Leadership and Operational Model
North Lanarkshire Council · 16 March 2023
Back to Policy and Strategy Committee — 16 March 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Lanarkshire Council Report Policy & Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/ST Date 16/03/23 Leadership and Operating Model From Janie O’Neill, Chief Officer (Education South) E-mail oneillja@northlan.gov.uk Telephone 01236 812336 Executive Summary The Council continues to proceed at pace with its ambition to deliver wider changes to its operating model in support of delivery of the plan for North Lanarkshire. Members will be aware of approvals at Policy & Strategy Committee in December 2021 to take a three- phased approach to P081.1 Leadership and Operating Model over a 10-year period. Pragmatically this provides a period of transition as the new town and community hub infrastructure (incl. social and environmental) is established as part of our placed based plans to make North Lanarkshire the place to live, learn, work, invest and visit – with hubs fundamentally providing the networks and services that meet the needs of people from across our communities supporting improved outcomes. The purpose of this report is to outline what was delivered in phase 1 and set out a 2-year plan for phase 2 as an integrated provision that depends on strategic alignment between projects and programmes delivering against the plan for NL. The report stresses the importance of an iterative phased and structured approach to engaging and involving partners, stakeholders and the community and voluntary sector with the new ways of working together that are required. With the economic and financial challenges ahead, it is important that we learn and gain confidence as to what works with communities ensuring that we develop a hub provision that better meets their needs and will have a greater impact on outcomes due to the involvement of individuals who will access them. The report seeks approval on the 2-year plan in order to grasp the challenges and opportunities ahead to take us towards our longer term operating model. Recommendations The Committee is asked to: 1. Approve the integrated provision approach taken to the 2-year plan given the dependencies across different areas of work and the requirement to work effectively across teams to align and deliver these efficiently within agreed budget parameters. 2. Note the activity analysis work (in separate Appendix 7) that has been completed across all nine community board areas to form a baseline understanding of current activity across our assets to help future planning in line with ambition statements 24
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1. Background 1.1 As part of our transition towards new town and community hubs, three ‘early adopter’ hubs were introduced in Cumbernauld, Shotts, and Coatbridge as part of phase 1. The hubs have played a key role in supporting our agile staff to access flexible workspaces, rebuild social connections and reverse the social isolation experienced by many colleagues during the pandemic in support of improved health and wellbeing. 1.2 In this next phase of the programme, as approved at Policy and Strategy Committee in December 2021, we take a step further in our ambition to; expand the provision of hubs, widen access to more staff thereby creating a more agile, flexible, and collaborative workplace environment and also enable access for our key partners. Phase 2 will also enable the Council and partners to work more efficiently and effectively by working closer to and within our communities. It provides the opportunity to implement a community leadership approach for identified early adopter hubs across North and South locations to offer a more diverse range of universal and targeted services from the hub setting, create a joined up presence in the community and establish ways of working that maximises both impact and sustainability. 1.3 The broad principles of the approach to Phase 2 were further endorsed by Policy and Strategy Committee in September 2022 as part of our response to the Cost of Living crisis and where plans to enable staff to ‘Work Local’ were progressed. Our aspiration to take forward a small number of early adopter hubs as a key strand of our work to strengthen whole family support, central to the delivery of ‘Keeping the Promise: Support for Families, Children and Young People - P080.1’ was also endorsed at Education and Families Committee in September 2022. 1.4 Fundamentally phase 2 is a key phase in identifying the Council’s future operating model for town and community hubs through a place based approach to integrated service delivery. Subsequently a high level plan for 2023 to 2025 is set out in this report which has organised the programme of work under 7-key pillars of activity. 2. Report Three phased approach 2.1 A reminder of the three phased approach is summarised in the table below. This approach is fundamental to ensure a fully integrated community offering longer term, whilst maintaining an effective governance structure and facilitating a shift in culture as part of our future workplace model for all staff. It is key to note that the movement between phases will be transitional with key delivery outcomes falling within the timescales outlined. and 25 – and support the progression of this work into phase 2 to include community and voluntary organisations providing a fuller picture across North Lanarkshire. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements
