play and creativity and culture. An annual action plan was developed to support these key principles with the 2024 outturn position shown at Appendix One. Activities outlined supports work across Active & Creative Communities in the key areas of Active NL, creative arts and entertainment, museums and collections, community libraries and Active Schools/outdoor education. 2. Report 2.1 A fundamental principle in focusing on health and wellbeing in North Lanarkshire was a consideration of how active North Lanarkshire needs to be. To address the World Health Organisation (WHO)’s and the Scottish Government 15% improvement target, North Lanarkshire needs to increase physical activity levels by 6.15% by 2030. 2.2 WHO defines physical activity as any bodily movement produced by skeletal muscles that requires energy expenditure. Physical activity refers to all movement including during leisure time, for transport to get to and from places, or as part of a person’s work. Both moderate and vigorous intensity physical activity improve health. Within this overall recognition of the importance of physical activity is a welcome recognition of the links between physical and mental well-being, and for many people, the equally important benefits to be had from ensuring that social interactions are supported through ensuring access to a range of cultural activity in North Lanarkshire. This built upon the compelling case to closely link both physical and mental health, this broader approach is in keeping with evidence which indicates: • high rates of mental health conditions among people with long-term physical health problems; and • reduced life expectancy among people with the most severe forms of mental illness, largely attributable to poor physical health. 2.3 An annual action plan, based around the five themes outlined above, was developed to support increased access to activities to support physical and mental wellbeing. A final outturn position is attached at Appendix One, with key highlights considered below: Active Living - incorporating physical activity into their daily routines through simple changes, for example by cycling or walking to work or school, taking the stairs • Extending the Weigh to Go product to include more men, BAME participants and targeted pre/post natal support. Page 24 of 330
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more, active gardening and work around the home. This will include providing opportunities to help people to better manage their health in a community setting, encourage socialisation and improved wellbeing. • Bespoke walking programmes through Get Walking Lanarkshire. • Working with NHS Rehab Teams to bridge gap between clinical and community based settings. • Extend range of specialist, Active Health classes in the community (falls strategy, escape pain, parkinsons support) • Book Blether – face to face (or online) book club. Working with colleagues to identify groups that may benefit from increased socialisation. Sport – As well as improving overall physical fitness, sport can empower, inspire, and motivate participants. It can provide pathways to professional level and opportunities to develop lifelong engagement as well as opportunities for volunteering. • Continued to develop of product offering across Active NL, with a focus on diversionary activity, ASN support. • Renewed focus on development of the Community Sports Hub - a collective of local sports clubs & other community organisations that come together to improve the contribution that sport & physical activity has on a community. • Increased opportunities for men and women to participate in walking football and Kickstart programme (this programme provides opportunities for those recovering from mental health and addictions to play football). • Working with sportscotland in the continued development of the Active Schools programme – the council now has its first four year funding agreement to deliver on its priorities within local schools. Dance - Dance is an inclusive creative, physical, and social activity appealing to a wide range of people and is a fun, enjoyable way to exercise, which can deliver wellbeing benefits. The approach taken will offer options to different age groups and incorporate wider activity including drama. • Established Little Groovers programme for under 5s to support physical activity guidelines for this age group while providing parents/carers an opportunity to engage with each other. • Renewed focus on supporting memory positive activity through tea dances and support for those affected by dementia. Play - Physical activity through play can support children's mental and cognitive • Ongoing development of the Bookbug produce in libraries Page 25 of 330
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development as well as their physical health. Evidence suggests that children who are physically active when young are more likely to adopt healthy lifestyles as they grow up. Play is, however, important at all ages and the actions below seek to stimulate residents of all ages. across North Lanarkshire. Local NHS Health Promotion Officers will come along to support parents by being there to chat, promote current initiatives around health & wellbeing e.g. vitamins, food, vouchers, support groups etc. • Story walks from Libraries (Trail tales). This includes ongoing development of the Lanarkshire Legends programme – this was recently piloted in Airdrie with the author, Alison Galbraith and celebrates our local artists. • Working with Education colleagues to expand nursery provision to include opportunities for outdoor play and learning. The soon to open outdoor nursey at Summerlee will benefit young people from across Coatbridge. • House of Games – targeted at older residents, we engage older members of the community in activities that stimulate the brain either via logic or strategy or from the social interactions. Creativity & Culture - Engaging with arts and culture is central to the mental health and wellbeing of our communities. The benefits are well documented; it can help protect against and manage a range of mental health conditions, alleviate loneliness and isolation, allow participants to express their experiences, learn new skills and build confidence. • Continued development and expansion of in-person art classes for adults & children with an increased focus on the physical experience of artmaking. • Photography Walks. Available at Photomedia studio at Summerlee and as an outreach activity to groups/centres in NL area. • Work with local communities to involve them directly in decisions about their cultural heritage – seek opportunities to provide local access to local interest projects, celebrating the heritage of the communities of North Lanarkshire. 2.4 While launched during the recovery period following the pandemic, participation in activities across Active & Creative Communities, including school based activities, has risen steadily. Across the four year period – 2020/21; 2021/22; 2022/23 and 2023/24 - we have seen participation rise from 2,137,540 in 2020/21 to 5,345,933 in 2023/24 – an increase of over 150%. While this cannot correlate exactly with the WHO target improvement of 6.15% improvement for North Lanarkshire by 2030, it shows significant Page 26 of 330
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progress towards achievement of a healthier society by increasing participation in a range of sporting, leisure and cultural activities for a range of age groups. 2.5 Looking to the future, there is a growing recognition of the need to take a whole systems approach to tackling the challenges of physical activity in Scotland. Many aspects of modern life make it harder to live a healthy and active life: convenience food, sedentary jobs with long hours, the types of transport on offer and even the entertainment that is most easily accessible are all designed to keep us sitting down. With such a complex problem we must address the policy, environmental, social and individual factors that encourage or prevent active lives. The council will work with NHS Lanarkshire on a whole systems approach which will seek to achieve the following: • Active societies (knowledge, social norms and attitudes) • Active systems (enablers) • Active People (workplace, schools, health and social care, community wide) • Active environment (spaces and places) 2.6 A report will be presented to committee in due course. 3. Measures of success 3.1 Improved levels of physical activity and social interaction across North Lanarkshire, with a broad range of activities to support the development and maintenance of positive physical and mental health among the communities of North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 Outturn Position – Active & Creative Communities Strategic Framework. Lyall Rennie Chief Officer (Community Operations) Page 27 of 330
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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 28 of 330
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 29 of 330
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Appendix 1 Active & Creative Communities Strategic Activity Framework for North Lanarkshire 2020-2024 – Final Outturn August 2024 Action Outcome Measures of Success Interdependencies Active Living - incorporating physical activity into their daily routines through simple changes, for example by cycling or walking to work or school, taking the stairs more, active gardening and work around the home. This will include providing opportunities to help people to better manage their health in a community setting, encourage socialisation and improved wellbeing. 1.1 Extend the Weigh to Go Product to target specific low participant groups. Targeted initiatives to encourage increased participation using focussed communication strategies, engaging with a range of community groups to understand and respond to perceived barriers. In partnership with NHS Lanarkshire a new Weigh to Go Product to include a maintenance programme was launched in August 2022. Communications Strategy is in place for the launch. • Increase the number of men participating in weight management programmes. • Increase the number of BME participants on weight management programmes. • Increase number of pre/post-natal activities available. Increased levels of attendance/core dataset measured nationally by health board area. This programme was developed and supported by NHS Adult and Child Weight Management Programme 1.2 Create a bespoke walks programme with Get Walking Lanarkshire to more fully integrate walking programmes with NL specialist health customer base. Targeted actions with specialist health groups to ensure access to accessible walking programmes. • Increased physical activity. • Link to other Programme of Work activities. Increased number of attendance/improved health and wellbeing. This programme was developed with NHS Health Improvement team and links to other priority actions below. 1.3 Link with NHS (Rehabilitation Teams) to establish use of NLC venues for rehabilitation services on a service level agreement basis. • Bridging a gap between clinical setting and community-based activity. Integrated approach to encouraging physical activity. Reducing pressure on space in hospitals. More integrated approach to meet health and social care objectives and increase number of opportunities for NLC residents with health issues to access mainstream leisure venues. Developed in conjunction with NHS Allied Health Professionals. Page 30 of 330
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1.4 Extend range of Active Health (Specialist Health Classes) being delivered in local community settings to include libraries/community halls. This will include Gentle Movement/Chair exercises in libraries with appropriate space available. Continue to work with partners on the development of a 5 year Framework for Pre-habilitation and Rehabilitation , linking to the work of the Early Intervention and Self-Management Sub Group. This will set the agenda for co-produced work for rehabilitation services over the next 5y ear period. Continue to work with partners to support the Falls Strategy Framework as one of the Sub Group Leads for the Lanarkshire Falls Strategy ‘Building Resilience at a population level: Community Engagement, Strength & Balance, Home Safety, Self- Management, Bone Health’ Escape Pain (For Knee/Hip Arthritis suffers) new programme being delivered in partnership with MSK Physiotherapy Team from NHS Lanarkshire which could be Community Centre based following pilot programme. • Increase local access to activity for NLC residents • Ideal for those with long term conditions, cancer or with mobility issues could improve their health and mobility by attending these. Increased number of attendance/improved health and wellbeing. We have developed a Good Grief support group in Bellshill CC, a memory room in Airdrie and ran a number of nutrition sessions in our libraries in partnership with ActiveNL. We continue to do onsite reminiscence sessions in sheltered housing complexes and we are also looking to develop a memory group in Bellshill CC. This programme was supported by working across the Active & Creative Communities Team. Will provide opportunity to use existing and new MacMillan volunteer group to support. Also further developed by the Volunteer NL project (launched May 2023). 1.5 Facilitating access to archives and local studies materials. This service is already available, but work is underway to improve accessibility across a range of local settings. • Carrying out research in person encourages active living and creates opportunities to meet new people and feel part of the community. • Genealogy and local history research engenders a sense of belonging and wellbeing. We will seek feedback from participants and monitor number of people accessing services. We are providing physical access to local history and archives materials in 4 Seek opportunities to use social media platforms to build interest and encourage participation. Page 31 of 330
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Interest in family/local history has increased significantly during the lockdown period. locations across North Lanarkshire. Digital engagement improves accessibility and allows us to reach a wider audience. Our digital offer includes digitised collections on Ancestry, Archives Hub, National Register of Archives, NL Museums website, NL Heritage Twitter and Flickr. Sample of statistics: • 40,4855 page views of NLC digitised records on Ancestry in 2022/23 • Almost 400,000 views of Archives/Local Studies collections on Flickr • 3794 followers on Twitter / X @Heritage_NL hosted jointly with museums. 1.6 Providing cultural learning opportunities (talks, courses, tours). This will include development of local heritage trail leaflets. • Attending events in person and online creates opportunities to meet new people and feel part of the wider community. • Walking the heritage trails encourages active living and creates opportunities to feel part of the community. Increased physical activity. Opportunity to link with other Programmes of Work. Delivering talks, tours and workshops and promoting our services at local and family history fairs in NL facilities as well as bespoke requests from societies and organisations. Digital talks and courses are also given via MS Teams This was developed in conjunction with action 1.2. Some heritage walks were created previously but have not been in active use and this could potentially be a wider project with other NLC services. Page 32 of 330
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and Zoom (hosted by external organisations). 2,885 attendance at talks a (online and in person) in 2022/23 1.7 Book Blether – face to face (or online) book club. Work with colleagues to identify groups that may benefit from increased socialisation. • Improved mental health and wellbeing through socialisation. • Safe space to discuss (through books) any issues or themes that arise. Book clubs already happen across NL. This approach will bring together those that would benefit from the opportunity to meet with others. Feedback will be sought throughout, as appropriate. Book blether was successfully encompassed into our reading groups and in particular the Coatbridge shared reading group. We work with colleagues to identify groups/participants likely to benefit. 1.8 Breastfeeding Friendly – in line with the council’s commitment and support of breastfeeding, undertake a communication campaign to highlight availability of facilities across the estate. • Ensure all breastfeeding customers have access to comfortable, safe and suitable environments across all our facilities. This approach reinforces the council’s commitment to breastfeeding and its many benefits. All libraries are designated breastfeeding friendly venues. We work with colleagues across the council to ensure a clear communication campaign is put in place. Sport - As well as improving overall physical fitness, sport can empower, inspire and motivate participants. It can provide pathways to professional level and opportunities to develop lifelong engagement as well as opportunities for volunteering. 2.1 Review ACC activity programme to allow children to access and participate without barriers in physical activity for at least up to one hour per day. Ensure services and programme are accessible to young people living in poverty throughout North Lanarkshire. • Improved physical activity levels. • Diverse programme which offers opportunity for structured and informal physical activity levels. Inactive children at risk of poor self-esteem, higher anxiety and higher stress levels and are more likely to develop poor health habits – this programme will use qualitative feedback to measure impact on lifestyle. We engage with internal and external partners to develop a diverse programme of activity. Page 33 of 330
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Continue to build on the success of our Street Soccer programme for 9-16 year olds. Over 700 young people play football through our soccer school programme. We provide free football through partnership work with the Scottish FA and McDonalds to our Soccer participants. Ongoing development of the ASN School Football League which has provided the opportunity for 8 schools across North and South Lanarkshire to play organised competitive football each month. Link with colleagues in Active Schools to support activity options. 2.2 Review membership scheme for ActiveNL users – ensuring the offering is affordable and competitive to encourage increased usage of our sporting and leisure facilities for all groups. Ongoing consideration of membership strategy in discussion with Finance colleagues to ensure cost-effective and affordable approach. This will include consideration of a staff membership option to encourage and support a healthy workforce. To ensure customers have a positive experience in our venues and provide the opportunity to address areas of concern, we continue to undertake quarterly customer surveys – this is complemented by the council’s CRM system. • Increased user numbers. • Increased physical activity levels. • Seek to remove barriers to participation. Increased user diversity, continue to monitor customer feedback to seek opportunities for improvement. We seek feedback from users and non-users to better understand perceived barriers. 2.3 Continue to support the development of local leagues and clubs to meet their needs within North Lanarkshire. This will include influencing and supporting new • Supporting club development helps to create pathways for the ongoing development of sporting activity. The council already supports a range of clubs across North Lanarkshire. We will Engagement with local clubs, third sector and national governing bodies. Page 34 of 330
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and existing partners, both locally and nationally, to ensure that strategic plans and policy positively reflect the role that physical activity and sport can play to improve health and strengthen our communities. • Working with governing bodies allows the council to access available funding and ensure fit for purpose facilities for the whole community. continue to do so and monitor our future success. 2.4 Continue to deliver and develop inclusion projects such as Friday Night Project, Saturday Sportscene and Street Soccer Introduction of Sports Events which involves all 8 projects coming together to participate in different sports each month. This brings the young people of North Lanarkshire from different communities together at one venue and provides them the opportunity to develop new friendships. • Successful delivery of all inclusion and diversionary projects in partnership with CL&D and the Health Improvement teams throughout Lanarkshire. • Increased participation within projects at all 8 venues across NL by providing young people with the opportunity to engage in free sports and physical activity whilst engaging in youth work. Continue to successfully engage with young people through an intervention based approach to ensure young people are being supported, heard and helped. We continue to work on development with CLD and NHS Health Improvement team. 2.5 Increased opportunities for men and women to participate in walking football and Kickstart programme (this programme provides opportunities for those recovering from mental health and addictions to play football). Continue to work in partnership with SAMH to provide employment opportunities for our kickstart group participants (The kickstart group is for service users with mental health or addictions). From this, we want to support the service users in recovery and onto positive destinations. • An increased number of participants per week attending our venues to help aid their recovery through sport. The council already provides both programmes but will seek to increase opportunities available across a range of locations. We work with partners to target groups likely to benefit. 2.6 Continued development of Active Schools Action Plans for every school in North Lanarkshire. Action plans set out a • Plans ensure a customised activity plan which takes into account local We continue to work with schools to monitor the effectiveness of our plans We work with schools, parents and volunteers on delivery of our plans, Page 35 of 330
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customised approach to a range of priorities including supporting physical activity, Developing the Young Workforce, working with volunteers and supporting links to local sports clubs. need and addresses priorities reflected by pupils, parents and teachers. and take corrective action, where necessary. building links and pathways to local sports clubs across North Lanarkshire. 2.7 Ongoing development of our successful Outdoor Education Programme at Strathclyde Country Park. This includes ongoing improvement of facilities and work with partners to provide a diverse and engaging programme for our P7 pupils. • The programme offers an attractive and engaging experience for pupils. Ongoing monitoring of results and feedback from participants. We work with pupils, parents and schools to ensure we respond to participant need. 2.8 Continue to develop the Active Schools Volunteer Programme. The programme is responsible for developing and supporting volunteer led, sustainable physical activity and sport opportunities that take place out with school hours, both within the school and wider community. • Recruiting, supporting, training and sustaining a network of volunteers including senior pupils, coaches, leaders and teachers who in turn deliver physical activity and sport opportunities supports the key purpose of Active Schools. Ongoing monitoring of the programme to ensure target participation levels are met. Adjustments made where necessary. We work with our network of volunteers to ensure ongoing development of a successful programme. Dance - Dance is an inclusive creative, physical and social activity appealing to a wide range of people and is a fun, enjoyable way to exercise, which can deliver wellbeing benefits. The approach taken will offer options to different age groups and incorporate wider activity including drama. 3.1 Little Groovers - re-establish Little Groovers and develop throughout North Lanarkshire area. • Under 5's creativity/physical exercise once a week. • Parents/carer engaging in shared experience with child. • Positive contribution to community experience. • Create an inclusive and creative environment with no barriers to access. Improved physical activity. Encourage participation in other available activities. Participant numbers will be monitored and evaluated. Opportunity to link with community groups. Co partnering with CLD/3rd sector to explore and develop a creative multi art form programme suitable for Pre 5 and parents to deliver in the local community. Play - Physical activity through play can support children's mental and cognitive development as well as their physical health. Evidence suggests that children who are physically active when young are more likely to adopt healthy lifestyles as they grow up. Play is, however, important at all ages and the actions below seek to stimulate residents of all ages. 4.1 Active & health themed Bookbug (as previously done during Love Life Love libraries). Local NHS Health Promotion • Support parents and carers on possible activities to do regularly with their children. These events will Feedback from parents and carers, re improvements around health & activity and Bookbug sessions are led by the Children’s team. Plans underway Page 36 of 330
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Officers will come along to support parents by being there to chat, promote current initiatives around health & wellbeing e.g. vitamins, food, vouchers, support groups etc. include targeted health promotions - e.g. teeth cleaning etc. • Early start promotion of exercise and activity for babies and toddlers. how sessions have supported this. This needs to be progressed. A volunteer role for Bookbug has been developed. to refresh volunteer programme to provide support (full training provided). 4.2 Story walks from Libraries (Trail tales). This includes ongoing development of the Lanarkshire Legends programme – this was recently piloted in Airdrie with the author, Alison Galbraith and celebrates our local artists. • Supporting family activity. • Increase family quality time with children as well as health benefits of reading Increased physical activity. Feedback from parents/carers on their experience will be critical. Lanarkshire Legends storywalk project has reached its conclusion for the moment, but there are plans to develop this, using other local story material. Feedback demonstrated physical and mental health benefits from the activity. Similarly, Rambling Readers provides social interaction, health benefits from reading and physical activity and continues to attract participants, who often extend their experience by engaging in other library activities. Similar to Bookbug – we develop volunteer support and engage with local groups to offer bespoke options, wherever possible. 4.3 Implement a House of Games style board game club. This will be targeted at older residents. • Engage older members of the community in activities that stimulate the brain either via logic or strategy or from the social interactions. Feedback sought from participants. A wide range of games were purchased (draughts, chess, jigsaw etc.) and distributed to branches. These were used during the warm spaces period and as part of our New Tricks events in Airdrie, Coatbridge and Motherwell. We work with colleagues to identify appropriate groups with an interest in participating. Page 37 of 330
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Creativity & Culture - Engaging with arts and culture is central to the mental health and wellbeing of our communities. Getting involved in, an arts or ceramics class, participating in a film workshop, visiting an exhibition or volunteering in a museum can have a powerful and lasting effect on physical and mental health. The benefits are well documented; it can help protect against and manage a range of mental health conditions, alleviate loneliness and isolation, allow participants to express their experiences, learn new skills and build confidence. 5.1 Continued development and expansion of in-person art classes for adults & children with an increased focus on the physical experience of artmaking. • Improve physical dexterity, intellectual focus and mental health & wellbeing. Feedback sought from participants. While arts classes are well established, we work to develop programmes which encourage health promotion (both physical and mental), linking with partners to ensure those most in need are able to benefit. 5.2 Work with colleagues supporting the Town & Community Hub Programme to seek opportunities for the inclusion of creative spaces for the community in a range of different locations. • Shared community spaces dedicated to creativity and community collaboration. • Improved mental health and wellbeing. The use of the space will be driven by feedback from users. Development of creative spaces will build on feedback and input from a range of stakeholders, including community groups. This work is ongoing. 5.3 Photography Walks. Available at Photomedia studio at Summerlee and as an outreach activity to groups/centres in NL area. • Increased physical activity. • Increased socialisation and improved mental health and wellbeing. Interest and ideas from participants will drive approach taken. Opportunity to combine with other actions above and link to other Programme of Work priorities. 5.4 Work with local communities to involve them directly in decisions about their cultural heritage – seek opportunities to provide local access to local interest projects, celebrating the heritage of the communities of North Lanarkshire. • More people engaged with their heritage in a meaningful way; foster community cohesion and capacity building. We will monitor the number of people engaged with and reports on the positive impact of relationships established. Ultimately this approach reinforces the council as the provider of services which Work with the Community Partnership team to plan engagement with the 9 Community Boards, as appropriate. Page 38 of 330
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put the community at the heart of decision making. 5.5 Completion of programme led by Arts Development Team to work with the University of Edinburgh and Community Safety Scotland on a research project entitled Art is Everywhere. This involved various methods of communicating with users and non-users of our Arts programme and will help shape a wider Arts Strategy linking in with a wide array of new partners. It’s an exciting fresh approach which will be hugely beneficial and led to approval of Arts Strategy for NL, approved at Communities Committee in April 2024. • Development of a co-produced, long- term and sustainable arts strategy for North Lanarkshire with community members and key stakeholders in health, education, business and employability, social justice and community safety that is integrated and aligned with other sectors’ priorities. • Connecting our Services, schools, and grassroots organisations to ensure sustained access to the arts from early years through to healthy ageing. • Implementation of a social prescribing model to support the health and wellbeing of the communities of North Lanarkshire through the arts and humanities. • Implementation of a dignity and access fund for lower income households or those who face barriers in accessing the arts. Ongoing monitoring of agreed target outcomes as set out in funding application. Continue to work with partners on delivery and explore opportunities for further development. 5.6 NL Studio/NL2 all ability drama – development of all ability drama groups for adults. • Reestablish connections/friendships post covid • Skills for life-based learning • Promote confidence through development • Explore thematic/issue based theatre and positive impact on group • Create a safe, positive working space for participants • Increased participation rates. Feedback sought from participants. Continues to be a great outlet for all ability drama – we are considering alternative locations to grow this model. 5.7 Drama Masterclasses, holiday projects for young people. • Create a safe space for young people to share ideas. • Learn transferable life skills. • Encourage leadership skills with peers. Increased participation rates. Feedback sought from participants. We work with partners to promote access to a range of community groups. Page 39 of 330
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• Promote confidence through development of creative content. • Tackle isolation by creating a space to make new circle of friends. 5.8 Launch a Co-produced Arts Strategy: A comprehensive approach to creativity in North Lanarkshire. • Better integration of the arts across all Council departments in line and helping to achieve The Plan for North Lanarkshire • Create a robust budget / financial model in place for Arts Development Team. • Effective evaluation / measurement processes in place to capture departments data and provide evidence of positive influence. Increased participant numbers Strong data showing how the Arts Development Team’s work supports council priorities. We continue to work with colleagues across the council to ensure creativity is central when developing new work and ensure the list of viable partners grow both internally and externally. 5.9 Ongoing partnership with University of Edinburgh. The conclusion of ‘Art Is Everywhere’ dovetailed into REALITIES – ‘Researching Evidence based Alternatives in Living Imaginative, Traumatised, Integrated, Embodied Systems.’ Another funding application has been submitted that would fund REALITIES for a 3 year project. • Building stronger working relationships and better understanding of how creative activity can support Restorative Justice. • Recovery Cafes. • Refugee Communities. • Rediscovering Airdrie Project. Ongoing monitoring of agreed target outcomes as set out in funding application. Continue to work with partners on delivery and explore opportunities for further development. The project explores how changes to health and social care systems can benefit deprived communities and people with experience of trauma, homelessness, poverty, unemployment, displacement, poor mental health or imprisonment. 5.1 0 Beetroot Recording Studio • The studio based in Petersburn is a top recording facility and over the last few years its use was focussed on being a commercial studio. The team are now working in partnership with Last Night From Glasgow, which a Ongoing monitoring of outcomes, focussing on individual achievements/benefits. The partnership involves recording LNFG acts in the studio in return for promoting North Lanarkshire artists recordings. This Page 40 of 330
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unique not-for-profit independent record label. is a really exciting project for struggling musicians in the North Lanarkshire area and encourages future careers through music. 5.1 1 Adult Support Services Toolkit • Our work with the University has influenced a new piece of work the Arts Development Team will undertake. Working to create an adult support services toolkit that will support groups across NLC to embed creativity within their service / practice. Ongoing monitoring of agreed target outcomes as set out in funding application This resource will ensure sustained access to creativity when budgets don’t allow. Our aim is to work with 4 adult support organisations in co-developing the digital resource. Page 41 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 19/08/24 ACC and Community Facility Usage and Footfall Q1 24-25 and Q1 23-24 From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk Telephone 07973 726496 1. Background 1.1 North Lanarkshire Council has made a commitment to ensure our residents have access to a range of services and venues across the authority which support their ability to maximise health and wellbeing and give access to areas where they are able to work with others to participate in activities or take part in projects which seek to provide overall community benefit. 1.2 Within this context, the council has a range of venues provided by either Active and Creative Communities or Community Facilities which are used by the community in a range of different ways. Some venues are better used than others and it is recognised that people’s habits have changed, particularly in the period following the pandemic. 1.3 In line with our commitment to ensure the best use of the limited resources we have, usage of such facilities is closely monitored and presented within this report for the information of elected members. Executive Summary For the information of elected members, this report provides an overview of usage of a range of sports, culture and leisure venues and our community facilities, comparing quarter 1 of 2024-25 and quarter 1 of 23-24. Recommendations It is recommended that the Communities Committee: (1) Notes usage and footfall associated with the council’s sports, culture, leisure and community facilities. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Statutory / corporate / service requirement Item 4 Page 43 of 330
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2. Report 2.1 Appendix One provides a breakdown of footfall during quarter one of 2023/24 as compared to quarter one of 2024/25 for Active NL, Community Libraries, Creative Resources and Venues and Museums. Information for community facilities is gathered in a different manner, recorded both by the number of bookings made (count) and the duration of those bookings. A percentage comparison is shown for all venues listed above. 2.2 Overall, we have seen an increase in usage of all forms of community facility over this period. The exceptions to this are the Creative Venues where the closure of Motherwell Concert Hall and Theatre has had a significant impact in number of people attending events although this has also resulted in a significant uplift in visitors attending Airdrie Town Hall. We have also seen a reduction in the number of people attending Summerlee Museum in quarter one of 2024/25. 2.3 Members will be aware that the council has a total of 68 community facilities and of the 60 available for use by the public, although there has been an overall increase in use, there has been a significant reduction in usage in some sites. 2.4 The council continues to work with a range of local groups to support increased use of our facilities wherever possible. Work with the Community Ownership and Management Group continues to support community interest in all forms of access including community asset transfer where this approach supports the aspirations of local groups. 2.5 It is intended that this report will be presented to committee on a quarterly basis going forward. 3. Measures of success 3.1 A thriving and sustainable council service which supports the delivery of culture, sport, leisure, and community facility services. 4. Supporting documentation Appendix One – Usage and Footfall Q1 2023/24 and Q1 2024/25. Lyall Rennie Chief Officer (Community Operations) Page 44 of 330
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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 45 of 330
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 46 of 330
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Appendix One – Usage and Footfall Q1 2023/24 and Q1 2024/25. Active NL 2023-24 2024-25 % Venues Q1 Q1 Movement Airdrie Leisure Centre 94528 94730 0.2% Aquatec 4679 5047 7.9% Birkenshaw Sports Centre 1827 1540 -15.7% Broadwood Leisure Centre 163481 152806 -6.5% Ian Nicolson Centre 14339 17737 23.7% John Smith Pool 23423 15964 -31.8% Keir Hardie Centre 12148 7985 -34.3% Kilsyth Swimming Pool 27357 24842 -9.2% Lochview Golf Centre 15723 17128 8.9% Palacerigg Golf Course 9352 10038 7.3% Ravenscraig Sports Centre 138287 141778 2.5% Shotts Leisure Centre 17410 18794 7.9% Sir Matt Busby Sports Centre 102557 103324 0.7% Time Capsule 125477 130258 3.8% Townhead 23974 25920 8.1% Tryst Sports Centre 123089 145048 17.8% Wishaw Sports Centre 116574 117608 0.9% Grand Total 1014255 1030547 1.6% Page 47 of 330
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Community Libraries 23-24 24-25 % Libraries Q1 Q1 Movement Abronhill 4,279 5,971 39.5% Airdrie 12,809 14,976 16.9% Bellshill 12,013 14,519 20.9% Chapelhall 3,218 4,516 40.3% Chryston 4,334 2,769 -36.1% Cleland 3,081 3,019 -2.0% Coatbridge 12,895 14,413 11.8% Condorrat 5,573 5,522 -0.9% Cumbernauld 13,229 16,418 24.1% Kilsyth 4,556 4,895 7.4% Moodiesburn 2,771 3,669 32.4% Motherwell 22,759 24,187 6.3% New Stevenson 1,975 3,732 89.0% Newarthill 1,357 1,410 3.9% Newmains 4,490 4,419 -1.6% Shotts 1,554 1,746 12.4% Stepps* - - Viewpark 3,274 3,692 12.8% Wishaw 18,239 22,733 24.6% Total 132,406 152,606 15.3% Outreach Services 23-24 24-25 % Q1 Q1 Movement Mobile 1 486 304 -37.4% Mobile 2 (off road) - - Outreach Van 343 199 -42.0% Mobile 4 462 289 -37.4% Total 1,291 792 -38.7% *Stepps Library has been closed and is due to re-open in July 2024. Page 48 of 330
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Creative Venues Creative Venues 23-24 24-25 % Q1 Q1 Movement Airdrie Town Hall 1,023 12,584 1130.1% Bellshill Cultural Centre 1,635 2,837 73.5% Cumbernauld Theatre 14,295 16,974 18.7% Motherwell Concert Hall & Theatre 48,294 Total 65,247 32,395 -50.4% Museums & Collections Museums 23-24 24-25 % Q1 Q1 Movement Summerlee 56,987 48,022 -15.7% NL Heritage Centre 2,541 5,233 105.9% Total 59,528 53,255 -10.5% Page 49 of 330
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Community Facilities Facility Centre Status (weeks) 23-24 Q1 Count 23-24 Q1 Duration (hours) 24-25 Q1 Count 24-25 Q1 Duration (hours) % Movement (Count) % Movement (Duration) Average Weekly Hours in Q1 2024 Abronhill Community Facilty 52 183 293 151 239 -17.5% -18.4% 18 Airdrie @ Home Community 52 10 10 13 13 30.0% 30.0% 1 Allanton Cc 52 54 129 55 140 1.9% 8.5% 11 Andrew Hamilton Cc 38 33 103 50 145 51.5% 40.8% 15 Antonine Community Sports 52 49 108 64 162 30.6% 50.0% 13 Auchinloch Cc 38 87 211 133 283 52.9% 34.1% 28 Beechbank Cc 52 91 276 99 308 8.8% 11.6% 24 Burngreen Cc 38 24 55 18 60 -25.0% 9.1% 6 Burnhead Cc 52 151 343 142 377 -6.0% 9.9% 29 Calderbank Cc 38 40 83 53 127 32.5% 53.0% 12 Caldercruix Cc 38 10 18 11 20 10.0% 11.1% 2 Chapelside Cc 52 537 1976 709 2351 32.0% 19.0% 181 Charlotte Toal Cc 52 216 909 286 1087 32.4% 19.6% 84 Chryston Cultural Centre 52 224 650 369 779 64.7% 19.8% 60 Cleland Cc 38 24 66 21 57 -12.5% -13.6% 5 Coatbridge Cc 52 564 2009.5 674 2553 19.5% 27.0% 196 Coltness Cc 52 124 334 157 432 26.6% 29.3% 33 Colzium House 52 26 108 0 0 Cumbernauld New Town Hall 52 219 540 222 561 1.4% 3.9% 43 Forge Cc 38 103 317 71 196 -31.1% -38.2% 20 Four Isles Cc 52 56 113 80 263 42.9% 132.7% 20 Frank Ferguson Cc 52 82 295 90 332 9.8% 12.5% 26 Garrell Vale Cc 52 344 933 314 929 -8.7% -0.4% 71 Page 50 of 330
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Gartcosh Cc 52 264 789 233 683 -11.7% -13.4% 52 Gartlea Cc 52 182 597 282 1061 54.9% 77.7% 82 Glenmavis Cc 38 11 17 10 17 -9.1% 0.0% 2 Gowkthrapple Cc 38 13 34 35 131 169.2% 285.3% 13 Greenfaulds Cc 52 92 245 96 250 4.3% 2.0% 19 Harthill Cf 52 136 298 154 362 13.2% 21.5% 28 Hattonrigg Cc 38 30 92 66 203 120.0% 120.7% 21 Holytown Cf 38 110 299 127 353 15.5% 18.1% 35 Isa Money Cc 52 78 195 111 294 42.3% 50.8% 23 Jim Foley Cc 52 170 484 215 723 26.5% 49.4% 56 Joe McKay Cc 52 147 547 237 823 61.2% 50.5% 63 John McCormack Cc 38 213 553 279 761 31.0% 37.6% 78 MacAuley Cc 38 100 249 98 250 -2.0% 0.4% 26 Michael Sherry Cc 52 83 221 62 162 -25.3% -26.7% 12 Mount Pleasant Cc 52 69 144 87 174 26.1% 20.8% 13 Netherton Cc 38 37 99 38 66 2.7% -33.3% 7 New Stevenston Cc 38 53 122 46 104 -13.2% -14.8% 11 Newarthill Cf 52 410 1414 393 1340 -4.1% -5.2% 103 Old Monkland C Wing 52 105 213 106 214 1.0% 0.5% 16 Old Monkland Cc 38 108 251 117 284 8.3% 13.1% 28 Overtown Cc 52 141 411 129 364 -8.5% -11.4% 28 Pat Cullinan Cc 52 332 1385 382 1895 15.1% 36.8% 146 Pather Cc 52 366 1067 292 986 -20.2% -7.6% 76 Pivot Cf 52 431 1087 210 449 -51.3% -58.7% 34 Plains Cc 52 60 141 52 129 -13.3% -8.5% 10 Pollock Cc 38 52 182 66 217 26.9% 19.2% 23 Rochsoles Cc 38 0 0 20 50 0.0% 5 Page 51 of 330
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Salsburgh Cc 38 93 196 84 164 -9.7% -16.3% 16 Shawhead Cc 52 59 112 144 343 144.1% 206.3% 26 Shotts Cf 52 277 675 221 589 -20.2% -12.7% 45 Springfield Cc 52 72 147 49 120 -31.9% -18.4% 9 Tannochside Cc 52 103 286 111 301 7.8% 5.2% 23 The Link 52 30 94 289 793 863.3% 743.6% 61 The Muirfield Centre 52 763 2441 682 2274 -10.6% -6.8% 175 The Village Cc 38 16 51 32 105 100.0% 105.9% 10 Viewpark Cf 52 467 1313 599 1632 28.3% 24.3% 126 Westfield Cc 38 42 118 82 215 95.2% 82.2% 22 Totals 8966 26448.5 10018 30295 11.7% 14.5% Colzium House – transferred to ACC in April 2024 and undergoing development Cleland CC – now used for out of school care. Pivot CF – closed. Link CF – recently returned from use as vaccination centre. Page 52 of 330
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North Lanarkshire Council Report Name of committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/CB Date 01/08/24 Annual Review of the Community Safety Strategy 2023/24 From Stephen Penman, Chief Officer – Strategic Communication and Engagement E-mail penmanste@northlan.gov.uk Telephone 07947997750 1. Background 1.1 An all-encompassing Community Safety Strategy was developed in Spring 2021. The strategy covers a broad range of community safety activity, building on the existing community partnership arrangements which are in place within North Lanarkshire. The strategy also fulfilled the requirement to publish an Antisocial Behaviour Strategy. This Executive Summary Effective community safety partnership arrangements have been in place for some time in North Lanarkshire to make communities safe and feel safer for everyone to prosper. These partnership arrangements adopt a holistic, integrated approach to improving community safety in North Lanarkshire, recognising the interconnectedness of the various aspects of community safety which align with The Plan for North Lanarkshire. The Community Safety Strategy is the overarching strategy on community safety issues and comprises the requirements set out in the Antisocial Behaviour etc. (Scotland) Act 2004, which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. The purpose of this report is to advise committee of the progress made on the strategic priorities and actions in the Annual Review of the Community Safety Strategy 2023-2024. Recommendations It is recommended that Communities Committee: (1) Note the progress made to date in relation to the actions in the Community Safety Strategy for the period 2023-2024. (2) Approve the Annual Review of the Community Safety Strategy 2023-2024. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Item 5 Page 53 of 330
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integrated approach is intended to better utilise and target resources and community safety activity through North Lanarkshire Partnership to improve outcomes for individuals and communities in North Lanarkshire. 2. Report 2.1 The vision for community safety set out in the strategy is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. 2.2 This vision is aligned with the ambition set out in the Plan for North Lanarkshire and requires a partnership approach to deliver the actions and priorities set out in the strategy. 2.3 The annual review of the Community Safety Strategy 2023-2024 has now been prepared on progress in relation to the corresponding actions. Community Safety Strategy Priorities 2.4 The Community Safety Strategy 2020-2025 set out five key strategic priorities which are underpinned by the following five key themes: • Effective Community Involvement, Influence and Ownership. • Strong Partnership Working, Governance and Decision Making. • Tackling Inequalities. • Prevention and Early Intervention; and • Place Based Approach. 2.5 These themes developed through consultation with stakeholders and the community set out the fundamental aspects of the approach to be taken by community planning partners to improve community safety in North Lanarkshire. The five priority areas for action in the Community Safety Strategy are to: • Effectively tackle antisocial behaviour. • Reduce serious violence and disorder. • Reduce harm from unintentional injury and fire. • Tackle Gender Based Violence and protect people at risk of harm, and • Improve road safety. Progress on the Community Safety Strategy Actions Performance Indicators 2.6 A range of corresponding actions are set out within the strategy to achieve the five strategic priorities. There are 51 actions agreed which involve North Lanarkshire Council (including Housing, Transportation and Education), Police Scotland, Fire and Rescue Service North Lanarkshire Health and Social Care Partnership and North Lanarkshire Violence Against Women Partnership. Of these actions, 43 actions are on track (Green), 8 actions have minor delays (Amber) and there are no actions which have significant delays (Red). As previously reported, three actions to improve road safety are no longer progressed within North Lanarkshire Council, following the removal of the Road Safety Education Team in April 2020, which was approved by Council. Page 54 of 330
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2.7 Performance indicators are presented in the Annual Review of the Community Safety Strategy 2023-2024. The key indicators and changes in the past year as well as some notable trends are summarised as follows: • The pattern of antisocial behaviour contacts has increased in this reporting period which differs from the previous year where there was a decrease. • Overall crime has continued to decrease in the past year, which has been the pattern over the past six years. • The number of antisocial contacts due to non-domestic noise has decreased since the last reporting period. • The number of detections for drugs has continued to decrease in the past year. • Accidental dwelling fires decreased over the period 2023/24 and casualties in accidental dwelling fires have increased from 2022/23 to 2023/24. • There had been a long-term increasing trend in the number of emergency admissions due to unintentional injury and in North Lanarkshire there has been a slight increase of one person in this reporting period in relation to the previous year. • The number of hate crimes reduced by 67 compared to the previous reporting period. • The number of domestic abuse cases reported to Police Scotland have decreased in the reporting period. • Referrals to Violence Against Women Partnership have decreased over this reporting period. • There has been an increase from 8 to 19 in the number of young people seriously injured by road accidents in the reporting period. • Dangerous driving convictions have increased in the past year. • The number of people charged for disqualified driving, driving without insurance or whilst using a mobile phone have increased whilst those driving without a licence, have decreased in the past year. • The number of people charged with Driving without a seatbelt has decreased in the past year. 2.8 The Community Safety Strategy is a five-year plan and progress will continue to be reviewed and reported through the Community Safety Partnership, People and Communities Committee and existing community planning structures. The existing Strategy is due to come to an end in March 2025. The new Strategy is currently being written and will be consulted on in advance of March 2025 when the new Strategy is due to be launched. 3. Measures of success 3.1 The continued delivery of the actions and priorities set out within the Community Safety Strategy. 4. Supporting documentation 4.1 Appendix - Annual Progress Review of the Community Safety Strategy 2023-2024. Stephen Penman Chief Officer Strategic Communication and Engagement Page 55 of 330
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The equality impact assessment for the Annual Review of the Community Safety Strategy has identified a positive impact associated with all protected characteristics given the broad scope of the strategy and corresponding actions If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 56 of 330