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Phase Aim Timescales Phase 1 Maximise the use of our existing assets to provide ‘shared hub facilities’ across our towns for our workforce to use. Phase 1 directly supported our future workplace ambitions and proposed hybrid working approach and provided the ability to review and refine the model and arrangements at an early stage by discovering what works through ongoing dialogue with services, teams, and individuals. Two main aims existed in phase 1: (1) progress our recovery from the pandemic and offer additionality to our office space through the hub facilities (2) provide the underpinnings for further development in phase 2 and 3 in order to deliver on the long-term ambition. Short-term Nov-Dec 2021 to May 2022 Phase 2 Extend ‘shared hub facilities’ to our partners, 3rd sector and wider public sector services to enable greater integrated working and service delivery across and into our communities. This includes introducing a Community Leadership approach to shape, develop and govern the provision for early adopter hubs, aligning activity to local needs. This phase will offer more accessible and enhanced facilities across towns and within the community which can be utilised flexibly in support of health and wellbeing. It aims to continue to facilitate the development of inclusive approaches to lifelong learning, skills development, and progression pathways through the wider use of hub facilities. It will strengthen the connections between our digital transformation projects to enable digital inclusion and greater equity of access. This phase will also see critical work with Chief Officers and Operational Managers to look at approaches to place based integrated service delivery, linked to the strategic workforce plans, our future workplace model and the asset based approach being taken in this programme of work. This work, that will take place in the first half of 2023, seeks to set the foundations for a model that enables staff to interchange and undertake universal functions across a range of services, in line with statutory and legislative requirements and work to get it right for everyone through more person-centred delivery. Medium- term June 2022 to 2025 Phase 3 Implementing the full integrated town and community hub leadership and operating model, including the connections to town visions, country parks of the future and active travel to deliver for communities and embed community ownership. Community empowerment will be established and growing, council and public services will be more integrated and digital connectivity will be enhanced across the area, benefitting local economies and industries. Long-term 2025-2031
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Phase 1 delivery 2.2 An overview of phase 1 is provided in Appendix 1. This phase introduced three ‘early adopter’ hubs in Cumbernauld, Shotts, and Coatbridge. These hubs have played a key role in supporting our agile staff to access flexible workspaces, rebuild social connections and reverse the social isolation experienced during the pandemic in support of improved health and wellbeing. At 22nd January there have been over 1753 hub bookings with many of these repeat users, notably the profile of user duration has shifted since launch with more people now spending a full day using different spaces in a hub. Hub booking trends are shown in Appendix 2. The profile of roles accessing the hubs is shown in Appendix 2A with the diversity of roles accessing hubs increasing each month. Average bookings has increased by 16% since the Council’s ‘Work Local’ campaign launched in October last year. 2.3 Two more ‘early adopter’ hubs were taken forward to grow the hub provision across towns as we lay the ground work for future plans. Broadwood in Cumbernauld will open in March 2023 and Caldervale Secondary School Technical Centre in Airdrie has been repurposed and is due to open in June 2023. All feedback received to date has been incorporated into the design and features available, particularly around flexible spaces and desire for a mix of small and large meeting rooms. 2.4 As part of phase 1 in line with our commitment to Trauma Informed Practice, we engaged with the employee equalities officer and the Promise development team to consider the design of the hubs through a trauma lens using the Scottish Government toolkit shared by colleagues in the NHS. This has led to a trauma informed roadmap for the programme as shown in Appendix 3 and a trauma design evidence framework (Appendix 3A) with recommendations being taken forward through an improvement plan and learnings feeding into future design. Quick wins include improved signage and seating in reception with support materials being made available in the hub space and meeting rooms. Further consideration is being given to paint colour, the accessibility of information digitally and awareness training for reception staff in line with the wider trauma informed practice project. 2.5 As phase 1 concluded a survey was issued to current and potential hub users to understand if they would welcome a health and wellbeing programme of activity at hubs. 147 people responded to the survey (c.10% of current repeat users and 1% of projected users) and the headlines from this survey are in Appendix 4. Just over 50% of respondents would welcome health and wellbeing activity with demand for health checks, financial advice, yoga, and meditation. The Safety and Wellbeing team will develop some trial initiatives with colleagues and partners, with the next steps tied into the wider Council and North Lanarkshire Partnership Health and Wellbeing plans. 2.6 Key learnings from phase 1 are that we need to continue to raise awareness of the hubs and promote their use and staff appreciate the well-equipped and modern workspaces and the opportunity to meet a wider group of colleagues. ‘Work Local’ should continue to encourage more people towards the hubs and see more frontline staff using them for rest and welfare purposes. Digital continues to be a key area of focus given the channel shift in new ways of working and being able to fulfil user needs timeously – we are working with the digital team to address bandwidth issues at hubs, equip the hubs with digital collaboration equipment and prioritising public Wi-Fi for partners and future hubs through the connectivity project.