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 57 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 1 Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives Annual Review 2023 -2024 Page 58 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2 Contents (Check the numbers are accurate) 1. Introduction 3 Strategic Context 3 Local Context 3 Measuring and Reporting on Progress 4 2. Our Strategic Priorities, Actions and Progress 4 Strategic Priority 1: To effectively tackle antisocial behaviour 4 Strategic Priority 2: To reduce serious violence and disorder 9 Strategic Priority 3: To reduce harm from unintentional injury and fire 16 Strategic Priority 4: To tackle Gender Based Violence and protect people at risk of harm 24 Strategic Priority 5: To improve road safety 27 3. Annex – Progress on Community Safety Strategy Indicators 29 Page 59 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 3 Introduction Strategic Context The Scottish Government’s vision for a Safer and Stronger Scotland provides the national context for all community safety activity to help local communities to flourish, becoming stronger, safer places to live, offering improved opportunities and a better quality of life. The National Performance Framework (2018) provides the mechanism for directing and monitoring progress on community safety in Scotland with the Community Safety Strategy specifically contributing to “we live in communities that are inclusive, empowered, resilient and safe”. The Community Safety Strategy also aligns with the Justice in Scotland: Vision and Priorities (2017) and the Scottish Government’s Building Safer Communities (BSC) Partnership Programme. Our Community Safety Strategy also fulfils the requirement under The Antisocial Behaviour etc. (Scotland) Act 2004 which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. Given this national context, the Community Safety Strategy now tackles a broader range of community safety issues such as effective safeguarding, Gender-Based violence, community justice, counterterrorism, unintentional harm, home, and fire safety while encompassing early intervention, prevention, and empowerment of communities. Local Context Our vision for community safety is aligned with our overarching ambition which is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. Community safety is pivotal to achieving this vision for North Lanarkshire and contributes to all five high level strategic priorities set out in The Plan. Community safety at a local level within North Lanarkshire is coordinated through the community safety sub-groups with representation from a wide range of partners as well as community involvement. The Community Safety Strategy 2020-2025 has five strategic priorities and corresponding actions. These strategic priorities are: • Priority 1: To effectively tackle antisocial behaviour. Page 60 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 4 • Priority 2: To reduce serious violence and disorder. • Priority 3: To reduce harm from unintentional injury and fire. • Priority 4: To tackle Gender Based Violence and protect people at risk of harm. • Priority 5: To improve road safety. Measuring and Reporting on Progress This is the third Annual Review of the Community Safety Strategy since the production of Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025. This Annual Review is an update on progress on meeting these priorities and the corresponding actions highlighting successes and challenges. The attached performance indicators highlight changes in performance over the two-year period 2022/23 to 2023/24. The action plan indicates the status of each action using green (on track), amber (minor delays) and red (significant delay). Our Strategic Priorities Priority 1: To effectively tackle antisocial behaviour. Evidence tells us1: • Two-thirds (68.1%) of ASB contacts relate to domestic noise accounting for majority of callouts, with 15.3% due to criminal activity and 11.9% as a result of harassment. • The top three categories of domestic noise complaints are loud music (27.7%), banging (27.2%), and shouting and swearing (19.9%). • Misuse of drugs (25.7%), vandalism (17.2%) and violence (16.6%) are the top three categories of criminal activity complaints. In addition, threats account for 13.4% of criminal activity complaints. • 58.7%of ASB complaints are made from North Lanarkshire Council tenants, 14.8% are made from owner occupiers, 6.3% are from private sector tenants and 2.3% are by housing association tenants. 1 All evidence based on 2023/2024 data available from Housing Solutions, North Lanarkshire Council Page 61 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 5 • The majority of ASB subjects (those who are the subject of the complaint) are tenants living in council housing (66.2%). Owner occupiers account for 9.6% of ASB, 5.3% are private sector tenants, 4.8% are people living in homeless temporary accommodation and 1.9% are housing association tenants. • 10.6% of ASB contacts were from tenants in multi-storey towers. • Motherwell/Bellshill had the greatest ASB contacts in 2023/24 accounting for 35.8% of all ASB contacts, one-quarter (25%) were in Airdrie/Cumbernauld and 23.5% were in Coatbridge/Kilsyth/Moodiesburn. The number of ASB contacts in Motherwell/Bellshill and Coatbridge/Kilsyth/Moodiesburn increased during 2023/24 compared to the previous year. • There has been an increase in ASB contacts in the earlier part of the year - February and March compared to the previous year which had more ASB contacts in the summer months of July and August • Most ASB contacts were made during out of hours, 62.9% compared to 37.1% contacts made during daytime hours. Progress on our Key Actions Antisocial Behaviour Response Service The review of the Antisocial Response Service is complete. A noise app to assist with sound monitoring for tenants has now been passed by legal services and a trial will begin in early July 2024. Staff are currently receiving training on the noise app. The Community Safety Team now manage three rapid deployment CCTV units that are trailer mounted to be used to respond quickly to developing issues and can also be used to assess requirement for permanent CCTV deployments. The devices operate fully autonomously, with self- supporting power via battery and solar panels. The cameras transmit video securely via the mobile telephone networks. The trailers have motion sensors to detect any attempted vandalisms that alarm back to the CCTV control room, and they have a secondary camera to protect the trailer unit during deployments. The purchase of these cameras was supported through the Community Partnership Team and the Local Development Programme (LDP). The cameras aim to assist in the detection and prevention of crime, anti-social behaviour, environmental incidents and public health and safety. Environmental Changes in Public Spaces This action is now complete. Housing continues to ensure that all new-build housing proposals must satisfy the principles of ‘Secure by Design’ achieving certification from Police Scotland and the provision of open space is reviewed as part of the planning application process. Page 62 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 6 In this reporting period, in conjunction with partners, CCTV provision has been enhanced across North Lanarkshire. An additional 13 CCTV cameras have been installed and are operational 24hrs/day 7 days per week in Airdrie, Kilsyth, Cumbernauld, Wishaw, Harthill and Abronhill. These CCTV cameras have been funded through the Local Development Programme in response to reports of antisocial behaviour and community safety issues raised through Police, Scottish Fire and Rescue Service and Housing. These cameras have benefitted community safety in local communities through recording 6,383 incidents in total of which 2,293 were community safety incidents and have also detected 184 missing people. Incidents of ASB have decreased overall by 3.6% during 2023/24 compared to 2022/23. The largest decreases have related to noise complaints, which have decreased by 19.5% and damage, which have decreased by 12.3%. It should be noted however that there have been increases in disturbances (+4.2%), assaults (+2.7%) and neighbour disputes (+1.4%). Analysis of hotspot areas/repeat problematic addresses continue to be highlighted in the Tactical Assessment monthly and are also highlighted in several other analytical reports. These reports are carried out for both Police and Partners, to enable partnership working. Intelligence on repeat offenders/weapon carriers/gang violence is a key intelligence requirement for the Division and this in turn lets the Police pro-actively target the most problematic offenders and locations. All Police Area Commanders use the analysis carried out to inform their weekend/night-time patrol plans and any specific plans that run seasonally. Analysts have also now developed an Anti-Social Behaviour dashboard to enable any officer to look for hotspots with their own Sub-Divisions/Beats to ensure officer are placed in the right areas at the right time. Preventative approaches Anti-social behaviour remains a source of continual focus at a local policing level. Trends are identified and mapped through monthly Tactical Assessments which contribute to focused patrols and concentrated interventions. Regular working with key partners in prison, probation, health, and housing services allows us to reduce reoffending and build the partnership response to Crime and anti-social behaviour in our communities. From this, locally based action plans were derived to meet the needs of communities throughout the year. NLC funded quad bikes had a significant and positive impact around policing local events alongside supporting Response Policing teams with missing persons investigations. Page 63 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 7 Identified problematic premises are added to sub divisional daily/weekend action plans whereby officers are tasked to attend and thereafter submit an Innkeeper form with their findings. Joint police and NLC (Trading Standards) visits take place on a regular basis to those premises that are deemed problematic. Community Policing Teams across Bellshill, Motherwell, Wishaw, Shotts, Airdrie, Coatbridge and Kilsyth have solidified Community Alcohol Partnerships educating and supporting young persons and parents around their choices in relation to alcohol. A further Community alcohol partnership is being rolled out across Cumbernauld in 2024/2025. Exemplary work is being carried out in schools regarding knife crime (No Knives Better lives), Water Safety, Pitch in project, alongside the recent introduction of the pathway project for young people in Lanarkshire. Partnership work with Education and the Blameless Charity also introduced the use of motivational speakers to promote awareness and education about the consequences of violence and disorder to change attitudes and behaviour. Contextual Safeguarding A contextual safeguarding partnership approach has been adopted within North Lanarkshire Council, the aim of which is to respond to harm outside of the home which might be posed to young people from adults, or from other young people. The approach supports disruption from exploitation by targeting the source of harm and the cultures that have been created to promote safer, inclusive communities. Multiagency partnerships are committed to making North Lanarkshire safer for people of all ages by problem solving to create sustained and meaningful change. The contextual safeguarding approach takes a trauma informed, strengths based and evidence- based approach to seek to understand the dynamics of risk in adolescence and to attempt to build community guardianship. A bespoke online module has been created to support staff to recognise and respond to indicators of exploitation and so far, 500 staff across the council have completed this. Council workers in various departments including housing, community learning and development, education, legal, social work and community safety have been encouraged to undertake the learning to diversify the knowledge across the council and support culture change in recognising exploitation. In addition, a page tiger has been created to support workers to carry out their duties with the safety of the community in mind- risk - 1 (pagetiger.com) Page 64 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 8 Diversionary Activities Over the reporting period, diversionary activities took place with young people across a range of venues across North Lanarkshire on a weekly basis. Friday Night projects were run in three venues (Bellshill and Coatbridge) and Saturday Night projects run within 5 venues (Airdrie, Bellshill, Cumbernauld, Shotts, and Wishaw). This work is currently under review. Relevant intelligence and concern forms are submitted and shared as required. Calls to premises such as nightclubs, pubs, convenience stores etc. are monitored and appropriate tasking and joint visits are executed. Partnership engagement was undertaken with Retailers to tackle a rise in antisocial behaviour. Partnership engagement with Housing and Social Work, led to joint visits to offenders, utilising each partners powers to have the most disruptive affect. Street Soccer continues to be delivered for young people at various times throughout the year targeted towards geographical areas identified in response to incidence of antisocial behaviour. Serving and Proxy Purchasing of Alcohol Ongoing initiatives range from the bottle marking scheme where Police liaise with problematic premises and mark bottles to identify their source to national proxy purchase campaigns. During this campaign identified licensed premises are spoken to about the initiative and how, during the summer, the lighter evenings and school holidays, result in a higher number of under 18’s consuming or attempting to consume alcohol, and how they play a vital role in preventing this. Potential penalties and repercussions of failing to comply with legislation are emphasised to license holders. Premises are given display campaign materials to display in store and promoted to like and share posts on social media. North Lanarkshire’s Community Policing teams have assisted in identifying most problematic premises and are working with the licensing department to promote the initiative and tackle offenders. The licensing department also review incidents daily and proactively attend premises where issues are detected, speak to the license holder, and re-iterate their responsibilities under the Licensing Scotland Act 2005, as well as conducting scenario-based training to premises, targeting new and inexperienced staff on various aspects surrounding the selling of alcohol and issues that can arise. The Community Alcohol Partnerships introduced across North Lanarkshire are playing a key role in targeting education of young people regarding the risks/dangers of alcohol consumption and promoting diversionary activities available through partners. The initiative also focusses on educating and supporting local licensed traders. Page 65 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 9 The national “It’ll Cost You” campaign will take place throughout each sub-division and will run from June 2024 until August 2024. During this campaign identified licensed premises will be encouraged to participate. The Community Alcohol Partnerships play a key role in targeting and educating young people regarding the risks/dangers of alcohol consumption and promoting diversionary activities available through partners. The initiative also focusses on educating and supporting local licensed traders. Potential penalties and repercussions of failing to comply with legislation are emphasised to license holders. Premises are given display campaign materials to display in store and promoted to like and share posts on social media. North Lanarkshire’s Community Policing teams who have assisted in identifying most problematic premises and are working with the licensing department to promote the initiative and target offenders. Effective use of Legislation Partnership working between NLC Housing and Local Policing Teams is considered daily practice. Fluid information sharing, joint visits and tenancy warnings consolidate some of the positive shared practices. Due to early and effective intervention between NLC and Police, problematic premises and tenants are identified early with appropriate remedial action taken. Anti-Social Behaviour Orders (ASBO) or Anti-social behaviour Orders (ASBO) CRASBO legislation has been considered and applied where relevant. Regular meetings are held with NLC Housing and Sanctuary Housing to identify and discuss a joint approach to problematic tenants. Joint visits with Housing and Anti-Social Behaviour team are routinely undertaken with Lanarkshire Police Division proactively disclosing problematic tenants. Police reports are encouraged to include a request for a Criminal Anti-Social Behaviour Order (CRASBO), Anti-social behaviour Orders (ASBO) and to also make suggestion of where someone can be diverted from prosecution which is in line with local outcome improvement planning. . Priority 2: To reduce serious violence and disorder Evidence tells us: • Overall crime rate in North Lanarkshire has slightly increased by 1.4% in the past year from 2022/23 to 2023/24. • Serious assaults have increased by 8.2% from 2022/23 to 2023/24 period. • Robberies have increased by 44.6% from the 2022/23 to 2023/24 period. • Hate crime has decreased by 20.5% from 2022/23 to 2023/24 period. • The number of vandalism and malicious mischief crimes have decreased by 8.3% from 2022/23 to 2023/24 period. Page 66 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 10 • Housebreaking thefts have increased by 10.1% from 2022/23 to 2023/24 period. • The number of people convicted of dangerous driving has decreased by 5.6% from 2022/23 to 2023/24 period. • The number of people charged for disqualified driving has increased by 17.4% during the 2022/23 to 2023/24 period. • There has been a reduction in the number of detections for drugs by 9.5% over the 2022/23 and 2023/24 period. • There has been 33.8% decrease in the number of people charged with driving without a seat belt in the past year from 2022/23 to 2023/24 period. • There has been 8.9% increase in the number of people charged with driving whilst using a mobile phone from 2022/23 to 2023/24. Progress on our Key Actions Complainers of Violence Police Scotland, Lanarkshire Division is committed to reducing incidents of violence, targeting those engaging in disorder and violence within our communities. Repeat victims of crime continue to be monitored at Police sub-divisional meetings. Supporting victims of violence and vulnerability is a priority. This approach ensures appropriate engagement with complainers and an assessment for additional support from appropriate departments including Community Safety, Community Police, or Domestic Abuse Safeguarding Team. Information is appropriately shared with partners, ensuring a victim centred approach is maintained. Front-line Police Officers continue to make appropriate referrals to third party Victim Support Services, ensuring support is rendered from initial Police contact through to subsequent court appearances. Progress is being made in respect of engaging underrepresented groups, building confidence in public service, and increasing confidence in crime reporting within these groups. This ensures improved accuracy, validity, and reliable recording of crime which in turn contributes to the safety and wellbeing of all members of our community. Indoor Violence Page 67 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 11 Residential indoor violence is discussed daily at Police sub-divisional operational meetings. Local Violence Reduction Plans have been implemented and acknowledge the impact that indoor violence has on individuals, alongside the wider community. Use of analysts, predictive modelling and data analysis allows identification of patterns and hotspots associated with repeat violent offenders, allocating resources to effectively target repeat individuals. Collaboration with partner agencies sharing information, resources, and expertise to successfully manage repeat violent offenders, supporting rehabilitation and reintegration programmes. Domestic incidents are subject of risk identification and assessment, which is a fluid process, allowing action to mitigate any identified risk of harm in respect of any persons involved with appropriate safety plans. Multi–agency information sharing to support intelligence development and pro-active enforcement action against identified perpetrators using relevant and legitimate tactics. This is augmented by MARAC/MATAC/MAPPA Meetings where offenders and victims are discussed, and appropriate preventative, protective measures are agreed and implemented. There has been a significant push to raise awareness of Crimestoppers in areas where underreporting is prevalent. Community collaboration is key to overcoming reporting barriers. Weapons and Serious Violent Crime Lanarkshire Preventions Team have adopted several preventative measures in relation to these issues. A focus being on educational inputs and days of action, covering topics such as ‘No Knives, Better Lives’, ‘Stop & Search’, and ‘Medic’s Against Violence’. Throughout the reporting year, several days of action have been carried out at schools, further education establishments, community hubs and at Local Authority events. Crime prevention activities including stalls, divisional campaigns and social media messaging are routinely utilised as part of a preventative approach. Serious and Organised Crime During this reporting period a reassessment of all current mapped organised crime groups has been carried out within Lanarkshire to effectively direct resources towards the highest percentile of those involved in serious and organised criminality. This has resulted in Page 68 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 12 the archiving of some groups for whom the ability to operate at a serious and organised level has been dismantled and the opening of new groups to target those who have ascended to prominence. A renewed focus has been placed on the highest harm drug commodity blighting Lanarkshire communities and this has seen significant seizures of Class A and B controlled drugs across Lanarkshire and the dismantling of industrial size cultivations, increasing the hostility of Lanarkshire as an area for foreign national organised criminals to operate. Previous members of organised crime groups, now released from prison, are robustly policed on Serious Crime Prevention Orders and two nominals so far have been returned to prison for not operating within the terms of these orders. Financial Investigation remains another viable tool for the disruption of organised crime and a number of individuals across Lanarkshire, with links to the facilitation of organised crime, have now been actively designated as part of money laundering enquiries and over one million pounds of criminal cash seized over the period. There has been a marked reduction in violent feuds between crime gangs and where violence re-emerges the division is able to robustly respond with one individual recently convicted and sentenced to 16 years in prison for their role as a gangland enforcer. Hate Crime New hate crime legislation led to increased awareness and reporting of hate crimes. Social media campaigns are frequently used to encourage Hate Crime reporting whilst highlighting the different methods that this can be done. Online reporting methods included 'Contact Us', Crimestoppers or via Third Party Reporting centres. Third Party Reporting centres are listed on the Police Scotland website and approved and trained by officers. Social media campaigns are frequently used to promote Hate Crime reporting whilst highlighting the different methods how this can be done. Online reporting methods included 'Contact Us', Crimestoppers or via Third Party Reporting centres. These centres are listed on the Police Scotland website and approved and trained by officers. Police Scotland engage with Victim Support and maintain a hate crime tracker to allow Police to better engage with victims. Our third-party reporting methods are promoted on our website and via social media. The Hate Crime Tool Kit is routinely provided to & used by officers. Hate crime Campaigns are promoted by Police to increase awareness and engagement with third party reporting methods. Page 69 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 13 Safer Communities/Campus Officers deliver inputs & workshops across educational establishments, including partners such as I AM ME/Keep Safe ambassador training. Social media is used to promote information & education throughout our communities. Messaging focuses on the effects & consequences of engaging in discriminatory behaviour. Hate Crime initiatives and campaigns such as 'Don't Feed Hate' are regularly supported and promoted. Police led initiatives such as “More than the colour Blue” being developed for NLC schools. Police engage with LGBTQ+ staff association and arrange for empower hours & lived experiences to be delivered to officers to increase awareness, understanding to develop and train Officers. Police staff association also attend internal events to continue engagement and education with Police Officers. Housebreaking Volume pattern acquisitive crime, such as repeat targeted housebreakings and keyless theft of motor vehicles continue to be progressed by specialist resources at Proactive Crime Team (PACT) who can expedite the various available protracted lines of enquiry associated with these offences, removing the burden from front line response policing. There has been increased acknowledgement that these acquisitive crime trends afflict Scotland nationally and Lanarkshire is one of many regional divisions afflicted. This has resulted in enhanced cohesion between local policing divisions with acquisitive leads identified and regularly liaising to pool and prioritise investigative opportunities, meaning cross-divisional priority enquiry opportunities are rapidly identified and expedited. Although investigations can be painstaking, significant progress has been made in identifying the most prominent individuals involved in these offences and evidence continues to be gathered to progress towards executive action. The remits of local Divisional Violence Reduction Unit’s (DAVRUs) have now been amended to increase focus on volume pattern acquisitive offending at a local level and they will be supported by Proactive Crime Team (PACT) officers going forward in disrupting and detecting this criminality. Vehicle Crime Police have four Automatic Number Plate Recognition (ANPR) equipped Patrol cars dedicated to Lanarkshire and increase of two since the previous annual report. Access to monitor the ANPR camera activations has been rolled out to Road Policing Sergeants and officers on modified duties to enable real time analysis of the system for intelligence gathering and timeous look out requests for activations. It is used regularly for licence/insurance offences, recovery of stolen vehicles and for the interruption of Organised Crime Group (OCG) activity and drug supply on the arterial routes. Page 70 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 14 Lanarkshire Preventions Team has utilised well-established relationships at industrial estates, truck stops, and private and commercial premises over the past 12 months, running national and local initiatives in relation to preventative measures. Measures include the National Vehicle Intelligence Cloud (NAVIC) Day of Action and business security and robbery prevention advice provided to NLC businesses, raising awareness surrounding the tactics used by criminals. Festive Action Plans incorporated the ‘Darker Nights Initiative’, which involved leaflets drops and awareness stalls in areas which were identified as having been previously targeted. Home Safety and Crime Prevention advice is regularly provided to private premises across North Lanarkshire, with Prevention Officers attending addresses and conducting crime prevention surveys. Social media messages are routinely used as a preventative method, encouraging the public and businesses to be cautious and to remove high value items from vehicles when unattended. Proactive Crime Team (PACT) continues to be aware of the crime trend of utilising vulnerable young persons to assist in the physical appropriation of high value and performance vehicles. Over the reporting period the trend decreased except for one instance where a high-profile acquisitive nominal was utilising vulnerable young associates to appropriate a vehicle and thereafter utilise it in 'ram raid' style offences at local commercial premises. Deployment of proactive tactics led to the rapid recovery of the vehicle and fast- track forensics and telephone work identified all persons involved, with the nominal remanded and appropriate interventions in place around the young persons. Intelligence around the crime trend is routinely monitored and the interventions regularly pursued to divert young people from being inadvertently becoming involved in organised criminality. Drug Use Lanarkshire Preventions Team routinely work with education, including primary, secondary, and further education facilities in delivering drug awareness information. Prevention Officers have worked with NLC homeless/addictions and restorative justice to engage at the appropriate level and delivery drug inputs and police stalls. Over the past 12 months, Prevention Officers have provided drug awareness campaigns throughout North Lanarkshire, including schools in Cumbernauld, Coatbridge/Airdrie, Bellshill, Motherwell and Wishaw. College ‘Freshers’ week also benefited from sessions across North Lanarkshire. Police Youth Volunteers, along with Preventions, Community Policing and Community Alcohol Partnership provided information at several events regarding the dangers of drug misuse. Social media messaging is again used as a preventative method when regards to the dangers of drug Page 71 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 15 misuse and encourage reporting through organisations such as Crimestoppers. Education and awareness sessions are also carried out with parents/carers to help make them better informed to safeguard children. Tackling substance induced harm, intelligence development and proactive policing of those involved in the supply of drugs, remains a priority and is part of Lanarkshire Division’s commitment to safeguarding citizens Over the reporting period, there were 2624 intelligence logs assessed in relation to drug supply in Lanarkshire. This marks a reduction of 12% in the number of drug supply intelligence logs compared to the previous year (2951 logs for 01/04/2022 - 31/03/2023), however, there are a number of variables that can affect intelligence recording and it should be noted, that there were 259 crimes recorded, relating to the supply of drugs, this was an increase of 21.6% on the previous year (213 crimes for 01/04/2022 - 31/03/2023). The number of detected crimes for the period was 238 which is an increase of 9.7% compared to the previous year (217 detections for 01/04/2022 - 31/03/2023) which demonstrates the positive impact of local, proactive policing during the reporting period. Supply of Drugs Police Officers, and other relevant agencies ensure a coordinated effort in addressing drug-related challenges. By pooling their expertise and resources, we are better equipped to identify drug hotspots, gather intelligence, and take decisive action. This comprehensive approach helps to protect vulnerable individuals, prevent drug-related crimes, and promote community well-being. The emphasis on capturing and discussing good practices after each operation is particularly commendable. This commitment to continuous improvement allows Police officers to refine their strategies, adapt to emerging trends, and stay one step ahead of drug dealers. It also fosters a culture of shared learning and innovation within Police Scotland, enhancing effectiveness in tackling drug- related issues. Page 72 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 16 Priority 3: To reduce harm from unintentional injury and fire. Evidence tells us: • There has been a decrease in accidental dwelling fires down by 4% over the period 2022/3 to 2023/24 with 217 accidental dwelling fire incidents compared to 227. The five-year period of 2019/20-2023/24 average was 239 incidents, so the 2023/4 figures reflect a 9% decrease during this period. • The main source of ignition from accidental dwelling fires remains the same which is cooking food and the main factor is distraction with alcohol/drug impairment accounting for 15% of accidental dwelling fires • Most accidental dwelling fires were in Motherwell South East & Ravenscraig, Cumbernauld East and Bellshill wards all with 19 fires each. This is 8.8% of all ADF's for each ward so 26% of all ADFs in North Lan from those 3 wards. • Accidental dwelling fire casualties have increased from the previous year from 40 to 52 (30% increase) • Fire fatalities continue to remain low. North Lanarkshire had an increase from 1 to 3 in 2023-2024 • Most injuries from accidental fires are minor with most people, 38% attending hospital as a precaution, 29% receiving first aid at the scene and 27% of people affected who attended hospital had slight injuries • Most fire casualties in North Lanarkshire have been in the 50-59 age group, albeit numbers are very low at 9 in this bracket. • 2063 Home Fire Safety Visits have been conducted during 2023-2024. • In comparison to the previous year (2022/23), deliberate fires (primary) have slightly reduced (0.6% reduction) and deliberate fires (secondary) have also been reducing (6% reduction). Most deliberate fires are secondary. • Fires in non-domestic properties are unchanged during the past year from 2022/23-2023/24 (85 each year). • The number of malicious calls has decreased by 34%% in the past year from 2022/23-2023/24. • SFRS attendances at deaths by unintentional injury in North Lanarkshire have increased during the period 2022/23-2023/24 up from 15 to 18 an increase of 20%. • Hospital admissions due to falls is most common in North Lanarkshire amongst those aged 75 and over, which accounts for 40.42% of all falls. Page 73 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 17 Progress on our Key Actions: Accidental Dwelling Fires High Risk Home Fire Safety Visits continue to be prioritised and the supply and fit of appropriate smoke/heat detection as required. 2073 Home fire safety visits conducted during 2023/2024. High Risk Home Fire Safety Visits continue to be prioritised and the supply and fit of appropriate smoke/heat detection as required. Cook Safe advice is delivered to residents who require to amend their current cooking styles. The fire services continue to deliver risk recognition training to partner agencies aimed at identifying those most at risk from fire and supporting referrals to the Service. Antisocial Fire Related Behaviour Close partnership working is taking place with Police Scotland and North Lanarkshire Council and school talks are conducted and ongoing throughout the year. Partnership working continues utilising Community Intelligence reports. Hotspot areas for illegal fly-tipping have been identified involving local environmental teams to arrange uplift encouraging responsible waste disposal. Within the 2023/24- year 1,165 engagement activities were carried out, with a focus on fire prevention and the related anti-social behaviour. These were carried out both by operational crews and by the Community Action Team. Scottish Fire and Rescue Service (SFRS) will continue to engage with partners and with communities to reduce fire and associated anti-social behaviour. Fire related Antisocial Behaviour talks have been given to over 2,500 children in the Lanarkshire area. There has been an 6% reduction in deliberate secondary fires in comparison to the previous year. Fire Reach Programme for Young Adolescents Within North Lanarkshire SFRS conducted 38 fire reach courses and in doing so engaged with around 375 young people. SFRS will continue to utilise the Fire Reach programme to engage with young people in North Lanarkshire. The Fire Reach programme will continue to target schools with a high instance of secondary fires focusing on care experienced groups in areas of deprivation during the school holidays. Within these engagements we include our Junior Fire Reach programme, targeting the S1 pupil age range. SFRS have adapted their delivery model to support the third sector Care. Page 74 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 18 Juvenile Fire Setter Intervention Programme Within North Lanarkshire, SFRS deliver Junior Fire Setter Interventions on an ongoing basis and during the reporting period,10 Fire setter interventions were delivered by the community action team. We are currently providing Fire Risk Awareness training with Lanarkshire housing officers, sheltered housing wardens/retirement officers and various partner agencies. This process involves education on potential household fire hazards utilising our “Hazard house” facility at Cambuslang. SFRS will continue to utilise HFSVs and referral pathways with partners including specialist housing providers, to ensure that engagement, education, and support is provided to householders. Scottish Fire and Rescue Service Fire Safety Enforcement personnel continue to engage with Tower Services. Enforcement personnel and operational crews utilise Operational Awareness Visits and multi-storey inspection visits, to ensure that active and passive safety measures are implemented and followed within NLC multi-story tower blocks. SFRS will continue to work with partners and the local authority to ensure the safety of multi- storey tower blocks. Following the review of the Junior Fire Reach Programme it became apparent that fire reach interventions proved more beneficial for an older age group and therefore the Junior Fire Reach Programme was discontinued. Emergencies Attended Lanarkshire crews attended 11,615 incidents in 2023/24. These varied greatly in variety including fire, flooding, RTC, hazardous materials, extrications, working from height, forced entry and humanitarian assistance, as well as responding to Automatic Fire Alarms. SFRS will continue to train and respond to find new and innovative ways to keep our communities safe. The Scottish Fire and Rescue Service has seen a growing trend on entry to premises due to falls. As a result, we have seen an increase in slips, trips, and falls referrals. Page 75 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 19 Harm Reduction and Drug Related Deaths North Lanarkshire Alcohol and Drug Partnership (NLADP) will continue to work with Community Safety partners to review local arrangements and maximise opportunities to identify those who are most at risk of harm from substance use and link them with appropriate supports via the Alcohol and Drug Partnership (ADP) commissioned services. This includes supports now available which were commissioned/funded in 2023/24 including: o Arrest referral and Drug and Alcohol Solution Courts (where substance use has been a factor in individuals coming into contact with the justice system), o Turning Point Scotland provide assertive outreach, crisis, and overdose response support capacity to reach those most at risk of harm from alcohol and drugs. o Naloxone training, supply, and distribution lead by Harm Reduction Team o Landed deliver a suite of learning and development opportunities around substance use harms to Children & Young People, parents and carers and the wider work to identify and reduce harm at the earliest opportunity. o Adult family support service to support those impacted by another's alcohol or drug use. o The implementation of the Medicated Assisted Treatment standards with introduction of treatment and care pathways and support being enhanced with individuals gaining access to treatment care options within 24 hours. o The NLADP website which hosts local information on how people can access support in relation to problem alcohol and/or drug us (northlanadp.org) o Public Health Scotland's Radar early warning system and the drug trends monitoring group (sharing information and alerts where appropriate with key stakeholders to keep people safe and well) o Tackle harms from alcohol including targeting annual awareness campaigns and initiatives via the Pan-Lan Reducing Alcohol Harms Groups. o NLADP subgroups and Board will continue to monitor the progress of all commissioned services in keeping with the ADP strategic outcomes. o Other service supports include Gender Based Violence Services, Youth Justice approaches and Contextual Safeguarding, extended Youth Work provision and diversionary activity capacity for Children & Young People through Community Learning & Development. Page 76 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 20 Risk of Suicide A range of Promotions & Campaigns have been delivered and a Suicide Prevention North Lanarkshire Communications Plan was developed for 2023-24 which includes support for Suicide Prevention Week, a Winter campaign (including Surviving Christmas and New Year), and a Spring youth campaign. In addition, FeelWellNL initiative is continuing in specific locations of concern including Strathclyde Country Park, Drumpellier Country Park and Centenary Park/Railway Bridge as well as a few locations in Airdrie and Motherwell town centre on benches. Hello Lamp Post & North Lanarkshire Council’s “Let’s Talk” Campaign using QR codes and strategically placed signage around public spaces, Hello Lamp Post is better connecting people, places, and information. Finding new and innovative ways to provide mental health and wellbeing care is one of the key-ways organisations can better support their communities. A range of initiatives have taken place across North Lanarkshire over the reporting period. These have included: • Suicide Prevention Football Tournament 13th Sept 2023 with 600 individuals in attendance. • Nite Lite Run Dark Event March 2023 took place in March 2024 with 450 individuals in attendance. • Cumbernauld 10K Road Event took place on 3rd September 2023 with 800 individuals in attendance. • Secondary Schools Football and Netball Annual Tournament took place on March 27th, 2024. • Suicide Prevention ASN Schools League, took place in March 2024 with 570 individuals in attendance. Suicide Awareness in Education Establishments Children & Young People Subgroup has been re-established with involvement from Education, Community Learning and Development, Whole Family Support Team, Clinical Psychology, Talent & Organisational Development, New College Lanarkshire, NL Leisure Active & Creative Communities and Community Partnership Team for each locality and Senior Management, NLC. Staff within all Children and Young People’s Services included in ongoing suicide prevention work. Schools and Senior Management within NLC attend 8 weekly Suicide Prevention Partnership Board meetings. NLC works in a multi- agency manner in relation to Suicide Prevention. Partner agencies include NHS Health Improvement, Clinical Psychology, Research Officer, Planning Performance, Police Scotland, Scottish Fire Rescue Service and NLC Corporate Communications. Page 77 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 21 Lifelines procedures are now developed, and training programme completed in education including primary school staff. Suicide awareness training continues to be provided to school pupils over the age of 14years. Distress Brief Intervention (DBI) - Lifelink became the commissioned service and commenced providing the Pan Lanarkshire Service on 1st April 2024 with funding agreed for a 3-year period. NLC is lead authority with a tri-partite agreement completed and contract signed by Manager Adult Social Work, Adult Health & Social Care from 7th May 2024. The Children and young people Distress Brief Intervention (DBI) pilot remains ongoing until 2026. ASIST and Safe TALK Within the reporting period, 240 individuals completed training programmes, 44 people attended two Mental Health First Aid Courses, 29 attended two Safe TALK courses, 378 individuals attended ASIST training, 24 completed Suicide Alert and two additional sessions were delivered as part of Lifelines training for school staff. In addition to this, 65 individuals from NLC, SLC and NHSL participated in Ask, Tell, Compassionate Conversations about Mental Health. Active Health For this reporting period, 4,922 new referrals were made to the Active Health programme (general) an increase of 649 on the previous year. Physiotherapists, GPs and NLC Social Workers and Addiction services provided the top 3 referral pathways. Specialist Health Classes received 1,498 referrals (slightly less than 22/23). Almost 50% (728) of these referrals were to Strength and Balance classes attracting more than the Back care/Cardio, Weigh to Go classes and has reached capacity at some sites. A review of the current format of delivery is being undertaken to ascertain where the opportunity to attend strength & balance can be optimised by those most at risk of a fall. Promotion of the strength and balance classes and the wider Active Health programme continues to both the public and the wider workforce. The Get Walking Lanarkshire programme continues to expand and is well attended across North & South Lanarkshire (15 walks in North Lanarkshire and 20 in South), with a cumulative number of walkers of 11,312 (are these in NLC? Check with Vicki Trim) for 2023/24. Walks are available to all people regardless of the area they live in. Page 78 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 22 The Lanarkshire Green Health Partnership updated their action plan for 2023-26 to encourage walking and other nature-based opportunities such as gardening and conservation work to enhance bone and muscle strength. Therapeutic gardening is offered at a number of community hospitals and significant community partnership work has been successfully funded to progress both the Airbles Road Dementia Garden and launch the Community Garden at King George V Park at University Hospital Wishaw. Ten Community Connectors were recruited as part of the HSCP funded Community Solutions programme which will help to raise awareness of social prescribing opportunities and engage those with long term conditions and cancer (as part of the Macmillan Improving Cancer Journey ICJ). From January to end March 2024, 405 people in North Lanarkshire benefited from this programme of work. Home Safety Health Visitors & Family Nurse Partnership continue to work collaboratively with Early Years establishments and parent/carers to raise awareness of the importance of keeping infants and children safe within the home. Home visits within the Universal Health Visiting Pathway provide the Health Visitors and Family Nurses the opportunity to highlight the importance of accident prevention through directed age-appropriate discussions. Additionally, parent/carers are signposted to the Safety section in the ‘Ready Steady Baby/Toddler book or website. There is a small Falls Team in place and over the reporting period, • Falls Register Referrals have increased by 70% from 2022 to 2023. This provides evidence of the growing number of meaningful falls conversation fostered by the Lanarkshire Falls team through ongoing training across Lanarkshire. • Partnership Working with the Scottish Ambulance Service (SAS): Training and falls pathway in place with SAS to support early referral to falls register at the time of fall. This means prompt intervention from the correct team to minimise the risk of future falls. As the final stages of the NHS Lanarkshire Falls Strategy approach, the Falls Strategy group identified key priorities and deliverables for 2024/2025 that will focus on the following areas: • Falls Leadership: the aim is to significantly enhance organisational Falls leadership, a crucial step in ensuring that fall prevention is not just a priority, but a reality. • Staff Engagement: To improve staff engagement in falls prevention efforts across all clinical areas within the Board. Page 79 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 23 • Falls Risk Evaluation: To evaluate the recognition of patients at risk from falling and develop resources to improve recognition for staff and the public. • Post-Falls Debrief: Establishing consistent structures and processes for post-fall debriefs is necessary to ensure that we learn from each incident and prevent future falls. • Falls Prevention Information: Ensure that robust information on fall prevention supports the work of the Falls Team. • Meaningful Activity: We will promote further implementation of meaningful activity programs, a proven strategy to prevent deterioration and promote overall health and well-being. • Referrals to falls register from Scottish Ambulance Service (SAS) have Risen by 65% from 2022 to 2023. Patients assessed as medically fit to remain at home once seen by SAS following a fall are always contacted on a priority basis. • NHS Lanarkshire has secured permissions from the publisher's DC Thomson to allow the Board to use digital Broon resources until August 2025. It is intended to launch these resources in due course. Lanarkshire’s Tobacco Control Strategy Over this reporting period, smoking prevalence in North Lanarkshire has continued to drop, the latest figure from 2022 is 17.6% compared to 13.8% overall in Scotland. Overall, smoking prevalence remains higher in areas of high deprivation. From 1st April 2023 to 31st December 2023 there were 1,166 quit attempts across North Lanarkshire (excluding acute) of these, 240 self-reported that they had quit at 12 weeks (20.5% quit rate) which is lower than the 1,225 quit attempts and 366 quits reported of the same period in the previous year. The 1,166 quit attempts were made up of 984 from pharmacy and 182 from specialist service. There were 152 quits (15.4%) from pharmacy and 88 quits (48.4%) in the specialist service. Additionally, there were 92 attempts in an acute setting in North Lanarkshire (Monklands and Wishaw hospitals). Of these 60 self- reported quitting at 12 weeks (65% quit rate). Partnerships have been formed with other topic areas e.g. green health and financial inclusion. Partnerships continued with other Boards/Health and Social Care Partnerships and Community Planning Partnerships. Work with regards to prevention and protection has progressed, new research has been funded and a National Tobacco and Vaping Programme has been established. Page 80 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 24 The Tobacco Control Management Team has started developing a Lanarkshire Tobacco & Vaping action plan (2024-26). The management team is linked into the various national groups that are currently being established to respond to the framework. This will help ensure continuation in line with “Once for Scotland” approach. Priority 4: To tackle Gender Based Violence and protect people at risk of harm Evidence tells us • The number of domestic abuse incidents reported to Police Scotland decreased by 2.9% between 2022/2023 to 2023/24 period. • Violence Against Women Working Group (VAWG) provides services which include NHS Lanarkshire, Gender Based Violence Services, Women’s Aid, ASSIST, Social Work and Housing. In the reporting period 374 cases were discussed at North Lanarkshire MARAC. Progress on our Key Actions: Disclosure Scheme for Domestic Abuse Police Scotland’s Lanarkshire Division work with partners continues to effectively utilise the provisions of the Disclosure Scheme for Domestic Abuse Scotland (DSDAS) as a proactive measure to prevent Domestic Homicide, Serious Violence and Coercive and Controlling Behaviour being perpetrated by serial offenders safeguarding the most vulnerable members of our community from risk of domestic abuse. There has been a year-on-year increase in applications experienced across both Power to Tell and Risk to Ask pathways with a collective increase of 24%. A weekly Decision-Making Forum (DMF) is chaired by the Divisional Detective Superintendent (DSU) or in their absence Detective Chief Inspector (DCI) Public Protection Unit where Police and a range of partner agencies discuss Disclosure Scheme for Domestic Abuse Scotland (DSDAS) submissions and authorise their subsequent disclosure. The Domestic Abuse Safeguarding Team (DAST) undertake the prompt delivery of these disclosures in line with the legislative requirements to ensure equitable service delivery across Lanarkshire Division. Page 81 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 25 Domestic Abuse (Scotland) Act 2018 Police Scotland, Lanarkshire Division continues to maintain strong working relationships with partner and third sector organisations including: ASSIST, Women’s Aid and Lanarkshire Rape Crisis Centre (LRCC) to support vulnerable victims of domestic abuse and improve their criminal justice journey. Police are engaged with Violence against Women and Girls partners at both strategic and operational levels across Lanarkshire as we seek to continuously improve our service delivery in relation to domestic offending and gender-based violence. Police Lanarkshire Division continue to undertake internal/external training and community engagement to improve awareness, discourage offending and increase reporting from all sections of our community. Lanarkshire Division continue to proactively report positive outcomes across social media platforms to further improve victim confidence to report crimes and highlight punitive measures against offenders. Police Lanarkshire Division continues to effectively utilise the Domestic Abuse (Scotland) Act 2018 legislation when reporting offenders to Crown Office and Procurator Fiscal Service (COPFs), utilising social media, supporting local and national campaigns and traditional reporting to highlight successes. A programme of continuous professional development exists whereby Police staff across the division receive additional training and can access information from the force and divisional intranet to ensure frontline officers are equipped to respond to and investigate these crimes. Support is also available to frontline officers from Lanarkshire’s dedicated Domestic Abuse and Rape Investigation Unit (DARIU) with officers dedicated to both investigation of offenders and safeguarding those impacted. Secondment opportunities to DARIU are regularly utilised to spread knowledge and experience. Mentors in Violence Prevention All secondary schools in North Lanarkshire have staff trained to deliver MVP however progress on implementation is required. Challenges incurred included recruitment pressures in Education Health and Wellbeing team. Page 82 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 26 Safe and Together Safe and Together training continues to be rolled out and implementation across North Lanarkshire Violence Against Women Partnership continues. Evaluation activity is currently planned with support of the Improvement Service. Progress on implementation has incurred challenges in relation to staff availability, competing demands, shift patterns and staff turnover. This has led to staff and partners being unable to attend training and forums which support learning into practice. The costs and licencing rules attached to the model also create barriers to implementation. MARAC MARAC has been in place in North Lanarkshire since 2005 and is now well-resourced through contributions from North Lanarkshire Council and North Lanarkshire Health and Social Care Partnership. This has resulted in a MARAC team based in Women's Aid South Lanarkshire and East Renfrewshire who support the running of MARAC meeting as well as carrying out a two-year evaluation and a programme of training available to all MARAC key services. A pan Lanarkshire MARAC Steering group chaired by Police Scotland is now in place with a sub-group established to consider quality assurance. Violence Against Women Strategy The Violence Against Women Strategy and Action Plan for 2022-2025, prepared in spring 2022 continues to be progressed. North Lanarkshire Violence Against Women Strategic Group (VAWSG) currently working on achieving the outcomes. The Scottish Government refreshed Equally Safe and accompanying Equally Safe delivery plan is due in June 2024. The VAWSG will consider the content of the delivery plan and explore if any changes to the local strategy are required. The key actions contained in Violence Against Women Strategy aim to improve trauma informed practice across partnership agencies, develop and roll out quality assurance processes for North Lanarkshire MARAC to ensure the effectiveness of the process and continue the implementation of the Safe and Together model across North Lanarkshire to improve outcomes for children experiencing domestic abuse. Page 83 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 27 A Public Protection Communication and Public Information sub-group is now established and will work to raise awareness and understanding of public protection across the workforce and communities. The Child Protection Committee supports the implementation of the Safe and Together model. Work is taking place with the Adult Protection Committee to ensure robust connections to MARAC. A joint MARAC/ MAPPA operating protocol is in place. Priority 5: To improve road safety Evidence tells us: • The number of people seriously injured in road accidents has increased by 42% in the reporting period. • There has been a 16% increase in people slightly injured in North Lanarkshire in the reporting period. • The number of children (under 16 years) killed has remained the same in 2023-2024 however there has been an increase of 11 children seriously injured in this reporting period. • There has been an increase in the number of people charged for disqualified driving during the reporting period. • The number of people charged with driving licence offences has increased between 2022/23 and 2023/24. • There was a slight reduction in the number of people charged with driving without insurance during the period 2022/23 to 2023/24. • This reporting period has seen a 33% decrease in the number of people charged with driving without a seat belt. • The number of people charged with driving whilst using a mobile phone has increased by 8.9% between 2022/23 and 2023/24. Progress on our Key Actions: Innovative Methods to Reduce Speed NLC have progressed a range of innovative road safety improvement schemes. These range from new/refurbished signal-controlled crossing points/junctions, new mini roundabouts, vehicle activated signs, reduced speed limits, part time reduced speed limits, enhances traffic signs and road markings, improved street lighting, high friction road surfaces, traffic/pedestrian islands, widened footways, traffic calming etc. Over the reporting period 250 road safety requests were received. Page 84 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 28 It should be also noted the accident statistics for North Lanarkshire include the Trunk Road network which the Council has no influence or remit over. It’s difficult to pinpoint exactly why there is an increase in accidents in North Lanarkshire. The road injury accident statistics across Scotland have been rising too (report : https://www.transport.gov.scot/media/spsfe1o5/summary-chapter- scottish-transport-statistics-2023.pdf ), which may in part be related to the return of car trips on the road network post-Covid. Accidents statistics can also fluctuate due to a number of factors outwith the Council's control such as inappropriate driving behaviours and driving through impairment. That said, the Council continues to invest in accident investigation and prevention commensurate with the road safety budgets available. It should also be noted that it is our intention to submit a report to a future Environment and Climate Change Committee seeking approval to implement a revised policy for prioritising road safety improvements. Local Development Programme (LDP) Funding through the LDP programme has supported a range of projects across North Lanarkshire that have contributed to a more positive road safety environment such as environmental improvements and additional car parking. In the reporting period from April 2023 to March 2024, a total of 14 small scale LDP parking projects were completed across North Lanarkshire to improve road safety issues identified by local people. Active Travel Strategy The delivery of North Lanarkshire’s Active Travel Strategy 2021- 2030 is continuing to progress. Th strategy is aimed at improving walking, wheeling, and cycling connectivity and provision at our town centres, hubs, and communities. Over the reporting period various active travel projects were delivered or are progressing through design and consultation Page 85 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 29 Annex – Summary of Progress on Community Safety Strategy Indicators. Annex – Summary of Progress on Community Safety Strategy Indicators Priority 1: To effectively tackle anti-social behaviour. Indicators Frequency 2022/23 2023/24 Change 2022/23 to 2023/24 Lead Source Number of antisocial contacts Annual 8945 9342 North Lanarkshire Council Number of antisocial contacts resolved Annual 8792 At 31/3/22 9254 North Lanarkshire Council Number of antisocial contacts due to domestic noise Annual 6089 6360 North Lanarkshire Council Number of antisocial contacts due to criminal activity Annual 1382 1424 North Lanarkshire Council Number of antisocial contacts due estate issues Annual 299 168 North Lanarkshire Council Number of antisocial contacts due to harassment Annual 959 1111 North Lanarkshire Council Number of antisocial contacts due to non-domestic noise Annual 75 69 North Lanarkshire Council g Page 86 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 30 Priority 2: To reduce serious violence and disorder. Indicators Frequency 2022/23 2023/24 Change 2022/23 to 2023/24 Lead Source Number of overall crimes recorded Annual 30664 30504 Police Scotland Number of serious assaults Annual 181 212 Police Scotland Number of murders Annual 7 1 Police Scotland Number of robberies Annual 83 120 Police Scotland Number of hate crimes Annual 323 256 Police Scotland Number of vandalism and malicious mischief crimes Annual 2727 2495 Police Scotland Number of housebreaking thefts Annual 561 621 Police Scotland Number of detections for drugs, Annual 2161 1957 Police Scotland Page 87 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 31 Priority 3: To reduce harm from unintentional injury and fire. Indicators Frequency 2022/23 2023/24 Change 2020/21 to 2021/22 Lead Source Number of accidental dwelling fires Annual 227 217 Scottish Fire and Rescue Service Number of fire fatalities Annual 2 3 Scottish Fire and Rescue Service Number of fire casualties Annual 52 62 Scottish Fire and Rescue Service Number of deliberate primary fires Annual 174 170 Scottish Fire and Rescue Service Number of deliberate secondary fires Annual 1359 1276 Scottish Fire and Rescue Service Number of fires in non- domestic buildings Annual 85 85 Scottish Fire and Rescue Service Number of malicious calls Annual 98 65 Scottish Fire and Rescue Service Number of emergency hospital admissions due to unintentional injury (total) Annual 110 111 NHS Lanarkshire Number of emergency hospital admissions due to Annual 5 17 NHS Lanarkshire Page 88 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 32 unintentional injury (under age 15 years) Number of emergency hospital admissions due to unintentional injury (aged 65 and over) Annual 15 58 Number of emergency hospital admissions aged 65 and over due to falls Annual 1183 1354 NHS Lanarkshire Number of suicides Annual 46 7 NHS Lanarkshire Page 89 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 33 Priority 4: To tackle Gender Based Violence and protect people at risk of harm. Indicators Frequency 2022/23 2023/24 Change 2020/21 to 2021/22 Lead Source Number of domestic abuse incidents reported to Police Scotland Annual 4468 4336 Police Scotland Number of referrals to VAWG specialist services Annual 4793 4398 Violence Against Women Working Group Page 90 of 330
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Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 34 Priority 5: To improve road safety. Indicators Frequency 2022/23 2023/24 Change 2022/23 to 2023/24 Lead Source Number of people seriously injured Annual 67 112 Scottish Government, Transportation Number of people slightly injured Annual 178 249 Scottish Government, Transportation Number of children killed* Annual 1 0 Scottish Government, Transportation Number of children seriously injured* Annual 8 19 Scottish Government, Transportation Number of people convicted of dangerous driving Annual 189 221 Police Scotland Number of people charged for disqualified driving Annual 80 81 Police Scotland Number of people charged of driving licence offences Annual 372 356 Police Scotland Number of people charged of driving without insurance Annual 949 1048 Police Scotland Number of people charged of driving without a seat belt Annual 105 104 Police Scotland Number of people charged of driving whilst using a mobile phone Annual 70 122 Police Scotland s Page 91 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC Date 19/08/24 Community Boards and Partnership Communications Strategy From Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail penmanste@northland.gov.uk costellom@northlan.gov.uk Telephone 07725289559 1. Background Executive Summary This report provides an update on key progress linked to supporting the development of the Community Boards model including updates on the 15th cycle of Community Board meetings which took place throughout May/June 2024. • progress with the delivery of the nine Local Outcome Improvement Plans (LOIPs) and the implementation of an associated Monitoring and Management Framework and Partnership delivery approach • Progress with the Community Board Development Programme • Work to commence development of a Partnership Communications Strategy • Continued development of a Partnership Communications Strategy 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. The process and focus of reporting on the work of the Community Boards will continue to be reviewed and elements included within the Local Outcome Improvement Plan monitoring and management framework. Recommendations It is recommended that the Communities Committee: (1) Recognises work to continue to develop and improve the integrated approach to supporting the local Community Board model. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work All Programmes of Work Item 6 Page 93 of 330
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1.1 Community Matters - A Framework for Working with Communities set out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on key priorities associated with working with communities which included the creation of Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting on 19 March 2020. 1.2 The Community Boards are integral to supporting community participation and providing a single coordinated approach to governance for local communities, reflecting statutory and regulatory requirements. The Boards continue to develop in a manner consistent with influencing and delivering the Plan for North Lanarkshire outcomes at local level. This is being driven through the Local Outcome Improvement Plans (LOIPs) for each of the nine areas, ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas. The LOIPs are published on the North Lanarkshire Council website and were circulated to all Community Boards. 1.3 The monitoring and management framework for the delivery of the LOIPs is in place and operational along with supporting partnership delivery approach through the establishment of Local Partnership Teams. This is being used to inform reporting to Committee, the North Lanarkshire Partnership (NLP) Strategic Leadership Board and individual Community Boards. A separate LOIP update is provided to the Communities Committee and the NLP Strategic Leadership Board on a 6 monthly basis providing a snapshot of highlights and future priorities for each of the board areas and a detailed progress report is submitted to each of the 9 Community Boards annually. 1.4 The fifteenth cycle of Board meetings has now taken place and an example of an agenda is included in Appendix 1. Table 1 – Cycle 15 Community Board Meetings Area Meeting Date & Time Location Shotts 21/05/2024 at 6:30pm Village Hall, Harthill, and District Northern Corridor 22/05/2024 at 7:00pm Chryston Cultural Centre Coatbridge 23/05/2024 at 6:30pm Coatbridge Community Centre Cumbernauld 28/05/2024 at 6:30pm Muirfield Centre Kilsyth & Villages 29/05/2024 at 6:30pm St. Patricks Primary School Wishaw 30/05/2024 at 6:30pm Centrepoint Airdrie 05/06/2024 at 6:30pm Beechbank Community Centre Bellshill 06/06/2024 at 6:30pm Michael Sherry Community Centre Motherwell 11/06/2023 at 6:30pm St Andrew’s and Dalziel Parish Church Page 94 of 330
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2. Report Community Boards – Cycle 15 Representation at Community Board Meetings 2.1 At the fifteenth cycle of Community Board meetings, attendance reflected a good mixture of partners, elected members, community groups and local people at all Board meetings. Approximately 241 people attended the fifteenth cycle of meetings with 73 community organisations and 90 community representatives in attendance. In addition, 36 individual local people attended Board meetings. 2.2 A broader range of community representation is generally in evidence at Community Board meetings. Seventeen new organisations attended Community Boards in Cycle 15. 2.3 The categories of participants in Cycle 15 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 15) Participants at Community Boards (Cycle 15) Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums MSYP/Youth Fora Police Scotland Scottish Fire & Rescue NHS Lanarkshire Voluntary Action North Lanarkshire NL Disability Access Panel Elected Members Council Officers Faith Groups Parent Councils Local people/residents Voice of Experience Forum Community Organisations African Collaborative Participation in meetings 2.4 Work is continuing by all Community Planning Partners to encourage wider representation at Community Board meetings. Meeting information is circulated across social media channels including NLC website and My Town pages four weeks in advance of each meeting with additional promotion scheduled 1 week in advance and on the day of the Board Meeting. In cycle 16, posters were also circulated to Community approximately 1269 Board members and local groups and organisations for wider local circulation; to Community Councils and Tenants and Residents Associations and wider networks to raise awareness about Community Board meetings. All Community Planning Partners, Elected Members, and Board members have responsibility for encouraging wider participation at Board meetings and for using Page 95 of 330