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Phase 2 – high level plan for 2023-25 2.7 A high level plan and timeline is set out in Appendix 5. This aims to set a solid base for our work as we prepare to grow the network of hubs across communities through an integrated provision that: • aligns with our delivering for communities approach towards a co-owned Community Board delivery model • supports the delivery of shared asset rationalisation across North Lanarkshire • aids prioritisation of a plan for future investment of assets in line with the plan for NL and revised programme of work • sets foundations for the continued integration of services across Council, public sector partner, community, and voluntary sector delivery The programme is organised into 7-key pillars of work, namely: 1. extending the use of hub spaces to public sector partners 2. maintaining alignment with the town and community hub strategy and delivery programmes, ensuring emerging requirements are accommodated 3. taking an asset place based approach which includes developing a community asset map for place based planning and decision making, undertaking an activity audit of activity, and consolidating this work to establish options to grow the hub provision through repurposing of the existing estate 4. implementing early adopter hubs across the North and South Community Board geography with these as a vehicle for key pathfinder projects targeted towards the most vulnerable in our communities 5. ensuring the hub model has effective systems and processes in place to realise their full potential 6. developing options for our future operating model linked to the development of service workforce plans and emerging place based service delivery models with greater integrated services 7. ensuring we deliver for our communities by widening our understanding of communities, deepening our understanding of needs and demand through more community participation in our plans and recognising the contribution of the community and voluntary sector as we take an integrated cross sector approach to the delivery of services - and learn from this in the early adopter hubs The following sections of the report describe each pillar. #1 Extend use of hubs to public sector partners 2.8 This is one of the first steps in phase 2 to enable closer working together and enhance our ability to reach people in the local communities, particularly those at risk of poor outcomes. There are also clear financial benefits to this asset partnership approach with savings made through asset rationalisation, co-location and sharing of spaces. In June 2022 discussion started via the North Lanarkshire Strategic Leadership Board. Since then, a requirements gathering exercise has been completed and arrangements are being made to make the hubs accessible for partner colleagues – these requirements can be seen in Appendix 6. 2.9 A memorandum of understanding is in development with support from colleagues in legal to ensure the objectives of shared access are clear and everyone knows what is expected, it also firms up arrangements and a route for escalation should it be required. As outlined in section 2.6 digital requirements will be reviewed through the appropriate
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governance structures but will not be a barrier in the short term as work arounds have been agreed such as tethering to mobile hotspots, guest public Wi-Fi access and booking meeting rooms through email in advance. #2 Alignment with the hub strategy and delivery programme 2.10 Maintaining alignment with the hub strategy and delivery programme is achieved through monthly liaison meetings with the hub strategy team and the governance established for hub delivery i.e., the hub delivery board. Service delivery requirements from a hub model are fed into both teams for full consideration in future design and the learnings from the early adopter hubs will continue to inform the way forward through new hub visioning sessions. Following approval on this report today and the revised programme of work also being presented to deliver the plan for NL, there is opportunity to revise the overall governance approach to ensure strategic alignment and delivery across the different programmes and projects. #3 Asset place based approach and activity analysis of current assets 2.11 Taking an asset place based approach to the programme is key to realising the full potential of assets across North Lanarkshire. Bringing together resources through integrated service delivery is fundamental given the challenging economic and financial landscape we continue to face as we seek to improve outcomes for North Lanarkshire citizens. 2.12 To support this the development of a community asset map has been progressed with colleagues in the GIS team. Phase 1 has plotted Council facilities (current and planned) and phase 2 will seek to add community and voluntary sector organisations and delivery spaces. Additional layers of information from the community board profiles/activity & case analysis will be added to highlight where there may be existing programs located where families can’t access them, gaps in services, underutilisation, and overprovision if a cluster of services are prevalent in one area. The map will help visualise the aspects we want to improve through town and community hubs and how we can build on our plans to transform how we deliver services to address local needs early and improve outcomes. 2.13 Phase 1 community asset maps are shown in the separate Appendix 7 document which illustrates activity analysis work undertaken to understand how our current assets are being used and by whom and when. Phase 2 will develop the maps further as described above during the next quarter. This is a key area of work to support our forward plans and participation with communities. #4 Implementing early adopter hubs 2.14 With a significant degree of uncertainty ahead due to the economic and financial challenges we face, it is important that we learn and gain confidence as to what works with communities, ensuring that we develop a hub provision that better meets their needs and will have a greater impact on outcomes due to the involvement of individuals who will access them. This is key to any future investment decisions and assimilations resulting from future asset rationalisation. In this respect a small number of early adopter hub projects will progress each governed by a partnership reference group in the first instance within existing management structures. This approach also provides the opportunity to align with the revised digital transformation roadmap and plans underway within the customer services hub – critical if we are to secure an effective approach to early engagement in the model and first point of contact channels and
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assessment systems, ultimately creating a seamless experience for all hub users who engage regardless of channel. 2.15 Also our commitment to improving ‘Whole Family Support’ as described in previous papers to Education, Children and Families committee (September ‘22) describes the hubs as a key enabler of earlier intervention, moving services upstream to improve health outcomes through a preventative approach that reaches those at risk of poor outcomes earlier, reducing the demand for formal contact with the Council, crisis services or additional and intensive services as outlined in the staged intervention model. Notably, we have the opportunity to direct funding awarded towards pathfinder projects that enable us to learn before making permanent decisions about future service design and or longer term investment in the model. 2.16 In line with existing practice around a community or family hub model a Hub Operating Model framework has been developed. Significant engagement has taken place with service and partners in the thinking and shaping of this document, with feedback incorporated. This framework aims to provide a structure and focus around the development, delivery, and impact evaluation of a hub provision, guiding action in line with the vision and agreed objectives for each hub. An illustration of the initial aspirations shared for Newmains & St Brigid’s Community Hub is set out in Appendix 8. 2.17 Community Leadership for each early adopter hub will be achieved through the establishment of a Hub Reference Group. In the first year the group will be chaired by an Education and Families Manager assuming the ‘Change Manager’ role. Full project management support is provided from the operating model team. The group will be made up of partners and officers who operate at a local level and are best placed to design, develop, and support delivery of any agreed hub provision – this includes agreeing how to engage and involve people from our communities and connect with local community based organisations. The reference group will align with the locality partnership teams (LPT) and the Community Partnership Manager as member will be the link to the LPT and the Community Board. An online terms of reference for the Newmains & St Brigid’s group has been created as shown in the link at Appendix 9. 2.18 The delivery of two more hubs at Broadwood and Caldervale continues as set out in section 2.3. The operating model team continue to work closely with the hub strategy team on the town and community hub delivery programme as well as wider plans around the education estate, feeding requirements and learnings from the early adopter hubs into the design of future hubs and working to ensure a smooth transition as new community hubs are introduced and keeping the objectives for these hubs front of mind through early adopter projects. #5 Underpinning systems and processes for the operating model 2.19 Key to the successful implementation and operation of the early adopter hubs, as well as supporting new ways of working and maximising the occupancy and use of our existing assets is the design and delivery of effective ICT solutions and the technical management support around these. Therefore, as we plan for and continue to adapt to new models of service delivery there are a number of areas that will feature in this phase. 2.20 These include; working with services to gather requirements and user profiles, pulling together an understanding of existing hardware in meeting, training and conference rooms in the education estate as we seek to maximise and be creative about the use of space in our model, connecting with the business and digital team on the roadmap
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for digital transformation across services, making sure digital solutions are in place relative to hub operations i.e. business intelligence support around needs and demand, hub space booking, demand analysis and channels for early engagement and customer contact, self-service or assisted self-service technology, referral and assessment systems, user printing and scanning in a hub setting, keyless entry/remote monitoring and controlled access requirements, public wi-fi prioritisation within the connectivity project, and continued focus on business intelligence, quality control, and performance data, feedback and reporting. #6 Options for a future operating model of place based integrated service delivery 2.21 Concurrent to ongoing hub delivery plans, the progression of early adopter hubs and as the revised programme of work is established it is proposed that each Chief Officer nominates a lead for their service relative to phase 2 design. This work will include a series of interactive sessions with Chief Officers and their nominated leads, building on sessions held pre-pandemic, to re-review our capacity to support the medium-longer term transformation required. Services will be invited to propose, support and challenge, service design options to operate out of the hub setting in line with our ambitions around integrated service delivery. It is proposed these sessions are held, with HR support, between March and May as budget decisions are understood and annual workforce plans emerge with the outputs determining the pace of, and the next phases in the operating model programme of work. This will also form the basis of a sub-group to take this work forward representing the different service areas. 2.22 Workforce change deliverables that may emerge as a consequence of the operating model will be managed within each service area through existing processes and HR/Finance support routes. Chief Officers and their management teams are responsible for ensuring that all workforce change and any matters arising are managed appropriately in line with emerging plans. #7 Delivering for the community 2.23 To support planning for the provision in our future hubs one of our guiding principles is to ‘design with rather than for communities’. It has been key to build a coherent and wide understanding of local organisations, recognise their contribution and prepare to involve them in our plans. Working in partnership with the Community Partnership Team, we have established a database of organisations by Community Board area and are in the process of creating stakeholder maps to set the foundations for closer working in line with the direction of the development of the CommUnity agreement. This work will be completed by April 2023 acknowledging that it is fluid and will be reviewed on an ongoing basis in plans. 2.24 Building on the work of the community ownership working group we will also seek to develop a coherent policy for community use and strengthen our communications, marketing, and promotion of community facilities. Creating strong identities for the hubs to build presence, promote their offer and use as well as encouraging communities to be involved in both accessing and delivering a provision that meets local needs is key to our efforts. Next steps 1. Ongoing hub delivery projects and assessment of options for future hub development. 2. Progression of the phase 2 early adopter hubs, establishing reference groups for Community Leadership of each.
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3. Work with HR and the Strategy/Performance team to agree structure and plan for future operating model service design with Chief Officers and nominated team members. 4. Complete the community stakeholder mapping and engagement with community and voluntary sector organisations across North Lanarkshire to further inform the community asset map and future participation planning. 5. Financial modelling exercise for test of change hubs and medium/longer term plans linked to the strategic capital investment programme and revenue budget to provide asset solutions/adaptations and work towards operating budgets for new hubs. 6. Review and revise the governance for the Leadership & Operating Model for phase 2 delivery. 3. Measures of success 3.1 A number of measures are outlined in the project brief against the three phases of delivery to show how we are delivering for communities through improved outcomes and support the management of risk/mitigate impacts of adverse events. Each test of change hub project will develop its own impact framework given the local context. Examples are: • Hub usage data and user feedback • Level of integrated working/partnerships evidenced in hub delivery plan • Access and engagement by target groups • No. of contacts/people supported relative to general advice, financial inclusion/debt money advice, literacy/language skills/qualifications, employability, digital inclusion etc. • Social media reach/user feedback • Occupancy and usage of hub spaces • Reduction in demand for additional/intensive statutory services • Number of organisations applying for/receiving grant funding contributing to delivery • Number of people accessing assisted self-service in the hubs • Number of volunteering or placement opportunities available in hubs • Number of hub volunteers who achieve accreditations/qualifications/employment • Comparison of usage across buildings within NLC (will feed into development of new builds and potential future use) • Progress of LOIP’s and outcomes agreed as part of future hub delivery plans that contribute to the outcomes set in the plan for North Lanarkshire The programme overall: • Provide an operational focus point for other projects and programmes to realise their financial and non-financial benefits e.g., shared asset rationalisation, service reconfiguration, service re-design proposals for integrated provision 4. Supporting documentation Appendix 1 An overview of phase 1 delivery Appendix 2 Hub bookings from 10th January 22 to 22nd January 2023 Appendix 2A Hub user profile, projected v actual Appendix 3 Roadmap for a trauma informed approach Appendix 3A Trauma evidence framework for Coatbridge hub