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information from wider engagement activity through LOIP subgroups and community networks to represent the views of the wider community as appropriate. 2.5 There was an increase in participation at this cycle of Board meetings overall in comparison to the previous cycle in February/March 2024. There was a marked increase in the number of Community Groups represented for example, in the number of Parent Council’s, Community Council’s and Tenants and Residents Associations represented. Agenda items 2.6 During Cycle 15, all 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: School transport, GP appointments, Pivot Centre in the Northern Corridor, Traffic Wardens, and Parking in Kilsyth; Removal of school transport in Cumbernauld; St Kevin’s safe walking route in Coatbridge; Street Improvements and active travel in Wishaw; New Clydesdale Road Traffic Lights in Bellshill and Community Safety and Public Transport in Shotts. 2.7 In addition to the agenda items above, local community groups provided updates in some Boards for example Cornerstone House in Cumbernauld and Kilsyth, Lanarkshire Muslim Welfare Society in Bellshill and Muirhouse and Flemington CIC in Motherwell. 2.8 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. 2.9 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. 2.10 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. 2.11 There was a request previously from Elected Members to provide further update on Targeted Action priorities and provide more detail around key actions raised at Community Boards. The previous report highlighted some examples of targeted actions that have been carried out following identification of need through Community Boards. This report provides a focus on partnership approaches to youth engagement across Community Boards with updates from work taking place across Kilsyth and Villages, Northern Corridor, Coatbridge, and Wishaw Community Board areas. Further details are included in short case studies within Appendix 2. Page 96 of 330
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Special Board Meetings 2.12 No special Board Meetings were requested at this round of Community Boards. Community Board Local Development Programme (LDP) Projects 2.13 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 15 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 2.14 Cycle 15 meetings saw continued involvement of seldom heard voices in Community Board meetings. The Community Partnership team will continue as a priority to proactively work with local community groups and people with lived experience to support this objective. 2.15 Work is ongoing with youth groups to encourage them to provide a presentation/update to Community Boards in Community Board areas. Further information will be provided in due course. Our Lives – An exploration of the lived experiences of North Lanarkshire’s Black, Asian, and other Minority Ethnic People 2.16 Community Planning Partner organisations continue to progress the work associated with the recommendations set out in the Our Lives Research. Some areas of note include: • A review is underway of the current ESOL provision which is being informed by a new ESOL Learners Forum. • A new contract started in January 2024 with Asian Business Chamber to support NL minority ethnic people in business. To date 62 BAME-led businesses have been engaged and 36 BAME-led businesses supported to start. • 38 people from the Congolese and Ukrainian communities have been supported to access employment in the Early Years sector. • Syrian women are being supported to find suitable volunteering opportunities that meet their needs. • Language Line interpreting services are available across all educational establishments which can deliver video interpretating as required. 2.17 Further work has been undertaken by the Community Partnership Team and the Council’s Equality Team to understand the make-up of the community representatives of the Community Boards and how representative they are of the local population. The findings of the survey will be presented to each of the Community Boards at a future Board cycle with a view to consider potential actions to increase Board diversity and inclusion where needed. Moving Forward Page 97 of 330
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2.18 Community Board Chairs In cycle 15, 8 out of 9 Community Board meetings were chaired by Community representatives. Community Board Development Programme 2.19 Following a full review of the resources within the Community Board Development Hub, an email was sent to all registered Community Board members on the 10th April 2024 highlighting the key areas within the hub, and the latest e-learning module to be added (Understanding Domestic Abuse). The email also encouraged members to advertise the hub within their Community Boards to any member who does not have login details to email TOD@northlan.gov.uk requesting access to the hub. 2.20 Since the email was sent, there has been some recent activity through April and May with 8 members accessing the hub over this 2-month period. The most recent being 28 May. 2.21 There are still 128 Community Board members with login details, 69 of whom have accessed the hub since its launch. 2.22 The TOD Team will generate a quarterly email to all members highlighting specific topics which will hopefully encourage further access and use of the hub. The Role of Chief Officers as Community Coordinators 2.23 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 2.24 The next cycle of Community Board meetings will be held in August/September 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 and during Cycle 15, all Board meetings took place face-to-face in Community Facilities. 2.25 Cycle 16 meeting dates are set out in Table 3 below. Table 3 – Community Board Meeting Dates (Cycle 16) Community Board Day Date Shotts Tuesday 20/08/2024 Northern Corridor Wednesday 21/08/2024 Coatbridge Thursday 22/08/2024 Cumbernauld Tuesday 27/08/2024 Kilsyth & Villages Wednesday 28/08/2024 Page 98 of 330
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Wishaw Thursday 29/08/2024 Airdrie Wednesday 04/09/2024 Bellshill Thursday 05/09/2024 Motherwell Tuesday 10/09/2024 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 management tool is being used by community planning partners to ensure that progress towards addressing key priorities that were agreed with local communities is monitored, recorded, and reported. 3. Measures of success 3.1 Delivery of LOIP outcomes and increased levels of engagement with local communities and partners, resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required. 4. Supporting documentation 4.1 Appendix 1 Example of Cycle 14 Community Board Agenda. 4.2 Appendix 2 Targeted Action Case Studies Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 99 of 330
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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 100 of 330
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 101 of 330
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Appendix 1 Community Board Agenda (Cycle 15) AGENDA (example) 1. Welcome and Introduction: • NHSL to record the minutes of Board meetings. 2. Apologies 3. Minute of previous meeting and matters arising 4. Local priorities Local Outcome Improvement Plan (LOIP) updates: • Local priorities for each Community Board Area • Mental Health and Wellbeing Delivery Plan • Local partner updates from Police Scotland and Scottish Fire & Rescue Service, NHSL, VANL related to LOIP priorities. 5. Community Matters 6. Local engagement/investment • Local engagement/consultation • Funding opportunities 7. Standing agenda items • Community Coordinator update • Local Development Programme (LDP) update 8. AOCB 9. Date and time of next meeting. Page 102 of 330
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Appendix 2 Targeted Action Case Studies Partnership approaches to Encourage Youth Engagement with young people. Kilsyth and Villages As part of the Kilsyth and Villages LOIP Youth Engagement priority, the partners involved in the subgroup planned and carried out consultation with young people across Kilsyth and Villages across a variety of venues in 2023. The purpose of the consultation was to find out what it’s like to be a young person living in the Kilsyth and Villages area and to find out more about what is important to young people. Fifteen face-to-face consultation workshops were carried out with 126 Young people within Secondary schools and local youth groups. This included specific workshops targeted towards young people from 3 local villages to ensure their voices were heard and included within the consultation. The consultation identified a series of themes identified by young people including: • Injustice - young people feel blamed for things they didn’t do/treated differently due to their age and felt that children’s rights need to be respected. • Consultation and engagement - Need to improve Communication with the best way of consulting with Young People identified as being face-to-face via School/youth groups. • Food and Financial insecurity - Cost of living limits what young people can do and affordability of resources necessary for school. • Health and Wellbeing - Vaping identified as a major concern for Young People but young people were not aware of the health effects. Other health issues identified included mental health, alcohol, drug use. • Community Involvement - Just under half of young people said they would consider volunteering, but most did not know how to volunteer if they wanted to. Young people were not aware of all opportunities available to them in relation to volunteering. • Community safety issues identified - risky behaviour around waterways, Digital/online abuse/bullying, unsafe disposal of Vapes batteries. Personal Safety, Bullying/Peer Pressure, Drug/alcohol use causing trouble. The report of findings was circulated and discussed with Kilsyth and Villages Community Board members in November 2023 and feedback was circulated to young people in January 2024 via staff who work with the young people who were consulted. A range of methods are being used to engage with young people including the planning of a successful partnership youth engagement event in response to issues identified through the consultation that took place on Friday 31st May 2024 with approx. 60-80 young people attending. Northern Corridor Within the Northern Corridor Community Board area, a range of actions have been completed with further activity planned as part of the Local Outcome Improvement Plan (LOIP) Children and Young People priority. During the period April 2022-March 2024, a range of engagement sessions were held with young people regarding development of community facilities, including play areas x 4, a Multi- Use Games Area (MUGA), a pump track and a wheeled sports facility. Page 103 of 330
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Young people from Cardowan, Chryston, Moodiesburn, Muirhead and Gartcosh helped influence the location and design of facilities across the Northern Corridor Community Board area. To further strengthen the community engagement process, consultation sessions with secondary school students began 20th June 2024 to identify key concerns linked to all Northern Corridor Community Board LOIP priorities, including Community Transport and Health Inequalities with 46 young people taking part in consultation that took place at Chryston High School. The Member of the Scottish Youth Parliament (MSYP) for the Coatbridge and Chryston constituency supported the consultation sessions and provided information on the MSYP role and how issues can be raised at the Scottish Youth Parliament. Coatbridge St Kevin’s and the Safety Zone in Bargeddie consulted with young people over the use of the connecting waste land between the school and Safety Zone. The result of this was the development of a joint project supported by CPO and funded through RecoverNL to create a community growing space to educate and provide access to support and expertise around food growing and community sharing. Shining Stars ASN Theatre group consulted with their young people to find out why there was little engagement with outdoor spaces and how they could encourage less sedentary lifestyle choices. This has resulted in a project to clear up and create an outdoor learning and performance space to the rear of the project building utilising the space under the railway bridge which is being supported through LDP funding. Wishaw Focussed actions under the Community Engagement LOIP priority for Wishaw include establishing a range of community engagement projects aimed at improving knowledge and understanding of the needs, issues, and aspiration of communities within Wishaw community board area and review and appraise interactions and supports to seldom heard voices with the aim of understanding the needs and aspirations of the hard-to-reach individuals and communities. Children and Young People are incorporated into both actions and tasks are aimed to take account of their needs and aspirations by ensuring the design and implementation of targeted engagement activities linked to youth engagement. Over the past year children and young people have been consulted in relation to the development of 5 new/replacement play areas, currently at varying stages of development, across Wishaw and Murdostoun wards. Further consultation and engagement took place through workshops in schools enabling children and young people to provide their views on the areas they live and what they think could be improved. Access to digital devices and on-line safety was discussed and young people identified what made them feel unsafe on-line. Data gathered indicated that children and young people have concerns in relation to community safety issues including unsafe crossings and roads, vandalism, graffiti and littering, anti-social behaviour, and crime. They are invested in their environment maintaining and improving greenspaces, and in exercise and available activities. Page 104 of 330
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154 young people participated in workshops and took part in consultation across 5 areas including Newmains, Netherton, Cleland, Coltness and Wishaw. A range of comments and information was collated that will help inform future considerations for Local Development Programme projects for local capital improvements, ensuring the views of young people are part of this decision-making process. All information identified was fed back into the relevant LOIP subgroups for Wishaw. Page 105 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LP Date 19/08/24 LOIP Performance Report 1 October 2023 - 31 March 2024 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 October 2023 - 31 March 2024. 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 1. Background 1.1. The Local Outcome Improvement Plan (LOIP) Management and Monitoring Framework has now been in use since June 2022 as a significant tool in ensuring effective 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 107 of 330
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management, oversight and reporting of progress on LOIP priorities by community planning partners at a local level through the Local Partnership Teams. 1.2. Summary updates on LOIP progress for each Community Board area in the period 1 October 2023 - 31 March 2024 are attached as Appendix 1. 1.3. Local Partnership Teams continue to meet six-weekly to ensure oversight for delivery of LOIP priorities with priority focused subgroups meeting 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 and 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, the Strategic Leadership Board, this Committee and individual agency leadership teams as appropriate. 2.2. The Framework also allows Local Partnership Teams to see at a glance where a workstream is on track or potentially at risk of slipping and/or where there are significant challenges that merit consideration from strategic leaders. 2.3 The LOIP Management and Monitoring Frameworks underpin quarterly reporting to individual Community Boards, six monthly reporting to this 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. 2.4 The LOIP six-monthly Performance Outcome Reports are attached as Appendix 1. These provide a summary of key highlights across the strategic priorities identified in each LOIP. Planned future actions for the period 1 April 2024 to 30 September 2024 are included, plus details of any matters where further discussion or consideration is required at a more strategic level 2.5 Members are requested to note that Covid-19 Recovery is currently identified as a priority theme in the Airdrie LOIP. During the pandemic there was significant reliance on local people being able to access services digitally; having access to digital devices; and having the knowledge and capacity to be able to engage digitally. As such, Airdrie Community Board members reconsidered this priority theme at their meeting on 6 March 2024 and identified that ‘Digital Inclusion’ is a more appropriate and accurate terms to define the actions that should be taken forward in the local area. As such the Strategic Leadership Board at its meeting on 14 June 2024 endorsed that the existing Covid 19 priority will be refocused as ‘Digital Inclusion’. Local Partnership Teams 2.6 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. Page 108 of 330
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2.7 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 mechanism in place through creation of operational subgroups or pre-existing partnership groups or processes. 2.8 Some ongoing developmental work and challenge includes: • Alignment of IT systems and barriers for some organisations to accessing and supporting shared MS Teams areas and input to the Management and Monitoring Framework and work is ongoing across IT departments to find a sustainable and efficient solution. • Turnover of staff can be a challenge in maintaining a consistent approach and while the Community Partnership Team currently provides input and advice to newer officers in post, the work outlined at 3.4 aims to increase and share partnership and individual agency responsibility for inducting, briefing and supporting the participation of their officers. • Ensuring local leadership for cross cutting priorities is aligned and connected to strategic approaches. • Ensuring reporting is focused on progress with partnership action linked to LOIP priorities and not single service/agency updates • The need to continue to improve the quality of information and accountability for the information that is fed into the Framework reflecting progress with action aligned to the LOIP priorities and translating this into useful reports that drive partnership action. All priority leads are responsible for finalising the information that is appended to the various reports as an update on the priorities that they lead on. • Continuing to strive to increase levels of community engagement, participation and ownership for action in delivery mechanisms. 2.9 Following on from the Local Partnership Team development session in September 2023, and subsequent completion of a questionnaire for all participants, a partnership short life working group was established to take forward improvements. Based on feedback from the development session and survey, the working group has identified and started to deliver actions to assist the LPTs to develop their own improvement plans and to take greater ownership for delivery of the LOIPs and partnership working in their area and organisation. This includes. • Creation of a set of FAQs (Frequently Asked Questions) for LPT members providing direct access to information in response to issues and questions raised as a result of engagement with members. • Planning and review sessions with each LPT to consider information from development work to date and identifying improvement actions for each individual LPT. • Bringing together LPT representatives within their own agency, along with their senior management, to discuss their roles with LPTs, any operational challenges for the organisations in supporting this role and mechanisms for ensuring the role is embedded and supported internally. • Each partner agency has now committed to regular internal briefings and debriefs before and after Community Board meetings and LPTs to ensure that key community matters, operational challenges and partnership opportunities are discussed internally within their organisation. Page 109 of 330
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• Engagement continues with strategic leads for strategic priorities that have been identified as a local priority to ensure that there is clear ownership for ensuring that local action supports the delivery direction and vice versa to make best use of delivery resource for impact while building capacity in local communities. • One to one support has continued to partner agencies experiencing technical issues or barriers in accessing the reporting system or where staff are unclear of their roles. • Plans to create an induction pack for new officers. 2.10 Work is also underway with Community Boards linked to the partnership self- assessment completed in spring 2023. Community Board Chairs have now been brought together through a short life task group to consider the findings of the self- assessment and work towards the Community Board conference later this year. They have a further meeting scheduled for 18 of June 2024 and each of the chairs have taken actions to further this work including briefing their respective Community Boards, looking to arrange a session with their Community Board to further consider the self- assessment questions with a view to identifying both shared and individual community board improvements. Further detail on progress with this work will be reported as part of the improvement plan update at the Strategic Leadership Board meeting at a later date. 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 Appendix 1 Update on progress with delivery of Local Outcome Improvement Plans for the period 1 October 2023 - 31 March 2024 4.2 Link to North Lanarkshire Local Outcome Improvement Plans Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 110 of 330
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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? 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 ☐ No ☐ Page 111 of 330
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Yes 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? Information contained within this report is regularly shared and communicated with Community Boards and through the council’s social media channels. A similar report is provided to senior partners through the NLP Strategic Leadership Board on a six-monthly basis. 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). Page 112 of 330
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 113 of 330
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Appendix 1 AIRDRIE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • Digital Inclusion is a newly adopted priority for Airdrie. As yet, there is no progress to report on this priority, work is required to fully scope out an action plan and participate in the authority wide Digital Inclusion Group. MENTAL HEALTH AND EMOTIONAL WELLBEING • A Short life working group has been established to progress intergenerational project. Members include Health Improvement, Community Partnership, VANL, Community Learning & Development, Voice Of Experience and the creative arts team. 3 x workshops have been held with 35 at each session with participants from older people's services and young people at the @Home Centre. Data from these workshops has been analysed and a proposal created. Two arms of the project have been proposed with costings. 1) Music Notes- Connecting older adult day group with an Early Years establishment to deliver workshops using music and drama to build relationships across the ages; and 2) Music Exchange- Are ye dancing?- Young adults from the @Home Centre will tie in with the older adults from Harry Walker Day Centre to take part in workshops culminating in a ‘Tea Dance’ in the @Home Centre taking it back to its days of ‘The Mutual’ dancing. • Information Packs created and distributed to retirement complexes containing key health information which included information on Mental Health, Nutrition, Vitamin D, Tobacco & other key health services. • Phase 3 Community Mental Health and Wellbeing Funds allocated. Successful Airdrie organisations include: Make and Create Arts, Right Track Scotland, Parkinsons Self Health Group amongst others. Full list available. POVERTY • Cost of Living events were run in February and March 2024, to help provide access to services and support people with the increase in the cost of living and the resultant squeeze on household income. LOIP PRIORITIES • DIGITAL INCLUSION • MENTAL HEALTH AND EMOTIONAL WELLBEING • POVERTY Page 114 of 330
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• A CommuniTEA event was held in March 2024 to provide information, advice and support to people around financial concerns, increasing fuel costs and other issues impacting household income. • Airdrie School Uniform Bank, which provides school uniforms and a range of other household products as well as diverting tonnes of unwanted clothing from going to landfill, received the King’s Award for Voluntary Service to recognise “outstanding work by local volunteer groups to benefit their communities”. • There was substantial support for the Airdrie Action Partnership Christmas appeal, which brough together nearly 20 local community and voluntary sector organisations and council and NHS services to raise funds and distribute donations of gifts for families experiencing poverty in Airdrie. IDENTIFIED IMPROVEMENTS DIGITAL INCLUSION • Digital Inclusion replaces Covid 19 recovery, through agreement of the Community Board at its meeting on 6th March 2024. • Digital Inclusion is a newly adopted priority for Airdrie, there is a clear need to learn from the progress made by other Community Board areas. MENTAL HEALTH AND EMOTIONAL WELLBEING • Funding- to fulfil some of the actions on the LOIP action plans is being considered. We have previously been supported by community and voluntary organisations hosting and processing funds for Airdrie Action Partnership, the vehicle through which we progress our LOIP, however this impacts their ability to access funds from the same pot and has an impact on their admin time. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 DIGITAL INCLUSION • Fully scope out the scale and nature of the demand for digital inclusion support. • Develop a Digital Inclusion action plan for Airdrie. • Tap into the learning and practice from other Community Board areas and the authority wide group. MENTAL HEALTH AND EMOTIONAL WELLBEING • Alternative sources of funding to be sourced in order to commence Intergenerational project proposal. • Ask Tell Training sessions to be provided for Airdrie Locality staff and community members by NHS HI staff. POVERTY • Further development required to refresh the local poverty action plan to align it with the North Lanarkshire Poverty Strategy “Towards a Fairer North Lanarkshire 2023-26. Page 115 of 330
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• Initial discussions have taken place with Routes to Work, North Lanarkshire’s employability service, to engage through the Local Partnership Team (LPT) ensuring employability support is a key aspect of the tackling poverty priority. Page 116 of 330
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BELLSHILL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: POVERTY AND FOOD INSECURITY • Money Worries Training to 146 participants from organisations across Bellshill, Motherwell and Wishaw and additional 50 clinical NHS staff in Bellshill and Viewpark. Staff and volunteers who have attended the training have noted a marked increase in their knowledge of support services as well as the confidence to raise the issue of finance and poverty with the people the engage with. Asked to score their knowledge and confidence before and after the session on a scale of 1 - 10 the results were; • Knowledge starting point 4.9 - increasing to 8.1 • Confidence starting point 6 - increasing to 8.5 • 20 Bellshill residents were engaged in the support from The Wise Group Relational Mentoring Service following engagement with the Subgroup and LPGs. This will provide 6 months wrap around holistic support for individuals experiencing fuel poverty in the Bellshill locality. • Delivery of the Rabbie Does Strictly Tea Dance; 30 Bellshill residents accessed support on tackling poverty, received a soup/fruit pack and a range of information on holistic supports , a key theme of the Tackling Poverty strategy. COMMUNITY RESILIENCE & PARTICIPATION • 9 group has been successfully awarded £20,584.63 from recover NL funding in the Bellshill area to help build local capacity and ownership for environmental improvements and maintenance along with encouraging community ownership and responsibility. • Partnership working with local community group VIP Arts and Sports Academy in relation to becoming a community anchor organisation to support the distribution of period products within the Bellshill community to the hard to reach. Period products have been delivered across 13 local pickup points across Bellshill distributing a total of 8361 individual products. • Support was provided to 21 local groups to access a range of internal and external funding opportunities, for example Grant Award Programme, Community Asset Fund and Community Empowerment fund. • Targeted work aimed at engaging with seldom heard voices including Voice of Experience Forum, Lanarkshire Muslim Welfare Society and Bellshill Men’s Shed to encourage contributing and working in partnership in the Bellshill Community Resilience and Participation LOIP subgroup, with the aim of improving local resilience and participation outcomes. COMMUNITY SAFETY LOIP PRIORITIES • Poverty and Food Insecurity • Community Resilience & Participation • Community Safety • Mental Health and Emotional Wellbeing • Digital Inclusion Page 117 of 330
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• The group have looked at ways to interact with local youths due to reports of localised fires and youth disorder. The Fire Reach programme has been rolled out at local high schools by SFRS with Police Scotland assisting in discussions on Anti-Social behaviour in the community. The group have also been involved in local youth projects over the period. • Members of the group have been involved in litter campaigns over the period to help clean up specific areas. This is based on NLC Anti-litter campaign. This has produced positive results and feedback from the local community to help increase public confidence. MENTAL HEALTH AND EMOTIONAL WELLBEING • Kooth continues to support children and young people and has been widely shared via the subgroup and community partner organisations to raise awareness of the support. Despite some challenges in ensuring the service is known about and is accessible to young people we are beginning to see an improved picture. For example contact being made with sub group chair for support for a local young person and their family which has resulted in both a positive impact on household income and wellbeing for the young person. • Membership of the subgroup has continued to increase to 24 members (although not all engage at all times) owing to engagement with organisations who have received Phase 3 Community Mental Health and Wellbeing funding. Organisations who have indicated that they will deliver in Bellshill have been invited to be members. DIGITAL INCLUSION • During this last reporting period, VANL was contacted by someone living within a sheltered housing complex who had completed some digital training within the Connecting Scotland activity. As some time had passed they felt they needed some further training – a refresher. Contact was made with an NLC colleague who has an existing 4 week course which may be suitable for this situation and will pursue this with the person. This has raised awareness that some people living within sheltered housing complexes may wish to take part in some refresher training. This will be discussed further. • Comms World have now published a digital map showing local provision. This information was collated from a survey and more information will be added going forward. This is a resource dedicated to digital provision. IDENTIFIED IMPROVEMENT POVERTY AND FOOD INSECURITY • Locality Planning Group Structures have agreed poverty as a local priority, and we have been trying hard to link these structures together by including Health and Social Care Staff in the subgroup discussions and actions however this has been a challenge to date owing to capacity within these services. • Consideration is being given to how funds relevant to the poverty and food insecurity theme could be filtered through the subgroup for discussion and a more cohesive approach. COMMUNITY RESILIENCE & PARTICIPATION • Community subgroup established however difficulty in engaging partner participation due to change in LOIP priority from COVID 19 to Community Resilience and Participation due to crossover with other LOIP priorities actions within Bellshill. COMMUNITY SAFETY • Continued challenge for all group members is getting the correct local groups involved in discussions regarding any perceived issues in the area. Ongoing challenge is to make public aware of local issues vs personal one-off incidents. This combined with reduction in budget, will consideration be given how this will be achieved going forward with limited resources to help interact with local groups. MENTAL HEALTH AND EMOTIONAL WELLBEING Page 118 of 330
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• Health Improvement team supported by Health and Social Care North Lanarkshire (HSCNL) collaborated with Kooth to cost potential service developments for adult digital counselling via the QWELL platform. Qwell provided costings for 3 possible services to differing population groups and HSCNL scoped potential funding for these services. Costings for QWell provided; all 18+ in NL £94,910 per year plus VAT, all 18+ in Bellshill & Motherwell £34,867 per year plus VAT, all unpaid carers in NL £26,150 plus VAT. HSNCL have since decided that they will not pursue commission of this service at this time owing to current strategic fit and financial pressures. In the context of reduced budgets and increased demands consideration is required to be given about the impact of the absence of this type of support. DIGITAL INCLUSION • This subgroup has been promoted regularly and there are a small number of organisations and individuals on the membership list. Attendance at meetings has been up and down. The priority will be to grow the membership, have more members attend and consistent membership. The reason for low attendance will continue to be reviewed and changes will be made to accommodate members availability. All members are kept informed by email updates. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 POVERTY AND FOOD INSECURITY • The next reporting period will hopefully see progress with local young people receiving financial education workshops through the tackling poverty team and local youth organisations. • Engagement with CVS organisations to engage in Community Benefits Work via NHS & NLC procurement. • Continue to link CPP & H&SCNL structures together to avoid overlap and potential duplication. COMMUNITY RESILIENCE & PARTICIPATION • Improve local people’s awareness of information available and where to find it locally within their communities by using emails, social media, and community bulletin boards. We will also look to hold community resilience information stalls to inform the residents on how to access local services and information. • Plan further information sessions for Bellshill community to further strengthen local resilience and participation in the local area i.e. Grant Funding, Local Development Programme. Through these information sessions, we will provide useful and informative topics like grant funding and the Local Development Programme. Any feedback receive via the information sessions would help to improve future sessions based on community response. • Continue to prepare and equip the local community to be resilient and able to respond to challenge including but not limited to adverse weather, further impact of pandemics, cost of living i.e. local support for resilience packs. The subgroup is currently exploring the idea for a community-led project which would support community emergency preparedness and response appropriate to local needs, via information sharing including the use of hard copies for those who do not have access to an internet device or internet. • Identify opportunities for using Participatory Budgeting as a tool to increase empowerment and participation. Ensuring that the participatory budgeting process includes diverse voices from the community, especially the seldom heard voices. COMMUNITY SAFETY • ENHANCING OUR SERVICES: The group are looking to run surveys in the local area to ascertain the confidence the public have in public sector organisations. These localised results will help build on any work carried out by the sub-group. Page 119 of 330
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• PROTECTING OUR COMMUNITIES- We are Looking at ways to keep people safe and reduce the fear of acquisitive crime, recognising the effect this has on the community and often linked to further disorder and violence. • PROTECTING OUR COMMUNITIES- Group will consider ways to help ease the fear from community in relation to youth disorder, anti-social behaviour over the coming months, looking at ideas on how this can be impacted on and help youths make better decisions. MENTAL HEALTH AND EMOTIONAL WELLBEING • The group should have some delivery of Ask Tell & Stigma Free Lanarkshire to report on for the next reporting period including numbers attended and outcomes from the sessions. • Some actions on the framework have no tasks associated with them so these will be the focus for the next reporting period. For example, engagement and consultation with young people and the deaf community on mental health supports and their experiences. • To better engage the structures of community planning and health and social care to take work on the mental health priority forward. DIGITAL INCLUSION • The subgroup will be promoted at the NL Community and Voluntary Sector Locality network events going forward. Attendees will be advised of the ways they can be involved i.e. attend community board meetings, subgroups or simply raise issues for the subgroup to address on their behalf. This will also raise awareness and be a reminder for organisations to update their digital provision on the Comms World digital map and ALISS ALISS - A Local Information System for Scotland | ALISS. • The digital subgroup meets quarterly. There are regular updates including training and funding opportunities shared by email between meetings so that everyone is informed in a timely manner. • VANL will continue to attend the Driving Digital Locally group for the Bellshill locality. Page 120 of 330
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COATBRIDGE LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 OCTOBER 2023 – 31 MARCH 2024 PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • This sub-group is at a very early stage and, as a result, progress and highlights of the group’s work will be shared within the next reporting period. • Comms World have published a digital map showing local provision. This has been invaluable in providing information on what is currently available and where there are gaps in provision. It will also inform the work of the Coatbridge Digital Sub-Group during 2024/25. MENTAL HEALTH • Party Smart Party Safe work is progressing well with the delivery by Police Scotland and Scottish Fire Services. Police disseminated- 126 packs and Fire-197 by March 2024. There is reduction in casualties from non-fire emergencies. Police have targeted packs towards youth groups in high spot areas. This multiagency early intervention and prevention approach is recommended as one of the best practices in North Lanarkshire Strategic Leadership Board. • Implementing early intervention and prevention approach in partnership with Addiction Services, Social Work and Community Adult Mental Health Services on healthier living. • Local organisations such as Kirkshaws Neighbourhood, Safety Zone and Glenboig are implementing activities in their local area contributing towards mental health. • Evidence based mental health support services and information available on NHSL Children and Young Peoples Directory and has been shared widely. Link here: Services and Resources Directory | NHS Lanarkshire (scot.nhs.uk). Increased awareness around KOOTH. • Increased awareness and information on national sessions on United Nations Convention on the Rights of the Child has been widely shared with locality partnership groups and voluntary organisations. POVERTY The network of support for people in poverty in Coatbridge continues to deliver a range of support across communities. This includes: • The Coatbridge Community Food Bank continues to provide adult food parcels, children’s food parcels and pet food parcels and, with other local organisations, continues to refer to other support services, including Citizens Advice Bureau and the Tackling Poverty Team. • Kirkshaws Neighbourhood House continues to support local families through the Community Fridge Project and period dignity products. For example: • Community Fridge has approximately 150 individuals and families attending. LOIP PRIORITIES • DIGITAL INCLUSION • MENTAL HEALTH • POVERTY Page 121 of 330
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• Surplus food project has 150 individuals and families attending. • Coolschooluniform - 25 families supported. • Hope2Help - 30 individuals assist. • Period Dignity project - 200+ individuals accessing period products. • Development of the Glenboig Pantry @ Buchanan High School has seen membership growing steadily since its launch in March 2023. The Pantry operates 1 day a week from Buchanan High school and provides a range of foodstuffs and access to information and signposting to other services. • Further Cost of Living events were run in February and March 2024, to help provide access to services support people with the increase in the cost of living and the resultant squeeze on household income IDENTIFIED IMPROVEMENTS DIGITAL INCLUSION • As detailed above, this sub-group is at a very early stage, due to a number of staffing issues and other factors within VANL. The host organisation has now sent out communications to assess who might be interested in joining the sub-group and when / where / how often the group would like to meet. Creating and continuing to develop membership will be the first priority. • Using the learning from other digital sub-groups during this period, the next priority will be to create an action plan to establish what the sub-group can achieve to help address gaps in provision and to help break down barriers, creating a list of actions that the group can work through in a collaborative way. MENTAL HEALTH • Locality Partnership Groups working towards mental health subgroup and suicide prevention. POVERTY • No identified improvements requiring consideration at this time. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 DIGITAL INCLUSION • VANL will continue to promote the work of this sub-group, the opportunity to get involved in specific pieces of work contributing to this local priority and to celebrate success at future Coatbridge NL Community and Voluntary Sector Locality Network Events throughout 2024/25. This will also include the opportunity to join the Coatbridge Community Board and / or the other Coatbridge LOIP sub-groups and to raise issues / identify gaps for the sub-group to address on their behalf. There will also be a reminder for organisations to update their digital provision on the Comms World map and ALISS. • The Coatbridge Digital sub-group will meet regularly (group still to establish frequency) with regular updates shared by email between meetings so that everyone is informed whether they attend sub-group meetings or not. • Representation at the Driving Digital Locally (DDL) group will ensure information from the Coatbridge Digital sub-group is fed in, as well as sharing information from the DDL group. Coatbridge Community Board members will be updated via the Digital sub-group update. LOIP priorities are standing items on the agenda for discussion. MENTAL HEALTH • To improve partnership working with Locality Partnership Groups on mental health and suicide prevention priority. Page 122 of 330
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• Delivery of Ask Tell Save Life training and support to staff working with young people. • Continuing delivery of Understanding Stigma and Mental health sessions. POVERTY • Further Development required to refresh the local poverty action plan to align it with the North Lanarkshire Poverty Strategy “Towards a Fairer North Lanarkshire 2023-26”. • Initial discussions have taken place with Routes to Work, North Lanarkshire’s employability service, to engage through the Local Partnership Team (LPT) ensuring employability support is a key aspect of the tackling poverty priority. Page 123 of 330
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CUMBERNAULD LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: PUBLIC AND COMMUNITY TRANSPORT • The SPT highlighted they could provide information on routes and frequency, but the information would be out of date within three months. The efforts to compile this information is extensive. • There has been a struggle to gain consistent membership. With the suggestion to move to a quarterly schedule and the proposal to potentially have a NL wide approach this • All community transport services are no longer functioning due to vehicle issues. There is potential to address certain routes, however this will not address ongoing issues with public transport. • SPT have been contacted to support the subgroup. They have stated that they would be unable to attend on a regular basis but could have specific matters raised. GREENSPACE MAINTENANCE AND ENVIRONMENTAL QUALITY • A map of greenspaces across NL has been created and will be available on ALISS. The directory for parks and greenspaces is available on the NLC website. • The Greenspace Partnerships Manager is supporting this process. Any parties interested in obtaining information or land should contact them directly for support. YOUTH ENGAGEMENT AND CONSULTATION • Subgroup continues to meet regularly supported by Community Learning and Development (CLD) and Community Partnership Team with Youth Action Cumbernauld and MSYPs in attendance. • MSYPs attending community Board to provide updates on work of the subgroup. • Consultation carried out with young people in two primary schools around playpark development at Millcroft and Braehead. Both projects tendered and onsite March 2024. • Launch of Community Alcohol Partnership engagement with young people in Cumbernauld. LOIP PRIORITIES • Public and Community Transport • Greenspace maintenance and environmental quality • Youth Engagement and Consultation • Digital Inclusion • Targeted action within identified communities across the board area • Food and Financial Insecurity • Communication and Engagement Page 124 of 330
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DIGITAL INCLUSION • This continues to be a key item on the agenda of each subgroup. Issues identified are passed to Community Board representative who attends the NL Driving Digital Locally Subgroup. TARGETED ACTION WITHIN IDENTIFIED COMMUNITIES ACROSS THE BOARD AREA • Subgroup continues to meet regularly supported by Health Improvement. • CCTV has been installed and operational in 3 priority areas in response to antisocial behaviour via Community Partnership Team, NLC. • The group is linking with Locality Partnership Group Suicide Prevention and Mental Health subgroup. • Health And Wellbeing event has been organised for local parents, resulted in very good engagement. FOOD AND FINANCIAL INSECURITY • Subgroup continues to meet regularly led by Cornerstone House supported by Community Partnership Team with key organisations in attendance. • 120 people participated in three Cost-of-Living engagement events organised by the subgroup across 3 targeted areas in October 2023. Subgroup currently planning three further events targeting parents and carers scheduled to take place in April 2024. • Support provided to organisations around grant funding opportunities such as Community Empowerment NL, NL Grant Award Programme and Lottery funding through Community Partnership Team. • Period dignity products distributed at local community events and via local anchor organisations across Cumbernauld Board area. Requests received and referrals submitted for new organisations to access products. COMMUNICATION AND ENGAGEMENT • Consultation carried out with young people in two primary schools around playpark development at Millcroft and Braehead. Both projects tendered and onsite March 2024. • Engagement with local people through three cost-of-living engagement events delivered. Plans in place for 3 further engagement sessions to take place April 2024. IDENTIFIED IMPROVEMENTS PUBLIC AND COMMUNITY TRANSPORT – No identified improvements requiring consideration at this time GREENSPACE MAINTENANCE AND ENVIRONMENTAL QUALITY – No identified improvements requiring consideration at this time YOUTH ENGAGEMENT AND CONSULTATION – No identified improvements requiring consideration at this time DIGITAL INCLUSION - No identified improvements requiring consideration at this time TARGETED ACTION WITHIN IDENTIFIED COMMUNITIES ACROSS THE BOARD AREA - No identified improvements requiring consideration at this time. FOOD AND FINANCIAL INSECURITY - No identified improvements requiring consideration at this time COMMUNICATION AND ENGAGEMENT – No identified improvements requiring consideration at this time. Page 125 of 330
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PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 PUBLIC AND COMMUNITY TRANSPORT • Identify achievable goals for the subgroup such as engage with local schools / PTAs on views regarding school transport and safe walking routes to and from schools. • Focus on recruitment from community members and partners around these achievable goals. • Write paper looking at the potential for a supplementary NL wide transport group. • Promotion of existing transport options including active travel GREENSPACE MAINTENANCE AND ENVIRONMENTAL QUALITY • Promote the subgroups to increase attendance and membership. • Review of programme of work to identify priorities with new members moving forward. • Continue to work with partners to agree and clarify the process for reporting of faults and expected timelines for rectification. • Promote the map of Greenspaces across North Lanarkshire throughout VANL thematic groups. YOUTH ENGAGEMENT AND CONSULTATION • Ensure subgroup continues to meet regularly supported by CLD and Community Partnership Team. • Carry out consultation with young people in schools around further project developments. • Identify potential gaps in relation to health inequalities for young people. • Discuss Promise app to identify how this meets the needs of the subgroup. • SFRS deliver Fire Reach courses in Greenfaulds and Our Ladies High Schools from April 2024. DIGITAL INCLUSION • Ensure Digital Inclusion continues to be a key item on all subgroup agendas. • Ensure any issues raised are passed to Community Board representative who attends NL Driving Digital Locally subgroup. TARGETED ACTION WITHIN IDENTIFIED COMMUNITIES ACROSS THE BOARD AREA • Ensure the group is focused on delivering on action plan. • Extend the membership. FOOD AND FINANCIAL INSECURITY • Ensure subgroup continues to meet regularly led by Cornerstone House supported by Community Partnership. Page 126 of 330
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• Deliver 3 three cost-of-living engagement events across targeted areas in April 2024. • Continue to provide support to organisations around grant funding opportunities through Community Partnership Team. • Continue to distribute Period Dignity products at local community events and via local anchor organisations across Cumbernauld Board area. COMMUNICATION AND ENGAGEMENT • Ensure that Communication and engagement continues to be a key agenda item within all subgroup meetings and reported to the Community Board and the Management and Monitoring Framework. • Ensure that Communication and Engagement continues to be a priority within all subgroups. Page 127 of 330
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KILSYTH & VILLAGES LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: Digital Inclusion • Digital Inclusion continues to be a key agenda item discussed at subgroup meetings as agreed with the Kilsyth and Villages Community Board. Food and Financial Insecurity Subgroup continues to meet regularly to progress this priority supported by Community Partnership Team. • A consultation questionnaire was designed and used to map out Food and Financial Insecurity Activity across Kilsyth and Villages with responses received from 14 organisations. • Cost-of-Living events planned on a quarterly basis across Kilsyth and Villages. A very successful Cost-of-Living event carried out in St Patrick’s Primary School on 21st March 2024 targeting 170 families, parents, and carers during parents’ afternoon/evening. A range of organisations attended providing information and support for local people. Community Partnership Team provided period dignity products and accessed funding to provide soup packs for those who attended the event. • Discussions are taking place regarding best methods of passing information between organisations and with local people. Health and Wellbeing • Regular subgroup meetings continue supported by Health Improvement. • Mapping of local H&W activities has been completed. • Series of Health and Wellbeing activities has been implemented in partnership with the Croy Hub. Improving the environment with a focus on Kilsyth town centre • Subgroup members reported that a range of environmental projects have been developed and supported across the Kilsyth and Villages Community Board area. These have included: ▪ Growing projects targeting two primary schools in Kilsyth. Local community organisations working and supporting children to learn about growing vegetables. LOIP PRIORITIES • Digital Inclusion • Food and Financial Insecurity • Health and Wellbeing • Improving the environment with a focus on Kilsyth town centre • Public and Community Transport • Targeted action within identified communities across the board area • Youth Engagement Page 128 of 330
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▪ Kilsyth Environmental Group supporting and developing an outdoor classroom at Balmalloch Primary school. ▪ Approximately 18 local volunteers carrying out environmental improvements at Burngreen and Colzium Estate, Main Street and Market Square including weeding and planting of flowers and hanging baskets. • A Tourism Officer from North Lanarkshire is involved in preparing a Tourism Plan for Kilsyth and Kelvin Valley. They are helping to develop visitkilsyth.com. A number of actions including website, available accommodation and environmental tourism opportunities have been identified but costs associated will need to be clarified. • Colzium Lennox Estate and Cafe continue to be developed to enhance the area and provide opportunity for community wealth building – including potential employability. • Work continues to address pot holes, flooding and other issues which have a specific focus around improving walkability to schools. • VANL - ACT Now Project Assistant attends subgroups where possible. This provides support around aspects of environmentalism, green health and climate change. • Work around the town centre continues to introduce more flowers, shrubs and quality of life improvements where possible. Flower Baskets have been adopted by several businesses. Public and Community Transport • Subgroup members have reported that this priority needs to be reviewed as they have investigated public and community transport and are unable to make changes locally. The subgroup is investigating the possibility of projects to connect areas within Kilsyth. • Issues have been raised to relevant organisations around cancelled public transport routes, expensive multi ticketing issues, frequency of services and a drop in service quality. • Research has been carried out to find sources of funding to enable community organisations to purchase bicycles and equipment for schemes that provide people with access to a bike that they don’t own. Also, the Access Bikes Fund will enable community organisations to buy bikes and accessories for adults that they are working with who would like to get a bike and start cycling as well as sources of support around bike ownership and training from external organisations. Targeted action within identified communities across the board area • Work has taken place with local people to develop Northfield and Rennie Tenants and Residents Association, and the inaugural meeting took place in January 2024. • The organisation is working to identify local issues and potential projects and are planning a local walkabout in April 2024 Youth Engagement • Youth engagement consultation was completed with young people across Kilsyth and Villages with consultation findings reported to the Kilsyth and Villages Community Board in November 2023. • Actions planned in response to issues identified by young people including improving communication, online cyberbullying and internet safety inputs within schools and Police working to further to develop relationships with young people. Page 129 of 330
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• Discussions taking place to plan a youth event to build relationships between partners and young people and share information/opportunities around issues young people have identified through the consultation. IDENTIFIED IMPROVEMENT Digital Inclusion – No identified improvements requiring consideration at this time Food and Financial Insecurity – No identified improvements requiring consideration at this time. Health and Wellbeing -– No identified improvements requiring consideration at this time. Improving the environment with a focus on Kilsyth town centre – No identified improvements requiring consideration at this time. Public and Community Transport – No identified improvements requiring consideration at this time. Targeted action within identified communities across the board area – No identified improvements requiring consideration at this time. Youth Engagement- No identified improvements requiring consideration at this time. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 Digital Inclusion • Continue to embed as a key action within all Kilsyth and Villages subgroup priorities. • Continue to ensure any digital issues identified are passed to the Community Board representatives who attend the NL Driving Digital Locally Subgroup. Food and Financial Insecurity • As agreed, the subgroup will continue to plan Cost-of Living Events on a quarterly basis across Kilsyth and Villages. • Subgroup to agree best methods of sharing Food and Financial Insecurity information between organisations and with local people. Health and Wellbeing • Improving local engagement and expanding membership Improving the environment with a focus on Kilsyth Town Centre • Subgroup members reported that they will focus on the following: • Regular environmental clean ups at Burngreen and planting of 6000 crocuses on a yearly basis. • Carry out environmental works around Old Library at Burngreen funded through Recover NL funding. • Replanting of large tubs and hanging baskets on Mainstreet. • Encouraging local businesses to take ownership and support/sponsor local environmental developments. • Support Kilsyth and District Rotary Club tree planting project to develop 5 local orchards in partnership with NLC and Kilsyth Environmental Group. Page 130 of 330
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• Conduct assessment of environmental challenges and support local efforts to around improving the town centre, planting new vegetation and creating community wealth through sustainability efforts. • Explore food growing projects and other sustainable solutions to promote long-term environmental health. • Support area improvements across schools, public areas. • Engaging with residents to raise awareness and garner support. Public and Community Transport • Carry out review of this priority and report to a future Community Board meeting. • A future transportation survey and the Place Standard tool will be used to explore public opinion further. This will be used to shape potential solutions. • Highlight and promote information on travel options including active travel in the area. • Highlight and promote funding streams available specifically to community groups / 3rd sector organisations to provide non-infrastructure active travel initiatives such as led walks, bike library, etc. • Support for ongoing sub-group activity will be sought from the Pan Lanarkshire Climate Action Hub’s new travel Development Officer. Targeted action within identified communities across the board area • Continue to support the development of Northfield and Rennie Tenants and Residents Association and project developments within the area. • Identify further priority areas across Kilsyth and Villages and develop local actions to address issues identified. Youth Engagement • Organise youth event with partners targeting young people from Kilsyth Academy and St. Maurice’s High Schools who attend Future Fridays to build relationships with young people and share information/opportunities around issues young people have identified. • Continue to plan local actions in response to issues identified by young through the youth engagement consultation. Page 131 of 330
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MOTHERWELL LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • There has been a lot of work carried out to map current provision. Comms World have now published a digital map detailing this provision. This information was collated from a survey and will be updated and added to with new and existing services. • This is a relatively new subgroup with a priority to gain new members to take the work forward. Progress will be shared within the next reporting period. COMMUNITY ENGAGEMENT • Work took place to engage women from the BAME community (including) African Collaborative, Bestway group, Good Deed Group, The Economic Forum for Women, around '16 days of action' focusing on women’s safety that took place on the 25th of November 2023. A flyer and QR code survey was developed for women to complete and was available via the notice board in the public Ladies’ toilet and pubs, clubs, and businesses to encourage completion. • The Community Engagement subgroup continues to promote free period products to local anchor organisations and the public through the council interactive locator map, my period app and local events. Period products have been delivered across 22 local pick-up points across Motherwell distributing a total of 218,268 individual products. • Targeted activity in the Jerviston areas including supporting the African Collaborative Group to prepare their community asset transfer request and the Jerviston Action Group to take improvement action in their area. This group has successfully engaged with the local community to improve community relations with other cultures and groups using the Jerviston Community Centre. These include raising issues around anti-social behaviour and community safety. • Working with partners and community in Muirhouse/Flemington around young people exploitation and contextual safeguarding. This led to a request from police for deployable CCTV in the Muirhouse area which confirmed that there was in fact evidence of antisocial behaviour taking place with 1 person being arrested because of evidence obtained by this camera. This has led to a request for a permanent CCTV camera. • Funding was secured to run a cost-of-living event in the Muirhouse area of Motherwell. This supported a community fun day within the Isa Money Centre. The event took place on Friday 6th March and was free for residents with over 120 people attending. Food and soup packs were provided along with entertainment, LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment • Transforming Motherwell Page 132 of 330
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several partners had information stalls, such as NLC period dignity, SAMH, Routes to Work, Landed, and NHS Heath Improvement, CAB also provide information and support to residents. COMMUNITY SAFETY • Sub-group looked at ways to interact with local BAME groups. This has proved successful and over the period the group has linked in with both Mosque, Chinese Community and Senegalese community providing the support guidance and confidence to report incidents and feel more secure in the area. • Anti-social behaviour in the area was also noted. Through the group discussions, specific action plans put in place involving trailer CCTV cameras and fire safety visits. Partnership visits and local community talks have ensured the group have been quick to identify specific locations and put these intervention plans in place. MENTAL HEALTH AND WELLBEING • Following feedback from our communities that they would like more face-to-face provision in the community, the subgroup have created a resource for staff/volunteers to available support services from multiple organisations. More streamlined referral pathways have been established when referring individuals into support organisations/services. We recognised that it’s not just about having more organisations visible out in the community, it’s about organisations working together. It shouldn’t matter who a person speaks to, they can be linked into the most appropriate service. An evaluation form has also been created for organisations to record the use of the resource, gather feedback on the effectiveness and identify any gaps. Subgroup members will begin to use the resource and evaluation form from April 2024. Outreach work in the community is being planned. • NHS Health Improvement in partnership with Voice of Experience Forum organised a sector wide (Motherwell, Bellshill, Wishaw/Shotts) event targeted at older people to reduce social isolation and loneliness. The event was Burns Supper themed, tackling loneliness and isolation, promoting positive mental health and raising awareness of falls prevention. 60 older adults from Motherwell, Bellshill and Wishaw/Shotts attended the fun filled afternoon of dancing with a free meal of Haggis, Neeps and Tatties and had the opportunity to engage with multiple partner organisations for support such as NHS Falls Prevention Team, SAMH, Health and Wellness Hub, Scottish Fire and Rescue Service, Tackling Poverty Team, Assistive Technology Team, Care and Repair and many more. “Best day I have had out in ages, and we learned things too!” • A series of workshops are being delivered by NHS Health Improvement to upskill SAMH Volunteers and build their knowledge and build confidence to have these conversations in the community. The following workshops have been delivered in February and March: - Stigma Free Lanarkshire - Understanding Stigma and Discrimination; and Impact - Effects of Smoking on Mental Health Medication. Worrying about Money and Ask Tell - Save a Life are still to be delivered. TACKLING POVERTY AND INEQUALITIES • 17 staff/volunteers from multiple organisations within the subgroup attended Home Energy Scotland Portal training and now have access to the Portal to make referrals. This creates an easier, more efficient referral pathway. Approximately 30 referrals have been made by multiple organisations in the subgroup to Home Energy Scotland through the portal following the training to support with fuel poverty. • Motherwell and Wishaw CAB to distribute fuel vouchers and shopping card vouchers to support with the cost of living. Funding was received by Motherwell consortium to continue the shopping card initiative following the end of government funding. Subgroup are continuing to make Motherwell Community aware of these cost of living supports. • Between April 23 and March 24, CAB have distributed 2977 fuel vouchers to Motherwell residents. • Between April 23 and March 24 - there have been 1622 shopping card vouchers distributed in Motherwell. • Subgroup organised two events for Challenge Poverty Week • A community breakfast in Motherwell Baptist Church – 22 attendees – CAB and Social Security attended the event to provide support and advice. Page 133 of 330
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• Pizza No Poverty evening organised by Forgewood Community Centre and CAB – approx. 190 attendees – CAB attended to provide support and advice. • Community Fun Day in Muirhouse organised by CAB, NLC and NHS Health Improvement Team to engage with local residents about the supports available to them. Multiple stall holders attended to provide support and advice, such as SAMH, Routes to Work, Landed Peer Education, NLC period dignity, NHS Health Improvement and CAB. The event was completely free and attendees received free dinner, free soup pack to take home and free period products were available. 120 people attended. Some have now engaged with CAB at their community outreach drop-in session in Muirhouse. ENVIRONMENT • Motherwell is a locality that has several outdoor spaces including Strathclyde Park, Duchess Park, Calder Park, and Barons Haugh which are well utilised and enjoyed by the community. • A number of partners are working together for the development of a community garden which is part of Motherwell Fire Station. This will be for the benefit of the whole community including community and voluntary sector groups. There is a private organisation who will support with physical aspects of the site development as part of their community benefit contribution. Students from NCL have provided some CAD designs for the space. Local groups have expressed an interest for their members to attend and enjoy the garden. • Promotion of the launch of North Lanarkshire Community Climate and Green Wellbeing Project. TRANSFORMING MOTHERWELL • Café Refresh - Refurbishment and extension of a ground floor commercial unit at 28 Hamilton Road, the works are now complete at a cost of £140k, the premises will be marketed by North Lanarkshire Properties. • We are looking to combine this priority with the Community Engagement subgroup for progress updates and reporting purposes, this will be proposed at the upcoming Community Board meeting in June 2024. IDENTIFIED IMPROVEMENT DIGITAL INCLUSION • This new subgroup has been promoted and there are a number of organisations on the membership list. The first meeting had a very low attendance. The priority will be to grow the membership and have more members attend subgroup meetings. Dates have been scheduled for 2024. Attendance will be reviewed regularly and changes will be made to accommodate members’ availability if required. All members receive information by email including funding and training opportunities. • Representation on the Driving Digital Locally group for the Motherwell locality. COMMUNITY ENGAGEMENT • Difficulty in engaging partner subgroup membership due to cross over of other priority actions with Motherwell, the subgroup continues to actively promote and encourage participation from community members/groups. • More engagement needed from seldom heard voices, with emphasis needed on targeted areas of work within communities of social deprivation and concern. COMMUNITY SAFETY • Another challenge of the group is the reduced budget / numbers for each organisation and how this will impact on support available to the group going forward. It has already been noted that there will be a removal of prevention, intervention tactics over the next period. • Improvement for consideration, although mentioned in above paragraph, the group feel it’s worth discussing a direct request about prevention tactics regarding community safety and social wellbeing. As noted there is Page 134 of 330
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a link between drug addiction and acquisitive crimes in the area and the group is looking to affect this trend with consideration given at SLB level on what action may be taken to assist at the community level. MENTAL HEALTH AND WELLBEING • Health Improvement team supported by Health & Social Care North Lanarkshire (HSCNL) collaborated with Kooth to cost potential service developments for adult digital counselling via the Qwell Platform. Qwell provided costings for 3 possible services to differing population groups and HSCNL scoped potential funding for these services. Costings for QWell provided; all 18+ in NL £94,910 per year plus VAT, all 18+ in Bellshill & Motherwell £34,867 per year plus VAT, all unpaid carers in NL £26,150 plus VAT. Unfortunately, HSCNL have since decided that they will not pursue commission of this service at this time owing to current strategic fit and financial pressure. TACKLING POVERTY AND INEQUALITIES • Even with the promotion and utilisation of the shopping card and fuel voucher cash first initiatives, numbers attending foodbanks remain high. Approximately 80 people per week attend Motherwell Maranatha Foodbank. Restrictions have been introduced – must have ML1 postcode and can only attend once a month without a referral from an organisation such as CAB, Tackling Poverty Team. 820 different people attended the foodbank over 10 month period even with these restrictions in place. Even with referrals from support organisations, it is becoming increasingly difficult for Food Banks to cope with the high demand for food when people present to them in crisis. ENVIRONMENT • The main challenge has been coordinating meetings to suit busy subgroup members. A variety of different meeting options was explored. It has been agreed to hold some meetings at 6pm to suit more members. Meetings have been planned up till February 2025 in accordance with the availability of the majority of members. This is to ensure dates are in diaries. There has also been a challenge to retain the current subgroup membership. This has mainly been due to other work commitments and availability. We will continue to consult with members on how we can best support them to attend and be involved. • The Motherwell locality does not have a recognised local community transport provider. Other options may need to be reviewed such active travel. Whilst this is an option, it is not for everyone. TRANSFORMING MOTHERWELL • No challenges highlighted in this period. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 DIGITAL INCLUSION • All subgroups will be promoted at the NL Community & Voluntary Sector Locality network events in April 2024 and going forward. This will advise that people can attend community board meetings, subgroups or simply raise issues for the subgroup to address on their behalf. This will also be a reminder for organisations to update their digital provision on the Comms World map and ALISS - A Local Information System for Scotland | ALISS • The Digital subgroup meets quarterly with regular updates shared by email between meetings so that everyone is kept informed. • VANL will continue to attend the Driving Digital Locally (DDL) group to both feed in information from the Motherwell Digital subgroup as well as sharing information from the DDL group. Motherwell Community Board members will be updated via the Digital subgroup update. • If any gaps in provision are identified this will be reviewed to find a solution including a potential delivery organisation and any potential funding. Organisations will be signposted to any training opportunities. Page 135 of 330
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COMMUNITY ENGAGEMENT • Hold further Community Engagement Subgroup stakeholder information sessions around various topics. Through these information sessions, we will provide useful and informative topics like grant funding and the Local Development Programme. • Identify opportunities for using Participatory Budgeting as a tool to increase empowerment and participation. Ensuring that the participatory budgeting process includes diverse voices from the community, especially the seldom heard voices. • Identify targeted areas of work within the Motherwell locality focusing on: Areas of high deprivation, anti- social behaviour, etc. by engaging with local communities on project ideas for improvements within these areas through development days and partnership working to strengthening community cohesion. • List of project ideas for Muirhouse to be considered and scoped out to improve activities for young people in the area. COMMUNITY SAFETY • Looking at ways to keep people safe and reduce fear of acquisitive crime recognising the effect this has on the community and is type of crime is often linked to disorder and violence. • Understanding the need to Look to Identify the most vulnerable groups in our area, this approach will help tailor activities going forward, NCCZ (No Cold Calling Zones) and actions plans to tackle issues in the area. • Examine ways to recognise local issues by looking at an analytical approach to areas. Also looks ways to inform locals of what going on and consider a Neighbourhood Alert / Retail Alert systems (currently an idea only at this stage) to get information out quickly and locally. MENTAL HEALTH AND WELLBEING • Continue to grow membership of the subgroup by inviting Local and Pan Lanarkshire organisations to attend. Increased membership will increase knowledge of Mental Health support and issues arising as well as strengthen collaboration and partnership working. • Subgroup will continue to use, evaluate and update the referral resource. • Subgroup will use this resource to support with an increase in outreach work taking place in the community. • Stigma Free Lanarkshire – Understanding Stigma and Discrimination workshop and Ask Tell - Mental Health Awareness, Compassionate Conversation & Suicide Prevention training course will be delivered to staff and volunteers. Evaluations will be completed and reported on. • Continue to invite guest speakers along to the subgroup meetings to promote local services/ initiatives and to strengthen the knowledge of the subgroup and therefore strengthen the knowledge of the Motherwell Community about the supports available to them. TACKLING POVERTY AND INEQUALITIES • Continue to grow membership of the subgroup by inviting Local and Pan Lanarkshire organisations to attend. Increased membership will increase knowledge of tackling poverty and inequalities support available and issues arising as well as strengthen collaboration and partnership working. • Continue to invite guest speakers along to the subgroup meetings to promote local services/ initiatives and to strengthen the knowledge of the subgroup and therefore strengthen the knowledge of the Motherwell Community about the supports available to them. Page 136 of 330
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• The Health Improvement Team will continue to deliver the Worrying about Money training to community groups/organisations and NHS Clinical Teams. NHS Health Improvement have been delivering on average one session every month from May 23-March 24, this will continue throughout 2024. Aim is asking about financial wellbeing should become routine enquiry for everyone. ENVIRONMENT • Following the launch of North Lanarkshire Community Climate and Green Wellbeing Project which took place on the 11th of April 2024. The pledge and Six North Lanarkshire Community Climate and Green Wellbeing Guides will be shared and promoted on an ongoing basis. Any support or information required will be provided by VANL. Community Climate and Green Wellbeing – ACT Now North Lanarkshire (actnownl.org.uk) • The existence and contribution of the environmental subgroup will be promoted to both share awareness and to encourage new membership of the subgroup as well as retaining existing membership. • Transport has been identified as a priority. There is a plan to conduct a mapping exercise of current provision to identify issues and gaps. Discussions will take place with the subgroup to design a transport survey which will be shared with CVS organisations and community board members. Organisations providing transport will be encouraged to add their details to ALISS. The findings will inform future activity. • There is a live survey being carried out by SPT on bus reform which closes on 13 May 2024 spt.co.uk/about- us/what-we-are-doing/regional-transport-strategy/bus-strategy/ Details of the survey have been shared and the results will impact on this locality but will be a longer term discussion. TRANSFORMING MOTHERWELL • Braidhurst Industrial Estate - A £6.5M capital project which includes the construction of 10 new start-up industrial units, refurbishment of 6 existing NLP industrial units and infrastructure works across the estate including car parks, road and pavement resurfacing, new lighting and installation of high-speed fibre broadband, due for completion in October 2024. • Old Town Hall - Refurbishment and partial demolition of the former Motherwell Business Centre on Hamilton Road to form 20 one and two bed flats to secure the heritage asset for the future. The project has been handed over to the New Supply Team to deliver a scheme designed by MAST Architects. The capital cost is approximately £5.9 million, with completion expected early 2026. Page 137 of 330
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NORTHERN CORRIDOR LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: BUILDING LOCAL RELATIONSHIPS, TRUST AND COMMUNICATION • A Spreadsheet for Northern Corridor (NC) Organisations Social Connections has been created via the Northern Corridor Social Integration and Inclusion Subgroup. • There are strong local relationships in the communities and villages across NC. NL councillors and staff are already involved. • 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. CommUnity Agreement is due to be launched by VANL on Monday 29th April. CHILDREN AND YOUNG PEOPLE • Subgroup meeting regularly supported by Community Partnership Team. • Consultation carried out with young people around development of a range of projects across the Northern Corridor including: o Cardowan Muga Project, Lochside Playpark and Moodiesburn Wheeled Sports 2 consultation complete. Tender process complete and projects on-site/completed March/April 2024. o Moorpark pump track, Chryston work completed October 2023. • Consultation carried out with Chryston High School to develop a Participatory Budgeting process within the school funded through Community Benefits and UK Shared Prosperity Fund. The project was successfully completed, and evaluation has been carried out in January 2024. COMMUNITY TRANSPORT • Subgroup meeting regularly led by Glenboig Development Trust supported by Community Partnership Team. SPT and First Bus in attendance at meetings. LOIP PRIORITIES • BUILDING LOCAL RELATIONSHIPS, TRUST AND COMMUNICATION • CHILDREN AND YOUNG PEOPLE • COMMUNITY TRANSPORT • HEALTH INEQUALITIES • MOODIESBURN WEST • SOCIAL INTEGRATION AND INCLUSION Page 138 of 330
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• Community Transport project successfully engaging 4 organisations to attend Glenboig Life Centre as a local solution to issues identified. • Successful Community Information event carried out in Cardowan, March 2024 included drop-in consultation with First Bus. • Increased bike hub activity across the Northern Corridor through NC Volunteers, Glenboig Development Trust and Cardowan Community Meadow. HEALTH INEQUALITIES • Updates regarding service provision of the new clinic in Chryston have been shared with the Community Board. MOODIESBURN WEST • Subgroup meeting regularly led by Moodiesburn Community Action Group supported by Community Partnership Team. • Following walkabout with residents in Kelvin Drive and Glen area, key issues identified were addressed by Community Partnership Team. • Report from Community Consultation Event now complete, further actions identified and being progressed including new play area in Moodiesburn. Consultation for proposed new play area near St Michael’s Primary complete March 2024. • Following consultation with residents, Moodiesburn Skate Park site was finalised, project tendered and will be on-site March 2024. SOCIAL INTEGRATION AND INCLUSION • Subgroup members reported that this LOIP priority needs to be reviewed and revisited. • There continues to be research and engagement around local issues including public transport, access to healthy food, health care, job opportunities, education and community assets. • Community Solutions is a programme administered by VANL. The local anchor organisation, Cornerstone House, will be contacted to explore opportunities for organisations to apply for funding to address issues around expanding local delivery and addressing gaps. IDENTIFIED IMPROVEMENT BUILDING LOCAL RELATIONSHIPS, TRUST AND COMMUNICATION – No identified improvements requiring consideration at this time CHILDREN AND YOUNG PEOPLE – No identified improvements requiring consideration at this time. COMMUNITY TRANSPORT – No identified improvements requiring consideration at this time HEALTH INEQUALITIES – A wider discussion with the local community about achieving better health outcomes through local and joined up approaches is needed. MOODIESBURN WEST - No identified improvements requiring consideration at this time. SOCIAL INTEGRATION AND INCLUSION – No identified improvements requiring consideration at this time. Page 139 of 330
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PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 BUILDING LOCAL RELATIONSHIPS, TRUST AND COMMUNICATION • Subgroup members reported that this LOIP priority needs to be reviewed and revisited. • Subgroup members plan to investigate the potential for an intergenerational event within the Northern Corridor. • Recruit more members and specialised partnership teams to improve participation rates, with more participants from NLC, NHS and local community groups. • Host ALISS training. • Support ongoing environmental projects. • Hosting information and opportunity events at libraries with the partnership team. CHILDREN AND YOUNG PEOPLE • Ensure subgroup continues to meet regularly supported by Community Partnership Team. • Continue to engage with young people around development of local projects. • Carry out wider consultation with young people in secondary schools to gather their views about issues that are important to them. COMMUNITY TRANSPORT • Ensure subgroup continues to meet regularly led by Glenboig Development Trust. • Continue to encourage attendance of First Bus and SPT at subgroup meetings and events where possible. • Continue to support Community Transport project to engage with local organisations to support attendance at Glenboig Life Centre as a local solution to issues identified. • Continue to increase bike hub activity across the Northern Corridor through NC Volunteers, Glenboig Development Trust and Cardowan Community Meadow. HEALTH INEQUALITIES • Consider the LOIP priority is embedded into other LOIP Priorities as health inequalities have a wider impact on the community and do not sit in isolation as one topic. As it currently stands, the priority has no community participants. • To highlight the opportunities to improve community health as wellbeing is wider than NHS services and should include the wider social determinants of health when exploring joint working opportunities. MOODIESBURN WEST • Ensure subgroup continues to meet regularly led by Moodiesburn Community Action Group supported by Community Partnership Team. • Ensure that further actions are progressed to address issues identified through local Community Listening Event Consultation. Page 140 of 330
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• Ensure that further projects identified within the local community are consulted on and progressed where possible. SOCIAL INTEGRATION AND INCLUSION • Creating platforms for dialogue and interaction among diverse community members. Organising cultural exchange events or activities to celebrate diversity. • Facilitate partnership events to highlight activities and opportunities in the area – i.e. work, health care, education and training. Collaborating with local organisations and the NL partnership team to amplify social integration efforts. • Create a plan for the area. • Providing more support services for vulnerable individuals or groups. Page 141 of 330
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SHOTTS LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • Comms World have completed the mapping exercise and a digital map is now available. This will be added to as new activity and other existing activity is identified. • The Driving Digital Subgroup continues to meet and the Shotts locality is represented on this subgroup. • Information and details of any training and funding opportunities have been shared with the community and voluntary sector; via the VANL general mailing list (which also includes partners) and through the Community Matters mailing list. This will continue in the year ahead. COMMUNITY ENGAGEMENT • The subgroup developed and distributed a quick response questionnaire to capture the views of Community Board members about ideas for information workshops that they believed could help them to better participate in Community Board meetings. The feedback received is currently being reviewed with a view to developing a timetable of information sessions. • In line with our efforts to consult and engage seldom heard groups, it was agreed that the initial focus would be to look at ways to involve young people in community boards, projects, and initiatives delivered by community planning partners and/or in wider community life. Progress to date includes, securing funding for Spotlight Shotts to deliver a youth led community safety / road safety campaign which had been raised by residents living in Stane and Torbothie. • Agreement to develop a partnership community engagement project for the community of Salsburgh. Potential stakeholders have been identified and initial dialogue with them has begun. The finer details for the project will be developed over the coming months. • Utilising funding secured from the UK Shared Prosperity (Community Empowerment Challenge Fund), a joint community engagement and networking event has been agreed for Harthill and will be delivered in partnership with Harthill Eastfield and Greenrigg (HEG) community group during the summer period. Planning and development work is currently underway. LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment • Transport • Town and Community Hubs and Town Vision Page 142 of 330
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• Subgroup members have assisted and /or participated in a range of focussed events / information sessions etc. Including: - Town Vision and action plan development sessions, Environmental Key Fund information event, launch and opening of new Getting Better Together (GBT) – community facility in Springhill. COMMUNITY SAFETY • Operation Iron – Multi- Agency work undertaken across Fortissat Ward between 1 January – 31 March 2024 targeting community concerns over violence, anti-social behaviour, and road safety. Co-ordinated partnership approach led to over 80 arrests in relation to the above areas. Diversionary youth activities included implementation of Street Soccer. Work with NLC Housing and police meant that 11 properties were identified as abandoned and subsequently taken back by NLC and successfully reintroduced to the housing stock. Partnership activity led to the below reductions: STATISTIC % REDUCTION BETWEEN Q3 – Q4 PERIOD Vandalism -20.8% Minor Assault -8.8% Acquisitive crime -42% Theft -47% Fraud -22% Fire raising -50% ASB Incidents -14.5% Public Safety Incidents -40% Assist members of the Public -22% Domestic Incident -7.7% Disturbance incident -7.9% Damage incident -31.6% Fires -45.5% Accident Offences -35.7% • Crimestoppers Campaign in Shotts undertaken due to community concerns around under-reporting of crime. The Campaign was led by Local Businesses, Local Elected Members, Fearless and Crimestoppers. It was identified that many residents believed Crimestoppers to be affiliated to the police however Crimestoppers are an independent charity and do not pass any personal details on. • Trading Standards/Police introduced No Cold Calling Zone (NCCZ) in Moray Way, Shotts. The purpose of a NCCZ is to both educate and provide residents the collective ability and confidence to challenge cold callers whilst providing a visible deterrent to those unexpectedly attending at their doors reducing the overall risk of bogus doorstep crime. MENTAL HEALTH AND WELLBEING • Rabbie Does Strictly - Less than 3% of people aged 65+, who are at risk of a fall, are currently on the Lanarkshire Falls Prevention Register with isolation, loneliness and alcohol use being a factor. The project began by carrying out falls prevention pop up events in Bellshill, Motherwell, Wishaw & Shotts aimed at increasing awareness of Page 143 of 330
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risk of falls and the NHSL Falls Prevention Register in place. In Shotts the falls prevention pop up was held at Moray Way, Shotts in partnership with NHSL Falls Prevention Team, NHSL Health Improvement and GBT to increase awareness of risk of falls and NHSL Falls Prevention Register. During the falls prevention pop up events partners identified a number of shared outcomes and priorities across multiple structures and services. This shared understanding of priorities empowered multiple partners to come together to create a shared vision on falls prevention, alcohol risk and social isolation and loneliness for older people. Funding was awarded by 3 consortia (Bellshill, Motherwell & Wishaw & Shotts) amounting to £2,892. • The partnership planned a Burns Supper Event that took place in January 2024. The event was attended by 60 older people and 16 stall holders, the community and voluntary sector were commissioned to provide different services such as soup/fruit packs and community transport. By investing in our community and voluntary sector partners to deliver on the day we are supporting the sustainability and highlighting the services available in our communities. Participants were also given a goodie bag of information on falls, alcohol, healthy eating, fruit/soup pack and the ‘Up and About’ resource on physical activity and how to prevent falls and improve balance. • Through the MH&WB subgroup Time to Talk was hosted by GBT Shotts. Time to Talk was delivered across all teams, ensuring that all age groups were captured. Older adults were invited for a free breakfast roll and an opportunity to chat and participate in games at 10am followed by a lovely session of mindfulness. The timing for the walk was structured to coincide with our early years groups finishing so that everyone who wanted could join in. The free roll/drink remained on offer for those returning from the walk who hadn’t joined us at 10am. It was a very successful event with 41 people attending activities on the day. • Promote Mental Health and Emotional Wellbeing services and supports available locally, to increase utilisation and uptake of services. Subgroup members regularly promote and share information on MH&WB supports, including but not limited to: Lanarkshire Mind Matter, Well Connected, SAMH Conversations in the Community, The Exchange Wellbeing Service for care experienced 16-26year olds, Kooth, Solihull and C&YP Mental Health Directory and ALISS have been shared at multiple events and across various platforms within the Shotts Community. • As well as distribution of ‘Living Well This Winter’ booklets to local community organisations in Shotts to support mental health over the Christmas period. TACKLING POVERTY AND INEQUALITIES • The Tackling Poverty Team attended parents’ evenings in the Stane Primary school, providing access and promotion of information and advice services. • The Tackling Poverty Team and the Commissioned Services continue to provide income maximisation service in the area. • The Tackling Poverty Team met with children from St Patrick’s Primary School as part of the St Aidan’s cluster to carry out the Three Questions exercise – this work remains ongoing. ENVIRONMENT • The environment subgroup was established within this period. There has been a focus to grow membership. • Launch details of the North Lanarkshire Community Climate and Green Wellbeing Project were shared with the subgroup. There are a number of examples of activities taking place in the Shotts Locality including: - Page 144 of 330
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• Community gardens growing vegetable and flowers. Some produce is being sold to the community at a low cost. There are a number of volunteers involved. • Various bike initiatives. • Windfarm funding (£50K) was utilised to upgrade the local swing park. • Regular litter picking activity. • Maintenance of 22 planters around the village and maintenance of the train station flower planters. • Cooking classes for low income families. This is aimed at healthy eating and to reduce packaging and food waste. • Activities available at Shotts Prison are delivered on a weekly basis and involve children. These take place within the visit room whilst bonding sessions take place. Activities include sunflower planting and building bird feeders. TRANSPORT • No progress and highlights update provided for this period. TOWN AND COMMUNITY HUBS AND TOWN VISION • Two public consultations events took place in relation to the Shotts Town Action Plan with 25 people attending on the 7th of October and 45 people attending on 9th of October. • A 6-week public exhibition was held at the Shotts Library to answer any relevant queries in relation to Shotts Town Action Plan. IDENTIFIED IMPROVEMENT DIGITAL INCLUSION • No identified improvements requiring consideration at this time. COMMUNITY ENGAGEMENT • The involvement of Fortissat based organisations and residents within the subgroup is welcomed. With subgroup members believing there will be greater success if community planning partners work alongside all other interested parties. The subgroup intends to consider and refresh our approach to wider engagement and increasing participation in the subgroup and Community Board, especially from rural / semi-rural communities and/or under-represented groups. Consideration by SLB on collective approaches or good practice suggestions from across the community planning partnership could add value to the local plans. COMMUNITY SAFETY • No identified improvements requiring consideration at this time. MENTAL HEALTH AND WELLBEING • No identified improvements requiring consideration at this time. TACKLING POVERTY AND INEQUALITIES • Main challenge from a benefit purpose will be the migration of tax credit claimants to Universal Credit, this will impact on individuals and families and the Tackling Poverty Officer Action Group will be working with the Page 145 of 330
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Welfare Reform and Communication Subgroups to provide advice and support to resident being migrated to Universal Credit. • Currently no lead identified for this priority and therefore no local subgroup in place to drive delivery – the information in this update was provided by the Tackling Poverty Team. ENVIRONMENT • The number of meetings were reviewed in accordance with members. Meetings take place quarterly in person. There was a challenge to find free meeting space for the meetings. • There was existing activity and a group in place in the Shotts locality delivering environmental activity. Discussions around aligning the activity and joining up the groups took place, however this remains to be considered/progressed further. The Shotts environment subgroup works with local organisations and stakeholders to deliver on the LOIP priorities and record activity which is shared with the community board. TRANSPORT • Transport although a topic in its own right is included within the Environment subgroup which was established within this period. There has been a focus to grow membership. Some members attend with others receiving information and updates by email. Partners include Scotrail and SPT. • There are several bike initiatives taking place in the Shotts Locality. Pupils have been supported from Calderhead High School. A programme is being developed to provide a 1-to-1 training programme to teach children to ride a bike. TOWN AND COMMUNITY HUBS AND TOWN VISION • Various questions were raised relating to the Town Action Plan including the differences between the vision as a concept and the actions that will move forward as part of the Town Action Plan. • Discussion about a public meeting and whilst there may not be any NLC officers present it was agreed any points could be passed back to the team. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 DIGITAL INCLUSION • A new digital subgroup will be started in Q1 of 2024. Actions and tasks will be agreed with subgroup members in accordance with the LOIP priorities. This activity will be shared in the next reporting period. • Continue to share knowledge, funding information and training opportunities around Digital activity. COMMUNITY ENGAGEMENT • Agreement to prioritise our work on designing and delivering a range of community engagement projects aimed at improving the knowledge and understanding of the needs, issues, and aspirations of our communities. Planning work has started for an event in Harthill in partnership with Harthill, Eastfield, and Greenrigg Community Group, and for a partnership community engagement project in Salsburgh. • Building on the recent community board survey around developing a programme of information workshops, the subgroup will also work to upskill and develop the knowledge and understanding of residents and Community and Voluntary Sector organisations (CVS) to actively participate in democratic and active citizenship programme / projects and processes will also be progressed. • Reflecting the agreement to deliver a range of information workshops and the number of recent requests for advice and assistance around Community Asset Transfers, it has been agreed that the first information Page 146 of 330
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workshop will focus on an introduction to Community Asset Transfers (eligibility and process) with opportunity to discuss any potential ideas around community ownership. • Adding to our participatory budgeting (PB) preparation work, the subgroup will deliver a small Participatory Budgeting funding scheme later in the year targeting the communities of Dykehead, Harthill and Salsburgh. COMMUNITY SAFETY • Police/SFRS will continue to work with Local Schools to build children’s Resilience and develop positive relationships within the community. (Good Citizen Project) • Oversight and Response to Crimestoppers Campaign. • Support upcoming summer events including Gala days, Cultural Parades etc. MENTAL HEALTH AND WELLBEING • During Mental Health Awareness Week, Stigma Free Lanarkshire Workshop will be delivered to the Mental Health & Wellbeing (MH&WB) subgroup and consortium members to raise awareness and reduce stigma and discrimination in relation to Mental Health and Emotional Wellbeing. Springhill Hall in Shotts has been secured to deliver Stigma Free Lanarkshire Workshop on the 15th May 24. • As part of the MH&WB subgroup GBT Shotts are hosting a variety of activities over Mental Health Awareness Week including mindfulness, reiki, activity walks, delivery of wellbeing boxes and opportunities for a cuppa and a chat. • The subgroup continues to thread Mental Health LOIP work through various structures including health and social care LPG. Wishaw Locality Adult LPG has now re-established and membership and key priorities have been agreed, and align with the LOIP Priorities. These include brain health and reducing isolation as well as using enabling hubs to connect people to local services. TACKLING POVERTY AND INEQUALITIES • Poverty Awareness Sessions ENVIRONMENT • Existing subgroup members, the wider community board membership and community and voluntary sector will be made aware of any new developments with regards to environment. This includes funding and updates from ACT Now. • Following the launch of North Lanarkshire Community Climate and Green Wellbeing Project which will take place on the 11th of April 2024. The pledge and Six North Lanarkshire Community Climate and Green Wellbeing Guides will be shared and promoted on an ongoing basis. Any support or information required will be provided by VANL. Community Climate and Green Wellbeing – ACT Now North Lanarkshire (actnownl.org.uk) • The existence and contribution of the Environment Subgroup will be promoted to both share awareness and to encourage new membership of the subgroup as well as retaining existing membership. • The Community Climate Action plan for Shotts and surrounding villages has been discussed at the subgroup. This will continue to be included in subgroup discussions. Page 147 of 330
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• Allanton Primary School has been in discussion around composting. The school received information and a decision has been made to give the school resources so that the nursery and the primary school can compost. The school will also receive seeds, plants and garden gloves. Transport • There is a live survey being carried out by SPT on bus reform which closes on 13 May 2024 spt.co.uk/about- us/what-we-are-doing/regional-transport-strategy/bus-strategy/ Details of the survey have been shared and the results will impact on this locality but will be a longer term discussion. Plans include reviewing the SPT consultation results. • At the NL CVS Locality Network event in April 2024 a public transport consultation is planned. The results for both of these consultations will be discussed at future subgroup meetings. The findings will inform future activity. • Green Health Week with Big Bike Sale / Big Bike Clear Out will take place on 17 May 2024. The main purpose of the event is to enable local residents to access adult and child refurbished bikes at low cost. Some bikes will also have stabilisers, balance bikes will also be available. There are considerations to obtain a trike for the project and loan it to the community and later offer bike replacement at a discounted price. This will prevent bikes being abandoned in the community. • Organisations providing transport related initiatives will be encouraged to add their details to ALISS. ALISS - A Local Information System for Scotland | ALISS TOWN AND COMMUNITY HUBS AND TOWN VISION • A consultation workshop with young people is planned and will be age appropriate. Page 148 of 330
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WISHAW LOCAL OUTCOME IMPROVEMENT PLAN 6 MONTHLY OUTCOMES REPORT PERIOD COVERED: 1 October 2023 – 31 March 2024 PROGRESS AND HIGHLIGHTS: DIGITAL INCLUSION • Comms World have completed the mapping exercise and a digital map is now available. This will be added to as new activity and other existing activity is identified. • The Driving Digital Subgroup continues to meet and the Wishaw locality is represented on this subgroup. • Information and details of any training and funding opportunities have been shared with the community and voluntary sector; via the VANL general mailing list (which also includes partners) and through the Community Matters mailing list. This will continue in the year ahead. COMMUNITY ENGAGEMENT • £10,000 was successfully secured from UKSPF (Community Empowerment Fund) and H&SC Local Activity fund to deliver Participatory Budgeting projects. Two projects are now complete and funding awards totalling £9,920 have now been paid out to 6 local organisations. The winning projects will now undertake agreed projects with monitoring completed by subgroup members. Project report has been completed and outlines more details about local projects being funded along with general statistics. Final impact report will be completed at end of funding period. Subgroup will now work on repeating the process for the 2024/25 period with initial details being agreed by end of Quarter 1 (June 2024). • As part of the subgroup’s action to promote and support the ongoing delivery and development of the Community Board, a membership mapping form has been introduced as a tool to identify gaps in local communities participating in the Community Board meetings with an aim of increasing membership by 10%. Since the introduction the subgroup members have been actively promoting the community boards across both wards. Delivery of a presentation at the CVS Locality Network Event around Community Boards and LOIPs specific to Wishaw took place in October, to raise awareness to local CVS organisations and encourage participation in local Community Board and involvement in LOIP subgroups. So far 6 new members have joined the board since October 2023, and there is further planned work to promote the board and subgroup in the next Quarter. • The Subgroup agreed to establish an Action Panning working group to focus on co-producing a community action plan for Newmains. The subgroup supported two local organisations (Newmains Community Council and Newmains Community Trust) to apply for UKSPF funding to support delivery of events. Finances are now in place to deliver local community events focusing on engaging with the community, to collect data that will inform the development of the Community Action Plan. Planning is underway for a range of community events in Newmains starting with an Initial Information Session in early summer. Other engagement work completed LOIP PRIORITIES • Digital Inclusion • Community Engagement • Community Safety • Mental Health and Wellbeing • Tackling Poverty and Inequalities • Environment Page 149 of 330
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during the reporting period includes Newmains Community Hub Engagement Event utilised to announce, present and photo winners of PB Funding raising awareness of success of funding opportunities; and the facilitation & delivery of a Community Wealth Building Engagement Event targeted to Wishaw CVS organisations to gather data to inform future plans. COMMUNITY SAFETY • Saturday Night Project Wishaw continues to attract high numbers of young people from Wishaw and wider North Lanarkshire area, this has contributed to reduced ASB in the local area. Attendances have grown significantly over the last 6 months at the Saturday Night Project. From the period up to Christmas, Wishaw Saturday Night Project averaged 60-80 young people attending the project and an average of 15-20 young people engaging with the youth work offer. Since January 24, numbers have increased with over 100 young people attending weekly since February 24 and attendances peaking at 140. • The CLD staff have actively listened to the young people and facilitated the youth work offer to the needs and requests of the young people. The CLD staff are now regularly engaging with up 30 young people over the course of each night. The young people who participate in the youth work sessions are offered crafts, games and topical activities discussing social, wellbeing and community issues. • The young people have been taking part in sessions examining smoking, alcohol and vapes using resources from the Landed team. The CLD Youth Work team continue to actively listen to the young people and this has led to regular follow up work with colleagues in Social Work, locality school teaching staff and Health and Social Care Partnership Officers to support the young people during and outwith the Saturday Night Project. They are currently having some success with some girls they are mentoring and supporting to engage with the young people. They are building up Saltire award hours each week by volunteering their time to support the youth work sessions and encourage participation with younger boys and girls. There have been no major issues that have presented over this reporting period. • Local people asked for their views on crime and Anti Social Behaviour through a series of surveys. To gather information locally about alcohol intake and its impacts, addressing key issues regarding alcohol misuse, highlighting the risks of underage drinking to improve the health and wellbeing of local young people. • No Cold Calling Zone introduced at Caplaw Grove, Wishaw in March 2024, (Trading Standards/Police). To date there has been no reported/recorded bogus related incidents/offences since its inception in this area. • A known prolific offender was arrested out with this area due to a spate of bogus related crime across the wider Wishaw Locality area and remains remanded in prison. • In response to raised community tensions and increase in youth disorder and ASB, heightened activity including community intelligence; CCTV evidence; community engagement with local householders/ businesses; and joint work by Police, Education and other council services was implemented. Seven youths were identified and subsequently cautioned and charged with multiple offences. Joint Police/Housing visits were completed and several tenancy warnings issued to identified households. • Quads bikes were deployed to provide public reassurance and increased police visibility. After targeted joint action, there was an 83% reduction in the volume of calls involving Disorder, Violence, ASB in the area. None of the youths identified reoffended, the plan received positive feedback from the community. The area was reviewed between Jan - Mar 2024 and has not been subject to repeat incidents/offences. • Partnership work led by Trading Standards saw a significant recovery of illicit tobacco from 3 retail premises, 2 in Wishaw Area and 1 in Newmains area during Q3/Q4 period outcome: Page 150 of 330
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• 54,300 cigarettes seized. • 780g of hand rolling tobacco recovered + 400 illicit pouches of tobacco seized. • 1640 non-compliant nicotine vapour products seized. • The vapour products had between five and ten times the legal limits with a nicotine content equivalent to 400 cigarettes. MENTAL HEALTH AND WELLBEING • Rabbie Does Strictly - Less than 3% of people aged 65+, who are at risk of a fall, are currently on the Lanarkshire Falls Prevention Register with isolation, loneliness and alcohol use being a factor. The project began by carrying out Falls Prevention pop up events in Bellshill, Motherwell, Wishaw & Shotts aimed at increasing awareness of risk of falls and the NHSL Falls Prevention. In Wishaw the falls prevention pop up was held at Drummond Drive Retirement Complex in partnership with NHSL Falls Prevention Team NHSL Health Improvement and NLC Tenant Participation Team to increase awareness of risk of falls and NHSL Falls Prevention Register. During the falls prevention pop up events partners identified a number of shared outcomes and priorities across multiple structures and services. This shared understanding of priorities empowered multiple partners to come together to create a shared vision on falls prevention, alcohol risk and social isolation and loneliness for older people. Funding was awarded by 3 consortia (Bellshill, Motherwell & Wishaw & Shotts) amounting to £2,892. • The partnership planned a Burns Supper Event that took place in January 2024. The event was attended by 60 older people and 16 stall holders. The community and voluntary sector were commissioned to provide different services such as soup/fruit packs and community transport. By investing in our community and voluntary sector partners to deliver on the day we are supporting the sustainability and highlighting the services available in our communities. Participants were also given a goodie bag of information on falls, alcohol, healthy eating, fruit/soup pack and the ‘Up and About’ resource on physical activity and how to prevent falls and improve balance. • LPG and Mental Health and Wellbeing Subgroup members have provided capacity to facilitate a weekly drop in to support, Wishaw Foodbank, Recovery Hub and Community Cafe at South Wishaw Parish Church (SWPC) by having a weekly stall to offer signposting and support in SWPC. As part of this support LAMH have facilitated an Anxiety & Mindfulness Session and a Mens Mental Health and Stigma Awareness workshop, as 50% of people attending the church report they have experience poor mental health. With 38% attending weekly, the drop in has provided an opportunity to provide information to people who have not been aware of how to access community services and supports. • Through the subgroup Time to Talk was hosted by LAMH in Wishaw Wellbeing Café on 1 Feb 24 providing, games, quizzes, space to chat and receive support from staff and a health walk. • A weather warning prevented the MH&WB Subgroups planned health walk for World Mental Health Day going ahead on Saturday 7th October 2023 however subgroup members were on hand to offer support and signposting to local people visiting LAMH Wishaw. • Subgroup members held a stall in Wishaw Tesco on the 10th of October 2023 to raise awareness of World Mental Health Day and signpost local people to organisations offering Mental Health Support in the Wishaw area. TACKLING POVERTY AND INEQUALITIES • There has been a number of Cost-of-Living Events held in the area by local groups/politicians which are detailed below. The Tackling Poverty Team and other Services, provided advice, information and support to individuals and provided Poverty Awareness sessions too. Page 151 of 330
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• The Tackling Poverty Team and the Commissioned Services continue to provide income maximisation service in the area. • The Tackling Poverty Team are also part of the Newmains and St Bridgid’s Community Hub Delivery Board and provide assistance and service via the Hub and NCT venue. Cost of Living Event Wishaw Centre Point, Gowkthrapple Health & Wellbeing Day Wishaw University Hospital Wishaw, Wards 1 & 2 Coltness Community Council Wishaw St Marks Church Newmains & St Brigid's Community Hub Wishaw Community Hub Centre Point, Gowkthrapple Wishaw Centre Point, Gowkthrapple ENVIRONMENT • Bikes provided to local students who were unable to get to the local train station to travel to Glasgow. • Sixteen bikes distributed to young people including some with health issues. • Litter picking events arranged and carried out with partners. • A new Community Climate Change group. • Gardening sessions delivered with the local community. • Police Scotland - one hundred bikes provided from the Lost & Found service in early 2024. IDENTIFIED IMPROVEMENTS DIGITAL INCLUSION • No identified improvements requiring consideration at this time COMMUNITY ENGAGEMENT • No identified improvements requiring consideration at this time COMMUNITY SAFETY • No identified improvements requiring consideration at this time MENTAL HEALTH AND WELLBEING • No identified improvements requiring consideration at this time TACKLING POVERTY • Currently no lead identified for this priority and therefore no local subgroup in place to drive delivery – the information in this update was provided by the Tackling Poverty Team ENVIRONMENT • Some difficulties experienced in accessing affordable venues for Environment Sub Group meetings and partners are asked to consider any capacity within their own premises. PLANNED ACTIONS/DEVELOPMENTS FOR: 1 April 2024 – 30 September 2024 Page 152 of 330
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DIGITAL INCLUSION • A new digital subgroup will be started in Q1 of 2024. Actions and tasks will be agreed with subgroup members in accordance with the LOIP priorities. This activity will be shared in the next reporting period. • VANL will continue to share knowledge, funding information and training opportunities around Digital activity. COMMUNITY ENGAGEMENT • Plan and deliver a range of community engagement events in Newmains to engage with the community as part of the development of a localised Community Action Plan, including an Initial Information Session and a Main Engagement Event; with the purpose of gathering the views of the community that will inform the key actions and themes of the Action Plan. • Co-ordinate and deliver an official opening event for the new Newmains Play Park, involving the official unveiling of the sign by Design a Sign winners from the local schools, official opening by the Gala Queen and goody bags for local children attending the event. • Finalise the development of and roll out a Training Programme 2024/25 around Community Engagement with the objective of building the capacity of individuals and CVS organisations to participate in decision-making structures and processes and more. This will be co-produced along with planning partners, building on local Information Sessions already provided in the last reporting period and will commence with a session around Community Asset Transfer (CAT) in June 24. • Finalise mapping list of Seldom Heard Voices and development of Implementation Plan to prioritise Seldom Heard groups for target actions over the remaining years of the plan. Design and implement a targeted engagement activity for these identified priority groups in the next Quarter. COMMUNITY SAFETY • Develop Acquisitive Action Plan focussed on Theft by Shoplifting in Wishaw Town Centre and Retail Park supported by Community Alcohol Partnership. Given rise in both reported/unreported theft by shopliftings and to identify types of thefts i.e. food basics, alcohol, other non-food items and any causal links i.e. cost-of- living crisis. Utilising assistance from Community Alcohol Partnership & Tackling Poverty Subgroup. In addition, supporting local retailers in the lead up to the summer months and beyond. • Road Safety has been highlighted a particular issue in the Craigneuk Area, as this area is being used by motorists as a shortcut to circumvent the 44-week road improvement works. This falls under Ward 18 Motherwell South East & Ravenscraig however sits within Wishaw Area. This will be subject of review and a number of road safety days of action undertaken. • Continue to tackle illicit tobacco/vapes/tobacco sale (Trading Standards/Police). Given the three successful Trading Standards led operations over the last 6 months with the significant recovery of illicit products. • Work with Social Track – Community Benefit (Wishawhill Pump Track) over summer period (Event with Community Alcohol Partnership)/Engagement Event (Community Safety Dept/Social Track) • Support work of the Community Engagement Subgroup – To plan and deliver a range of community engagement events in Newmains to engage with the community as part of the development of a localised Community Action Plan, including an Initial Information Session and a Main Engagement Event; with the purpose of gathering the views of the community that will inform the key actions and themes of the Action Plan. • Support the extensive refurbishment works within Pather Area of Wishaw: Procast Director/Project Coordinator from NLC Enterprise & Communities, Housing. Which involves the refurbishment of 60 houses on Etive Street including external wall insulation, roof renewal and PV works, commencing June 2024 which is Page 153 of 330