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Appendix 4 Staff survey feedback on hub Health & Wellbeing provision Appendix 5 Phase 2 high level plan for 2023-25 Appendix 6 Public sector partner requirements Appendix 7 Separate Companion PDF document – Graphical representation of the activity audit of community use of facilities Appendix 8 Example of Newmains & St Brigid’s Community hub in operation Appendix 9 Terms of reference for Newmains Test of Change project Janie O’Neill Chief Officer (Education – South)
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The implementation of town and community hubs and ambitions to reduce the inequalities caused by socio economic disadvantage align with the requirements of the Fairer Scotland Duty. The EQIA for phase 2 is in process and will be revised in partnership with the Councils employee equality officer. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? For phase 1 and at present financial summary is outlined below. Further modelling work will be completed for phase 2 hubs with the aim of establishing operating budgets. Revenue running costs 2022/23 H3711 P1-11 c.£38k Hub creation 2021/22 Phase 1 P1/7 21/22 = £18,520.41 Hub creation 2022/23 Phase 2 to date P1-11: XC973 £340.00 BW XC374 £593.00 CV XC378 Nil CH Phase 2 projected P12: XC973 c.£30k BW Hub creation 2023/24 XC374 projected costs in process CV XC378 projected costs in process CH The review of the Capital Programme to determine priorities for future investment is a key factor for this programme of work. As further options are worked up, assessed, and recommended to expand the hub provision across geography using the existing estate these will need to be presented through the capital board. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐
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If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☒ No ☐ If yes, please provide a brief summary of the impact? The impact of any workforce changes emerging during phases of the programme will be dealt with in line with the council’s Managing Workforce Change - Framework Guidance. We must ensure that any changes to approaches as our future workplace model matures are reviewed and supported by policies and guidance. Full engagement with Trade Unions will be taken forward as required. Safety and wellbeing implications around access, safety and security and also safeguarding. Safety and security guidance is continually updated and made available on the future workplace section of myNL. The safety and wellbeing team will continue to work with local teams to advise appropriate measures are in place at a local level around safety, security, fire safety and first aid. Communications and engagement with management teams of key workforce groups will also take place as appropriate, and toolbox talks encouraged with staff as necessary. Furthermore, the approach taken is intended to have a positive impact on mental health and wellbeing and TU’s will be engaged as appropriate through existing channels. The safety and wellbeing team are engaged on the POW steering group and continue to advise and guide through phases. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Extending our use of hub spaces to public sector partners in phase 2 requires a Memorandum of Understanding to be in place to support objectives of this agreement and to ensure consideration towards insurance liabilities and statutory requirements around safeguarding. This work is underway with legal colleagues now and legal colleagues will continue to be engaged through delivery phases. 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?
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Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There is a specific set of digital requirements if the operating model is to achieve its ambitions. A number of these are already in place and need to be maintained or are in development. There is currently work to pull together emerging requirements and detailed work with the business and digital team on this additional capability and digital infrastructure will be required in support of the model – plans for this are underway and the appropriate governance structures will be applied. 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? Enabling staff to ‘work local’ has a positive impact on the environment and an individual’s carbon footprint around commuting, as well as potential positive health impacts by enabling greater choice and flexibility to how people work. The shift side to that is the utility use/office energy consumption through a work local approach (although within the wider context of shared assets, asset rationalisation and investment in more energy efficient buildings and hubs positive benefits should be realised over time) 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? There is significant impact around communication and engagement with communities and with staff – the programme continually has a requirement to align with the emerging direction of our approaches. Communication and engagement plans are developed throughout each stage of the POW and colleagues from Strategic Communications and Community partnership team continue to be involved throughout phases of delivery 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The project risks are captured in the project risk register and managed through the programme and projects, as well as linked POW’s own risk registers and actions. The main risks at present are around: • Finance – capital review and ability to deliver against ambitions, risk to savings not being realised through service redesign for a new model
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• Digital – ability to meet the infrastructure and technical support needs either through lack of resources, lack of funds, or alignment of pace • Political unknowns – implications of savings decisions • People – challenge of culture change to underpin the success of the model • Communities – ensuring full involvement of communities and realising the ambition of the Community Boards. 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. • Our approach to participation planning to ensure that all citizens with lived experience are included in co-design/co-creation of services, and we engage with relevant organisations • Completion of the EQIA with support from employee equalities team
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Appendix 1 – Phase 1 delivery
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Appendix 2 Hub bookings 10th January 2022 to 22nd January 2023
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Appendix 2A Hub user profile, projected v actual
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Appendix 3 Roadmap for a trauma informed approach
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Appendix 3A Trauma informed framework for hubs – evidence for improvement action at Coatbridge TRAUMA INFORMED WALKTHROUGH MATRIX LOCATION EXAMINED: ST.ANDREW'S HUB, COATBRIDGE Organisational Area RED FLAG Red Amber Green Evidence Access Accessible to wheelchair users. Environment Chairs in reception require variety rather than current cold, clinical plastic ones and would be hard for less able people to push themselves up from. Notice Boards cluttered and require more helpful information about where information can be sourced. Meeting rooms very clinical and bland Main Hub office space has good artwork on wall and useful pods however softer colours/materials and more artwork throughout required. Resource storage for each service/people using Hub would be helfpul. Relationships Reception is intimidating on entry. Materials & Media A floor plan with "You Are Here" would be useful Partnership Working Larger mix of agencies/services should be delivered from the Hub Supporting Recovery Policies & Procedures L&OM Roadmap for a Trauma Informed Approach Communication & Language Friendlier 'Welcome Sign' required e.g. "Welcome to the Coatbridge Hub, please see us at reception, we can help you'"rather than "All visitors must report to reception" Red: Not Trauma Informed Amber: Some elements informed, but not many Green: Trauma Informed Red Flag : Risk of active re-traumatising or introducion of primary trauma.