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estimated to take 40+ weeks. Ongoing weekly review regarding progress, crime prevention and discussion upon conclusion of community benefit. MENTAL HEALTH AND WELLBEING Stigma Free Lanarkshire • During Mental Health Awareness Week, Stigma Free Lanarkshire Workshop will be delivered to the Mental Health & wellbeing subgroup and consortium members to raise awareness and reduce stigma and discrimination in relation to Mental Health and Emotional Wellbeing. Springhill Hall in Shotts has been secured to deliver Stigma Free Lanarkshire Workshop on the 15th May 24. Houldsworth Information Hub • An information Hub will be set up in Houldsworth Centre in Wishaw to offer drop in support and signposting to local people from various partners. National Campaigns • Mental Health Awareness Week, and Green Health Week will be celebrated in Wishaw with the launch of the community garden in King George V Park, This event will take place on Tuesday 14th May 1-3pm and will be supported by various partners, individuals, school children and local community groups. There will be a variety of activities, gardening, planting sessions, walking step challenge, mindfulness sessions and space to relax for a cuppa and chat. There will also be stalls from mental health organisations and NHS Lanarkshire offering resources and signposting. The launch will be an opportunity to showcase the garden as well as opportunities for volunteering, while raising awareness of the garden as a useful community asset for members of the public and community groups to participate in green health activities. As part of Green Health & Mental Health Week we want to raise awareness of the benefits of utilising green spaces to benefit our physical and mental health. • The subgroup continues to thread MH&WB LOIP work through various structures including health and social care LPG. Wishaw Locality Adult LPG has now re-established and membership and key priorities have been agreed, and align with the LOIP Priorities. These include brain health and reducing isolation as well as using enabling hubs to connect people to local services. TACKLING POVERTY AND INEQUALITIES • Main challenge from a benefit purpose will be the migration of tax credit claimants to Universal Credit, this will impact on individuals and families and the Tackling Poverty Officer Action Group will be working with the Welfare Reform and Communication Subgroups to provide advice and support to resident being migrated to Universal Credit. ENVIRONMENT • Existing subgroup members, the wider community board membership and community and voluntary sector will be made aware of any new developments with regards to environment. This includes funding and updates from ACT Now. Organisations who require an environmental policy can obtain this from VANL. This will be promoted to new and existing groups. • Following the launch of North Lanarkshire Community Climate and Green Wellbeing Project which takes place on the 11th of April 2024. The pledge and Six North Lanarkshire Community Climate and Green Wellbeing Guides will be shared and promoted on an ongoing basis. Any support or information required will be provided by VANL. Community Climate and Green Wellbeing – ACT Now North Lanarkshire (actnownl.org.uk) • The existence and contribution of the environmental subgroup will be promoted to both share awareness and to encourage new membership of the subgroup as well as retaining existing membership. TRANSPORT Page 154 of 330
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• There is a live survey being carried out by SPT on bus reform which closes on 13 May 2024 spt.co.uk/about- us/what-we-are-doing/regional-transport-strategy/bus-strategy/ Details of the survey have been shared and the results will impact on this locality but will be a longer term discussion. This will be discussed when the results are shared. • At the NL Community & Voluntary Sector Locality Network event in April 2024 a public transport consultation is planned with attendees. The results for both of these consultations will be discussed at future subgroup meetings. The findings will inform future activity. • Organisations providing transport will be encouraged to add their details to A Local Information System for Scotland (ALISS) ALISS - A Local Information System for Scotland | ALISS • Establish links with local schools. Details of which have to be agreed. • Social Track are working with local schools. One hundred mountain bikes are going to be delivered with equipment and accessories to local pupils helping them to both get to school and be active. • Social Track are looking to provide a new lease / rental service will provide an opportunity for bike users to own a bike after the last rental payment. • A bike library will start soon at the Glencassels Community Development Project (https://www.thevenny.com) • Cycling UK has offered 48 bikes and provided funding (£2500 / 2 years) to Socialtrack to use an app for bike schemes. • Three activity proposals have been prepared by the subgroup: • Proposal 1 - Bike Clear-out Project • Proposal 2 - The Clean Communities Initiative • Proposal 3 - The Healthy Walks Project Page 155 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 19/08/24 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 07725289559 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 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 new capital programme from 2024/25 onwards. (Appendix 2); (3) Recognise the delivery of play area projects for 2023/24 (Appendix 3); (4) Approves amendments to existing projects and further project proposals and project criteria; (5) 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 8 Page 157 of 330
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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 The current Capital Programme was reviewed and a new Capital Programme for 2024/25 to 2028/29 was agreed by the Council on 14th March 2024. The LDP has secured funding for the new five-year plan totalling £10.369 million. The allocation of funding includes a new capital allocation to support the Community Asset Transfer (CAT) process. A total amount of £2.3 million from the LDP has been allocated to support CAT over the 5-year budget period. This funding will be augmented by £670,000 from the Shared Prosperity Fund to provide a £3 million fund to support CAT over the next five years, as detailed in the report to the Policy and Strategy Committee in June 2024 1.3 The indicative allocation of LDP funding by Community Board area is set out in the table in Appendix 2 of this report. The level of funding shown for each Community Board area excludes the CAT element of £2.3 million, which will be allocated via the process set out in the Policy and Strategy Committee report of June 2024. 1.4 Appendix 2 shows the allocation of LDP by Community Board area over the 5 years of the capital plan. The allocation for each Board area is a calculation based on population size and deprivation. The population percentages are drawn from the National Records for Scotland 2020 mid-year estimates and the 2020 Scottish Index of Multiple Deprivation (SIMD). 85% is allocated based on population, while 15% of the LDP budget is allocated based on deprivation. The 15% figure is drawn from the proportion of people who were “income deprived” in the 2020 SIMD. 1.5 One of the key priorities for the LDP is the delivery of upgraded and new play facilities across all 9 Community Board areas. Appendix 3 illustrates the progress made on the 2023/24 play area projects. A programme for 2024/25 is under development and with an initial start to the procurement process in September 2024. 1.6 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. Page 158 of 330
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• 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. • 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, 10 projects across 3 of 9 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 Bellshill Liberty Road, car parking (Bellshill) Additional parking space £30,000 LDP proposal submitted, project proposal approved at board meeting on 06/06/24 Bellshill Holytown Main Street fencing (Holytown) Installing fencing and hoarding boards on derelict land £10,000 LDP proposal submitted, project proposal approved at board meeting on 06/06/24 Coatbridge Mitchell street, Kirkwood Parking Additional Parking bays - 6 approx. £15,000 Proposal received. Feasibility checks underway Page 159 of 330
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Coatbridge Cumberland Place and Sharp Avenue Parking Parking spaces £12,000 Proposal received. Create parking to rear of housing to alleviate congestion. Community Board Area Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Coatbridge Bargeddie Play Area Play area upgrade £20,000 £80,000 Proposal in development, feasibility ongoing. Coatbridge Greenend play area Add to wheeled sports provision, extra play equipment £30,000 £50,000 Request from T&R Org. project proposal in draft, feasibility checks to begin. 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 £15,000 Proposal Form Received. Early stages, validity checks of project required. Local group undertook consultation in Spring 24. Motherwell Outdoor Gym, Glenmore Rd- Lomond Walk, Newarthill Development of an outdoor gym for community use £20,000 Proposal Form Received from Community Action Newarthill. Early stages, validity checks of project required. Motherwell Jerviston Play Area Replacement of Play Area £20,000 £80,000 Proposal form submitted. Motherwell Whittagreen Crescent Newarthill Play Park Replacement of Play area £20,000 £80,000 Proposal form submitted. 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: Page 160 of 330
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• Cost Inflation. As previously reported, material costs have experienced substantial cost increases over recent months. This has led to the appointed contractor for the Bitumen Macadam (Bitmac) Repairs 2022-2026 contract (Housing Property & Projects) withdrawing from the contract due to financial viability. The Local Development Programme accessed this contract to deliver car parking projects. Discussions to place with the Roads service who use this contract and an agreement was put in place. The parking projects went to tender on the approved procurement surfacing framework. A contractor was appointed prior to Christmas and the work programme to deliver all 25 projects across North Lanarkshire started in early January. • Labour Shortages. Ongoing market engagement continues to allow us to develop accurate project timelines. Due to the demand on a relatively small number of suppliers and specialist installers the Play Area projects will now have an estimated site start date four months from date of contract award. We will continue to monitor the market position and adjust timelines as required. • Market Capacity and Demand. The additional budget that has been to all Local Authorities from the Scottish Government to improve play areas over the next three years is expected to create additional pressure on a limited number of suppliers and specialist installers. As previously reported project budgets have been reprofiled and sites grouped together in lots to be more attractive to the market. This approach has proved successful in attracting tender bids for all the play areas which have recently been tendered. The tender process was concluded in early December 2023 and successful contractors were appointed for the various projects. Contractors started work on play area sites in the Spring of 2024. Planning work is well underway to develop a new programme of play facility upgrades and potentially new sites for 2024/25 and 2025/26. The plan is to start the initial procurement play area of projects in September 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 Page 161 of 330
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Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 162 of 330
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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 163 of 330
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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 164 of 330
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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 165 of 330
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Appendix 1 AIRDRIE Projects Under development 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Calderbank Welcome Road Sign Welcome sign £3,000 CPO to liaise with local group to identify suitable site 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. Petersburn Play Area Varnsdorf way Toddlers play area £50,000 Feasibility checks to be done. Arrange site visit and check land ownership. Milton Court Signage and Seating Project proposal to be completed with Tenants & Residents Association. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes No projects seeking approval this cycle Potential Community Board LDP Programme 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Airdrie BMX/Pump Track Funding to support regenerating of the existing facilities or build a new pumptrack. £10,000 £140,000 Approved at CB 8th March 2023. Proposed site identified following site meeting. Project Team progressing. To progress to build 2024/25 Holehills Development Play Area Kenilburn Ave/Holehills Place £10,000 Housing developers off site contribution Check feasibility of utilising area at Kenilburn Ave. Potential site identified. Arrange site visit with residents. Brownsburn Park Upgrade to paths £45,000 Projects Team confirming contract delivery and start date. Page 166 of 330
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Whinhall Allotments Environmental works including the installation of new path, raised beds and associated ground works £15,000 N/A Projects Team confirming contract delivery and start date Plains Community Futures Outdoor Gym £24,200 £13,000 grants from Consortium & Lottery Completed Spring 2024 Gartleahill Play Area Wheeled sports area & refurb existing play area £20,000 £80K will be allocated from Scottish Government Play Park Renewal Programme Contractor appointed. start date: August 2024 Craigneuk play area. Calderigg Place Creation of new play area £100,000 Contractor appointed. Potential start date: August 2024, Community Safety - CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 £15,000 for Petersburn New Play Area CCTV Request submitted Chapelhall (Est: £15k) CCTV Request submitted for Petersburn re fly tipping (Est: £15k) Caldercruix Heritage Project £30,000 Site open- May 2024. Project Team to arrange for outstanding works due to be completed. Rawyards Roundabout Environmental Improvements £7,500 Veg clearance works complete. Planting and general maintenance works ongoing. Crowwood Road, Calderbank Parking £15,000 Approved at CB on 6th Sept 23 Progressing in 2024-25. Glen Road, Petersburn Parking £10,000 Approved at CB on 6th Sept 23 Progressing in 2024-25. West End/Centenary Park New interpretation boards £15,000 Approved at CB on 6th Sept 23 Progressing in 2024-25. Calderbank Dog Walking Area Install fencing to create a dog walking area adjacent to the synthetic grass pitch £15,000 Approved by community board - March 24 To be progressed in 2024- 25. Propose to remove. Service decision no further dog walking areas to be built Caldercruix Play Area Upgrade of Play area £100,000 Site visit completed. Approved by community board - March 2024. Design specification underway. To be delivered in FY 2024- 25 Page 167 of 330
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Arrange further school & community consultation. Petersburn Main Play Area, Oransay Way Renew existent play area and concentrate all play provisions in one play area £100,000 Approved at CB March 2024. To be delivered in FY 2024- 25. Arrange further school consultation. Community Partnership Initiatives Funding to support partnership initiatives £10,000 BELLSHILL Projects Under development 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Telford Street parking - car parking (Bellshill) Additional parking space £15000 LDP project proposal submitted. Location to be confirmed. Juniper Place, car parking (Viewpark) Additional parking space £15000 LDP project proposal submitted Easter Wood Cres - car parking (Viewpark) Additional parking space £15000 LDP project proposal submitted Alder Bank, car parking (Viewpark) Additional parking space £15000 LDP project proposal submitted McCracken Drive, car parking (Viewpark) Additional parking space £15000 LDP project proposal submitted Belvidere Cres car parking (Bellshill) Additional parking space £15000 Project under development Viewpark Gardens office cabin (Viewpark) Office cabin for project activities £20,000 LDP proposal submitted Page 168 of 330
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Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Liberty Road, car parking (Bellshill) Additional parking space £30,000 LDP proposal submitted, project proposal approved at board meeting on 06/06/24 Holytown Main Street fencing (Holytown) Installing fencing and hoardnig boards on derelict land £10,000 LDP proposal submitted, project proposal approved at board meeting on 06/06/24 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 Viewpark To repair side panels of an existing footbridge. Addressing litter and fly tipping issues £10,000 Estimated delivery FY2024- 25 by Structures Team of council. Sycamore Ave, Viewpark Community garden To create a community garden/ dog walking area £25,000 Timescale FY 2025-26. Subject to Community Asset Transfer (CAT) inquiry. Design and development paused for outcome of CAT. Main Street, Holytown Community greenspace Project to create a community greenspace £25,000 Requested detailed ideas from residents for design and development to progress. Timescale FY 2024-25. Redwood Crescent, Viewpark Community greenspace. Project to create a community greenspace. £30,000 Feasibility checks required in terms of scope, engagement and design. Timescale FY 2024-25 Page 169 of 330
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Viewpark Gardens Funding to support development of potential works at site. £20,000 Timescale FY 2024-25 for delivery in conjunction with local group subject to legal agreement. Community Safety – CCTV Provision Additional CCTV in locality in conjunction with community safety partners £25,000 FY 2024-25 Rosevale Crescent MUGA Potential MUGA facility £30,000 £100,000 Contractor appointed and on site. completed at the of June 2024 Community Partnership initiatives Funding to support partnership initiatives £10,000 Lilac Crecent car parking Car parking £17500 Approved at CB March 2024. Design development and consultation underway. Consultation completed May 24. Gemini Grove, Holytown Wall entrance project Project to cut through an opening through a low- level brick wall for residents’ access to a public car park. £2,500 Contractor appointed. Project will be delivered by end of FY 2023-24. Completed March 2024. Orbiston bing project Vegetation clearance to footpaths and existing pedestrian routes. £10,000 Arrangements underway to proceed. Timescale FY 2023-24. Veg clearance completed March 2024; however additional works identified. Bellshill Gateway- community Garden Project to create a community garden £25,000 LDP contribution (Internal transfer to greenspace) to existing Gateway project for the Page 170 of 330
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes community garden construction. Site visit planned. Baird’s Ave, Viewpark Play facilities improvement Project. Upgrading play equipment in an existing play area £99,578 Work commenced mid- May 2024. Works completed mid- July 24 Douglas Street, Viewpark Car parking Car parking £18,000 Further information is required for identifying location and scope of work. To progress in FY 2024- 25 COATBRIDGE Projects Under development 2024 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. Whifflet Park Environmental improvement TBC Fountain area clear up & support to T&RA to replace benches around the fountain. Proposal being developed. Bargeddie restrict access to quad bikes Environmental improvement TBC Block access to quad bikes request from local residents. Proposal submitted Projects Seeking Approval for 2024 onwards - Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Mitchell street, Kirkwood Parking Additional Parking bays - 6 approx. £15,000 Proposal received. Feasibility checks underway Page 171 of 330
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Cumberland Place and sharp avenue Parking Parking spaces £12,000 Proposal received. Create parking to rear of housing to alleviate congestion. Greenend play area Add to wheeled sports provision, extra play equipment £30,000 £50,000 Request from T&R Org. project proposal in draft, feasibility checks to begin. Bargeddie Play Area Play area upgrade £20,000 £80,000 Proposal in development, feasibility ongoing. Potential Community Board LDP Programme 2023 and 2024 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Dunure Place Coatbridge Creation of parking bays to alleviate congestion £12,951.85 Completed April 2024 Dunure Street Coatbridge Dog walking area at Dunure Street Coatbridge £15,000 Completed by May 2024. 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 Play area completed June 2024 Kirkwood Local Improvements Dog walking area development £15,000 Survey reports complete. Scheduling in progress. To be completed by May 2024. Margaret Street Park Improvements Remove fencing & upgrade lighting £1,000 Fencing completed. Upgrade from single to dual light in progress. Summerlee Street Parking and Environment £16,874.95 Extension of footpath along grass verge. Contractor appointed. Completed March 2024. 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 £10,733.55 Oak Place & alleviate congestion. Surfacing Page 172 of 330
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Contractor appointed. Completed April 2024. Kelso Quadrant Community space Create a useable community space on currently unused waste ground to rear of properties £10,000 Design workshop completed, site drawing in progress, initial clear & cut back completed. 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 Design of outdoor education space in process with project members and supported by street scene team. Greenwood Crescent Community Garden Environmental £5,000 £5,000 matched resource from Housing Proposal submitted, agreed matched resources with Housing. Project requested by tenants Langloan Community Space Play & Environmental £5,000 Goalposts & roll bars on grass area leading to ‘the bumps’ to help reclaim the space for children & community, also includes potential support to community garden space. 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 underway. Possible removal Darroch Way, Seafar Parking £15,000 Feasibility checks underway. Lime Crescent, Abronhill Parking £12,000 Application received. Feasibility checks necessary Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes No projects seeking approval this cycle Page 173 of 330
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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 Inchwood Road, Westfield Parking £10,412.24 Contract awarded. Works to be completed by June 2024. On hold till confirmation from Roads Team. Watch Us Grow Environmental improvement - Fencing £8174 Awaiting license from Nature Scotland. Netherwood Place (Westfield) Parking £15,906.90 Contract awarded. Outstanding technical issues to be resolved re trees. Trees to be relocated Cumbernauld Peace Garden Memory Walk £10,000 Detail design required. To be tendered in 2024- 25. Site visit to be arranged with Project Team Eastfield Play Area Playpark £100,000 Balloch site identified, proposal submitted by local community. To be progressed in 2024- 25. School Children Consultation June 2024. Design spec being developed. Melrose Road, Greenfaulds Parking Improvements £10,833.75 Contract awarded. Outstanding technical issues to be resolved – on hold Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Cumbernauld CCTV CCTV £25000 Burns Road - upcoming Columns installed: Clouden/Ellisland - installed and operational Rowan Road- installed and operational. Carbrain Gully – installed & operational Cumbernauld Heritage Project, Abronhill Heritage Project £4,900 Restoring of underpass painting/mural. Advice sought from Page 174 of 330
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Active and Creative Communities. Millcroft Road, South Carbrain Play Area upgrade £80,000 (Scottish Government money) Contract awarded. Works completed early June 2024. Braehead Road, Kildrum Play Area Upgrade £50,000 (Scottish Government money) Contract awarded. Works completed end of March 2024, however additional drainage issues identified and resolved in June 2024 Ben Venue (Eastfield) Parking £8,941.50 Contract awarded, however feasibility issues identified. Following further investigation, project identified not viable due to presence of other services (Gas etc.) Mossywood Court, Westfield Parking £12,000 Potential for 4 spaces. Not viable because of trees. Remove project. Birch Road (Abronhill) Parking £25,000 Three proposals submitted. Potential for 10 parking bays. To be tendered later in 2024/25 subject to further investigation Afton Road (Kildrum) Parking £10,000 Request for additional parking: feasibility checks completed. Community Council identified project as priority one, out of applications submitted. Potential for 3 additional parking bays. To be tendered later in 2024/25 subject to further investigation Handrails Kildrum Pathway Handrails for 3 areas £10,000 Proposal submitted by CC and supported by local community. Location to be confirmed Notice boards (3) Kildrum Community Notice boards £7,500 Proposal submitted by CC and supported by local community. final Locations to be confirmed Page 175 of 330
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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 No projects seeking approval this cycle 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 Work commenced mid- July 2024. CCTV Community Safety £10,000.00 Cameras to be installed on Barlandfauld Street. Argyll Place Parking Additional parking spaces required. £15,000 To be progressed in 2024- 25. Consultation to be arranged. Banton Parking Parking £12,552.50 Contractor appointed. Work in progress, location to be reconfirmed. Rennie Rd Play Park Requires community group involvement to progress TBC Community group (Tenants and Residents) now established. Project scope to be confirmed. Subject to Community engagement and feasibility checks. Timescale FY2025-26 Community Partnership Initiatives Funding to support £1,500 Page 176 of 330
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partnership initiatives MOTHERWELL Projects Under development 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Whittagreen Crescent Newarthill Play Park Replace Play Park £20,000 £80,000 Proposal form submitted. Project scope to be identified Coursington Crecent Parking Additional Parking TBC Proposal form submitted. Lighting on pathway and around dog park, Welfare Park, Newarthill Lighting project TBC Proposal form submitted. Location confirmed. 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 TBC Early stages, scoping of project required. No proposal form received to date. Further community guidance required from Glencassels community development project. Lyons Quadrant, Craigneuk Additional Parking bays to alleviate congestion. TBC LDP Proposal submitted. Need to establish full scope of work. To proceed next financial year. Consultation completed end of May 24 -> Negative responses received Outdoor Gym, Glenmore Rd- Lomond Walk, Newarthill Development of an outdoor gym for community use £20,000 Proposal Form Received from Community Action Newarthill. Early stages, validity checks of project required. Jerviston Play Area Replacement of Play Area £20,000 £80,000 Proposal form submitted Page 177 of 330
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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 Proposal Form Received. Early stages, validity checks of project required. Local group to do local consultation in Spring 24. 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 £8,498.50 Contractor appointed. Additional fibre cabling installed on site, no longer feasible to proceed with the project. Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Communities Committee. Roman Road, Motherwell Central Play Area Play Area £140,000 Works completed June 2024. Robert Burns Avenue, Newarthill Parking bays £8,067.00 Completed April 2024. Newarthill Tree Lighting project Community Council want to light up 5 trees next to the welcome to Newarthill entrance feature £15,000 Work commenced. Estimated delivery Financial Year 24-25. Duchess Park, Hamilton Road New notice boards/signage £4,000 Approved to order Notice boards and signage. Fife Drive, Forgewood play park improvement and expansion Replace missing equipment and consider adding some more play equipment to £80,000 Further discussion with the local organisation and community in progress. Page 178 of 330
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Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes improve the park Application received. Consultation underway. Newarthill Path- lighting Path-lighting, woodland walking area £7k - £10k Proposal submitted. Scope of work identified. NORTHERN CORRIDOR Projects under development 2024 onwards - Project Name Project Description Project Potential Cost Additional external or partner funding available No projects currently under development Projects Seeking Approval for 2024 onwards. Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes No projects seeking approval this cycle Potential Community Board LDP Programme 2023 and 2024 onwards - Page 179 of 330
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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 Community Partnership initiatives Funding to support community partnership initiatives £ 3,000 Dunalistair Drive Play Area, Millerston Replace play area £60,000 £60,000 (Scottish Government Funding) Works completed April 2024. Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £133,000 (Developers Contribution) Work completed May 2024. Lochside Play Area, Gartcosh Refurbish play area £10,000 £80,000 (Scottish Government Funding) £5000 (Developers contribution) Contractor appointed. Work to commenced July 2024. Car parking bays at Blades Court, Gartcosh Additional bays on grassed areas £7,430.70 Completed Feb. 2024. Car parking bays at Lochside, Gartcosh Additional bays on grassed areas £13,853.75 Completed Feb. 2024. Frankfield Road, Cardowan MUGA (Multi Use Games Area) project. £40,000 Contractor appointed. Works completed June 2024. Auchinloch Community Council outdoor gym Establish outdoor gym facility in Auchinloch. £20,000 Timescale Financial Year 2024-25 Approved at Community Board 21 Feb. 24. Project identified through Auchinloch Community Action Plan. Feasibility checks on potential site completed. Northern Corridor Community Further develop local heritage project £ 5,000 £5,000 External Grant Timescale Financial Year 2024-25. Page 180 of 330
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Volunteers Locality Heritage Project Approved at Community Board 21 Feb. 2024. Stage 2 implementation of the project. Moodiesburn Play Area Create play area at top end of Moodiesburn. TBC Timescale Financial Year 2024-25. Approved at Community Board 21 Feb. 2024. Identified by Moodiesburn Community Action. Consultation with schools and community completed April 2024. Proposed site on ground at St. Michael’s PS, Blackwoods Crescent approved for use. To be procured September 2024. Cardowan Community Meadow outdoor gym Establish outdoor gym facility in Cardowan £20,000 Timescale Financial Year 2024-25. Approved at Community Board 21 Feb. 2024. Project identified through Cardowan Community Action Plan. Feasibility checks on potential site completed. To be procured September 2024. Moodiesburn Christmas Tree project Erect permanent Christmas tree in Moodiesburn £ 3000 Timescale Financial Year 2024-25. Approved at Community Board 21 Feb. 2024. Page 181 of 330
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SHOTTS Projects under development 2023 onwards: Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Alexander Peden PS Harthill Community access to play and greenspace opportunities (skatepark) TBC Initial discussions with education services. Covenanter Road Harthill Parking improvements TBC Proposal form received. Awaiting feasibility Hirst Gardens Shotts Parking improvements TBC Proposal form received. Awaiting feasibility Summerhill Place, Allanton Car Parking Notional £20000 budget Future years delivery dependent on budget and feasibility. Proposal form received. Salsburgh Community Council Commemorative Railway Hutch and Wagon on Rails. Notional £15000 budget Timescale FY24-25. Delivery dependent on budget and feasibility. Proposal form received. Salsburgh Community Council Solar lighting at outdoor community space to aide community safety Notional £5000 budget. Future years delivery dependent on budget and feasibility. Proposal form received. Salsburgh Community Council King George V Park path renewal N/A N/A Future years delivery dependent on budget and feasibility. Proposal form received. Service cannot fund so unlikely to move forward. Stane Gardens, Shotts Request for additional benches at Stane Gardens Notional budget of £6000 Future years delivery dependent on budget and feasibility. Proposal form received. Service cannot fund. Salsburgh Community Council Wider improvement programme for TBC Future years delivery dependent on budget and feasibility. Proposal form received. Service CPT and Streetscene to carry out feasibility check on potential sites. Project delayed until 2025 due to works at Pivot Community Centre. Page 182 of 330
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King George V Park cannot fund so unlikely to move forward Nevis Place Installation of parking bays and lining of parking area in existent area Approx £1000 TBC Initial engagement taken place. Proposal form submitted. Lining of bays to be included in current contracts. Belmont Drive Installation of parking bays TBC TBC Engagement undertaken. Proposal form with projects team for feasibility checks. Unlikely to move forward due to parking close by funded recently by LDP Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes No projects under development this cycle 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 Contractor appointed for delivery. No update. Project with Graphics Team. Sign graphics ready and awaiting order for contractor to build. Shotts Leisure Centre Outdoor Gym Outdoor gym £30,000.00 Timescale FY2025-26. Delivery dependent on budget and feasibility. Decision required on future delivery. 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. Page 183 of 330
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Hartwood Funding to support local organisation with play area refurbishment £15,000 LDP for year 3 £70,000 EKF external funding sourced by organisation Handover delayed till new drainage installed due to flooding risks. Additional works required to rectify. Works completed end of June 2024. Torbothie Rd Shotts Parking £12,900.00 Contractor appointed for delivery. Expected to complete by April 2024. Delayed, completion in short term. Salsburgh Feature Lighting Project to install lighting on entrance features and war memorial £10,000 Background planning being finalised before installation. Work in progress (Columns installed). Laggan Path Parking £10,000 Timescale: 2024/25 delivery. 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 £140,000 Awaiting survey results. Follow up meeting with Community Council being arranged. Working with local organisations to develop a Community Action Plan. Future engagement planned for the summer. 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. Wishawhill/St Matthews Socialtrack Project Environmental & Woodland improvements around Wishawhill Woods including further development of pump Third party contributio n 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. Page 184 of 330
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track/cycling facilities. Overtown skatepark Solar Lighting Built in Solar Lighting £5000 LDP Proposal currently being worked with local organisation. Arrange site visit and check feasibility as well as durability Projects Seeking Committe Approval and Noting by Community Board- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes No projects seeking approval in this cycle Potential Community Board LDP Programme 2023 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Cleland Sidney Devine Memorial Memorial Plaque for Sydney Devine in his town of birth. £4K to £5K Proposal being developed along with local representatives. Positive response received in community board. Awaiting plaque design details from community group Coltness Welcome sign Welcome sign £20,000.00 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 Consultation and Design Specification completed. Contractor appointed. Work to commence in July 2024. Cleland MUGA Creation of New MUGA £70,000.00 Estimated delivery FY2024-25. 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 commenced in July 2024. Page 185 of 330
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Lyman Drive Play Area Replace Play area – upgrade park £40,000.00 Consultation and Design specification completed. Contractor appointed. Work to commence in July 24. Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Projects ongoing. Newmains Play Area at Community Hub Improved play area facilities in conjunction with local community £175,000 Completed May 2024. Overtown Brighter Neighbourhood Group Outdoor Gym £45,000 Works completed May 2024. Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee. Park Quadrant Parking Junction improvements £10,264 Completed May 2024. Newmains Community Council Village Welcome Sign Creation of Welcome Sign £20,000 Timescale FY2024-25 Consultation with Newmains CC re developed design specification underway. Branchalwood Estate, Coltness Environmental improvements £5000 Nature Walk Upgrades. Idea being developed by local neighbourhood group. Proposal form submitted with location plan. Cambusnethan Dog Walking Area at Cambusnethan Memorial Park TBC Service change means this project will not progress. Page 186 of 330
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Appendix 2 LDP 5-year allocation by Community Board Year Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Motherwell Northern Corridor Shotts Wishaw 2024/25 £180,318 £134,642 £151,700 £158,383 £38,080 £174,494 £85,190 £49,722 £115,471 2025/26 £240,537 £177,823 £206,856 £212,200 £50,519 £232,809 £105,025 £65,964 £154,512 2026/27 £269,137 £199,039 £226,740 £237,506 £56,546 £260,494 £127,953 £73,833 £172,947 2027/28 £236,643 £174,944 £199,297 £208,740 £49,700 £229,046 £103,305 £64,266 £152,011 2028/29 £266,973 £197,366 £224,840 £235,494 £56,069 £258,402 £116,545 £73,211 £171,494 Page 187 of 330
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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 Installation due in August 2024 Airdrie Craigneuk play area New play area £90,000 £0 Installation due in August 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 Installation completed September 2023 Airdrie Plains Outdoor gym New outdoor gym facility £35,000 £0 Installation completed Spring 2024. Bellshill Baird’s Avenue Park Improving play facilities and equipment at an existing play area £30,000 £70,000 Installation completed July 2024 Bellshill Rosevale Crescent/Calder Park MUGA project, Mossend Multi-Use Games Area (MUGA) facility £30,000 + additional external funding £100,000 Developer contribution Installation completed June 2024 Coatbridge Kirkwood Junior Play area New play area for younger children £40,000 £0 Installation completed June 2024 Cumbernauld Millcroft Road Upgrade Play Area £80,000 Scottish Government Play Park renewal fund. installation completed end of March 2024 Cumbernauld Braehead Road Upgrade Play Area £50,000 Scottish Government Play Park renewal fund. installation completed end of March 2024 Kilsyth Bogside Park Replacement and upgrade £15,000 £65,000 Scottish Government Play Installation completed December 2024 Page 188 of 330
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of existing play area Area Renewal Fund 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 Completed June 2024 Northern Corridor Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 £52,000 Developers Contribution Completed Autumn 2023 Northern Corridor Frankfield Road MUGA New Multi Use Games Area £130,000 Installation completed May 2024. North Corridor Dunalistair Drive Play Area Replacement play area £120,000 Installed completed September 2023 North Corridor Lochside Play area Gartcosh Replacement play area £0 £80,000 Installation due in Spring 2024. Shotts Hartwood Funding to support local play area refurbishment £15,000 Installed December 2023. Opened in June 2024 Shotts Hareshaw Additional play equipment £5,000 Installed September 2023 Wishaw Overtown Outdoor Gym £45,000 Installation completed in May 2024 Wishaw Lyman Drive play area Replacement play area £0 £40,000 Scottish Government Play area renewal funding Installation due in August 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 189 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LP/GS Date 19/08/24 Community Grants – Annual Report 2023/24 From Stephen Penman, Chief Officer (Strategic Communication & Engagement) E-mail PenmanSte@northlan.gov.uk Telephone 07947997750 1. Background 1.1 The overall budget for the Community Grants Scheme for 2023/2024 was £133,629 and this provided for an allocation of £1,735 for consideration per elected member. 1.2 The scheme aims to promote projects or activities for community benefit and the following applies: - • The scheme is open to democratically run voluntary organisations or community groups operating within North Lanarkshire. • Applicant organisations must be governed by people who are elected or appointed by the members of the organisation and the organisation and membership must be open to appropriate sections of the community. Executive Summary The Community Grants scheme exists to provide small amounts of funding to community and voluntary organisations operating in North Lanarkshire. The purpose of this report is to provide the Communities Committee with details of the applications submitted for funding from the Community Grants scheme during 2023/24 and the awards made. Recommendations It is recommended that the Communities Committee (1) Acknowledges the details of the awards made through the 2023/24 Community Grants Scheme listed in Appendices 1 to 7 of this report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Brighter Futures Item 9 Page 191 of 330
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• Religious organisations may apply if the focus of the project is open to all sections of the community, and it doesn’t involve the promotion of a particular faith or religious viewpoint. • Parent Councils may apply for activities run by them out with school hours but not for materials for school curricular work. • Individuals, profit distributing organisations, private clubs, political parties, and Trade Unions are not eligible to apply. 2. Report Community Grants 2023/24 2.1 The Chief Officer for Strategic Communication and Engagement has delegated authority to pay out Community Grant recommendations once the application process is complete and, each year, a report is presented to committee detailing all of the awards made through this scheme within the financial year. 2.2 Appendices 1- 10 provide detail of awards made on an area-by-area basis for the 2023/24 period plus an additional appendix for multi-area requests. Community Grants – Criteria 2.3 Community Grants can be used for various purposes including for example equipment, events, training, publicity, start-up costs and administration. Grants may not be used to fund costs already incurred or repairs / improvements to premises not owned by or leased to the organisation applying. 2.4 The maximum groups can apply for is £1,000. They can apply up to 3 times in any one financial year for different activities (or for the same activity if 6 months have passed since the last application) but the total funded to any one organisation in any one year must not exceed the £1,000 limit. 2.5 If an organisation is awarded a grant they will be expected to comply with the following conditions of grant: • return any unused grant to the Council • use grant monies only for the purposes applied for • complete a grant expenditure report and provide evidence of expenditure when requested. 2.6 Community groups and voluntary organisations can apply at any time throughout the year. Applications are processed 4 times over the year. A schedule which details closing dates and dates in which applications will be considered is published on the Council’s website at Community grants | North Lanarkshire Council 3. Measures of success 3.1 The funds distributed to community and voluntary sector organisations will help build community cohesion and enable organisations to deliver outcome focused and needs led projects and activities. Many of which positively contribute to the developing the health and wellbeing of communities. Page 192 of 330
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3.2 Outcomes achieved by the grant funded organisations are monitored and assessed to ensure they meet those set out in their applications. 4. Supporting documentation 4.1 Appendix 1 Airdrie Area Awards 2023/24 4.2 Appendix 2 Bellshill Area Awards 2023/24 4.3 Appendix 3 Coatbridge Area Awards 2023/24 4.4 Appendix 4 Cumbernauld Area Awards 2023/24 4.5 Appendix 5 Kilsyth Area Awards 2023/24 4.6 Appendix 6 Motherwell Area Awards 2023/24 4.7 Appendix 7 North Area Awards 2023/24 4.8 Appendix 8 Shotts Area Awards 2023/24 4.9 Appendix 9 Wishaw Area Awards 2023/24 4.10 Appendix 10 Multi-Area Awards 2023/24 4.11 Link to Community Grants criteria Stephen Penman Chief Officer (Strategic Communications & Engagement) Page 193 of 330
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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 ☐ The awards detailed in the appendices total £117,816 and were paid from the 2023/24 budget of £133,629 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 194 of 330
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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? Many of the organisations funded via the Community Grants scheme deliver programmes/services that impact positively on the environment of North Lanarkshire communities 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 195 of 330
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Appendix 1 Airdrie Area 2023/24 Name of Organisation Total Awarded 1st New Monkland Boys Brigade £474.50 5th Airdrie Girls Brigade £142.00 5th Airdrie Guides £259.50 8th Airdrie Boys Brigade £250.00 Airdrie Division Girlguiding £160.00 Andy's Soccer Academy £350.00 Bear Necessities £650.00 Bellshill Athletic (2006) £20.00 Cairnlea Parish Church Senior Citizens Club £600.00 Calderbank Bowling Club £400.00 Calderbank Church of Scotland Women’s Guild £550.00 Calderbank Primary Parent Council £436.00 Calderbank Tiny Tots Mother and Toddler Group £550.00 Caldercruix & Longriggend Parish Church £150.00 Caldercruix Community Council £550.00 Caldercruix Ladies Educational Group £570.00 Chapelhall Scout Group £538.00 Clarkston Parish Church £725.00 Clarkston Primary School PTA £50.00 Coatdyke Congregational Church £545.00 Craigneuk & Old Petersburn Tenants & Residents Association £800.00 Dunrobin Gardens Social Club £400.00 Enable - Airdrie Branch £725.00 Glengowan Primary School Parent Council £150.00 Greengairs Community Council £495.00 Jackson Church Summer Club £520.00 Jackson Youth Club £553.00 Lanarkshire Trap and Scan Crew £200.00 Longriggend Village Association £500.00 Plains Amateur Football Club £1,000.00 Plains Food Bank £685.00 Plains Senior Citizens £300.00 St Edward's Parish SVDP £1,000.00 St Edward's Primary School Parent Council £589.50 Upperton Residents Association £90.00 Whinhall Allotments £980.00 Page 196 of 330
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Appendix 2 Bellshill Area 2023/24 Name of Organisation Total Awarded 1st A Tannochside Guides £300.00 Bellshill & District Citizens Advice Bureau £200.00 Bellshill and Mossend Chess Club £890.00 Bellshill Central Parish Church Guild £250.00 Bellshill Judo Club 650.00 Bellshill South Senior Citizens Club £1,000.00 Braehead Park Tenants and Residents Association £250.00 Burnhead Bowling Club £250.00 Burnhead Parish Church Sunday School £675.00 Castle Grove Residents Association £150.00 Fighting Scots Gym £750.00 Holytown LOL 122 Orange Hall Committee £300.00 Living Waters Church £210.00 Mossend Primary Parent Council £800.00 Orbiston Bowling Club £170.00 Parent Council of St John Paul II Primary School 1000 SMINC £800.00 Torrance Park Golf Club Seniors £50.00 Utheo Ltd £375.00 Viewpark Family Centre Association £700.00 VIP Arts and Sports Academy 400.00 Page 197 of 330
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Appendix 3 Coatbridge Area 2023/24 Name of Organisation Total Awarded 1st Coatbridge Girls Brigade £400.00 4th Coatbridge Company, The Girls Brigade £200.00 Bannan Fitness Club £825.00 Carnbroe Community Action for Residents £1000.00 Coatbridge United £612.37 Drumpellier Cricket Club £1000.00 Dundyvan Gardens Tenants and Residents Association £400.00 Elutheria Co Ltd (T/A The Safety Zone) £600.00 James Dempsey Retirement Tenants and Residents Association £950.00 Kanokwai Judo Club £136.75 Kirkshaws Neighbourhood Centre £1000.00 Kirkwood 2023 Tenants and Residents Association £845.00 Langloan Tenants and Residents Association £550.00 Milan Football Club £721.75 Our Zone Child Care £400.00 Parent Action for Safe Play £300.00 Shawhead Community Hub £480.00 St Bartholomews Line Dancing Club £1000.00 St Bernards Parent Council £300.00 St Kevin's Parent Council £1000.00 West End Bowling Club £675.63 Whifflet Community Centre Senior Citizens Group £585.00 Page 198 of 330
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Appendix 4 Cumbernauld Area 2023/24 Name of Organisation Total Awarded 1st Cumbernauld Boys Brigade £285.00 Abronhill Parosh Church Guild of Friendship £150.00 Abronhill Regeneration Forum £430.00 Apex Players £440.00 Carbrain & Hillcrest Community Council £225.00 Castlecary Community Council £968.00 Cornerstone House Centre £775.00 Craigmarloch Community Council £300.00 Cumbernauld & Kilsyth Citizens Advice Bureau £280.00 Cumbernauld & Kilsyth Care £630.00 Cumbernauld Academy Parent Council £335.00 Cumbernauld Action on Care of the Elderly (CACE) £720.00 Cumbernauld and Carbrain Community Hub £300.00 Cumbernauld and District Burns Club £515.00 Cumbernauld Community Forum £800.00 Cumbernauld Musical Theatre Society £455.00 Cumbernauld Netball Club £505.00 Cumbernauld Poverty Action £1,000.00 Cumbernauld Probus Club £150.00 Cumbernauld Seniors Wednesday Club £485.00 Cumbernauld Walk N Roll £135.00 Dullatur Community Council £221.00 Dullatur Village Playgroup £230.00 Dullatur Village Toddlers £230.00 Greenfauld Divers £175.00 North Lanarkshire Chiefs Basketball Club £555.00 Pet Pantry £1,000.00 RAW Taekwondo Scotland £405.00 Sacred Heart Youth Zone £530.00 Scottish Women's Institute Cumbernauld District £375.00 Shakespeare's Kids £415.00 St Lucy's Youth Zone £911.00 Take Heart for the Nations £765.00 The Cumbernauld Choir £340.00 The Wynd Lunch and Social Club £530.00 TRASH Music Projects Ltd £975.00 Tryst 77 Handball Club £184.00 Wednesday Lunch Club £655.00 Page 199 of 330
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Appendix 5 Kilsyth Area 2023/24 Name of Organisation Total Awarded 2nd Kilsyth Girls Brigade £415.00 Abronhill Parish Church Womens Guild £525.00 Banton & Kelvinhead Bowling Club £385.00 Croy Silver Band £940.00 Friends of Kilsyth £600.00 Holy Cross RC Church £196.00 Kilsyth Childrens Club £300.00 Kilsyth Civic Week £750.00 Kilsyth Heritage Group £350.00 Queenzieburn Community Centre Management Committee £335.00 St Patrick's Church £250.00 The Storehouse £500.00 Women of Wisdom £350.00 Page 200 of 330
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Appendix 6 Motherwell Area 2023/24 Name of Organisation Total Awarded 19th Motherwell Rangers Unit £150.00 African Collaboration Group £1,000.00 Community Action Newarthill £1,000.00 Craigneuk (Wishaw) Tenants & Residents Association £770.00 Craigneuk Lifelong Learning Association £600.00 Dalziel St Andrews Parish Church Men’s Group £750.00 Firpark & Clydeview Parent Council £1,000.00 Kerr Grieve Court Tenants & Residents Association £650.00 Lanarkshire Pulmonary Fibrosis Support Group £900.00 St Brendan's Senior Citizens Club £500.00 St Mary's Parish Church Guild £925.00 St Patricks Primary Parent Council £1,000.00 Strathclyde Park Rowing Club £100.00 Page 201 of 330
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Appendix 7 Northern Corridor Area 2023/24 Name of Organisation Total Awarded Auchengeich Gardens and Huntley Path Tenants and Residents £330.00 Chryston and Muirhead Gala Committee £600.00 Chryston Community Council £900.00 Friends of Les Marches Twinning Association £500.00 Gartcosh Development Trust £660.00 Gartcosh Local History Group £350.00 Gartcosh Parent and Toddler Playgroup £200.00 Glenboig United Football Club £580.00 Moodiesburn & District Retired Miners Branch £875.00 Moodiesburn Community Action £505.00 Stepps Community Development Trust £350.00 Stoneyetts Bowling Club £875.00 Strathkelvin Battalion Boys Brigade £185.00 Page 202 of 330
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Appendix 8 Shotts Area 2023/24 Name of Organisation Total Awarded St Patricks Women’s Guild £485.00 1st Shotts Company, The Girls Brigade £250.00 Allanton and Hartwood Senior Citizens £450.00 Dykehead Amateurs Flute Band £300.00 Dykehead Primary Parent Council £700.00 Getting Better Together £880.00 Harthill, Benhar Horticultural Society £450.00 Shotts Calderhead Erskine Parish Church £450.00 Shotts Salvation Army £450.00 Shotts St Patricks Brass Band £450.00 Spotlight Shotts £690.00 St Patricks Nursery Parents Association £505.00 St Patricks Primary Parents Association £505.00 Page 203 of 330
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Appendix 9 Wishaw Area 2023/24 Name of Organisation Total Awarded CADALBA £250.00 Cleland Gala Day £900.00 Cleland Primary Parent Council £750.00 Coltness Community Council £250.00 Coltness Senior Citizens Tuesday Club £620.00 Creative Crafts Club £275.00 Netherton Primary Parent Council £1,000.00 New Coltness Senior Citizens Friday Club £650.00 Orchard Primary and Nursery Parent Council £900.00 St Ignatius Parents Teachers and Friends Association £500.00 St Marks Church of Scotland Guild £200.00 St Thomas Primary Parent Council £400.00 SWELS £400.00 Wishaw YMCA £300.00 Page 204 of 330
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More Than One Area Boundary 2023/24 Appendix 10 Name of Organisation Total Awarded Airdrie & Coatbridge Photographic Club £100.00 1sr Bellshill & Mossend Scout Group £1,000.00 Baby Loss Retreat £580.00 Banks Social Club Golf Section £150.00 Banks Social Club Golf Section £721.75 Bellshill St Andrews United Free Church of Scotland £1,000.00 CABIA £295.00 Clarkston Colts Football Club £220.00 Cliftonville and Coatdyke Community Group £325.00 Coatbridge Federation of Tenants and Residents £400.00 Coatbridge Social Circle Flying Club £85.00 Coatdyke Bowling Club £799.25 Coatdyke Congregational Church Women's Group £325.00 Dalziel St Andres Parish Church Guild £600.00 Equal Futures £370.00 Friends of Airdrie and Coatbridge Islamic Centre £705.00 Hattonrigg Senior Citizens £650.00 Holy Family Rambling Club £550.00 Machine Knitting Club £185.00 Maggie Keswick Jencks Cancer Caring Centre Trust £610.00 Monklands Division Girls Brigade £545.00 Monklands Women’s Aid £1,000.00 More Than Fibro £705.00 Motherwell and Wishaw Division Girls Brigade Scotland £600.00 Motherwell Photographic Society £100.00 Multiple Sclerosis Society Lanarkshire Group (Newhouse) £1,000.00 North Lanarkshire Disability Access Panel £1,000.00 North Lanarkshire Muslim Women Family Alliance £1,000.00 Our Lady's High Parents Association £600.00 Pathfinder Guide Dog Programme £756.00 Reach Lanarkshire Autism £250.00 Recovery Scotland £15.00 Scottish Ethnic Minority Sports Association £905.00 Shining Stars ASN Theatre School £620.00 St Andrews Hospice (Lanarkshire) £1,000.00 SWELS £600.00 The Economic Forum for Women Empowerment Scotland £1,000.00 The Good Deed £150.00 The Moira Anderson Foundation £1,000.00 Voice of Experience Forum £160.00 Women Activeworks Society £170.00 Wrangholm Hall Bowling Club £1,000.00 XACT (Ex Airdrie & Coatbridge Tablers) £350.00 Page 205 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 19/08/24 Grant Awards Programme (GAP) 2024/25 From Stephen Penman, Chief Officer (Strategic Communications & Engagement) E-mail penmanste@northlan.gov.uk Telephone 07947997750 1. Background 1.1 At its meeting on 20 August 2013, the former Learning and Leisure Services Committee approved the arrangements for the introduction of the Grant Awards Executive Summary The purpose of this report is to provide the Communities Committee with details of applications submitted for funding from the Council’s Grant Awards Programme (2024/25) and seeks approval to allocate funds to Community and Voluntary sector organisations on the basis of the scoring bands outlined within Section 2 of the report. Further, the report reminds members of the decision to implement and launch a new updated Small Grant Awards Programme for use for the 2025/26 financial year onwards. Recommendations It is recommended that the Communities Committee (1) Approve the funding recommendations for the 2024-2025 grant awards programme as outlined in section 2.6 and Appendix 1 of this report. (2) Approve the cessation of the Club Sport NL service agreement as per section 2.11 of this report (3) Endorse the use of the unallocated funds for the purposes outlined in Section 2.13 of this report. (4) Be aware that the new Small Grant Award Programme has now been launched to replace the previous Grant Awards Programme as mentioned in Section 2.14 of this report The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Programme of Work All Programmes of Work Item 10 Page 207 of 330
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Programme together with an associated scoring system against which all applications are assessed. 1.2 On an annual basis, the budget allocated for distribution to Community and Voluntary Sector organisations is set by the full Council during its meeting to set the Revenue Budget. This year the meeting held on 15 February 2024, approved a budget of £554,914 for the Grant Awards Programme. 2. Report Grant Awards Programme 2024/25 2.1 A total of 83 applications have been received for the 2024/25 programme, 26 of which are new applications to the programme. The total amount requested by Community Groups and organisations is £2,198,647.76. This is almost 4 times higher than the available budget of £554,914. 2.2 All applications have been assessed by council officers, then scored by a panel comprising officers from council services and Voluntary Action North Lanarkshire, the Third Sector Interface. A scoring system, along with the findings from the initial assessment and ongoing monitoring for organisations already in receipt of Grant Awards informs the recommendations for award. The Grant Awards application and assessment criteria can be accessed via this link here. 2.3 The criteria reflect the public sector equalities duties and the priorities within The Plan for North Lanarkshire, specifically: - • improve economic opportunities and outcomes. • support all children and young people to realise their full potential. • improve the health and wellbeing of our communities; and • enhance participation, capacity, and empowerment across our communities. 2.4 As per last year’s approach, a balance was sought between repeat funded organisations who are usually consistent in their approach in what they deliver against outcomes and first-time applicants and/or new organisations. 2.5 The allocation system and rationale applied in this instance works towards improving equity of consideration across all applicants. Allocation of grant awards is based on the assessment of the application, and monitoring reports (where appropriate). 2.6 Whether or not an organisation has previously received funding from the Grant Award programme was not be a consideration regarding whether they receive funding. Therefore, all organisations who scored between 1 and 4 have been recommended to receive a proportion of what they requested and all organisations who scored 5 or 6, will receive a fixed award of £1,000. Any organisations scoring 7 and above have been recommended to receive no award. 2.7 However, given the number of applications versus the available budget, there is a need to balance the requirements of new applicants whilst limiting excessive impact on previously funded organisations. The application of one formula for allocation of funding across all applications would not be fair or proportionate. For 2024/25 the funding awards are based on the following scoring bands. Page 208 of 330