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Appendix 4 Staff survey feedback on hub Health & Wellbeing provision
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Appendix 4 continued…
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Appendix 5 – P081.1 Phase 2 high level plan for 2023-25
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Appendix 5 continued… Phase 2- P081.1 High level timeline for 2023-25 plan
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Appendix 6 - Public sector partner requirements phase 2 Partner For whom Requirements Not yet in scope Police Community Police Officers to enable police to develop stronger connections with colleagues strengthen presence with the wider community to improve community safety. Staff / partnership shared space Meeting rooms Toilet Facilities Tea/Coffee making Public Wi-Fi* Printing* Scottish Fire & Rescue Access for Community Action Team (CAT’s) – to develop stronger connections with colleagues, strengthen presence with the wider community to improve community safety. Priority Shotts in first instance. Staff / partnership shared space Meeting rooms Toilet Facilities Tea/Coffee making VANL VANL employees drop in whilst working in the community Work Desk Keyboard Mouse Screen Laptop Riser Meeting Space Booth Seating Informal Seating Toilet Facilities Tea/Coffee Making Public Wi-Fi* Printing* NHS Health Improvement Access for Community Health workers x 6 in first instance to staff/partnership zone when in the community. Further opportunity to offer support to groups, classes/clinics to promote community health with early adopter hubs. Staff / partnership shared space Meeting rooms Toilet Facilities Tea/Coffee making Routes to Work Employability Case Workers including 1 to 1 employability and client training sessions bringing outreach into the hub setting. Cumbernauld and Coatbridge in first instance Work Desk Laptop Riser Meeting Space Booth Seating Informal Seating? Toilet Facilities Tea/Coffee Making Public Wi-Fi* Printing* *Items marked are not available at present, but we aim to bring these within scope as soon as possible
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Appendix 7 - See companion document. Full activity analysis of community use to support future planning. SEE SEPARATE PDF DOCUMENT Appendix 8 and 9 – See hyperlinks provided at section 4.1
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P081.1 Leadership & Operating Model Activity analysis of community use in support of future operating model plans All nine Community Boards February 2023 Sara Tennant, Anne Hanlon, Heather Liddle 1
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Airdrie activity analysis of community use
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3 Airdrie Asset Map – Community Co-Ordinator Brian Lafferty Caldervale HUB
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Community organisations booking lets in Airdrie Jan to May 2019 Jan to May 2022 178 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity* 106 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity* Demand during the period shown a significant decreaseacross all functions and activities with the exception of Sports and Fitness organisations which has increased by 31%: There has been some increase in community organisations booking spaces use since June 2022 although not significant. *Appendix 1 illustrates categories of organisation 4
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Airdrie lets booked – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 2752 1548 -40% Schools 2571 2436 -5% Airdrie School letsAirdrie Community Centres Current and newly formed Joint Campuses 5
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Airdrie lets booked – popular times 6
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Airdrie activity by asset Airdrie @ Home Centre Potential for utilisation to be increased. 9% increase for bookings in 2022. Increased • sports & fitness Beechbank Community Centre Overall 40% decrease in bookings for 2022. Increased demand for Support Groups/Services. New profiles around Social groups older adults, Learning & employability 7 Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 39 21 27 21 114 0 20 40 60 80 100 120 Hobbies & Interests Pastoral Political Activity Support Groups/Services Supporting Families 20 3 10 17 30 54 0 20 40 60 80 100 120 Hobbies & Interests Learning & Employability Political Activity Social Groups Older Adults Support Groups/Services Supporting Families 1 2 19 0 10 20 30 40 50 Community Activity Political Activity Sports & Fitness 2 21 0 10 20 30 40 50 Political Activity Sports & Fitness
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Calderbank Community Centre 42% decrease in bookings for 2022 Increased: • sports & fitness Sustained: • hobbies & interests • supporting families Caldercruix Community Centre Under utilisation of asset. 64% decrease in bookings Sustained: • Supporting Families 8 Airdrie activity by asset Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 7 16 4 1 13 15 0 20 40 60 80 Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 2 3 15 0 20 40 60 80 Political Activity Private Booking Supporting Families 17 1 9 35 0 20 40 60 80 Hobbies & Interests Political Activity Sports & Fitness Supporting Families 7 20 1 28 2 5 44 0 20 40 60 80 Community Activity Hobbies & Interests NLC Services Political Activity Private Booking Sports & Fitness