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2.8 Applications from Currently Funded Organisations – (57 Applications) • Score of 1 – 2023/24 award plus 5% (12 applications) • Score of 2 – 2023/24 award plus 3% (25 applications) • Score of 3 - standstill award based on 2023/24 award (2 applications) • Score of 4 – 2023/24 award minus 1% (0 applications) • Score 5 or 6 - fixed award of £1,000 (7 applications) • Scores 7+ - nil award (9 applications) • Withdrawn (2 applications) 2.9 New Applicants – (26 Applications) • Scores of 1 to 4 − award 10% of request (6 applications) • Scores of 5 or 6 – fixed award of £1,000 (4 applications) • Scores of 7+ – Nil award (12 applications) • Withdrawn (2 applications) • Rejected (2 applications) 2.10 Award recommendations for 2024/25 are summarised in Appendix 1. ClubsportNL 2.11 ClubsportNL is a North Lanarkshire wide organisation which provides a one stop shop to support the voluntary sport sector. The following services are provided by ClubsportNL and monitored by the Council on an annual basis: - • the provision of small grants to member organisations in respect of development, competition, and equipment. • the provision of financial support to talented athletes to compete at international competition via scholarships. • access, for members, to reduced cost transport. • free generic training opportunities for members, and • support for member organisations to improve their governance through the provision of information, advice, and training. 2.12 It is proposed that the Council allocate £8,161 to ClubsportNL. The service level specification will end after this year, and the organisation will be able to apply to the new Small Grants Award Programme. This will bring all organisations into the same starting position going forward. Unallocated Funding 2.13 A small balance of £23,887.50 remains. This equates to just over 4% of the overall budget allocation. The proposal is to utilise this budget to compliment and match some of the UK SPF – Community Empowerment NL funding with a view to supporting additional participatory budgeting processes being delivered by the Community Partnership Team; and to test the delivery of a small micro fund (which was identified as part of the Grant Awards Programme review work as an increasingly used option by some of our comparator benchmarking authorities). Page 209 of 330
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New GAP for 2025/26 onwards 2.14 Committee is asked to note that as per approval of full Council on 15 February 2024 that the new Grant Awards Programme has now been launched for use for the 2025/26 financial year onwards. The refreshed funding programme will be streamlined and focused on implementing the range of improvement recommendations previously agreed. This is particularly focussed on greater alignment of funding decisions towards organisations who plan to deliver projects and activities which address the priorities contained within the Local Outcome Improvement Plans and toward delivery of a Small Grant Awards Programme with an upper limit of £10,000. 3. Measures of success 3.1 As per the (The Plan for North Lanarkshire) Framework for demonstrating improved outcomes for communities. The main measure of success for the Grant Awards Programme will be: - • Improved engagement with communities through enabling greater community control and influence over the provisions of services and activities based on identified need, and improved relationships with residents and community planning partners. • Delivery of relevant services, projects and activities by Community and Voluntary Sector Organisations which contribute to the priorities within the nine Local Outcome Improvement Plans. • Community and Voluntary Sector organisations deliver various community focused outcomes, as set out within their application. These will often link to the key priorities and high-level ambitions statements set out in The Plan for North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 Annual Funding Recommendations for Currently Funded Organisations 4.2 Appendix 2 Annual Funding Recommendations for New Applicants 4.3 Appendix 3 Withdrawn and Rejected Applications 4.4 Appendix 4 Other award allocations Stephen Penman Chief Officer (Strategic Communications & Engagement) Page 210 of 330
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Details of Grant Award Programme applications assessed to date and recommendations, are listed in Appendix 2, awards will be met from the Council’s grant award programme revenue budget allocation for 2024/25 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 211 of 330
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Many of the organisations funded via the Grant Awards Programme deliver programmes/services that impact positively on the environment of North Lanarkshire communities 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Those organisations who are approved for funding will be promoted across the council website and social media platforms, with a view sharing good news and examples of best practice. 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). Page 212 of 330
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 213 of 330
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Appendix 1 GRANT AWARDS PROGRAMME 2024-2025 DISCRETIONARY FUNDING TO SUPPORT VOLUNTARY AND COMMUNITY ORGANISATIONS – ANNUAL FUNDING RECOMMENDATIONS 2024-2025 (ORGANISATIONS CURRENTLY FUNDED) Organisations currently funded Area or Locality 2023-24 Award 2024-2025 Request 2024 -2025 Recommendation African Collaboration Group Bellshill, Motherwell, Wishaw £7,500 £22,500 £7,732 Airdrie Citizens Advice Bureau Airdrie £4,125 £41,246 £4,342 Bear Necessities Airdrie £2,500 £18,000 NIL Bellshill & Mossend YMCA Bellshill £13,064 £35,000 £13,468 Cornerstone House Centre Cumbernauld, Kilsyth & Village, Northern Corridor £3,500 £50,000 £3,684 Craigneuk Lifelong Learning Association Motherwell £17,810 £25,000 £18,747 Croy Community Hub Kilsyth £4,500 £50,000 £4,500 Cruse Bereavement Care Scotland NL Wide £2,693 £27,738 £2,693 Cumbernauld & Kilsyth Care Kilsyth, Cumbernauld £8,451 £30,000 NIL Cumbernauld Action on Care of the Elderly (CACE) Cumbernauld, Kilsyth & Village, Northern Corridor £9,900 £50,000 £10,206 Cumbernauld Alternative Network Cumbernauld £4,100 £45,992 NIL Cumbernauld Poverty Action Cumbernauld, Kilsyth & Village, Northern Corridor £2,012 £7,540 £2,118 Cumbernauld YMCA Cumbernauld £19,837 £50,000 £1,000 Deaf Services Lanarkshire NL Wide £3,797 £38,816.80 £3,914 Deafblind Scotland NL Wide £3,187 £5,173 £3,286 Elutheria (The Safety Zone) Coatbridge £11,677 £27,854 £12,292 Page 214 of 330
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Organisations currently funded Area or Locality 2023-24 Award 2024-2025 Request 2024 -2025 Recommendation Ethnic Minority Law Centre NL Wide £14,046 £33,000 £14,480 Focus Youth Project Bellshill £88,268 £88,268 £88,268 Garrion People Housing Co-op Wishaw £1,000 £7,200 £1,000 Getting Better Together Ltd Shotts, Wishaw £5,562 £43,000 £5,855 Glenboig Development Trust Northern Corridor, Coatbridge £11,825 £49,917 £12,191 Glencassels Community Development Programme Motherwell £11,788 £28,000 £12,153 Homestart NL Wide £4,809 £49,212 NIL Jack and Jill Support Group Bellshill NIL £11,500 NIL Jackson Youth Group Airdrie £1,000 £4,895 £1,030 Kanokwai Judo Club Bellshill, Coatbridge £1,000 £7,000 £1,000 Kirkshaws Neighbourhood Centre Coatbridge £46,000 £50,000 £48,421 LAMH Recycle Ltd Motherwell, Wishaw, Northern Corridor £1,000 £33,858 £1,000 Lanarkshire Cancer Care Trust NL Wide £1,000 £10,000 £1,000 Lanarkshire Community Food and Health Partnership NL Wide £10,582 £49,000 £10,909 Lanarkshire Rape Crisis Centre NL Wide £5,700 £10,000 £5,876 Lead Scotland NL Wide £24,051 £37,413.12 £24,795 MADE 4U in ML2 Wishaw £13,077 £49,733 £13,481 Mugstock Ltd Cumbernauld NIL £47,973 NIL New Opportunities Project Motherwell £3,191 £9,024 £3,359 North Lanarkshire Disability Access Panel NL Wide £1,000 £2,600 £1,030 North Lanarkshire Muslim Women and Family Alliance NL Wide £4,061 £15,000 £4,187 One Parent Families Scotland NL Wide £1,000 £49,000 £1,050 Organisations currently funded Area or Locality 2023-24 Award 2024-2025 Request 2024 -2025 Recommendation Page 215 of 330
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Parent Action for Safe Play Coatbridge £36,304 £50,000 £37,427 Parkinson’s Self Help (North Lanarkshire) NL Wide £5,829 £13,200 £6,009 Play and Learning Support (PALS) NL Wide £1,000 £5,000 NIL Ponies Help Children NL Wide £1,237 £24,600 £1,275 Radio Clyde Cash for Kids NL Wide £3,277 £9,099 £3,378 Reeltime Music NL Wide £9,219 £35,000 £9,504 Sacred Heart Youth Zone Cumbernauld Nil £1,610 £1,000 Scottish Refugee Council NL Wide £4,908 £19,216 £5,060 Scottish Spina Bifida Association NL Wide £2,557 £4,959 £2,636 The Haven NL Wide £2,153 £5,000 £2,220 The Miracle Foundation NL Wide £9,900 £30,000 £10,206 Thorniewood Community Council Bellshill £2,034 £4,990 NIL Trash Music Project Ltd Cumbernauld NIL £38,675 NIL Utheo Ltd Bellshill £43,177 £50,000 £45,449 Victim Support Scotland Motherwell £6,176 £18,786 £1,000 Viewpark Family Centre Association Bellshill £18,320 £50,000 £19,284 VIP Arts & Sports Academy Bellshill £4,630 £50,000 £4,773 Total £492,934 Appendix 2 Page 216 of 330
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GRANT AWARDS PROGRAMME 2024-2025 DISCRETIONARY FUNDING TO SUPPORT VOLUNTARY AND COMMUNITY ORGANISATIONS – ANNUAL FUNDING RECOMMENDATIONS 2024-2025 (NEW APPLICANTS) New Applicants Area or Locality 2023-24 Award 2024-2025 Request 2024-2025 Recommendation 5th Airdrie Guides Airdrie N/A £5,352 £1,000 Airdrie Community School Uniform Bank Airdrie, Shotts N/A £20,000 £2,000 Airdrie Division Guides Airdrie N/A £5,000 NIL All Minds NL Wide N/A £10,000 NIL Balls and boots NL Wide N/A £27,300 £2,730 Bannan Fitness Club Coatbridge N/A £7,029 £1,000 Bellshill Judo Club Bellshill N/A £4,000 £1,000 Braehead Tenants and Residents Association Bellshill N/A £3,500 NIL Care and Repair Lanarkshire NL Wide N/A £49,190.46 £1,000 Cumbernauld Resilience Cumbernauld N/A £5,000 £1,000 FSG Football Academy CIC Bellshill N/A £50,000 NIL KO-NEKT (Childcare) CIC Motherwell N/A £50,000 NIL ML2 Action Sports Group CIC T/A Social Track Wishaw, Motherwell N/A £50,000 NIL New Craig Community Church Motherwell N/A £2,400 NIL NL Titans NL Wide N/A £39,000 NIL Orchard Primary School and Nursery Parent Council Wishaw N/A £10,200 £1,002 Palacerigg Community Trust Cumbernauld, Kilsyth, Northern Corridor N/A £49,604 NIL Pet Pantry Cumbernauld Cumbernauld N/A £9,409.16 £1,000 Quarriers Cumbernauld, Kilsyth, N/A £5,039 NIL Page 217 of 330
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Northern Corridor St Helen’s Out of School Care Cumbernauld N/A £3,252 NIL Venture Scotland Bellshill, Coatbridge, Cumbernauld, Motherwell N/A £49,774 NIL Wishaw YMCA Wishaw N/A £23,788 £2,378 Total £14,110 Page 218 of 330
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Appendix 3 GRANT AWARDS PROGRAMME 2024-2025 WITHDRAWN AND REJECTED APPLICATIONS Withdrawn Applications Area or Locality 2023-24 Award 2024-2025 Request 2024-2025 Recommendation Autism Take 5 NL Wide N/A £8,000 Withdrawn Go Kids Performing Arts Wishaw. Shotts, NL Wide £4,400 £28,000 Withdrawn Impact Arts Coatbridge £1,000 £5,222 Withdrawn Rookie Rockstars NL Wide N/A £10,000 Withdrawn Rejected Applications Area or Locality 2023-24 Award 2024-2025 Request 2024-2025 Recommendation I AM Studios Hub CIC Bellshill N/A £23,000 Rejected Firpark and Clydeview Parent Council Motherwell N/A £25,000 Rejected Page 219 of 330
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Appendix 4 GRANT AWARDS PROGRAMME 2024-2025 DISCRETIONARY FUNDING TO SUPPORT VOLUNTARY AND COMMUNITY ORGANISATIONS – ANNUAL FUNDING RECOMMENDATIONS 2024-2025 (OTHER ALLOCATIONS) Organisation Area or Locality 2023-24 Award 2024-2025 Recommendation Voluntary Action North Lanarkshire NL Wide £191,532.50 (£166,550 + £24,982.50 uplift) £172,495.35 (£147,511) + £24,982.50 uplift) Clubsport NL NL Wide £9,856 £8,161 Page 220 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref KH/LB Date 19/08/24 Digital North Lanarkshire Programme of Work – Communities Update From Katrina Hassell, Chief Officer (Business and Digital) E-mail HassellK@northlan.gov.uk Telephone 07903 096 121 Executive Summary Members of the Communities Committee are aware of the twice-yearly updates informing members of progress with the Driving Digital Locally Sub-group, initially set up as part of the former Digital NL programme. In March 2023, a report on the Programme of Work to 2028 was approved at Policy and Strategy Committee. This report outlined seven areas of work, each with a Programme of Work (PoW) Board. One such Board is Digital North Lanarkshire. In recognising the remits of the new PoW Boards, the initial Digital NL programme was formally terminated in October 2023 with the new Digital North Lanarkshire PoW Board incorporating all remaining work strands into its overarching delivery plan. This included the work of the Driving Digital Locally sub-group. In order to fulfil the reporting requirements of the Programme of Work to 2028 this, and future reports to the Communities Committee, will encompass all areas of work from the Digital North Lanarkshire Programme Board which are linked to the Council’s Ambition 18; to ensure our digital transformation is responsive to all people's needs and enable access to the services they need. A summary of anticipated reporting against the PoW deliverables is illustrated within Appendix One for member information. This report provides an overview of progress to date on a number of key ‘digital locally’ activities, and therefore provides an update on deliverables targeted for consideration within this committee cycle. Recommendations It is recommended the Communities Committee: (1) Acknowledge the contents of this report. (2) Acknowledge the widening of the focus of this, and future, reports to encompass relevant activities contained within the Digital North Lanarkshire Programme of Work which impact on delivery of digital services within Communities. (3) Endorse the next steps outlined herein. Item 11 Page 221 of 330
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1. Background 1.1 Members of the Committee will be aware of the “PoW003.2 DigitalNL – Next Steps” report submitted to the Policy and Strategy Committee in December 2022. 1.2 This report provided the Policy and Strategy Committee with a detailed overview of the DigitalNL journey from the “Future Ambitions” report approved by the former Policy and Resources Committee in 2017 through to the approval of the DigitalNL Transformation Programme Business Case in March 2019. 1.3 The initial DigitalNL programme focused on modernising the organisation, making it a Digital First organisation. In-depth service design assessments were undertaken within each service to understand the current digital state and opportunities available to improve and transform services, to change the way the Council interacts with citizens, and to create efficiencies. This resulted in the development of the sprint process and creation and approval of a Roadmap for Service Re-design. The Roadmap was refreshed annually and approved by the Policy and Strategy Committee. 1.4 In March 2023, the Policy and Strategy Committee approved “The Plan for North Lanarkshire Programme of Work to 2028’ which highlighted that this new programme of work would enhance the scale, impact, and coherence of all work areas. Digital North Lanarkshire would enhance and build on the existing DigitalNL achievements to embed digital thinking into our everyday delivery, embracing digital technology to do business significantly differently and always considering a digital first approach. This will require a focus on skills, culture, design, and empowerment of our workforce. 1.5 The initial DigitalNL Programme formally ceased in October 2023, with all in-flight sprint work, currently underway, transferring to the Digital North Lanarkshire PoW Board to monitor, govern and deliver. This Board agreed that all activities contained within its delivery plan pertaining to Communities would be reported to this Committee. A summary of anticipated reporting against 2024-25 deliverables is illustrated within Appendix One for member information. 2. Report 2.1 The Digital North Lanarkshire PoW Board consists of 4 sub-groups: (a) Digital Culture, Leadership and Knowledge; (b) Digital First Operations; (c) Improved Customer Experience and (d) Performance Optimisation. Three of these groups include activities related to digital services within communities. 2.2 To this end, this report provides the Committee with an overview of progress regarding several activities contained within the Digital North Lanarkshire Action Plans which have a specific focus on improving service delivery for our communities, with many shaped via engagement with and through the Driving Digital Locally sub-group. The Plan for North Lanarkshire Priority All priorities Ambition statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need Programme of Work Digital North Lanarkshire Page 222 of 330
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Driving Digital Locally 2.3 Members are aware that the Driving Digital Locally sub-group was setup in August 2021 with representatives of the nine Community Boards. The group 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. 2.4 The sub-group meets monthly. Work has been carried out with Community Planning Officers and presentations at community board level to ensure full representation. Following this we have new representatives from Wishaw, Airdrie, and Shotts and all have been a very welcome and positive addition to the group. A gap in Northern Corridor still exists with a second representative required; work continues to fill this gap. 2.5 As detailed in the report to Committee in February 2024, the subgroup has been working closely with Commsworld on the digital mapping exercise – an agreed community benefits aspect of Commsworld’s contract with NLC. 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. 2.6 Following committee consideration and approval, discussions took place during March and April amongst key stakeholders regarding the mapping service being hosted on the council website. Furthermore, a data collection form was added to the map as a link to allow other organisations delivering digital services to add their details to the map. It was agreed that the map would be updated three times per year. 2.7 The map was launched on the council website in May 2024 and was named Digital Community Services. It was a soft launch to allow for any issues to be addressed before full launch. Promotion took place to elected members and community board members through the community matters mailbox. Further external communication took place in press and social media with coverage on the council website and Facebook page, which was shared 29 times, the article also appeared in the Daily Record. 2.8 The subgroup is continually working to improve effectiveness of their monthly meetings and to ensure that members are taking relevant information back to their own community. As a result of discussions, the group introduced a “Spotlight” section in the agenda of the meetings, creating opportunities for organisations to be invited to meetings to present details of local projects to the wider group, improving learning and understanding of successes taking place in other council areas. 2.9 This was launched back in March 2024 enabling the group to hear details of the following partnership successes so far: • March – YMCA, Wishaw – following these presentations on an eSports project in Wishaw, the YMCA are now working with members of the Community Planning team to investigate a potential gaming event in North Lanarkshire. They were also put in touch with a private business in Dundee about potential funding and made aware of the digital connectivity fund for installing improved Wi-Fi in their venue. • April – Motherwell Library – following this presentation on the new library and the immersive experience/Maker Spaces the group visited this venue in June with a view to considering how this space and technology could benefit their own community and how they could promote the use of it. Feedback from this will assist the council in ensuring that future proposals for immersive pods reflects identified community requirements. Page 223 of 330
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• May – Community Learning Development – CLD are now engaging with subgroup members from Northern Corridor on how some local CLD services could be introduced and delivered in the area. • June – Commsworld Contract Progress – At the request of the group, Commsworld delivered a presentation on the progress of the contract. It was noted that engagement has been poor in Shotts with low numbers taking up Commsworld Services. Following this, engagement has taken place with the chair of Shotts Community Board on how they can work with Commsworld to promote the service better in Shotts. • July – Public Wi-Fi installation progress presentation. This initial awareness raising supports the council’s ambition to improve residents’ digital connectivity and creates opportunities to maximise the use of Artificial Intelligence (AI) described more fully in paragraph 2.28 below. Intergenerational Project 2.10 Members will recall the projects underway to encourage residents of retirement complexes to adopt technology. 2.11 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. Up until June 2024, the programme has been successfully delivered in the areas detailed below. 2.12 Kilsyth is the fourth programme to take place as part of the overall project, however this is the first time it was delivered in the community in partnership with the Kilsyth Senior Citizen Group, previously the project has been delivered in retirement complexes. 2.13 The four-week project took place at Kilsyth Academy between 15th May and 5th June, partnering with Balmalloch Primary School, with the seniors engaging in lively discussions with pupils. Topics ranged from childhood memories to favourite songs, then with iPads, the pupils skilfully brought these stories to life. Area Partner School Drummond Drive Wishaw Thornlie Primary School James Dempsey Gardens Coatbridge Greenhill Primary School Lorne Gardens Salsburgh Kirk O’Shotts Primary School Kilsyth Senior Citizen Group and Glenboig Development Trust at Kilsyth Academy Balmalloch Primary School Mossend Retirement Complex Bellshill Mossend Primary School Page 224 of 330
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2.14 At the end of the programme, pupils interviewed the seniors using iPads, they explored what the seniors enjoyed and learned during the project. These interviews will be compiled and shared with the group at a celebration event this autumn, to look back on what they have taken from the programme and how they have used their new skills since attending. 2.15 The fifth project took place in Mossend Retirement Complex, from 22nd May to 12th June and tenants were joined by the Primary 6 digital leaders from Mossend Primary School. Another successful project and tenants enjoyed a visit from the provost to celebrate the final day of the project. 2.16 The council multimedia officer attended both projects and press releases and quotes have been written to accompany the great photos. Positive coverage appeared on front page of Cumbernauld and Kilsyth News and on the council webpages. 2.17 Several conversations have taken place in recent months regarding scope and capacity to progress additional projects. So far, we are focussing on: (a) Northern Corridor, in partnership with Voice of Experience; (b) Laurel Gardens in Airdrie; (c) Kerr Grieve in Motherwell and (d) a potential joint event with two retirement complexes and schools in Kilsyth. These will be developed further over the summer months for potential launch in Autumn 2024. DEVELOPMENT OF ONLINE SERVICES AND PORTALS: Business Enquiry System 2.18 A new online business enquiry system went live at the beginning of May 2024 and can be accessed through the ‘support for business’ pages on the Council’s website. 2.19 This new streamlined approach will enhance efficiency and convenience for managing business-related requests both internal and external for the business. This new way of working will allow businesses to make a business-related enquiry online at a time that suits them. To take advantage of this new way of working, businesses will need a Bisaccount. 2.20 As previously reported, we launched Bisaccount when our Business Waste Collection went live in 2022, with over 1200 businesses now registered. Bisaccount is a simple, secure sign-in process that helps businesses prove their identity and transact with the council online using just one username and password. 2.21 Communications for this new service have been direct to existing businesses. Council webpages have been updated and engagement has taken place through Business Gateway advising them of the new way of working for their clients. Permits 2.22 As part of streamlining Council business processes and applying digital first principles, we are transitioning to an online-only application system for applying and paying for permits - which went live middle of July. 2.23 Businesses will also require a Bisaccount for this new service. Communication has taken place directly with those businesses who are repeat customers for permits. Fly tipping 2.24 As previously reported, a series of “report it” forms went live at the end of 2022; residents could report faulty street lighting, graffiti, shrubs, hedges, and grass using our new online Page 225 of 330
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form. We have now added fly tipping to this suite of self-service forms. Residents can use their Myaccount to access this online system from the end of June. 2.25 Reporting of fly tipping remains a concern for residents, with high levels of calls generally received within the customer service hub. The launch of the new online form and communication campaign to promote it should help to reduce the number of phone calls and call waiting times occasionally experienced by our residents. MOT and Taxi Compliance 2.26 A new on-line portal was introduced in June 2024 which allows taxi drivers to book and pay for their MOT and compliance checks on-line. DIGITAL CENTRE OF EXCELLENCE 2.27 The Digital Centre of Excellence (CoE) was set up in January 2024 to find innovative ways to apply digital tools such as Artificial Intelligence (AI), Robotic Process Automation (RPA) and Business Intelligence, to enhance our council services. 2.28 A Centre of Excellence Working Group has been created to encourage staff from across all service areas to learn about the automation tools available to us and to identify business processes that could benefit from this technology. 2.29 An AI and Automation CoE portal has been launched to showcase the solutions that have been developed to date and to enable staff to submit their automation ideas and access training materials to allow them to develop their own solutions. 2.30 Six processes were selected as Proof of Concepts and using the tool, Co-Pilot Studio, a Chatbot has been developed which will initially handle all council tax and household waste enquiries. Further services will be introduced in an incremental basis. 2.31 Using the tool, Power Automate, has allowed us to streamline several business processes, for example, Parliamentary Enquiries, with more in development. Microsoft Early Adopters Group 2.32 The Digital North Lanarkshire PoW Board is expected to develop a skilled digital workforce, promote an innovative, sustainable culture, and provide digital leadership for an evolving North Lanarkshire. Achieving this therefore requires that we focus on skills, culture design and empowerment of our workforce, with our established Microsoft Early Adopters Group pivotal to this success. 2.33 Through the months of May and June the group have been testing Co-Pilot (Bing Chat) on how it could support them in their daily tasks with a view to developing a pilot project. They have completed a feedback survey, with a more in-depth focus group planned for September. Results will be reported to members at a future committee cycle. 2.34 The group have also created guides and communications on Microsoft products and the benefits of them, where best to save files using SharePoint, and shared top tips to staff through the Viva Engage community. Next steps 2.35 Planning is underway for the development of the intergenerational project; previous participants have taken part in a survey about what they thought of the project. We will take these lessons as we move into the next phase. As outlined in paragraph 2.17, plans are underway for the Autumn for projects in Northern Corridor, Airdrie, and Motherwell. Page 226 of 330
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2.36 In recognising Digital North Lanarkshire PoW deliverables around integrated digital experiences, work is continuing to develop and introduce more on-line services including: • A new legal case management system for internal use • A new corporate booking system for use by Leisure services, facility support services and the Community hubs. This was recently procured and will be phased in over the next 12 months. • A new on-line portal for reporting issues with roads has been developed and will be launched in the Autumn once the award of the new enterprise contract successfully concludes. • Further enhancements to the current on-line special uplift process 2.37 Work is underway within service areas to refresh their webpage content. This will enable the Chatbot as outlined in 2.30 to answer ‘non-complex’ frequently asked questions, which will in turn help to reduce both customer waiting times and the large volume of telephone calls handled by the Customer Services Hub. 2.38 The successful implementation of this programme of work will enable services to innovate, react quicker, increase efficiency, and promote a self-adapting service redesign culture. It is therefore envisaged that as staff continue to develop their skills in the new automation technology, more digital solutions, systems, and portals will be introduced. 3. Measures of success 3.1 Success with be measured through the delivery of the activities associated with the four sub-groups of the Digital North Lanarkshire Programme of Work Board. 4. Supporting documentation 4.1 Appendix 1 Digital North Lanarkshire 2024-25 Reporting Schedule Katrina M Hassell Chief Officer (Business and Digital) Page 227 of 330
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If yes, please provide a brief summary of the impact? An Equality / Fairer Scotland Duty Impact Assessment was undertaken when developing the Digital and IT Strategy 2024 to 2027 (Approved March 2024). This contained the detailed Digital North Lanarkshire Delivery Plan referenced throughout this report. Key impacts identified from the assessment are that proposals to deliver services ‘digital first’ may be particularly disadvantageous and out of reach for older people, low-income groups, those with a disability, and people who are homeless, from ethnic minorities or asylum seekers. Given that deliverables aim to improve the connectivity and accessibility of North Lanarkshire as a place, and the ability of local people and communities to gain the skills and confidence required to help them benefit from the opportunities of being digitally connected, the activities detailed throughout this report positively address the impacts which were identified during the assessment. For example, the work being carried out through the IPAD/intergenerational project has improved elderly residents’ access to and understanding of technology within their community. This alongside deployment of improved connectivity, Public Wi-Fi, and Digital Community Services (the online mapping tool) all positively address the impacts of digital exclusion within North Lanarkshire’s communities. 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 ☒ Page 228 of 330
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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? The Digital North Lanarkshire Programme has collaboration and self-service at the heart of its design principles, with all appropriately reflected within both internal and external communications. The Digital North Lanarkshire Programme also envisages significant changes to applications, software, hardware, and connectivity, with all duly considered for security, compliance, Digital First and Enterprise Architecture perspectives through the key governance groups of the Enterprise Architecture Governance Group (EAGG) and Data Governance Board (DGB). 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 activities are detailed within the report. 5.9 Risk impact Is there a risk impact? Page 229 of 330
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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, with all required processes strictly followed, and all high-level risks and issues regularly reported to the PoW Delivery Board. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact 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 230 of 330
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Appendix 1 Deliverables (approved at Policy and Strategy in September 2023) Projects / Activities (and Milestones where applicable and relevant) Cycle 1 2024 Cycle 2 2024 Cycle 3 2024 Cycle 4 2024 Cycle 1 2025 Committee Date Submitted/Planned Hyperlink Digital first operations Ensure useful, secure, compliant, and digital first applications are available to support critical but streamlined service delivery. Implement a leisure and facilities booking systems, including integration with hub place bookings and introduction of compliant and secure payment facilities that accommodate home and agile working arrangements. Y Communities Committee 05/02/2024 Contract Award for Corporate Booking System Digital first operations Facilitate fibre-enabled innovation to maximise the full potential of Internet of Things (IoT) and Artificial Intelligence (AI) technologies in service delivery. Deliver and manage a council-wide public Wi-Fi service. Y Communities Committee 05/02/2024 Connectivity : Commsworld – Additional Value and Community Benefits Develop systems and portals to enable residents to engage, report, request, and pay for services. Y Communities Committee 19/08/2024 Implement a customer relationship management system to enable staff to route enquiries to the relevant service and encourage cross service working. Y Communities Committee 19/08/2024 Design and develop artificial intelligence capable of generating text, images, or other media (using generative models) to enable the implementation of chatbot functionality. Y Communities Committee 19/08/2024 Improved customer experience Ensure a connected / integrated digital experience to facilitate users to transition to efficient digital and hub-based services and become empowered to be self-managing and digitally active. Establish a roadmap to identify the redesign requirement for services to support the transition to the council’s future operating model in hubs. Y Communities Committee 19/08/2024 Digital first operations Facilitate fibre-enabled innovation to maximise the full potential of Internet of Things (IoT) and Artificial Intelligence (AI) technologies in service delivery. Develop and deliver community access to the immersive pods (sensory spaces which can be utilised to house the latest sensory technology to provide support, in such areas as mental health and employability) across North Lanarkshire. Y Communities Committee Digital first operations Facilitate fibre-enabled innovation to maximise the full potential of Internet of Things (IoT) and Artificial Intelligence (AI) technologies in service delivery. Develop a strategy to provide internet access to residents across North Lanarkshire. Y Communities Committee Improved customer experience Ensure a connected / integrated digital experience to facilitate users to transition to efficient digital and hub-based services and become empowered to be self-managing and digitally active. Digital North Lanarkshire 2024/25 Reporting Schedule This Driving Digitally report Page 231 of 330
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref LR/HL/LM Date 19/08/24 From Lyall Rennie, Chief Officer (Community Operations) E-mail mcnairl@northlan.gov.uk Telephone 01236 638460 Executive Summary Museums & Collections Forward Plan 2024-29 outlines the ambition of the service to achieve a wide range of activities supporting the collections and heritage of North Lanarkshire including the priority project of redevelopment of Summerlee Museum of Scottish Industrial Life; the delivery of the Decolonising Collections Project; and the expansion of access to local heritage for community groups through the development of a Heritage Outreach Officer post. Ensuring alignment with The Plan for North Lanarkshire and the Programme of Work is key, together with showing the positive impact of Museums & Collections on the lives of the people of North Lanarkshire. In order to ensure the council retains continued Museum Accreditation Scheme status, this report presents details of the council’s planned approach and sets out a range of key policies for consideration by elected members. Recommendations It is recommended that the Communities Committee: (1) Approves the Forward Plan (and associated documents) (2) Otherwise, notes the content of this report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Transforming Places 1. Background 1.1 The Museums & Collections service within Active and Creative Services has a duty to preserve and interpret the social and industrial history of North Lanarkshire. Communities Committee Museums & Collections Forward Plan Item 12 Page 233 of 330
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1.2 The Museum Accreditation Scheme is the UK industry standard for museums and galleries. North Lanarkshire Council’s adherence to the scheme ensures that museum collections are properly managed, accessible and continue to exemplify best practice. 2. Report 2.1 Museums & Collections is part of the Active & Creative Communities team within Enterprise & Communities, North Lanarkshire Council. This plan sets out the strategic framework for the development and management of the Museums & Heritage Service during 2024-2029. This plan and associated documents are also necessary to meet the Museum Accreditation Scheme Standard. 2.2 The Forward Plan provides a focus for our work allowing us to continue to preserve and interpret the social and industrial history of North Lanarkshire through inspiring, challenging and accessible means. 2.3 The Forward Plan sets out our key priorities for the coming years, with the ability to adapt to new opportunities built in through a review process. These priorities are: 2.4 Work in partnership with our community, stakeholders, colleagues and funding bodies to develop and deliver the redevelopment of Summerlee Museum. 2.5 Develop community connections, the service, staff and collections through delivery of the Decolonising Collections Project and through active participation in the Museums Galleries Scotland Delivering Change Museums Transformers programme. 2.6 Expand access to heritage projects for community groups through the development of a Heritage Outreach Officer post. 2.7 Develop the digital offer and access to collections via an improved website. 2.8 Expand the range of learning and participation opportunities through development of learning & access programmes and volunteering. 2.9 Appendix 5 Access Policy which supports the aims of the Forward Plan, specifically to improve access and engagement with collections and develop new audiences. 3. Measures of success 3.1 Full Museum Accreditation achieved. 3.2 Museums & Collections are resilient, better managed and accessed. 4. Supporting documentation 4.1 Appendix 1 Museums & Collections Forward Plan 4.2 Appendix 2 Collections Development Policy 4.3 Appendix 3 Care & Conservation Policy 4.4 Appendix 4 Documentation Policy 4.5 Appendix 5 Access Policy & Plan Page 234 of 330
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Lyall Rennie Chief Officer (Community Operations) Page 235 of 330
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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 236 of 330
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 237 of 330
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Appendix 1 Museums & Collections Forward Plan Enterprise & Communities – Active and Creative Communities Page 238 of 330
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Museums & Collections Forward Plan 2 Document control Title Museums & Collections Forward Plan 2024 - 2029 Owner Lu McNair Contact Lu McNair Governance Group Communities Committee Author ACC Museums & Collections Contact Revision History Number Originator Date Review Commenced Revision description/record of change Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) Consultation Record (for most recent update) Status of document consulted upon Version 1 Stakeholders consulted/date July 2024 Strategic Alignment Improve the health and wellbeing of our communities. 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. Next review date Review Date April 2026 Page 239 of 330
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Museums & Collections Forward Plan 3 Forward Plan “The Museums & Collections Service exists to preserve and interpret the social and industrial history of North Lanarkshire. Through displaying collections of local and national importance it is hoped to add to the enjoyment, knowledge and understanding of present and future generations.” 1.0 Introduction Museums & Collections is part of the Active & Creative Communities team within Enterprise & Communities, North Lanarkshire Council. This plan sets out the strategic framework for the development and management of the Museums & Heritage Service during 2024-2029. The Service also plays a part in the delivery of the Programme of Work and the Plan for North Lanarkshire. Both plans allow us to raise awareness of the value of heritage and sets out the ambitions and priorities which we wish our organisation to achieve. It provides a focus for our work allowing us to continue to preserve and interpret the social and industrial history of North Lanarkshire through inspiring, challenging and accessible means. Museums & Collections is responsible for the management of Summerlee Museum of Scottish Industrial Life and North Lanarkshire Heritage Centre both of which are Four Star Visitor Attractions, as well as four museums located within libraries or community facilities in Cumbernauld, Kilsyth, and Shotts. All of our museums are fully accredited under the Accreditation Scheme, which sets outs nationally agreed standards and good practice for museums in the UK. Summerlee is one of the leading industrial museums in Scotland, attracting over 160,000 visitors per year. Built on the site of Summerlee Ironworks and on the banks of the Monkland Canal, the museum setting provides the ideal context to tell the story of the industries that once thrived here and their importance, nationally and internationally. Summerlee has a strong brand identity, able to attract a wide visitor base; from nurseries, families and community groups looking to have a fun day out, to school pupils, university students and specialist interest groups keen to access our collections and displays as sources of creativity and learning. North Lanarkshire Heritage Centre attracts an average of 11,000 visitors per year. It is the home of North Lanarkshire Council’s Records, Archives and Local Studies collections as well as the museum collection relating to the Motherwell and surrounding area. It is a multi-functional venue situated in the town centre offering a wide range of services: a temporary exhibition space Page 240 of 330
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Museums & Collections Forward Plan 4 with a varied programme of in house and touring exhibitions, a permanent exhibition space in the viewing Tower, Olympic Swimmers display, a garden and new display areas showing collection objects, and a community space, local and family history resources and advice, conference room facilities, a learning space delivering school workshops, as well as family activities and events throughout the year. In 2009 the museums and archive/local studies collections were awarded Recognition status which means they are designated as collections of national significance; due to their importance as a material record of the industrial and social development of Scotland and as one of the most important centres of heavy industry in Britain. The industrial history collection covers the main industries of Scotland with an emphasis on iron, coal, steel and engineering. This is complemented by a collection of prime movers and artefacts, three connected with a range of ancillary industries including brickmaking, confectionary manufacture and printing. The steel industry collection is the finest in Scotland and other significant items include a unique collection of spade forging and boiler making equipment and a 19th century colliery winding engine. Also, the Summerlee Ironworks Site and Gartsherrie Branch of the Monklands Canal; both of which are Scheduled Ancient Monuments. The social history collection comprises of a range of artefacts and ephemera that provide a fascinating insight into Lanarkshire’s domestic, community and personal life. Key holdings include 19th century political reform bill and friendly society banners, the most comprehensive cinema collection in Scotland and a unique collection of personal items representing the various waves of Scottish immigration, including Irish, Highlander, Italian, Lithuanian and Chinese. These collections are in addition to archaeology, world cultures, numismatic, natural history and art collections. Archives and local studies collections comprise of historical records of North Lanarkshire Council and its predecessors as well as private records of historical or research interest and photographs relating to North Lanarkshire. Three staff teams operate across the service- Curatorial & Exhibitions, Learning & Access, Visitor Services, and we are affiliated with Records, Archives & Local Studies which are part of Libraries. Working collectively, they deliver high quality visitor experiences, engaging public programmes and care for historic collections. 2.0 Strategic Context North Lanarkshire is home to 341,400 residents who live in a mix of larger towns where three of four museums are located: Summerlee Museum, Coatbridge (population 46,336) Cumbernauld Museum (population 50,530 ) and North Lanarkshire Heritage Centre, Motherwell (population 32,840) to more rural towns such as Shotts, the location of Shotts Heritage Centre (population 15,648) and Kilsyth, Colzium House Museum and Kilsyth Museum (population 10,380). With this brings a series of communities with very local characteristics and a strong sense of place. There is a small but growing Black Asian Minority Ethnic and Refugee population exemplified by recent arrivals to the area from Syria and Ukraine, supported by North Lanarkshire Council. The museum service tries to support and reflect this diversity through its programming, collections, and exhibitions. The Plan for North Lanarkshire acknowledges the following challenges for people in the area: • We still have significantly higher levels of child poverty; with all bar two North Lanarkshire wards above the Scottish average (21.7%). In the worst ward, one third of children are living in poverty. Page 241 of 330
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Museums & Collections Forward Plan 5 • While qualification levels have been rising in 2017, 13.6% of 16-64 year olds have no qualifications restricting their ability to access developing employment opportunities. • Earnings lag behind both Scottish and UK levels with weekly gross pay levels at £548.90, £562.70, and £571.10 respectively. • North Lanarkshire’s population is expected to increase in the period 2016 to 2026 by 3,421, but thereafter to reduce by 3,188 (from the years 2026 to 2041) resulting in an overall increase of 0.1%. This is against a Scottish increase of 5.3%. We recognise that our museums sit within communities with divergent levels of income and educational attainment and therefore all our planning, pricing and services reflect that our audiences, and prospective audiences, within North Lanarkshire must be listened to and included. We also are using the theme of Improve the health and wellbeing of our communities to underpin the work that we are developing overall. North Lanarkshire Council declared a climate emergency in 2019 and subsequently the service accepts the need to contribute to the targets of the Climate Plan for North Lanarkshire - ACT2030, with specific consideration of the proposed development at Summerlee Museum. The service recognises the direction and intention of Museums Galleries Scotland – Scotland’s Museums and Galleries Strategy 2023 - 2030, Historic Environment Scotland’s Our Past, Our Future 2024 and also the Scottish Government’s A Cultural Strategy For Scotland 2022 in underpinning our work. 3.0 Statement of Purpose and Aims The key aims of the Museums & Collections service support the Plan for North Lanarkshire which has five key priorities: PRIORITIES To deliver our shared ambition of inclusive growth and prosperity, our work will be focused on five complementary priorities: 1. Improve economic opportunities and outcomes. 2. Support all children and young people to realise their full potential. 3. Improve the health and wellbeing of our communities. 4. Enhance participation, capacity and empowerment across our communities. 5. Improve North Lanarkshire’s resource base. These priorities are underpinned by 25 ambition statements and the Museums & Collections Forward Plan’s link to these is outlined in the section 3.1 Our Priorities 2024-2029 Key Aims The Museums & Collections key strategic aims are: 1. Ensure the management, development, and long-term care of collections. Page 242 of 330
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Museums & Collections Forward Plan 6 2. Improve access to and engagement with collections and develop new audiences. 3. Develop the core business of the museums ensuring a broad offer with excellent customer service that is increasingly self-sustaining. 4. Further develop lifelong learning and community outreach opportunities. 5. Ensure that our services are compliant with all relevant legislation, guidance and standards. 3.1 Our priorities 2024-2029 North Lanarkshire Council Museums & Collections play an important role in fostering civic pride, preserving local culture, and supporting the ambitious Plan for North Lanarkshire. The first priority hinges on securing external funding for an important project to amplify and reorientate North Lanarkshire’s main museum, Summerlee. It will be a major project for the service and work has commenced on the development phase of the bid in 2024 ready for submission in 2025. The other priorities are fully funded with staffing committed. Museum Priorities Link to North Lanarkshire Council Priorities – the Plan for North Lanarkshire Ambition statements 1. Work in partnership with our community, stakeholders, colleagues and funding bodies to develop and deliver the redevelopment of Summerlee Museum (2024 - 2029). 2. Refocus our town centres and communities to be multi-functional connected places which maximise social, economic and environmental opportunities. 21. Continue to identify and access opportunities to leverage additional resources to support our ambition 2. Develop the service, staff and collections through delivery of the Decolonising Collections Project and through active participation in the Museums Galleries Scotland Delivering Change Museums Transformers programme. (2024- 2026) 24. Review and design services around people, communities, and shared resources 3. Develop the digital offer and access to collections via an improved website (2024-2025) 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities 4. Expand the range of learning and participation opportunities through development of learning & access programmes and volunteering. 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities 5. Expand access to heritage projects for community groups through the 19. Improve engagement with communities and develop their capacity to help themselves. Page 243 of 330
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Museums & Collections Forward Plan 7 development of a Heritage Outreach Officer post (2024-2028) This forward plan is supported by the following service policies and plans: • Collections Development Policy • Care & Conservation Policy • Documentation Policy • Access Policy 3.2 Acknowledgements The success of the previous plan (see Appendix A) would not have been possible without the support of a dedicated team of staff & volunteers and our colleagues in North Lanarkshire Council, and the wider community including The Friends of Summerlee Museum, Phoenix Futures, Bazooka Arts, 1245 Tram Group and many more. We also acknowledge the period of Covid 19 and the subsequent recovery and the impact that has had on individuals who have contact with our service as visitors, volunteers and employees. The service is committed to reaching a wide audience and this is shown by retaining a specialist learning team and involvement in consultation with audiences via surveys, conversations and focus groups for projects and programmes such as the recent redevelopment of North Lanarkshire Heritage Centre and for the Summerlee Project. We recognise that there are barriers to engagement, and we are working to change our relationship with minority groups through forthcoming projects as listed in 3.1 Our Priorities 20204-2029 Some of our work only has been made possible by generous additional funding from Museums Galleries Scotland, The National Lottery Heritage Fund and visitor donations. 3.3 Consultation and Review This plan was developed through work and consultation with staff, stakeholders and volunteers. It replaces the previous plan of 2016-19. We aim to follow best practice by regularly reviewing the Forward Plan as it is key to good working and a requirement of the Museum Accreditation Scheme, of which the service has Full Accreditation status. The Action Plan will be used by staff to shape their work programmes and will be reviewed on an annual basic and updated accordingly. We are embarking on a longer period of consultation during 2024-2025 for the Summerlee Project which will give us great insight into our users and non-users and this information will be fed back into this plan through a review in late 2025. Page 244 of 330
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Museums & Collections Forward Plan 8 4.0 Action Plan 1. Ensure the management, development, and long-term care of collections Plan Ambition link and Responsible Section 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. Curatorial lead Objective Key Action Measure/outcome Resource Timescale Improve standards of management and care of the collections Deal with collections backlogs Programme of auditing and location control Full reorganisation of the Social History Store and NLHC Store. Backlog reduced and timescales minimised Improvements measured against Benchmarks in Collections Care and Store Improvement Plans Staff and volunteers External funding where required 2024-2029 Assess available volunteer and staff resources Work to develop hazardous materials register and associated treatment plan Material and object assessed and identified Plan for treatment developed Internal budget Staff 2024-2026 Improve digital Develop policies Number of items Staff 2024 - 2029 management and procedures digitised and plan and access to effectively in place for manage successful digitised management of collections and resources and delivery of a access rights rolling programme 2. Improve access to and engagement with collections and develop new audiences. Page 245 of 330
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Museums & Collections Forward Plan 9 Plan Ambition link and Responsible Section 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. Whole team Objective Key Action Measure/outcome Resource Timescale Expand access to heritage projects for community groups through the development of a Heritage Outreach Officer post Recruit post. Improve community capacity Post filled and programme delivered Heritage Lottery Funding (in place) 2024- 2028 Develop the service, staff and collections through delivery of the Decolonising Collections Project. Recruit posts and community curators. Deliver on project aims. Posts and roles filled and programme delivered Museums Galleries Scotland funding (in place) 2024-2026 Deliver the Stage 2 application for the Summerlee Project Co-produce ideas and plans with community and specialists to achieve a comprehensive application. Application submitted on time and successful Heritage Lottery Funding (in place) 2024- 2025 Develop the temporary exhibitions programme Produce exhibitions policy and framework for the delivery of a wide variety of engaging collections based and hired in exhibitions Successful delivery in line with the strategic framework developed Internal Budget Staff and volunteers 2024 - 2029 3. Develop the core business of the museums ensuring a broad offer with excellent customer service that is increasingly self-sustaining. Plan Ambition link and Responsible Section Page 246 of 330
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Museums & Collections Forward Plan 10 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. Visitor Services lead Objective Key Action Measure/outcome Resource Timescale Improve the offer in the gift and sweet shops Source sustainable, local and non- plastic stock. Increased sales Reduction in level of plastic in shop Museum Supervisors Existing budget spent creatively 2024/25 And review Increase the range in variety of public events held in the museums. Develop programme to include music, drama, arts and make specific use of the immersive room for museum centred learning Stimulating programme that covers a range of audience Museum Supervisors Events to be on a full cost recovery basis 2024/25 2025/2026 and then review Seek further income generating activities that fit with the key objectives Benchmark against similar museums and sector. Plan to increase income Management Museum Supervisors 2025/2026 4. Further develop lifelong learning and community outreach opportunities. Plan Ambition link and Responsible Section 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. Learning & Access lead with input from Visitor Services Objective Key Action Measure/outcome Resource Timescale Develop the immersive room to serve the wider community Create museum and local area focussed content Minimum of two new original immersive experiences per annum. Increased use of space. Staff time 2024-2029 Page 247 of 330
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Museums & Collections Forward Plan 11 1245 Tram Project Tram repainted and internal décor restored. Completion and handover of project Volunteer and staff time (budget in place) 2024-2026 5. Ensure that our services are compliant with all relevant legislation, guidance and standards. Plan Ambition link and Responsible Section 25. Ensure intelligent use of data and information to support fully evidence-based decision making and future planning All services Objective Key Action Measure/outcome Resource Timescale Achieve Full Accreditation for all museums Review and update policies and documents Accreditation achieved Staff time 2024 Improve consultation with audiences to better inform programming Create a consultation and audience plan Groups are better engaged with the museum collections Staff time 2024-2025 Page 248 of 330
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Museums & Collections Forward Plan 12 Appendix A Previous Plan Key Achievements The current plan replaces the CultureNL Museums & Heritage Service Strategic Plan 2016-2019. Key Aims Achievements 1. Ensure the management, development and long-term care of collections. CultureNLMuseums collections website delivered with over 50,000 unique usages per annum. Redevelopment of North Lanarkshire Heritage Centre with an increase access to collections with funding from MGS. Worked with the Projected Picture Trust on cinema collection and Friends of Colzium House on Kilsyth collection. Installation of a mezzanine floor and full reorganisation of the Industrial History Store at Summerlee. 6,000 objects digitised Expanded functionality of museum collections website to enable user interaction and curation. 2. Improve access to and engagement with collections and develop new audiences. Programme of temporary exhibitions in two venues – six exhibitions per annum Schools programme reaching 26,735 pupils in the period of the plan. Delivered a programme of organ performances including live accompanied silent screen showings using the restored Compton Cinema Organ. The total number of visits in person to the museums in 2016-19 was 762,430 Expanded functionality of museum collections website to enable user interaction and curation. 3. Develop the core business of the museums ensuring a broad offer with excellent customer service that is increasingly self-sustaining. Increasing visitor numbers and income during the period of the plan (highest ever total in 2019 of 187, 300) Page 249 of 330
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Museums & Collections Forward Plan 13 Expansion of events programme to increase visitors from out with the area. 4. Further develop lifelong learning and community outreach opportunities. Development of reminiscence programme – Memory Lane including Speedway Memories and In the Mood. Creation of partnerships with external bodies to develop mixed use of the museum such as ESOL café, ASN arts and drama including performances by National Theatre of Scotland. 5. Ensure that our services are compliant with all relevant legislation, guidance and standards. Continued involvement with Visit Scotland grading scheme, museum Accreditation, staff and volunteer training. Page 250 of 330
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Appendix 2 Museums & Collections Collections Development Policy 2024 – 2029 Page 251 of 330
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Contents Page 1. Document History & Review 1 2. Introduction 1 – 2 3. Relationship to Other Relevant Policies/Plans 2 - 3 4. History of the Collections 3 - 4 5. An Overview of Current Collections 4 - 10 6. Themes and Priorities for Future Collecting 10 – 11 7. Themes and Priorities for Rationalisation and Disposal 11 – 12 8. Legal and Ethical Framework for Acquisition and Disposal of Items 12 9. Collecting Policies of Other Museums 13 10. Archival Holdings 13 - 14 11. Acquisition 14 - 15 12. Human Remains 15 13. Biological and Geological Material 15 14. Archaeological Material 15 - 16 15. Exceptions 16 16. Spoilation 16 17. The Repatriation and Restitution of Objects and Human Remains 16 - 17 18. Disposal Procedures 17 – 20 Appendix One North Lanarkshire Archives Collection Policy 21 – 23 Appendix Two North Lanarkshire Archives Appraisal Policy Statement & Procedure 24 - 29 Page 252 of 330
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1 1. Document History & Review Name of Museum: North Lanarkshire Council Museums & Collections comprises of: • Summerlee Museum of Scottish Industrial Life • North Lanarkshire Heritage Centre • Cumbernauld Museum • Colzium Museum • Kilsyth Heritage Centre • Shotts Heritage Centre • Airdrie Collection Name of Governing Body: North Lanarkshire Council Date on which this policy was approved by governing body: 19th August 2024 Policy review procedure: The policy will be published and reviewed from time to time, at least once every five years. Date at which this policy is due for review: 19th August 2029 This policy is subject to review and renewal 5 years after receiving formal approval. Any changes will be subject to the approval of North Lanarkshire Council’s Communities Committee. Arts Council England and Museums Galleries Scotland will be informed of any changes and the implications of any such changes. This policy follows the template developed by Arts Council England, issued in July 2014. 2. Introduction A formally approved Collections Development Policy is a requirement of the Accreditation Scheme for Museums and Galleries in the United Kingdom. The policy helps to shape the museums and heritage collections by guiding acquisition and disposal. It is led by the purpose of the service and provides the basis for the development of the collections. This policy regulates the acquisition and disposal of items by North Lanarkshire Council Museums & Collections (NLCMC). It supersedes CultureNL’s, Museums & Heritage Acquisition and Disposal Policy Page 253 of 330
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2 2016-2021. On 1st April 2021 cultural services were insourced by North Lanarkshire Council with the authority now responsible for the direct management of its collections as part of this transfer in. 3. Relationship to the Other Relevant Policies/Plans of the Organisation 3.1 Statement of purpose: ‘North Lanarkshire Council Museums and Collections exists to preserve and interpret the social and industrial history of North Lanarkshire. Through displaying collections of local and national importance it is hoped to add to the enjoyment, knowledge and understanding of present and future generations.’ 3.2 The governing body will ensure that both acquisition and disposal are carried out openly and with transparency. 3.3 By definition, NLCMC has a long term purpose and holds collections in trust for the benefit of the public in relation to its stated objectives. The governing body therefore accepts the principle that sound curatorial reasons must be established before consideration is given to any acquisition to the collection, or the disposal of any items in the museums’ collections. 3.4 Acquisitions outside the current stated policy will only be made in exceptional circumstances. 3.5 NLCMC recognises its responsibility, when acquiring additions to its collections, to ensure that care of collections, documentation arrangements and the use of collections will meet the requirements of the Museum Accreditation Standard. This includes using SPECTRUM primary procedures for museum collections management. It will take into account limitations on collecting imposed by such factors as staffing, storage and care of collection arrangements. 3.6 NLCMC will undertake due diligence and make every effort not to acquire, whether by purchase, gift, bequest or exchange, any object or specimen unless the governing body or responsible officer is satisfied that the museum can acquire a valid title to the item in question. 3.7 NLCMC will not undertake disposal motivated by financial reasons. 3.8 This policy should be read in conjunction with North Lanarkshire Archives Collection Policy. Page 254 of 330
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3 4. History of the Collections 4.1 The collections, owned by North Lanarkshire Council were, prior to local government reorganisation in 1996, held by four separate museum bodies. Monklands District Council (originally Airdrie Museum which opened in 1896), Cumbernauld & Kilsyth District’s collection which begun in 1975, while Motherwell District and Summerlee Heritage Trust were both established in 1986-87. Material culture was collected to reflect the social and industrial history of the area. In the case of Summerlee Museum it focussed on heavy industry and collected throughout West Central Scotland. Professor John Hume was a major influence on the formation of the collection. He was responsible for advising on major acquisitions such as the Gibb and Hogg locomotive and the machine tool collection. 4.2 Recent key acquisitions include the collection of the Airdrie Savings Bank, the UK’s last independent savings bank which closed in 2017; a collection of items from Tannoy’s Coatbridge factory which closed in 2020; a rainbow flag signed by pupils and teachers at Airdrie Academy; venue closure signage from the first Covid lockdown; drawing instruments from several former draughts people and tracers; a clock from Hartwood Hospital; a chess set made by workers at the Caterpillar factory in Uddingston using nuts and bolts from the production line. 5. An Overview of Current Collections 5.1 There are approximately 38,000 items in the collection, with over 12,000 relating to industrial history, 20,000 covering social history, 6,000 relating to world cultures, art, natural history, geology and archaeology. In addition, NLC Archives hold 46,000 archive files and items. NLCMC also has a handling collection for use by the Learning and Access team for workshops, reminiscence sessions etc. and a set dressing collection of domestic objects used in open displays, for example the Summerlee miners’ cottages. These collections are not accessioned as they are duplicative, in poor condition and/or have no object history. Since their condition will also deteriorate over time due to handling and use it is not appropriate to accession them into the permanent collections. 5.2 Areas of strength in the collection include the industrial history material relating to the coal, iron, steel and engineering industries, along with their associated social history and archival collections, Page 255 of 330
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4 all of which was awarded Recognition status in 2009. The cinematography collection is another area of strength. It is Scotland’s foremost cinema collection, comprising over 1,500 objects ranging from industrial cameras and projectors to a cinema organ, furnishings, uniforms, ephemera and home cine equipment. The banner collection is also of significance, with rare and important examples from the 19th Reform movement, friendly societies and trade unions. 5.3 The collections meet the statement of purpose and key aims of the service. Together they reflect the industrial history of the area and the social life of those communities. NLCMC ensures the full ranges of its collections are on display to allow the public to learn about the collection and the history of the area. A programme of temporary exhibitions, changing permanent exhibits, learning programmes, special events and special projects all provide visitors with opportunities to engage with the collections. There is public access to the museum collections in store by appointment and digitised collections available online. 5.4 The collections owned by North Lanarkshire Council can be divided by both subject area and individual museum. Every effort will be made to ensure that collections remain within the geographical area to which they relate, however their location within the museum stores and displays will be governed by their conservation needs. 5.4.1 North Lanarkshire Heritage Centre, Motherwell The collections can be subdivided as follows: Archaeology There is very little archaeological material in the collection, items relate to Roman archaeology and some medieval finds. Applied Art The collection includes civic material, a small amount of Cleland Pottery, glass and silverware relating to local groups and societies. Fine art This small collection comprises of 19th century to late twentieth century small-scale prints and paintings by modern and contemporary Scottish artists such as Bet Low, Jim Pattison and George Wylie. The collection also includes work by local artists Roy and Dan Ferguson. There is also a small Page 256 of 330
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5 collection of civic painting featuring former Provosts and other dignitaries. Of particular note are two works by prominent Motherwell artist, Millie Frood. Numismatics The collection comprises a small collection of miscellaneous coins from the Victorian and Edwardian periods. World Cultures There is currently no relevant material in the collection. Natural History and Geology There are no collections in this category. Social History The social history collections relate to the communities involved with iron and steel, coal and mineral extraction, engineering and associated industries, principally covering late 19th century to mid 20th century, and relate to the following main areas: 1. Domestic life-housing, furnishings, cleaning, cooking, wellbeing, and hobbies and pastimes. 2. Community life-local and cultural traditions, organisations, law and order, education, entertainment and sport and the two World Wars. 3. Personal life-certificates, documents souvenirs and memorials, male and female costume, and personal artefacts. 4. Working life-manufacturing transport and distribution. 5.4.2 The Airdrie Collection The collections relating to the town and area of Airdrie can be subdivided as follows: Archaeology This collection includes local prehistoric material, Roman pottery and artefacts. And miscellaneous medieval /Middle Eastern material. Page 257 of 330
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6 Applied Art There is a small amount of pewter material, glass and ceramics relating to local churches. Fine Art The collection includes a large number of civic dignitaries, prominent local figures and landscapes. Numismatics A small number of Roman coins, and tokens from churches and local works. World Cultures A large collection of African, Polynesian and East Asian material from the Victorian period. Natural History and Geology A small natural history collection exists and a substantial geology collection of fossils and gemstones as well as other material. Social History The social history collections relate to the community’s involvement with the weaving and coal industries and cover the following main areas: 1. Domestic life-food and household items. 2. Community life- local groups and societies, law and order and burgh material. There are also some early firearms and edged weapons. 3. Personal life- certificates, documents and a costume collection, which includes friendly society, military and civilian clothing. Industrial History 4. Working life-costume, artefacts and ephemera relating to the weaving industry, including handlooms, together with a full range of appropriate tools, and a mid-C19th steam engine. 5.4.3 Summerlee Museum of Scottish Industrial Life, Coatbridge Page 258 of 330
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7 Archaeology The bulk of the museum archaeological collection originates from the site of the former Summerlee Iron Works on which the museum is situated. Most items are industrial and arise from the early 19th century to mid 20th century. Applied Art The collection of applied art is small and includes pottery, glass, silverware, horology. Fine Art This section of the collection is very small and contains paintings, drawings and prints. Almost all the works have strong associations with the Monklands District, being historical views, portraits of local people or works illustrating aspects of daily life. The exceptions are three works by Ken Currie, which depict industrial workers. Numismatics The collection includes a small number of Medals, Scottish Trade Tokens, Miners Tallies and coins of the realm World Cultures There is very little material of this nature material in the collection. Natural History/Geology The collection includes examples of coal and other materials. There are no mounted or preserved specimens. Social History The social history collection relates mainly to the communities involved with iron and steel, coal and mineral extraction and engineering and associated industries and covers the following main areas: 1. Domestic Life - household items (including furniture), items associated with food, drink, and tobacco. Leisure time items (hobbies, sports etc). Page 259 of 330
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8 2. Community Life - local and cultural traditions (including religious beliefs), guilds, trade unions, friendly societies, political groups, the Co-operative movement, law enforcement, health, welfare, education, housing, sanitation, and wartime life. 3. Personnel Items - including items of costume (mainly female and child) textiles. Industrial History 4. Working Life - industrial costume, hand tools, service industry items, retail trade, domestic, catering, communications. Large Industrial Collections The museum has a large collection of industrial material ranging from large individual plant to small hand tools. The collection covers the main industries of Scotland with an emphasis on iron, steel, coal and engineering. Highlights of the collection include the Cardowan Winding Engine, Spade Forge and Gibb & Hogg Locomotive. Transport Throughout Summerlee’s 27 acre site a road, rail tram network has been developed. Summerlee has a tramway system with a 1908 Lanarkshire double decker tram and no.1017, a 1904 single decker tram in operation. Buildings As resources have allowed the museum has acquired buildings and architectural fragments significant to the industrial history of North Lanarkshire. 5.4.4 Cumbernauld Museum Fine Art & Applied Art The fine art collections consist of mainly minor Scottish artists, a sizeable collection by the local artist, Alex Gibson, and an increasing amount of contemporary local work. The applied art collection is relatively small, restricted to civic material, a small amount of silverware relating to local groups and societies. Page 260 of 330
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9 Archaeology The collections consist of medieval material from departmental excavations, with much smaller quantities of roman and pre-historic material. Social History These collections cover the bulk of the collection and are wide ranging in most aspects of social history. 1. Domestic life- housing, food implements. 2. Community life-local and cultural traditions, law and order and Burgh material. 3. Personal life-costume, souvenirs and memorials. Industrial History 4. Working life-small agricultural collection and a few mining objects. Numismatics Very small collection covering Roman, medieval and contemporary coinage, plus trade tokens etc. Natural History/Geology Collections consist mainly of groups of material collected by rock and fossil collectors, plus a few local specimens. World Cultures Very small collection of objects, mainly from Africa, but with no particular theme. 6. Themes and Priorities for Future Collecting 6.1 Industrial History Collecting will be restricted to material with a strong local provenance however collecting will cover the West of Scotland for the iron, steel and engineering industries in order to reflect the strengths of the existing collection. Acquisitions will focus in the areas of working costume, heavy industry, trade union material and collections which represent the changing economic base of the area from the Page 261 of 330
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10 1970s onwards for example, priority will be made to retail and distribution, vocational training and re- training. 6.2 Fine and Applied Art Fine art will continue to be collected where it: • Provides a visual documentation of the area. • Are works by artists having an association with North Lanarkshire • Illustrates the traditional and contemporary industries and social life of the area. • Illustrates the development and decline of the characteristic industries of the West of Scotland. Future collecting of applied art will be restricted to material with a strong local provenance or commissioned pieces 6.3 Numismatics Future collecting will be restricted to material with a strong local provenance. 6.4 World Cultures Material will be acquired where it relates to the local area, local ethnic groups or to settlement overseas by people of local origin. Priority will be made as part of the Museums Galleries Scotland funded Decolonisation Project to produce active collecting strategies working closely with the BAME community to increase representation and intersectionality of the collection. 6.5 Natural History and Geology The development of the geological and natural history collection will be restricted to local material and to those specimens, which contribute to the interpretation of the history of coal and mineral extraction, and to the manufacture of iron and steel in the area. 6.6 Social History A policy of active collecting will be adopted to fill existing gaps in the collection and to develop a collection that will reflect the domestic, cultural and social lives of the people in the area, particularly from the 1960s onwards. This will include attempting to represent a broader cross-section of the diverse communities living in North Lanarkshire, e.g. new wave immigrants, refugees and LGBTQ+, BAME communities and those living with disabilities. Page 262 of 330
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11 6.7 Transport NLCMC will continue to collect and restore to working condition important transport items. 6.8 Archaeology Collecting will be restricted to local finds, particularly relating to the Roman presence in the area and the area’s medieval history. Future industrial archaeological acquisitions will include finds from properly conducted archaeological excavations of Summerlee Ironworks and the acquisition of other local industrial items for comparative study. 6.9 Oral History We will continue to record and collect audio and audio/visual oral histories as opportunities present themselves. Collecting will be restricted to the local area except where it relates to objects already in the museum collections. 7. Themes and Priorities for Rationalisation and Disposal 7.1 NLCMC recognises that the principle on which priorities for rationalisation and disposal are determined will be through a formal review process that identifies which collections are included and excluded from the review. The outcome of review and any subsequent rationalisation will not reduce the quality or significance of the collection and will result in a more usable, well managed collection. 7.2 The procedures will meet professional standards. The process will be documented, open and transparent. There will be clear communication with key stakeholders about the outcomes and process. 7.3 NLCMC’s approach to rationalisation is guided by the principle that collections must be well managed and sustainable. There is a strong presumption in favour of retention of items within the public domain. Sometimes disposal can improve access to, or the use, care or context of items or collections. Responsible, curatorially motivated disposal takes place as part of the long-term collections policy, in order to increase public benefit derived from the collection. 7.4 Priorities for rationalisation and disposal will focus on: Page 263 of 330
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12 7.4.1 Removal from the collections of any item which is too badly damaged or deteriorated to be of any further use for the purposes of the service. 7.4.2 Removal of duplicate or unprovenanced material of low intrinsic relevance to the Collections Development Policy. 7.4.3 Transferral to a body better able to provide access to, use, enjoyment and care of an item. 7.4.4 Removal of any item which, on the basis of professional advice, is an immediate and substantial health and safety risk to staff and/or public. 7.4.5 Removal of an item that falls outside the service’s collecting policy. 7.5 Areas of the collection which are being considered for rationalisation are domestic objects and costumes within the social history collections, as these are heavily duplicated in many cases and a number of items fall out with the scope of our current collecting policy. The cinematography collection also requires rationalisation. Engineering is an area of the industrial history collection that has a lot of items that are duplicate, unprovenanced or of non-local provenance and this will be prioritised for rationalisation. 8. Legal and Ethical Framework for Acquisition and Disposal of Items 8.1 NLCMC recognises its responsibility to work within the parameters of the Museum Association Code of Ethics when considering acquisition and disposal. 9. Collecting Policies of Other Museums 9.1 NLCMC will take account of the collecting policies of other museums and other organisations collecting in the same or related areas or subject fields. It will consult with these organisations where conflicts of interest may arise or to define areas of specialism, in order to avoid unnecessary duplication and waste of resources. 9.2 Specific reference is made to the following museum(s): Page 264 of 330
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13 Museums within South Lanarkshire Leisure & Culture Museums Service, Glasgow Museums/Culture & Sport Glasgow, East Dunbartonshire Leisure & Culture and Falkirk Community Trust Museums & Archives. In the case of industrial material, all other appropriate industry-based museums, for example, Scottish Mining Museum, Scottish Maritime Museum. 10. Archival Holdings 10.1 North Lanarkshire Council also holds archival collections. The archives collections were initially brought together from collections existing in various District Councils and the Cumbernauld Development Corporation as well as from transfers from the former regional archives (Strathclyde (now Glasgow City) and Central (now Stirling). The archive collections have been added to from within North Lanarkshire Council as well as from private donors. Examples are: The Papers of the Carrick-Buchanan family, Drumpellier (GB 1778/U1) These papers, spanning the period from 1560 to 1961, are a fascinating mixture of correspondence, title deeds, personal papers of the Carrick Buchanan family, old maps, photographs, and legal papers. The Archives of the Etna Iron and Steel Co (GB 1778/U U4) A significant Motherwell Engineering Firm, whose records run from 1894 to 1974. The Cumbernauld Estate Papers (GB 1778/U7) A smaller Estate collection, these papers were deposited by the Burns Family with the CDC in 1977. The most important part of this archive, are the maps and plans, which include the oldest known drawings of much of what is now Cumbernauld. Wishaw Co-operative Society (GB 1778/U15) A fascinating collection of papers, including printed books and the records of the society from 1889 to 1973. Airdrie Weavers’ Society (GB 1778/U19) One of the collections most frequently referred to by historical researchers and family historians. Restored archives dating back to 1759. Page 265 of 330
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14 The Hamilton of Dalziel Muniments (GB 1778/U21) This archive is of genuine national importance, tracing the growth of a family intimately involved in affairs of state from the sixteenth to the present century. The Scottish Record Office originally listed it some years ago. Records of the Cumbernauld Development Corporation (GB 1778/UT) This vast collection charts the development of Cumbernauld New Town from its acquisition to its windup. It includes title deed dating back to the 16th century as well as records documenting the planning, building, settling and marketing of the New Town. These collections are looked after by North Lanarkshire Archives. A copy of their collecting policy is in Appendix 1 for reference. 10.2 Museums Archival Collection NLCMC holds some material which may be considered archival, for example paper based documents, ephemera and photographs which are mainly connected to objects in the collection. Archival material is acquired on the basis that it provides contextual or historical information which adds to our knowledge and understanding of the artefact. 11. Acquisition 11.1 The policy for agreeing acquisition is: Acquisitions are normally authorised by the Curators of the collections. Major acquisitions, for example those with resource implications will be authorised at museum management level. 11.2 NLCMC will not acquire any object or specimen unless it is satisfied that the object or specimen has not been acquired in, or exported from, its country of origin (or any intermediate country in which it may have been legally owned) in violation of that country’s laws. (For the purposes of this paragraph ‘country of origin’ includes the United Kingdom). 11.3 In accordance with the provisions of the UNESCO 1970 Convention on the Means of Prohibiting Page 266 of 330
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15 and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property, which the UK ratified with effect from November 1 2002, NLCMC will reject any items that have been illicitly traded. The governing body will be guided by the national guidance on the responsible acquisition of cultural property issued by the Department for Culture, Media and Sport in 2005. 12. Human Remains 12.1 As NLCMS holds or intends to acquire human remains from any period, it will follow the guidelines in the ‘Guidance for the Care of Human Remains in Scottish Museums’ issued by Museums Galleries Scotland in 2011. 13. Biological and Geological Material 13.1 So far as biological and geological material is concerned, NLCMC will not acquire by any direct or indirect means any specimen that has been collected, sold or otherwise transferred in contravention of any national or international wildlife protection or natural history conservation law or treaty of the United Kingdom or any other country, except with the express consent of an appropriate outside authority. 14. Archaeological Material 14.1 NLCMC will not acquire archaeological material (including excavated ceramics) in any case where the governing body or responsible officer has any suspicion that the circumstances of their recovery involved a failure to follow the appropriate legal procedures. 14.2 In Scotland, under the laws of bona vacantia including Treasure Trove, the Crown has the title to all ownerless objects including antiquities, although such material as human remains and environmental samples are not covered by the law on bona vacantia. Scottish material of chance finds and excavation assemblages are offered to museums through the treasure trove process and cannot therefore be legally acquired by means other than by allocation to the museum by the Crown. However where the Crown has chosen to forego its title to a portable antiquity or excavation assemblage, a Curator or other responsible person acting on behalf of the (name of the governing Page 267 of 330
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16 body), can establish that valid title to the item in question has been acquired by ensuring that a certificate of ‘No Claim’ has been issued on behalf of the Crown. 15. Exceptions 15.1 Any exceptions to the above clauses will only be because NLCMC is: • acting as an externally approved repository of last resort for material of local (UK) origin • acting with the permission of authorities with the requisite jurisdiction in the country of origin In these cases NLCMC will be open and transparent in the way it makes decisions and will act only with the express consent of an appropriate outside authority. The museum service will document when these exceptions occur. 16. Spoilation NLCMC will use the statement of principles ‘Spoliation of Works of Art during the Nazi, Holocaust and World War II period’, issued for non-national museums in 1999 by the Museums and Galleries Commission. 17. The Repatriation and Restitution of Objects and Human Remains 17.1 NLCMC’s governing body, acting on the advice of the museum’s professional staff, if any, may take a decision to return human remains (unless covered by the “Guidance for the Care of Human Remains in Scottish Museums” issued by Museums Galleries Scotland in 2011) , objects or specimens to a country or people of origin. The museum will take such decisions on a case by case basis; within its legal position and taking into account all ethical implications and available guidance. This will mean that the procedures described in 16.1-5 will be followed but the remaining procedures are not appropriate. Page 268 of 330
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17 17.2 The disposal of human remains from museums in Scotland will follow the guidelines in the ‘Guidance for the Care of Human Remains in Scottish Museum’ issued by Museums Galleries Scotland in 2011. 18. Disposal Procedures 18.1 All disposals will be taken in reference to SPECTRUM Primary Procedures on disposal and the MA Disposal Toolkit. 18.2 The governing body will confirm that it is legally free to dispose of an item and Agreements on disposal made with donors will also be taken into account. 18.3 When disposal of a museum object is being considered, the museums service will establish if it was acquired with the aid of an external funding organisation. In such cases, any conditions attached to the original grant will be followed. This may include repayment of the original grant and a proportion of the proceeds if the item is disposed of by sale. 18.4 When disposal is motivated by curatorial reasons the procedures outlined below will be followed and the method of disposal may be by gift, sale or exchange or as a last resort – destruction. 18.5 The decision to dispose of material from the collections will be taken by the North Lanarkshire Council only after full consideration of the reasons for disposal. Factors including the public benefit, the implications for the museum’s collections and collections held by museums and other organisations collecting the same material or in related fields will be considered. Expert advice will be obtained and the views of stakeholders such as donors, researchers, local and source communities, and others served by the museum will also be sought. NLCMC has the authority to dispose of an item without recourse to the above process if, on the basis of professional advice, the item is an immediate and substantial health and safety risk to staff and/or public. 18.6 A decision to dispose of a specimen or object, whether by gift, exchange, sale or destruction (in the case of an item too badly damaged or deteriorated to be of any use for the purposes of the collections or for reasons of health and safety), will be the responsibility of the governing body of the museum acting on the advice of professional curatorial staff, if any, and not of the curator or manager of the collection acting alone. Page 269 of 330
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18 18.7 Once a decision to dispose of material in the collection has been taken, priority will be given to retaining it within the public domain. It will therefore be offered in the first instance, by gift or sale, directly to other Accredited Museums likely to be interested in its acquisition. 18.8 If the material is not acquired by any Accredited Museums to which it was offered as a gift or for sale, then the museum community at large will be advised of the intention to dispose of the material, normally through a notice on the MA’s Find an Object web listing, announcement in the Museums Association’s Museums Journal, and in other specialist journals (if appropriate). 18.9 The announcement relating to gift or sale will indicate the number and nature of specimens or objects involved, and the basis on which the material will be transferred to another institution. Preference will be given to expressions of interest from other Accredited Museums. A period of at least two months will be allowed for an interest in acquiring the material to be expressed. At the end of this period, if no expressions of interest have been received, the museum service may consider disposing of the material to other interested individuals and organisations giving priority to organisations in the public domain. 18.10 Any monies received by the museum governing body from the disposal of items will be applied solely and directly for the benefit of the collections. This normally means the purchase of further acquisitions. In exceptional cases, improvements relating to the care of collections in order to meet or exceed Accreditation requirements relating to the risk of damage to and deterioration of the collections may be justifiable. Any monies received in compensation for the damage, loss or destruction of items will be applied in the same way. Advice on those cases where the monies are intended to be used for the care of collections will be sought from Arts Council England/Cymal: Museums Galleries Scotland. 18.11 The proceeds of a sale will be allocated so it can be demonstrated that they are spent in a manner compatible with the requirements of the Accreditation standard. Money must be restricted to the long-term sustainability, use and development of the collection. 18.12 Full records will be kept of all decisions on disposals and the items involved and proper arrangements made for the preservation and/or transfer, as appropriate, of the documentation relating to the items concerned, including photographic records where practicable in accordance with SPECTRUM Procedure on deaccession and disposal. Page 270 of 330
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19 18.13 The nature of disposal by exchange means that the museum service will not necessarily be in a position to exchange the material with another Accredited museum. The governing body will therefore ensure that issues relating to accountability and impartiality are carefully considered to avoid undue influence on its decision making process. 18.13.1 In cases where the governing body wishes for sound curatorial reasons to exchange material directly with Accredited or non-Accredited museums, with other organisations or with individuals, the procedures in paragraphs 16.1-5 will apply. 18.13.2 If the exchange is proposed to be made with a specific Accredited museum, other Accredited museums which collect in the same or related areas will be directly notified of the proposal and their comments will be requested. 18.13.3 If the exchange is proposed with a non-Accredited museum, with another type of organisation or with an individual, the museum will place a notice on the MA’s Find an Object web listing service, or make an announcement in the Museums Association’s Museums Journal or in other specialist publications and websites (if appropriate). 18.13.4 Both the notification and announcement must provide information on the number and nature of the specimens or objects involved both in the museum’s collection and those intended to be acquired in exchange. A period of at least two months must be allowed for comments to be received. At the end of this period, the governing body must consider the comments before a final decision on the exchange is made. Disposal by Destruction 18.14 If it is not possible to dispose of an object through transfer or sale, the governing body may decide to destroy it. 18.15 It is acceptable to destroy material of low intrinsic significance (duplicate mass-produced articles or common specimens which lack significant provenance) where no alternative method of disposal can be found. Page 271 of 330
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20 18.16 Destruction is also an acceptable method of disposal in cases where an object is in extremely poor condition, has high associated health and safety risks or is part of an approved destructive testing request identified in an organisation’s research policy. 18.17 Where necessary, specialist advice will be sought to establish the appropriate method of destruction. Health and safety risk assessments will be carried out by trained staff where required. 18.18 The destruction of objects should be witnessed by an appropriate member of the museum workforce. In circumstances where this is not possible, e.g. the destruction of controlled substances, a police certificate should be obtained and kept in the relevant object history file. Page 272 of 330
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21 Appendix One: North Lanarkshire Archives Collection Policy Introduction This policy forms an integral part of North Lanarkshire Council’s Museums and Heritage Service’s Collecting Policy and should be read in conjunction with that policy. Identity North Lanarkshire Archives (the Archive), North Lanarkshire Heritage Centre, High Road, Motherwell, ML1 3HU, North Lanarkshire, Scotland, U.K. The Archive is administered by CultureNL Ltd, the cultural trust of North Lanarkshire Council. Any donations will become the property of North Lanarkshire Council. Authority to Collect Following local government reorganisation North Lanarkshire Archives was set up in 1996 to fulfil the Council’s obligations in terms of care of records under sections 53 and 54 of the Local Government etc. (Scotland) Act 1994. Following the implementation of the Public Records (Scotland) Act 2011 (PR(S)A) the Archive fulfils the Council’s obligation in terms of archive provision under section 1 2(b) (iii) of the PR(S)A and as outlined in Element 7 of the Model Records Management Plan. Scope of Policy Overall policy North Lanarkshire Archives exists to collect, preserve and make available to the public the historical records of North Lanarkshire Council and its predecessors as well as private records of historical or research interest relating to North Lanarkshire. Records Collected The Archive will acquire official and private records from within, or relating to, the area of North Lanarkshire Council. Page 273 of 330
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22 The official records of North Lanarkshire Council and its predecessors in the present area include the records of the former District Councils, Burghs, Regional Councils, Parochial Boards, Parish Councils, School Boards, County Councils and Development Corporations. Private records, which relate to all aspects of North Lanarkshire’s past and present, include the records of individuals, families, estates, businesses, organisations, institutions, clubs and societies within the district. Records Not Collected North Lanarkshire Archives would not normally accept the following types of records: - Records primarily relating to or arising in areas outside the current boundaries, unless there were exceptional circumstances and the agreement of any other interested archive authority had been sought. - Some local records if they are deemed to be more appropriately held at another repository. - Records of Church of Scotland and Roman Catholic churches in North Lanarkshire. These records are held by the National Records of Scotland and the Scottish Catholic Archives respectively. - Cine film. These will normally be referred to the Scottish Screen Archive because they require equipment beyond North Lanarkshire Archives’ resources to make them accessible. - Artefacts unless they have a special relationship with the associated archive collection held. Artefacts will normally be directed to the appropriate museum on the advice of the Museums Collections Manager. Collection Process Methods of acquisition Records are acquired by the Archive in the following ways: 1) Transfer – Internal transfer from a Council department, or from another local authority. 2) Gift, bequest or purchase – The records passes outright into the ownership of the Archives. Page 274 of 330
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23 3) Deposit – The records remain in the ownership of an external individual or organisation while being in the custody of the repository (long-term loan). Selection and De-accessioning Material that clearly falls outside the conditions of this Collecting Policy may be de-accessioned. This would normally mean that the material in question would be transferred to a more suitable repository, thus ensuring that records are held only in the most suitable repository. The Archive shall, after consulting the donor or depositor, evaluate and select for destruction or return those documents deemed not to be worthy of permanent preservation, and the intention shall be made clear at the time of transfer. Access Collections will normally be available for public access without restrictions unless an owner or depositor wishes to impose – reasonable – restrictions on access. Records may be accepted subject to those conditions. Access restrictions may also apply because of Data Protection legislation. The collections held by North Lanarkshire Archives are made accessible through a public access catalogue. Notice of every new accession and of any restrictions on its access or use will be made public at the earliest opportunity. Finding aids will be compiled within a reasonable period of time and copies will be supplied to the owners or depositors and to the National Register of Archives (Scotland). The Archive provides a public search room for the consultation of documents which is open to researchers five days a week. It can be used by anyone who would like to find out more about the history of North Lanarkshire, whether for leisure, study or work. Dating & Review Version Date Author/Reviewer Version 1.0 24 December 2004 Wiebke Redlich Version 1.1 31 August 2012, Version 1.1 Wiebke McGhee Version 2 (CultureNL Ltd) 27 January 2014 Wiebke McGhee Version 2.1 10 May 2016 Wiebke McGhee Page 275 of 330
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24 Appendix Two: North Lanarkshire Archives Appraisal Policy Statement & Procedure – to be updated by Fiona/Wiebke Policy Statement Background North Lanarkshire Archives (the Archive) exists to collect, preserve and make available to the public the historical records of North Lanarkshire Council and its predecessors as well as private records of historical or research interest relating to North Lanarkshire. The Archive preserves records permanently and has to consider the storage space available. Therefore the Archive must limit its holdings to records of the highest archival value. The appraisal process as described below informs this selection process. This document should be read in conjunction with the Archives Collection Policy and North Lanarkshire Council’s Retention Schedule. Scope This document will apply to all records collected by North Lanarkshire Archives whether public, i.e. the records of North Lanarkshire Council and its predecessor administrations, or private collections and will cover appraisal at the time of acquisition as well as re-appraisal. Definition Appraisal is the process of distinguishing records of continuing value from those of no further value so that the latter may be disposed of. It is a quality control mechanism and is as such a positive and essential archival activity. Appraisal can be carried out at the following stages: • Pre-acquisition, while still current within the creating department. • Post-acquisition, after the records have been transferred and before they are catalogued. • At a much later stage if the records were not fully appraised at 1) or 2) (re-appraisal). Page 276 of 330
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25 Aims This policy and procedure seeks • To ensure the selection of records of the highest archival value, avoiding duplication; • To inform objective and consistent appraisal decisions, valid over time, for all records of potential archival value produced by the organisations and individuals whose collections are held at North Lanarkshire Archives and to document those decisions; • To provide a framework for the confidential destruction or disposition of duplicate material and ephemera; • To develop consistent appraisal methodologies for records common to certain types of organisations. Procedure Sphere of activity Appraisal will be carried out by qualified archival professionals, or by para-professionals under the supervision of a qualified archivist following the internal appraisal procedures. Appraisal of new deposits and gifts will in most cases be carried out in two stages, before receipt into the archives and after receipt during the cataloguing process. Appraisal Stages 1) Pre-acquisition appraisal Where possible, collection will be appraised on-site before deposit/gift takes place. This will generally be undertaken at a ‘series’ level and will enable staff to identify series or types of records not worthy of long-term preservation. This pre-acquisition appraisal helps avoid the unnecessary expense of taking this material into the archives and removing it at a later stage. Pre-acquisition appraisal will also provide an opportunity to identify and reject collections, or parts of collections, whose informational value duplicates others already held at the archives or which contravene the Collection Policy. It is possible that a collection will be rejected in its entirety at this stage. Page 277 of 330
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26 In the case of public records deposited the retention schedule will be used to identify any series or items not considered worthy of long-term preservation. 2) Post-acquisition appraisal For newly-deposited/given collections, appraisal will generally be carried out during the cataloguing process on a file by file basis. The right to appraisal is embedded in our deposit agreement. After appraisal, owners of collections will be offered a choice between taking back appraised items, or allowing the items to be sent for confidential destruction. We will not dispose of any records in our ownership by sale. 3) Re-appraisal Re-appraisal will often be necessary for larger collections if no or little appraisal was carried out at the time of acquisition. Two methods of appraisal will be used for existing collections, depending on their size and complexity. Smaller collections may be appraised on a file by file basis. Appraisal on a larger scale will also utilise the file by file method and in some cases this will be supplemented by macro-appraisal, i.e. where the value of the records can be assessed at departmental or unit level rather than at an individual file level. Appraisal criteria and historical value Appraisal for archival purposes concentrates largely on the historical value of a record, any value for current business purposes having been superseded when the collection was deposited in the archive. Historical value can be broken down into two areas: ‘evidential value’, the way the record documents the history, structure and functions of an organisation; and ‘informational value’, or value in providing research material on persons, places and subjects. Records selected for permanent preservation at archives should be those which show the significance of the functions and activities of organisations. Items of the highest archival value are those which are most capable of documenting change, continuity and development over time, and of assisting historical interpretation of such changes. Page 278 of 330
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27 Appraisers should use the following criteria when appraising collections, selecting items which give significant information regarding: • The history of the organisation or individual, including for institutions their organisation and procedures • The formulation of any policies or legislation and, more selectively, its implementation and interpretation • Notable events or persons, but only when the records add significantly to what is already known • Major events, developments or trends in political, social, legal or economic history, especially those relevant to North Lanarkshire’s migration, urban development (Cumbernauld), industrial revolution • Scientific, technological or medical research and development • Demographic, medical, social, cultural and economic history and historical events • Geography, including by means of statistical and quantitative research • Internal or external guidelines which give criteria for specific classes of records The appraiser may also consider the following: • Local interest Appraisers should additionally be aware of potential levels of interest from our main user- groups, and where possible retain material which will add significantly to main topics of research, such as genealogy and local history. • Presentation Apppraisers should consider keeping material which may not exactly conform to any established criteria, but which does have information which is of interest, or which may be presented in a lively and engaging way. • Audience development In some circumstances material may be suitable for long-term preservation by virtue of its suitability for audience development and appraisers should also bear this in mind when appraising ephemeral material. Page 279 of 330
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28 For the appraisal of homogenous categories of records, such as those produced by similar types of department or organisation, e.g. schools, or by similar types of activities/functions it is recommended that generic appraisal guidance will be developed. Duplicates All routine, ephemeral, or duplicated material should be systematically removed from the collection. Where possible and practical, all types of records produced by an organisation should be surveyed during appraisal, in order to track or identify sources of information. This will enable items which duplicate information to be selected for disposal. Sampling Random or other sampling methods should be used pragmatically, with appropriate methodologies implemented which are applicable to the collection under review. Where the Retention Schedule states that records should be passed to the Archivist for sampling a variety of methods may be applied in this process. Sampling can be carried out in particular when there is a series of uniform or homogeneous records which cannot be retained in the original or in microform copy. The following sampling methods, which have to be documented at the time of cataloguing, may be employed depending on the type of record in question: 1) Keeping typical examples 2) Purpositive sampling; keep items related to selected subjects 3) Systematic sampling 4) Random sampling 5) Mixed systems Disposal Page 280 of 330
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29 All disposal decisions made after deposit/gift of a collection should be recorded in the catalogue at the appropriate level for the material destroyed, including reasons for disposal, e.g. direct duplicate, duplicate information held elsewhere, not considered worthy of permanent preservation. De-selected deposited material will be offered back to the depositor unless the depositor cannot be traced (using the last available contact details the depositor has supplied). On occasion and if owned by the archives it may be offered to other archive services. All material for disposal by destruction will be dealt with confidentially. Dating & Review Version Date Author/Reviewer Version 0.1 13 January 2016 Wiebke McGhee Version 0.2 11 May 2016 Wiebke McGhee Page 281 of 330
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Appendix 3 Museums & Collections Collections Care & Conservation Policy Name of Governing Body: North Lanarkshire Council Date of Approval by Governing Body: Date for Review (within 5 years): Page 282 of 330
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Contents 1 Introduction 2 Aims 3 Ethics and Legislation 4 Standards 5 Preventive Conservation 6 Remedial Conservation 7 Health & Safety 8 Expertise and Advice Page 283 of 330
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1 Introduction This policy will guide North Lanarkshire Council Museums & Collections (NLCMC) in the field of collections care and conservation. The Museums collections are at the heart of NLCMC and are fundamental to all our work across Curatorial, Learning and Access and Visitor Services. There are approx. 50,000 items with the major collection categories being industrial history and social history. There are smaller collections related to world cultures, archaeology, natural history and geology. The Industrial and Associated Social History Collection is designated as being of National Significance to Scotland. 2 Policy Aims This policy sets out how our collections care and conservation activities ensure the long- term preservation of our collections. It outlines our duty of care and responsibilities towards the collections. The aim of the policy is to ensure that the NLCMC fulfils its fundamental duty to care for its collections based on a combination of preventive and remedial conservation, within the resources available. 3 Ethics & Legislation NLCMC is required to comply with the following ethical guidelines and legislation: • Museum Association Code of Ethics • Health and Safety at Work (1974) • COSHH Regulations (2002) • Control of Asbestos Regulations (2012) Page 284 of 330
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4 Standards NLCMC uses the following standards and frameworks to look after our collections: • Benchmarks in Collections Care for Museums, Archives & Libraries 2.1 (2018) • PAS198:2012 Specification for Managing Environmental Conditions for Cultural Collections • Guidelines for the Care of Larger and Working Historic Objects (2018) • Guidelines for the Care of Human Remains in Scottish Museum Collections (2011) • Spectrum 5.1 • Work undertaken by external conservators will conform with the Institute of Conservation’s Professional Standards (2020) and their Code of Conduct (2014) 5 Preventive Conservation Preventative conservation covers the measures necessary to slow down or minimise deterioration of museum objects and specimens and structures. This is the best and most resource efficient way to care for collections, minimise waste and reduce the impact on the environment. 5.1 Collections Conditions Overview NLCMC will survey, benchmark and visually inspect the conditions in which collections are kept to determine priority areas for improvement in line with best practice as defined by Benchmarks in Collections Care and the SPECTRUM procedures. The condition for all museum collections will, as a minimum, meet or exceed the ‘basic level’ requirements of Benchmarks in Collections Care. 5.2 Requirements for Preventive Conservation NLCMC’s Care and Conservation Plan sets out the preventative measures which will be implemented to help deliver improvements in the following areas: • Collection condition overview • Environmental monitoring Page 285 of 330
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• Environmental control • Provision of suitable building conditions • Housekeeping Periodic reviews will be held to evaluate the condition of the collection and summarise priorities for improvements. Recommendations for action will be produced and an action plan formulated for carrying out the priorities identified as necessary within a specified time period. 5.3 Environmental Monitoring NLCMC will: • Monitor the environment in museum storage and display areas • Measure and record temperature, relative humidity and light levels • Collect environmental data using continuous recording software and systems along with hand meters and thermohygrographs where required • Collate and analyse the data to provide stable and appropriate environmental conditions for objects • Montor, manage and eradicate pests 5.4 Environmental Control NLCMC will store and display collections in appropriate environments to minimise their rates of deterioration. 6 Remedial Conservation Remedial conservation involves a treatment to an object or specimen to bring it to a more acceptable condition or state in order to stabilise it or enhance some aspects of its cultural or scientific value. The first priority is always preventive conservation; remedial conservation is the last resort. Page 286 of 330
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NLMC will receive regular advice from a conservator or collection care adviser, or other appropriately qualified/experienced person on the museum’s approach to collection care activities. 6.1 Criteria for Remedial Conservation Remedial conservation will be prioritised based on three criteria: • Is there active decay or risk to a collection and/or an object? • Is the current condition a barrier to public access? • Is it of significance, high monetary or research importance? 6.2 Requirements for Remedial Conservation Where remedial work is necessary we will work in accordance with the following principles: Suitably Qualified and Experienced Staff • Only appropriately qualified and experienced conservators and collections care staff will be employed to carry out conservation work. • Documentation of Condition and Treatment: The conservator should provide a written specification (or preliminary report) for the proposed work that must be agreed by the curator before work can begin. A full final report must be provided on completion of the conservation work. All treatments will be photographed and documented on Modes and records will be maintained in accordance with SPECTRUM standards. 7 Health & Safety All hazardous materials will be identified and made safe, this includes objects containing asbestos and poisons such as mercury and lead, among others. All objects containing asbestos will be recorded in an asbestos register and included as part of the asbestos management plan. These should be updated on a regular basis as any new objects are identified. Modes will be used to record where a collection item is potentially hazardous. Page 287 of 330
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8 Expertise & Advice 8.1 Expertise Conservation work will only be undertaken by an appropriately qualified person, or under the supervision of an appropriately qualified person. Basic cleaning and minor conservation will be carried out by suitably trained members of staff. External conservators should be accredited with The Institute of Conservation’s Conservation Register and where available a professionally accredited conservator should be used. Other criteria that will be considered include experience of conserving similar material; feedback from recent clients; having appropriate storage and premises; and possession of the appropriate type and level of insurance. Conservation work should be planned and carried out in consultation with Curatorial staff. 8.2 Advice Caring for the collections is the responsibility of all staff. NLCMC is committed to continuing professional development of its staff and to the building of the relevant knowledge and expertise. NLCMC is committed to training and to raising awareness of collections care issues. By promoting these to staff and volunteers, NLCMC will communicate the message that safe handling and use of the collections will preserve them for the future and in doing so allow access to them for longer. Guidelines and information relating to collections care procedures will be accessible to staff on Teams. All workforce members and freelance staff working to support the care and conservation of the collection must be aware and follow all policies and procedures. Page 288 of 330