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Chapelhall Community Centre Chapelside Community Centre 36% reduction in bookings 2022 Sustained: • NLC Services • Support Groups/Services Increased: • health & wellbeing • supporting families No bookings 2022. Facility no longer in use 9 Airdrie activity by asset Jan –May 2019 Jan –May 2022Jan –May 2019 77 3 10 217 333 27 22 39 1 220 88 0 50 100 150 200 250 300 350 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Political Activity Social Groups Older Adults Support Groups/Services Supporting Families 50 109 37 193 27 16 132 103 0 50 100 150 200 250 300 350 Childcare Provision Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Political Activity Support Groups/Services Supporting Families 4 11 18 102 17 0 20 40 60 80 100 120 Community Activity Hobbies & Interests Political Activity Social Groups Older Adults Youth Work/Organisations
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Four Isles Community Centre 24% reduction in bookings 2022 Increased: • Social groups older adults • Pets & Animals Sustained: • Supporting Families • Youth Work New profiles around pastoral activities Gartlea Community Centre 43% reduction in bookings 2022 11% increase in supporting families Sustained: • Hobbies & Interests • Political Activity Decrease: • Sports & Fitness • Support Groups/Services New profile around learning & employability 10 Airdrie activity by asset Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 18 2 21 21 27 23 8 60 26 81 0 20 40 60 80 100 Childcare Provision Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 1 3 19 5 2 12 1 18 14 90 0 20 40 60 80 100 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families 6 1 4 12 20 18 36 36 0 10 20 30 40 50 Community Activity Learning & Employability NLC Services Pastoral Pets & Animals Social Groups Older Adults Supporting Families Youth Work/Organisations 20 19 40 18 3 37 37 0 10 20 30 40 50 Learning & Employability Pets & Animals Political Activity Social Groups Older Adults Support Groups/Services Supporting Families Youth Work/Organisations
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18 2 1 72 19 23 51 0 10 20 30 40 50 60 70 80 90 Health & Wellbeing Pastoral Private Booking Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations Glenmavis Community Centre 68% reduction in bookings and 95% decrease in footfall Mount Pleasant Community Centre 26% reduction in bookings. Sustained: • Sports & fitness • Support Groups/Services • Supporting Families • Youth Work 11 Airdrie activity by asset Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 3 1 26 5 30 0 20 40 60 80 Community Activity NLC Services Political Activity Social Groups Older Adults Youth Work/Organisations 1 6 14 0 20 40 60 80 Community Activity Political Activity Youth Work/Organisations 2 66 17 18 35 0 10 20 30 40 50 60 70 80 90 Political Activity Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations
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Plains Community Centre Overall 71% reduction in bookings Sustained: • Older Adults Social Groups • Community Activity New Profiles around • Hobbies & Interests • Sports & Fitness Springfield Community Centre 45% reduction in bookings 2022 Sustained: • Hobbies & Interests • Sports & Fitness • Social Groups Older Adults Rochsoles Community Centre 27 Bookings in 2019. No bookings in 2022. 12 Airdrie activity by asset Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 64 47 1 24 1 52 47 4 0 10 20 30 40 50 60 70 Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services 38 1 10 44 40 0 10 20 30 40 50 60 70 Hobbies & Interests NLC Services Political Activity Social Groups Older Adults Sports & Fitness 6 17 1 2 20 6 0 20 40 60 80 Community Activity Hobbies & Interests Political Activity 7 22 8 1 37 81 21 0 20 40 60 80 Community Activity Health & Wellbeing Political Activity Private Booking Social Groups Older Adults Support Groups/Services Youth Work/Organisations
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Airdrie Academy Overall 3% increase in bookings Sports & Fitness activities increased by 6% Sustained demand: Hobbies & Interests Youth Work New Profile around Pastoral Activities Caldervale HS 53% increase in bookings Sports & Fitness activities increased by 61% NLC Services increased by 166% - this can be attributed to exam set ups. New Profile around Pastoral and Youth Work activities St Margaret’s High School 61% reduction in bookings Sustained NLC Services Sports & Fitness 13 Airdrie activity by asset Jan –May 2019 Jan –May 2022 Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 78 73 385 5 0 100 200 300 400 500 Hobbies & Interests NLC Services Sports & Fitness Youth Work/Organisations 70 41 36 409 1 0 100 200 300 400 500 Hobbies & Interests NLC Services Pastoral Sports & Fitness Youth Work/Organisations 5 10 59 425 68 0 100 200 300 400 500 600 700 Community Activity Hobbies & Interests NLC Services Sports & Fitness Supporting Families 157 14 683 11 0 100 200 300 400 500 600 700 NLC Services Pastoral Sports & Fitness Youth Work/Organisations 2 116 1 116 50 0 50 100 150 Hobbies & Interests NLC Services Political Activity Sports & Fitness Supporting Families 53 1 56 0 50 100 150 NLC Services Political Activity Sports & Fitness