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This policy is available to all staff, volunteers and contractors. It is located in a shared folder on Teams. It will be shared with new staff as part of their induction and made available to contractors. Page 289 of 330
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Appendix 4 Museums & Collections Documentation Policy Name of Governing Body: North Lanarkshire Council Date of Approval by Governing Body: Date for Review: Page 290 of 330
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Contents 1. Introduction 2. Aims and Objectives 3. Ethics and Legislation 4. Accountability and Standards 5. Security and Preservation of Documentation Records 6. Access to Collections Information Page 291 of 330
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1 Introduction This policy will guide the work of the North Lanarkshire Council Museums & Collections (NLCMC) in the field of collections documentation. NLCMC understands museum documentation to be as that set out by the Documentation Committee of the International Council of Museums (ICOM-CIDOC): ‘Museum Documentation is concerned with the development and use of information about objects within a museum collection and the procedures which support the management of the collection.’ Documentation underpins every aspect of museum activity. The records relating to the museum collections are vitally important in order to capture and preserve their historical significance. Recording collection information is also central to being accountable for collections, their accessibility, management, research, study, security and use. This policy defines NCLMC’s commitment to gathering, storing and making available information about the collection. 2. Aims & Objectives The aim of this Policy is to ensure that NLCMC fulfils our guardianship, stewardship and access responsibilities. Through implementation of this policy our objectives are: • Improve accountability for the collections • Maintain at least minimum professional standards in documentation procedures and collection information and attain the very highest standards wherever possible • Extend access to collection information • Strengthen the security of the collections This policy is to be used in conjunction with NLCMC’s Collections Development Policy, Documentation Plan, Documentation Procedural Manual, Collections Care & Conservation Policy. 3. Ethics and Legislation NLCMC recognises its responsibility to make information about its collections accessible to users however some information will always be treated as confidential, such as donor information, valuations and location details. All requests will be considered in terms of compliance with applicable legislation including UKGDPR and Page 292 of 330
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Data Protection Act 2018, and any legal agreements, conditions of gift, copyright, or oral history use restrictions. Collections information will also be acquired, stored, managed and used in compliance with the Museum Association’s Code of Ethics for Museums and to current SPECTRUM Standards. 4. Accountability & Standards Through our documentation system we will record sufficient information about the objects in our care so that each object we are legally responsible for (including loans as well as permanent collections), can be identified and located. The documentation system meets all nine of the minimum requirements as defined in Spectrum 5.1 – the UK Standard for Collections Management. NLCMC’s Documentation Procedural Manual details all of these primary procedures: • Object Entry • Acquisition and Accessioning • Location and Movement Control • Inventory • Cataloguing • Object Exit • Loan In • Loan Out • Documentation Planning This system ensures that all collection information is kept up to date and made available. We will review and update the system as appropriate to keep it up to date with developments to SPECTRUM and to ensure continual improvement of accuracy, security, reliability and accessibility. We aim to improve the level of collections information held, for example, as object records are updated the opportunity is taken to standardise terminology and ensure that all relevant information is included. We will also endeavour to follow Spectrum’s procedures for the Use of Collections to help us record the knowledge gained and information created through using collections. 5. Security & Preservation of Documentation Records We have measures in place to ensure the physical security and long-term preservation of all documentation records, whether paper or digital. We will update manual or digital records as appropriate. Page 293 of 330
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Collections information is recorded on the museums’ collections management system, Modes. All the information contained in the accession registers is recorded on this system. Modes is stored on a server managed by NLC IT and is backed up on a nightly basis. There are also two further backup copies located on different servers which are read only. We will maintain Modes to ensure it does not become obsolete. We will ensure that programme updates are applied as they become available from the software supplier. Key manual (paper) records have paper or scanned copies that are held at a different site to the originals. Security copies are maintained of Accession Registers and held at a different site from the originals. 6. Access to Collection Information We are committed to providing public access to collections and collections information. We encourage work with appropriate partners on projects that will improve levels of documentation and increase public access and research on the collections. These can include national initiatives, collaboration with other museums, subject specialist networks, the education sector or local community groups. The timing of projects will be dictated by the needs of the Museum’s learning and exhibition programmes, including the development of school workshops, loan boxes, reminiscence, community projects, website, gallery developments and temporary exhibitions. This will ensure that limited resources are directed towards immediate public outcomes that provide improved access to our collections. The public can also access the collections online which provides different navigational tools for people to explore the collection. We are committed to adding new objects and content so as much of the collection is accessible online as possible. Digitisation work in this area is a longterm priority for the Curatorial Team. Page 294 of 330
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Appendix 5 Museums & Collections Access Policy Enterprise & Communities – Active and Creative Communities Page 295 of 330
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Museums & Collections Access Policy 2 Document control Title Museums & Collections Access Plan Owner Lu McNair Contact Lu McNair Governance Group Communities Committee Author Contact Revision History Number Originator Date Review Commenced Revision description/record of change Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) Consultation Record (for most recent update) Status of document consulted upon July 2024 Stakeholders consulted/date July 2024 Strategic Alignment Improve the health and wellbeing of communities 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. Next review date Review Date July 2025 Page 296 of 330
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Museums & Collections Access Policy 3 Access Policy “The Museums & Collections Service exists to preserve and interpret the social and industrial history of North Lanarkshire. Through displaying collections of local and national importance it is hoped to add to the enjoyment, knowledge and understanding of present and future generations.”. 1.0 Introduction This Policy is part of the Museums & Collections policy framework, which consists of: • Museums & Collections Forward Plan • Collections Development Policy • Documentation Policy • Care & Conservation Policy 1.1 Its purpose is to support the aims of the Forward Plan, specifically to “Improve access to and engagement with collections and develop new audiences.” 1.2 This policy adheres to all relevant legislation including, and not limited to, the Equality Act 2010, Freedom of Information Act 2000, Data Protection Act 2018 and the Disability Discrimination Act 2020, The Equality Act 2010 (Amendment) Regulations 2023 and relevant North Lanarkshire Council policies and documents including the Equality Strategy and Digital and IT Strategy. 2.0 Statement of Purpose and Key Aims The key aims of the Museums & Collections service support the Plan for North Lanarkshire which has five key priorities: PRIORITIES To deliver our shared ambition of inclusive growth and prosperity, our work will be focused on five complementary priorities: Page 297 of 330
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Museums & Collections Access Policy 4 1. Improve economic opportunities and outcomes. 2. Support all children and young people to realise their full potential. 3. Improve the health and wellbeing of our communities. 4. Enhance participation, capacity and empowerment across our communities. 5. Improve North Lanarkshire’s resource base. These priorities are underpinned by 25 ambition statements and the Museums & Collections Forward Plan’s link to these. Key Aims The Museums & Collections key strategic aims are: 1. Ensure the management, development, and long-term care of collections. 2. Improve access to and engagement with collections and develop new audiences. 3. Develop the core business of the museums ensuring a broad offer with excellent customer service that is increasingly self-sustaining. 4. Further develop lifelong learning and community outreach opportunities. 5. Ensure that our services are compliant with all relevant legislation, guidance and standards. 2.1 Challenges to Access Providing access to our museums & collections requires understanding of the challenges that people experience. The local context includes: • One in four children in Scotland live in poverty and with that comes poorer health and education and North Lanarkshire has a higher level of poverty than the Scottish average. • The percentage of adults without qualifications in North Lanarkshire is 2.7 times higher than the rest of the UK. • The collections have inherent biases that may exclude some communities due to their voices not being reflected. • Volunteering is lower in North Lanarkshire compared with the Scottish average. • Industrial and working-class history is seen as a ‘hard sell’ to non-specialist visitors and traditional museum visitors. • Aging population and increase in physical and mental health issues • New communities without a history of museum-going • Financial pressures on families including cost of travel • Confidence issues and threshold anxiety • Cultural, language and sensory barriers Page 298 of 330
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Museums & Collections Access Policy 5 3.0 Collections “The collections, owned by North Lanarkshire Council were, prior to local government reorganisation in 1996, held by four separate museum bodies. Monklands District Council (originally Airdrie Museum which opened in 1896), Cumbernauld & Kilsyth District’s collection which begun in 1975, while Motherwell District and Summerlee Heritage Trust were both established in 1986-87. Material culture was collected to reflect the social and industrial history of the area. There are approximately 38,000 items in the collection, with over 12,000 relating to industrial history, 20,000 covering social history, 6,000 relating to world cultures, art, natural history, geology and archaeology. In addition, NLC Archives hold 46,000 archive files and items. The museum collections also has a handling collection for use by the Learning and Access team for workshops, reminiscence sessions etc. and a set dressing collection of domestic objects used in open displays, for example the Summerlee miners’ cottages. These collections are not accessioned as they are duplicative, in poor condition and/or have no object history. Since their condition will also deteriorate over time due to handling and use it is not appropriate to accession them into the permanent collections.” Collections Development Policy 2024-2029 4.0 Access Routes We will endeavour to provide a wide range of access to our collections and buildings to enable visitors access routes that best suit their requirements. 4.1 Physical Museums The main focus of access is via entry to our physical museums, these museums are: Cumbernauld Museums, Cumbernauld Colzium House, Kilsyth North Lanarkshire Heritage Centre, Motherwell Kilsyth Museum, Kilsyth Summerlee Museum of Scottish Industrial Life, Coatbridge Shotts Heritage Centre, Shotts These museums feature interpreted displays of objects with text panels, labels, contextualised object, and in some locations, AV interpretation, trails, self-guided tours and staff for additional interpretation and support. Physical access is considered in displays, visitor services and buildings, where permitted. 4.2 Collections in Stores Access to objects held in museums is made available on request to researchers and members of the public. 4.3 Supported Access The Learning & Access team provides supported access for nursery, primary, secondary schools and colleges. They also provide reminiscence services, outreach and family activities in the museum. This is often the main entry to the museum for children and excluded audiences. Page 299 of 330
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Museums & Collections Access Policy 6 4.4 Digital Information and Enquiries The Museum provides online access to the collections and collections information through the Museum website, which are updated regularly with new information. In addition to email enquiries, in person, telephone and postal enquiries are available. 4.5 Physical, Intellectual, Language and Sensory Access The considerations of people with physical, intellectual, language and sensory needs will be taken into account with public programming, social media, and changes to displays. 4.6 Temporary Exhibitions The temporary exhibition programme enables access to unseen collections and contextualise known objects, bring objects from other parts of the country for visitors to access, and allow new audiences to be focused on. 4.7 Social Media Social media will be used to generate interest in collections, activities, and exhibitions. 4.8 Co-Curation Using co-curation to develop activities and exhibitions that meet the requirements of audiences will be explored. 4.9 Published Research Research created by the curatorial team will be published, used in exhibitions and made available via the website and social media. Page 300 of 330
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Museums & Collections Access Policy 7 Appendix 1 Access Plan This plan outlines the key measure that will be taken in increase access. Action Resource Audience Completed by Active and low cost travel promotion Internal budget Visitors to North Lanarkshire Council Museums 2024 Continue to contribute to the VolunteerNL programme and school and summer placement initiatives to help to widen access to the collections and employment Staff Internal budget All museums 2024 onwards Trauma informed practice training to be undertaken by all staff. Staff Internal budget All museums 2024 Co-curation of programming trial for new displays and de- colonisation project External budgets New audiences 2024 onwards Website improvements to integrate collections website with main ACC creative website ACC budget Local, national and worldwide 2025 Poverty test all programming to ensure that museum activities collectively do not exclude audiences. Staff Local audience 2025 Immersive experience to include museum topics such as mining to provide compensatory activity. Staff Summerlee Museum visitors and at other immersive spaces in NLC 2025 Continue to expand supported access programme in line with user needs Staff Internal budget All museums 2026 Promote the community museums and their supported activities programme Staff Internal budget All museums 2026 Work to increase the use of Gaelic within targeted displays in partnership with NLC colleagues Staff Internal budget All museums 2026 Page 301 of 330
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North Lanarkshire Council Report Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 19/08/24 Community Asset Transfer and Participation Requests: Annual Report for 2023/24 From Stephen Penman, Chief Officer (Strategic Communication & Engagement) E-mail PenmanS@northlan.gov.uk Telephone 07814916564 Executive Summary The purpose of this report is to provide the Communities Committee with the annual progress report regarding Community Asset Transfer (CAT) and Participation Requests (PR) in North Lanarkshire. These important areas of business are recognised as a vital mechanism for community engagement and improvement within public services. Our work has helped us foster collaboration, empower communities and to enable community and voluntary sector organisation to deliver important outcomes for residents and communities. The report has been prepared in line with the legislative requirements set out in Parts 3 and 5 of the Community Empowerment (Scotland) Act 2015 requiring relevant authorities to publish an annual report setting out the number of requests received and the outcome of these. Recommendations It is recommended that the Communities Committee: (1) Recognise the progress made in implementing the North Lanarkshire Community Asset Transfer (CAT) and Participation Request approach and the level of support being provided to groups and organisations engaged in the process. (2) Acknowledge the number of Community Asset Transfer requests agreed or refused, whether they resulted in transfer of ownership, lease or conferral of other rights, number of appeals, and number of decisions made by the Council that have been reviewed and the level of capacity building support being provided to groups and organisations engaged in the process; and (3) Be aware of the advance data regarding anticipated CAT applications for 2024/25 period as outlined in Appendix 2 – Section H. (4) Approve the official annual return (2023/24) for submission to the Scottish Government. (5) Authorise that this report and the annual government return is made publicly available to meet our requirements under Section 95 of the Community Empowerment (Scotland) Act 2015 to produce and publish an annual report on Asset Transfer Request activity. Item 13 Page 303 of 330
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1. Background 1.1 The Community Empowerment (Scotland) Act 2015 was enacted in July 2015, this legislation requires Local Authorities to collaborate with communities and the voluntary sector to deliver effective services that address local needs. Community Asset Transfer (CAT) falls under Part 5 of the Act, while Participation Request (PR) requests are covered by Part 3. 1.2 The Council’s Corporate Community Ownership and Management Working Group is responsible for overseeing processes related to community ownership and management and sets implementation priorities within the council. The working group provides strategic advice, guidance and support to officers involved in the operational management for this part of council business. (Refer to Appendix 1 for working group membership) 1.3 Throughout 2023/24 the working group has focused on the following areas: • Empowering community bodies through land and building ownership, giving them a stronger voice, and enabling them to participate in decision making processes. • Improving community planning processes through active community participation. • Implementing and reviewing CAT and PR policies based on the process approved by the Community Empowerment Committee in April 2020, aligning with The Plan for North Lanarkshire (TPFNL) and other national guidelines. 1.4 The report relates to the official Community Asset Transfer process and the reporting requirements set by Scottish Government related to the Community Empowerment (Scotland) Act 2015. The focus for the report is therefore on outcomes associated with the councils Community Asset Transfer process and policy as at 31st March 2024. 1.5 Recent Council decisions will better coordinate and implement a broader and more community focused approach through the implementation of a new Community Ownership and Management of assets aims increase capacity and positive outcomes. This approach will enable a better coordinated corporate approach and response to promoting, raising awareness and responding to any requests for community use, management or ownership of assets and is supported by: • Two posts dedicated to increasing community and organisational capacity for community ownership and management of assets • Allocation of capital resource to improve buildings where a request for lease or ownership is successful 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 One Service Page 304 of 330
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• Use of UKSPF resources for early work to develop applications (ie valuations, business planning, condition surveys etc) • Dedicated support for organisations around business planning through the Business Gateway Service. 1.6 While this report refers to the formal Community Asset Transfer and Participatory Budgeting process, it is important to note that other mechanisms, for example agreed leases, can often be the most suitable option for groups. Since 2017, a total of 32 council assets have been effectively transferred to community groups. 2. Report Community Asset Transfer update 2.1 Between the 1 April 2023 and the 31 March 2024 there has been a total of 29 new enquires relating to CAT. Combined with 18 ongoing enquiries from the previous year; has meant officers involved in the CAT process have been engaging and supporting 47 organisations and groups, each at different stages of the CAT process. 2.2 Table 1 below summarises the enquiries/submissions received within the reporting period. Table 1 Community Asset Transfer enquiries/submissions up to 31 March 2024 Classification Number Ongoing enquiries from previous years 18 Number of new enquires received with reporting period (telephone / email or web enquiries) 29 Total number of ongoing / new enquiries 47 Enquiries withdrawn 11 Enquiries leading to formal CAT applications being submitted 3 Further breakdowns Number of successful CAT applications determined 0 Number of unsuccessful CAT applications determined 1 Number of applications withdrawn 2 Enquiries resulting in other ownership or management options 1 Number of ongoing enquiries rolling over to 2023/24 37 Further breakdowns 2.3 The focus for all enquiries is to secure the best outcome for all parties. It is important to note that some enquiries will be withdrawn, some will lead to formal CAT applications being submitted and some enquiries will be resolved through other means such as Page 305 of 330
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commercial leases, alternative management agreements etc. A detailed breakdown of the CAT activity is provided in Appendix 2 of this report. CAT - Key Highlights for 2023/24 2.4 Several key highlights from the last reporting period include: • Increased levels of enquiries • Successful implementation of the one-point-of-contact system • Demonstration by communities of their appetite for community asset transfers or other related solutions • Significant level of enquires from sports clubs and organisations for asset transfer of sports pitches and other community facilities. • Increased referrals to Voluntary Action North Lanarkshire for advice around governance and funding. • Strengthened relationships with Community Ownership Support Service, operated by the Development Trust Association Scotland • Trial of setting of deadline dates for assets which are subject to multiple interest for community asset transfer. • Testing of a small new funding stream to support organisations preparing for community asset transfer, funded by UK Shared Prosperity Fund. Participation Requests 2.5 Participation requests are a way for people to have their say about what improvements they would like to see made to public services they use. This is outlined in Part 3 of the Community Empowerment (Scotland) Act (2015) 2.6 By making a participation request, a community body, or a group of people can start a discussion with the council about how to improve services. Sometime this may be as simple as requesting a focused discussion and other times this may be about negotiating and agreeing for the community body to assume responsibility for making improvements within their local community. 2.7 An important factor to note is that as a public service authority the council must agree to the request or give a good reason why not. 2.8 If the request is granted, the community body will be invited to participate in an outcome improvement process. This formal process will determine the finer details of any involvement or improvement work. 2.9 It is envisaged that the outcome improvement process will lead to an improvement in the way a service is delivered or to improved outcomes for local communities and for local people. 2.10 Table 2 below summarises the enquiries/discussion and submissions received between1st April 2023 and 31st March 2024. Page 306 of 330
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Table 2 Participation Request enquiries/discussions and submissions up to 31 March 2024 Classification Number Ongoing enquiries from previous periods 1 Number of new participation request enquiries 2023-24 5 Total number of ongoing PR enquiries / discussions 6 Total number of live PR cases operating 2 Number of PR enquiries / discussions carried over to 2024/25 6 Participation Requests - Key highlights for 2022/23 2.11 Key highlights for the 2023/24 reporting period include: • Increased levels of dialogue with community and voluntary sector organisations in respect of the PR process. • This year the PR discussions have been around more complex ideas, with organisations looking to work with the council to improve services for local communities or related to better utilisation of council owned assets. Capacity Building Support for CAT & PR requests 2.12 Whilst the number of organisations submitting formal CAT and PR applications is relatively low. Pre-application support is being provided to most organisations following their early expression of interest / enquiry. 2.13 This initial support ensures that the organisations understand the empowerment focused processes and enables them to access vital information, guidance, and advice at the same time. 2.14 Many organisations are also receiving extended support from the Community Partnership Team to further develop their capacity and to enable then to develop important supporting evidence for their CAT and PR requests. This often includes advice on planning, finances, staffing /volunteers, policies and procedures, promotions, project management, community engagement and consultation etc. 2.15 This can be resource intensive. However the council is committed to ensuring that it does not transfer the burden of property or land, or delivery of local improvements to organisations who do not have the capacity and/or resources to sustain the important work within our communities. 2.16 As projected in the last annual report, requests for support have matched the levels of enquiries received. This is reflective of the additional community conversations now happening and also the ongoing promotions by officers and councillors. 2.17 Similarly, it was projected that community organisations were likely to step up to consider CAT and PR applications on behalf of communities, as result of proposed asset rationalisation. This also occurred. Page 307 of 330
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2.18 Overall, the enquiries received relating to CAT have grown by 175% and for enquiries for PR has grown by 250%. 2.19 The potential for resourcing pressures and/or a bottleneck whilst enquiries and applications are processed will now be mitigated by the creation of two additional Community Partnership Officer posts within the Community Partnership Team as approved by Policy & Strategy Committee on 6 June 2024. 2.20 The provision of support is crucial and enables organisations to submit more rounded well considered applications and importantly to improve their own capacity to manage community assets and improve local outcomes. Promotions and Awareness Raising 2.21 It is our intention to continue to consider improvements regarding how CATs and PRs are promoted. Officers plan to continue to implement those suggestions outlined in the last annual report. As well as the development and implementation of the approaches outlined in Table 3 below, over the next three-year period; and by doing so, enhance community engagement and understanding, leading to more effective participation and involvement of communities within our democratic processes. Table 3: Additional Approaches to Promote and Raise Awareness of CAT & PRs Community Workshops: Organise workshops and information sessions with community and voluntary sector organisations to discuss the benefits and processes involved. Educational Campaign: Develop clear, accessible materials like brochures, videos, and infographics. Distribute these through community centres and online platforms. Highlight Success Stories: Share case studies of successful community asset transfers and participation requests, emphasising the positive impacts on local areas. Social Media Engagement: Utilise social media to share updates, success stories, and educational content to reach a wider audience. Local Media Partnerships: Collaborate with local newspapers and radio stations to feature stories on the benefits and opportunities of asset transfers. Training Programmes: Offer training sessions for community groups to help them understand and navigate the processes of asset transfer and participation requests. Collaboration with Schools: Work with schools, colleges and universities to include community development topics in their curricula, raising awareness among younger generations. Feedback Mechanisms: Page 308 of 330
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Establish channels for community feedback and consultations to ensure transparency and involvement in decision-making. Online Resources: Enhance the current online information by reviewing and updating guidelines, resources, and support information related to asset transfers. Recognition: Host events or awards to recognise successful community initiatives, motivating others and highlighting best practices. Future Priorities 2.22 Following approval by the Policy and Strategy Committee of the Report – Community Use of Assets and the recommendations contained within it, the Corporate Community Ownership and Management of Assets working group (CCOMWG) will now look to implement and deliver the required changes to allow a smooth transfer to the new Community Ownership and Management of Council Owned Assets Policy, and to support the roll out of the new Community Asset Fund. 2.23 Other key priorities include: - • Review of the (CCOMWG) action plan and continued delivery of agreed actions • Continuing to develop and manage Community Asset Transfer and Participation Request processes in line with the Community Empowerment Act • Development of capacity building support offer for community organisations and groups. Annual data return for the Scottish Government 2.24 All relevant authorities concerned with asset transfer under schedule 3 of the Community Empowerment (Scotland) Act 2015 are required to submit an annual return to the Scottish Government. The Scottish Government provides a template to use for this purpose. 2.25 Appendix 4 contains the completed template for North Lanarkshire Council and contains key data for the period 1 April 2023 to 31 March 2024. The information provided in the template will help inform policy and practice at a local and national level. The data will be collated and shared by the Scottish Government’s Community Empowerment Team. 2.26 This annual report and the return for the Scottish Government contained within it, will be made publicly available to meet our requirements for reporting updates and progress to the general public. 3. Measures of success 3.1 Performance measures in respect of Community Asset Transfer and Participation Requests have now been included in the Plan for North Lanarkshire – Strategic Performance Framework. The performance measures cover the following: - • number of successful Participation and CAT requests • number of community groups engaged in Participation and CAT requests. Page 309 of 330
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• support provided to community groups and organisations as a result of initial CAT or PR enquiries; and • positive outcomes or referrals as a result of initial CAT or PR enquiries 4. Supporting documentation 4.1 Appendix 1 Corporate Community Ownership and Management Working Group Membership 4.2 Appendix 2 Community Asset Transfer Activity Log for 2022/23 4.3 Appendix 3 Participation Request Activity Log for 2022/23 4.4 Appendix 4 Annual Return to Scottish Government for 2022/23 4.5 Link to Community Use of Assets policy approved in June 2024 Community Use of Assets Stephen Penman Chief Officer (Strategic Communications & Engagement) Page 310 of 330
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Successful CAT requests may impact on the Council’s income in terms of revenue income and capital receipt. The implications of this could be both negative and positive and will be considered alongside risk and community benefit to contribute to determining the outcome of a CAT request. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Community Asset Transfer and Participation requests process has been implemented and reviewed, in accordance with the Council’s statutory duties as outlined in the Community Empowerment (Scotland) Act 2015 and the Asset Transfer under the Community Empowerment (Scotland) Act 2015 Guidance for Relevant Authorities. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ Page 311 of 330
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment as the result of improvements to community amenities. Some of the CAT proposals will involve facility upgrades which will include consideration of environmentally friendly heating sources and other options. Two participation requests focus on environmental improvement and another supporting the active travel agenda 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Participation Request and CAT process supports the Council’s framework for engagement with local communities and is supportive of building the capacity of local communities and of the community empowerment agenda. Details of promotions and communications for CAT and PR have also been outlined within 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? Reputational risk to the council if CATs and PRs do not have a positive outcome for the applicants. Ongoing consideration of risk as part of the corporate risk management approach linked to the implementation of the Community Empowerment (Scotland) Act 2015 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 312 of 330
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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 313 of 330
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Appendix 1 Corporate Community Ownership and Management Working Group The following services are members of the working group: Community Partnership Team Active & Creative Communities Financial Solutions (Corporate Finance) Legal Services Roads and Land Maintenance (Environmental) Growth/Planning & Regeneration Risk and Insurance Asset & Procurement Solutions (Forward Planning and Specification Team) Business and Digital (Business Solutions) Asset & Procurement Solutions (Estates) Asset & Procurement Solutions (Operational Property) Asset & Procurement Solutions (Community Facilities) Business Development & Support Greenspace Planning NL Properties Page 314 of 330
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Appendix 2 Community Asset Transfer Activity Log for 2023/24 a) Ongoing enquiries from previous periods: (18) Organisation/group Asset 1 Villa Park Football Club Calder Park football pitches (Motherwell) 2 Chapelhall Resilience (now Chapelhall Community Development Group) Chapelhall Senior Citizens Centre / Chapelhall Library 3 Fir Park Corner Football Club Overtown Football Pitch and Pavilion 4 Palm Church Airdrie Rochsoles Community Centre 5 Lanarkshire Deaf Club Former Daisy Park Community Centre 6 Lanarkshire Muslim Welfare Society Holytown Community Centre 7 North Lanarkshire Muslim Women and Family Alliance Janet Hamilton Centre & Coatbridge Outdoor Sports Centre and land 8 Bannan Fitness Janet Hamilton Centre, Coatbridge 9 Airdrie & Coatbridge Harriers Coatbridge Outdoor Centre site and facilities, Coatbridge 10 Newarthill Boxing Club Community facilities, Newarthill / New Stevenson areas 11 African Collaborative Jerviston Community Centre, Motherwell 12 Shotts Bon Accord Academy Clubs Football Pitches, Kirk Road, Shotts 13 Shining Stars ASN Theatre School Former Whifflet Community Centre, Coatbridge 14 Shire Amateur Boxing Club Community Centres, Wishaw area 15 Viewpark Conservation Group Banyan Sports Pitch (Lancaster Field), Viewpark 16 Burnhead Bowling Club Land at side of Bowling Club (previous site of tennis greens) 17 Cumbernauld Cottage Trust Former Cumbernauld Theatre building and car park 18 Burnbank Football Club Former Land Management bothy site in Whifflet Park Page 315 of 330
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b) Number of new enquiries for 2023-24: (28) Organisation/group Asset Enquiry 1 Counselling and Benefits in Action (CABIA) Airdrie Not-specified – searching for town centre accommodation Lease or ownership 2 Little Nessies (Swimming School) All NLC – swimming pools Lease or ownership 3 Kanokwai Judo Club Janet Hamilton Centre, Coatbridge Lease 4 Pawsitive Lives Land search Lease or ownership 5 Cumbernauld Doggy Club Former bowling green, Seafar, Cumbernauld Lease or ownership 6 Plains Food Bank and Community Group Plains Community Centre Lease or ownership 7 Coatbridge Football Club Coatbridge Outdoor sports Centre or Grass pitch of local high schools Lease 8 Motherwell Phoenix Football Club Muirhouse Parks and Pavilion Lease or ownership 9 SNAPS NL Various community facilities in Kilsyth and Cumbernauld Lease or ownership 10 Bellshill Athletic Rockburn pitches and pavilion Ownership or lease 11 Pather Football Club Pather pitch and pavilion Lease or management agreement 12 Release the Fire Old Cumbernauld theatre Lease or ownership 13 Airdrie & Coatbridge (AC) Rovers football club Pitches in Thrashbush & Golfhill areas, Airdrie Lease or other arrangement 14 Lanarkshire Deaf Services Shawhead Community Centre, Airdrie Ownership 15 Rivals School of Martial Arts Netherton Community Centre, Wishaw Lease or ownership 16 West of Scotland Football Academy Kilsyth Playing Fields and pavilion Lease or ownership 17 Fighting Scots Football Academy Keir Hardie Sports Centre and pitches Ownership 18 Holytown Karate Club Holytown Community Centre Lease 19 VIP Arts and Sports Academy Fallside School, Fallside Ownership 20 Trendy Tuesday Girl Museum Fallside School, Fallside Lease or ownership 21 Newmains Community Trust (NCT) Land adjacent to community facility Lease or ownership 22 Veterans Community (Lanarkshire) SCIO Former Regeneration Centre, Craigneuk Lease or Ownership 23 Flag Football Club Various sport pitches across North Lanarkshire Lease or ownership 24 Caledonia Football Club Various sports pitches, Cumbernauld Lease or ownership 25 Holytown Colts Football Club Keir Hardie sports Centre and Windsor sports fields and pavilion (Holytown) Lease / ownership or other agreement Page 316 of 330
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26 9th Airdrie Scouts Group Rochsoles Community Centre Lease or ownership 27 Cardowan Community Meadow Various land sites, Cardowan Lease or ownership 28 Strathkelvin Community Woodlands Association Former sports pitch, Moodiesburn Lease or ownership 29 Bannan Fitness Club Shawhead Community Centre Lease Status logs for 2023-24: c) Enquiries leading to formal CAT applications being submitted: (03) Organisation/group Asset Enquiry Outcome 1 Cumbernauld Cottage Trust Former Cumbernauld Theatre building and car park Ownership Application refused Application received in 2022/23 reporting year. But decision made within the 2023/24 reporting period. 2 Trendy Tuesday Girl Museum Fallside School Lease Application paused then withdrawn 3 Bannan Fitness Club Shawhead Community Centre Lease Application withdrawn d) Enquiries resulting in other ownership or management outcomes: (01) Organisation/group Asset Outcome 1 Burnbank Football Club Whifflet Park - football pitches and former ground maintenance site Extra land added to lease along with an extension of lease to 40 years. Lease completed within reporting period Page 317 of 330
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e) Enquiries withdrawn: (11) Organisation/group Asset Note / update 1 Airdrie Citizens Advice Bureau Various town centre locations for office space and shared community hub The organisation confirmed that trustees decided against community asset transfer. 2 Airdrie Foodbank NLC premises - Anderson Street, Airdrie No further contact within reporting period 3 The Miracle Foundation Community Centres, Motherwell area New commercial premises secured by the organisation 4 A-Jabs Community Boxing Club Birkenshaw Sports Barn New charity with extended purposes being created 5 Calderbraes Football Club Football Pitch, Viewpark No communication from the club within reporting period 6 Counselling and Benefits in Action (CABIA) Airdrie Not-specified – searching for town centre accommodation Organisation decided not to proceed 7 Little Nessies (Swimming School) All NLC – swimming pools Organisation not eligible 8 Cumbernauld Doggy Club Former bowling green, Seafar, Cumbernauld Organisation not eligible and site unavailable 9 Fighting Scots Football Academy Keir Hardie Sports Centre and pitches The organisation has withdrawn interest due to potential restriction around the asset transfer of the sports pitched 10 Trendy Tuesday Girl Museum Fallside School, Fallside Organisation focussing on city centre location 11 Caledonia Football Club Various sports pitches, Cumbernauld Organisation not able to proceed at this time Page 318 of 330
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f) Active/Progressing enquiries within reporting period: (26) Organisation/group Asset Notes / update 1 Villa Park Football Club Calder Park football pitches (Motherwell) NLC – Estates currently looking at options for leasing at the site. 2 Chapelhall Resilience (now Chapelhall Community Development Group) Chapelhall Senior Citizens Centre / Chapelhall Library The organisation is currently engaging with Active and Creative Communities regarding a Licence to occupy Chapelhall Library. However, they are still working towards a community asset transfer of the Senior Citizens Centre site. 3 Fir Park Corner Football Club Overtown Football Pitch and Pavilion Formal application received on 12 June 2024. Validation letter issues and internal process now underway. 4 Palm Church Airdrie Rochsoles Community Centre The organisation is reviewing site and building options due to expansion of membership. CAT still being considered for Rochsoles community centre. The organisation has been advised about the new enquiry from 9th Airdrie Scout Group. 5 Lanarkshire Deaf Club Former Daisy Park Community Centre NLC – Estates and Legal are exploring matters pertaining to the land ownership. The organisation has expressed an interest in a long- term lease or CAT to enable them to secure external funding for facility improvement works. 6 Lanarkshire Muslim Welfare Society Holytown Community Centre Application received for financial support for preparatory work. If successful, the organisation will move forward with their application. 7 North Lanarkshire Muslim Women and Family Alliance Janet Hamilton Centre & Coatbridge Outdoor Sports Centre and land Formal application received on 31 May 2024. Validation letter issues and internal process now underway. 8 Bannan Fitness Janet Hamilton Centre, Coatbridge Formal application received on 31 May 2024. Validation letter issues and internal process now underway. 9 Airdrie & Coatbridge Harriers Coatbridge Outdoor Centre site and facilities, Coatbridge Formal application received on 31 May 2024. Validation letter issues and internal process now underway. Page 319 of 330
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10 Newarthill Boxing Club Community facilities, Newarthill / New Stevenson areas The organisation has exhausted research into CAT options within Newarthill and surrounding areas and are now considering options for a modular build on land leased from NLC at Mosshall Street, Newarthill. Potential CAT ownership being considered for the land. 11 African Collaborative Jerviston Community Centre, Motherwell Financial support provided through UKSPF (CAT challenge fund) the organisation has indicated that they plan to submit formal CAT application in the next few months. 12 Shotts Bon Accord Academy Clubs Football Pitches, Kirk Road, Shotts The football club is not currently eligible for CAT. However, they are preparing to apply to the charity regulator to become a SCIO. The club is interested in other alternative options/agreements 13 Shining Stars ASN Theatre School Currently unknown The organisation was initially interest in the former Whifflet community centre. They are now exploring facilities within Coatbridge and Airdrie. 14 Shire Amateur Boxing Club Community Centres, Wishaw area The organisation is working toward eligibility for a community asset transfer. Their preferred site is Gowkthrapple community centre or Waterloo community centre. In the interim they have submitted a proposal to NLC – Facilities regarding potential licence to occupy / temporary lease for Waterloo community centre. 15 Burnhead Bowling Club Land at side of Bowling Club (previous site of tennis greens) Members of the bowling club are looking to set up a new organisation / charity to look at CAT options. For the time-being they have submitted a formal request to extend the terms of their lease to incorporate the surplus land, south of the bowling club. 16 SNAPS NL Various community facilities in Kilsyth and Cumbernauld The organisation has visited a number of sites, which have been Page 320 of 330
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rule out by the trustees. Further research is being planned. 17 Bellshill Athletic Rockburn pitches and pavilion Active and Creative Communities are in negotiations with the club regarding a long-term lease. However, the site is still operational and will need to be declared surplus through the agreed process. The club are also close to applying to the charity regulator to become a SCIO. They are still considering a CAT – ownership application for the site and pavilion. 18 Pather Football Club Pather pitch and pavilion The organisation is nor currently eligible for formal CAT. However, they are keen to explore a general term of agreement for use of the pitch and pavilion. Active and Creative Communities are in contact with the club to look at best options moving forward. 19 Motherwell Phoenix Football Club Muirhouse Parks and Pavilion The club are currently on an annual agreement for the one of the Muirhouse pitches with access to the pavilion. The are keen to look at development options for site, but this will require a different arrangement to be developed. Active and Creative Communities are investigation options. 20 Newmains Community Trust (NCT) Land adjacent to community facility The land is not available for CAT due to planned formal marketing. 21 Veterans Community (Lanarkshire) SCIO Former Regeneration Centre, Craigneuk The organisation has a tacit lease but are keen to explore CAT options. They intend to look establishing the commercial value of the building for both leasing and ownership. 22 Flag Football Club Various sport pitches across North Lanarkshire No communication from the club since submission of enquiry Page 321 of 330
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23 Holytown Colts Football Club Keir Hardie sports Centre and Windsor sports fields and pavilion (Holytown) The club are keen to explore all available options. Whilst preparing to change their current governance structure. Future meeting with all parties has been agreed for late July early August. 24 9th Airdrie Scouts Group Rochsoles Community Centre The organisation is not currently eligible but have agreed to becoming a SCIO. The organisation has been advised about the active interest from Palm Church. 25 Cardowan Community Meadow Various land sites, Cardowan The organisation is at an early stage and have been issued with the asset register to help them identify potential sites within Cardowan. 26 Strathkelvin Community Woodlands Association Former sports pitch, Moodiesburn The site identified is part of the Local Development Plan. They are currently preparing and organising for CAT submission. NLC – Estates are aware of the interest and have advised of site restrictions due to main pipes which cross the site. Page 322 of 330
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g) Enquiries with limited or no further updates to report: (11) 1 Viewpark Conservation Group Banyan Sports Pitch (Lancaster Field), Viewpark Organisation has not been in touch since initial meeting. Some communication via ward councillors 2 North Lanarkshire Titans Land or facility for Basketball games and training No recent contact from organisation since last emails / meeting in September & October 2023 3 Airdrie Foodbank NLC premises - Anderson Street, Airdrie No recent contact with organisation since last communication in September 2023 4 Kanokwai Judo Club Janet Hamilton Centre, Coatbridge No communication since initial contact 5 Pawsitive Lives Land search No communication since initial contact 6 Plains Food Bank and Community Group Plains Community Centre Limited communication since initial meeting, organisation not currently eligible 7 Coatbridge Football Club Coatbridge Outdoor sports Centre or Grass pitch of local high schools No further communication 8 Release the Fire Old Cumbernauld theatre No communication since October 2023 9 Airdrie & Coatbridge (AC) Rovers football club Pitches in Thrashbush & Golfhill areas, Airdrie The club are currently investigating potential options 10 Holytown Karate Club Holytown Community Centre No further contact since emailing information and initial telephone call 11 West of Scotland Football Academy Kilsyth Playing Fields and pavilion The site the club is interested in is in scope for future development through the new Sports Pitch Strategy. Also, part of the grass pitch has a flooding risk from the burn which runs parallel. This information has been shared with them. No further contact since. Page 323 of 330
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h) Other useful information Pending formal CAT applications expected in 2024/25: (06) Organisation/group Asset Enquiry Note / update 1 Palm Church, Airdrie Rochsoles Community Centre, Airdrie Ownership Due to the expansion of the church membership, the trustees are reviewing other site options 2 African Collaborative Jerviston Community Centre, Motherwell Ownership Indication given in March 2024, that the trustees are a few months off of submission 3 Lanarkshire Deaf Services Shawhead Community Centre, Airdrie Ownership The organisation is at advanced stages and currently working on community engagement / feasibility and business planning. Application expected November / December 2024. 4 Rivals School of Martial Arts Netherton Community Centre, Wishaw Lease or ownership The organisation has indicated that they plan to submit formal application within the next 3 months. 5 VIP Arts and Sports Academy Fallside School, Fallside Ownership / lease The organisation is close to submitting a formal application but are investigating the cost of fixing the building issues identified as part of the building conditions survey. 6 Chapelhall Resilience (now Chapelhall Community Development Group) Chapelhall Senior Citizens Centre Ownership The organisation are making good progress with their CAT preparatory work and are aiming to submit a formal application by November / December 2024 Page 324 of 330
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Appendix 3 Participation Request Activity Log for 2023/24 a) Ongoing enquiries from 2022-23 period: (01) Organisation/group 1 Abronhill Regeneration Forum (refer to explanation below) b) Number of new participation request enquiries and discussions for 2023-24: (05) Organisation/group Details 1 Croy Community Hub Considering option in relation to the operation of Antonine Sports Hub in partnership with NLC – Facilities. 2 MYTOWN MYCOMMUNITY LTD Considering options regarding support to online community engagement for Wishaw Community Board and local communities 3. ML2 Action Sports Group (Social Track) Considering proposal to work with NLC (various services) to work in partnership to deliver a new destination pump track in vacant land within Wishawhill 4 Chapelhall Community Development Group Developing proposal to work in partnership with Active and Creative Communities (Library Service) to better utilise Chapelhall Library for wider community use. Note – Out with the reporting period, the organisation has withdrawn their initial enquiry. An alternative formal option has been made in-principle by Active and Creative Communities. This will be recorded in the 2024/25 Annual Report. 5 Individual planning to set up new Golf focused charity Proposed development of a new SCIO to look at community operation (potentially ownership) of Lochview Driving Range (Coatbridge) Note – The proposal currently does not meet with the legislative requirements. However, efforts are being made to rectify this. Page 325 of 330
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c) Total number of new / ongoing enquiries or discussions: (06) d) Enquiries / discussions leading to formal Participation Request applications: (01) Organisation/group Details 1 Abronhill Regeneration Forum Installation and maintenance of sensory / streetscene features at various locations throughout Abronhill. (All sites are owned by NLC and operated by NLC – Land Management) e) Number of participation requests with successful outcome improvement plan: (00) Organisation/group Note on status 1 Abronhill Regeneration Forum The organisation has been unable to deliver the outcome improvement plan in time with legislative requirements. An updated request is being considered f) Enquiries / discussions leading to other formal outcomes 00 g) Number of unsuccessful participation requests determined 00 h) Number of withdrawn enquiries 00 i) Number of applications pending determination 00 j) Total number of live PR cases operating within NLC Active – Gartcosh Tenants and Residents Association (Village Square) Active - Cardowan Community Meadow (Active Travel Hub) Note – Stepps Community Development Trust has now dissolved. Consideration being given by another organisation to resubmitting a similar proposal for upkeep and maintenance of flowerpots and planters in Main Street. Note – Abronhill Regeneration Forum (sensory and streetscene features) has been unfulfilled. Update request is pending. 02 Was 04 in 2022/23 Page 326 of 330
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Appendix 4 Annual Report to Scottish Government 2023/24 Asset Transfer Request Reporting Template 2023/24 for Relevant Authorities Section 95 of the Community Empowerment (Scotland) Act 2015 requires relevant authorities to produce an annual report on Asset Transfer Request activity and publish this no later than 30 June each year. Following stakeholder feedback and in response to asset transfer evaluations, this template has been created to help gather asset transfer data for the period 1 April 2023 to 31 March 2024. Information provided will help inform policy and practice at local and national level as the data will be collated and shared by the Scottish Government’s Community Empowerment Team. However, it will be for each relevant authority to make their own annual report publicly available by 30 June 2024, whether using this template or not. Please provide information in sections below and email completed template by 30 June 2024 to community.empowerment@gov.scot Section One – Relevant Authority Information Organisation: Address: North Lanarkshire Council Civic Centre, Windmillhill Street, Motherwell, ML1 1AB Completed by: Role: Gary Stark Assistant Community Partnership Manager Email: Telephone: starkga@northlan.gov.uk 07793 314527 Date of completion: 28 June 2024 Are you the Asset Transfer Lead Contact for the organisation: Yes If not please provide the name, job title and email address for the lead contact for any queries: N/A Page 327 of 330
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Section 2: Asset Transfer Data in 2023/24 2.1 Please complete the following table for the 2023/24 reporting period: Total Applications Received Number of successful applications determined Number of unsuccessful applications determined Number received and yet to be determined Number received prior to 2023/24 and yet to be determined 03 Two applications withdrawn by organisation (01) 00 01 00 00 2.2 Please provide details of Asset Transfer Requests received which resulted in transfer of ownership, lease, or rights from your relevant authority to a community transfer body in 2023/24: N/A 2.3 Please provide details of Asset Transfer Requests that went to a relevant authority appeal or review which were concluded in 2023/24: N/A Name of Community Transfer Body Was the Asset Transfer Appeal/Review accepted? (Y/N) Why was the Appeal/Review accepted/refused? Please provide details of the asset transfer request and reasons for your decision. 2.4 Please use this space to provide any further comments relating to the above data: Two formal CAT applications were withdrawn on request of the submitting asset transfer body. One of the applicants did so in preference of a CAT lease of another site. This has now been received, but out with the reporting period, and will be recorded in next years annual report. Page 328 of 330
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Section Three – Promotion and Equality 3.1 Please provide information on any action you have taken to promote the benefits of asset transfer, or any support provided for communities to engage with the Asset Transfer Request process. During the past year North Lanarkshire Council has continued to distribute informational leaflets and other literature about Community Asset Transfers and this has been used to promote and raise awareness of benefits of the process. Additionally, a briefing session was run for all officers involved in the provision of capacity building support, guidance and or advice to organisations considering community asset transfer. A wide range of support is available to organisations interested in community asset transfer. This typically consists of capacity building, organisational development, and assistance with funding and community engagement processes. 3.2 In particular what action has been taken to support disadvantaged communities to engage with the asset transfer process? North Lanarkshire Council has a dedicated team of officers who within their remit have responsibility for supporting and promoting community asset transfers. Our officers cover all communities within North Lanarkshire and will support organisations operating within disadvantaged communities. Priority communities have also been identified as part of our local outcome improvement plans and these communities also benefit from extended support from other community planning partners operating within that area. Additionally, a one point of contact has been introduced to ensure organisations can gain quick access to initial advice and support. On contact an initial in-person or online appointment is offered to the organisation so that relationships can be forged from an early point. Section Four – Additional Information 4.1 Please use this space to provide any further feedback not covered in the above sections. Thinking to the year head, North Lanarkshire Council will implement a new Community Ownership and Management of Council Owned Assets Policy and will launch a new five-year Community Asset Fund worth £3M to invest in capital improvements of assets which have been subject to a formal stage 2 community asset transfer application. Additionally, it is our intention to continue to improve how the CAT process is promoted across our communities. Please email the completed template by 30 June 2024 to community.empowerment@gov.scot If you have any queries please contact Malcolm Cowie, Asset Transfer Policy Manager at Malcolm.cowie@gov.scot Page 329 of 330
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