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All Saints/Rochsolloch PS Joint Campus 96% reduction in bookings 4 internal bookings in 2022 Chapelhall/St Aloysius PS Joint Campus 33% decrease in bookings Sustained demand: Childcare Provision New profile around Social Groups for Older Adults Sports & Fitness activities decreased by 34% Clarkston PS 31% reduction in bookings. Increase in Sports & Fitness activities by 16% Sustained: Hobbies & Interests 14 Airdrie activity by asset Jan –May 2022Jan –May 2019 Jan –May 2019 Jan –May 2022Jan –May 2019 5 19 19 1 30 40 0 20 40 60 80 100 Community Activity Hobbies & Interests NLC Services Private Booking Sports & Fitness Youth Work/Organisations 282 56 96 2 92 1 0 50 100 150 200 250 300 350 Childcare Provision Hobbies & Interests NLC Services Political Activity Sports & Fitness Youth Work/Organisations 258 32 2 2 61 1 0 50 100 150 200 250 300 350 Childcare Provision Hobbies & Interests NLC Services Social Groups Older Adults Sports & Fitness Youth Work/Organisations 14 2 88 0 20 40 60 80 100 Hobbies & Interests NLC Services Sports & Fitness 1 18 15 4 76 2 34 0 20 40 60 80 100 Community Activity Hobbies & Interests NLC Services Political Activity Sports & Fitness Supporting Families Youth Work/Organisations
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Victoria PS No bookings in 2022 Plains/St David’s PS Joint Campus 64% reduction in bookings New profile around Sport & Fitness St Edward’s/Tollbrae new joint campus Bookings made for Sports & Fitness activities. Hilltop PS Sports & Fitness bookings made in 2022 15 Airdrie activity by asset Jan –May 2022Jan –May 2019 Jan –May 2019 1 42 11 32 0 20 40 60 80 100 Community Activity NLC Services Political Activity Youth Work/Organisations 2 29 0 20 40 60 80 100 NLC Services Sports & Fitness 8 13 15 15 0 10 20 30 40 50 NLC Services Political Activity
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16 Airdrie community libraries Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Airdrie Library 3772 3747 3rd (19) 11591 2364 6644 -4280 Chapelhall Library 1653 89 17th (19) 2323 370 1594 -1224 TOTAL 5425 3836 n/a 13914 2734 8238 -5504
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17 Airdrie Active NL memberships
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Bellshill activity analysis of community use
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19 Bellshill Asset Map – Community Co-Ordinator Alison Gordon Orbiston 2024 19
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Community organisations booking lets in Bellshill Jan to May 2019 Jan to May 2022 111 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 61 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Demand during the period shown: • Increased by 9% Childcare Provision • Increased by 12% from sports & fitness organisations • Support groups making bookings has increased by 1% • Social Groups supporting older adults have sustained their bookings. • Decreased by 3% from youth work/organisations • Dropped by 2% from NLC internal services making bookings • Organisations supporting Pastoral and Pets & Animals have not returned during this period of analysis. • Private Bookings have not recovered. 20
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Bellshill lets booked – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 3139 1727 -45% Schools 1580 1062 -33% Bellshill School letsBellshill Community Centres NOTE: Orbiston Business Centre is no longer in use and is part of the plans for the new Orbiston Community Hub. Planned opening 2024 21
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Bellshill lets booked – popular times Community Facilities Schools 22
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Bellshill activity by asset Burnhead Community Centre 62% reduction in bookings 2022 Increased: • Learning & Employability Decreased: • Sports & Fitness • Support Groups/Services • Learning & Employability New profile around Youth Work activities Frank Ferguson Community Centre 56% reduction in bookings 2022 Predominantly used for Social Groups Older Adults activities New profile: • Hobbies & Interests Hattonrigg Community Centre Community Asset Transfer 75% decrease in bookings 2022 Facility predominantly used for • Sports & fitness • Social Groups Older Adults Jan – May 2022Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 1 21 15 9 14 42 6 41 78 145 98 0 20 40 60 80 100 120 140 160 180 200 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 14 5 2 50 53 36 19 0 20 40 60 80 100 120 140 160 180 200 Learning & Employability NLC Services Political Activity Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 1 37 23 1 246 0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 NLC Services Pastoral Political Activity Private Booking Social Groups Older Adults 11 123 0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 Hobbies & Interests Social Groups Older Adults 1 53 14 4 54 0 20 40 60 80 100 Community Activity Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 17 15 0 20 40 60 80 100 Social Groups Older Adults Sports & Fitness 23
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Bellshill activity by asset Joe McKay Community Centre Overall 12% increase in bookings Increased: • NLC Services • Support Groups/Services Sustained: • Sports & Fitness New profile around Social Groups Older Adults Michael Sherry Community Centre 72% reduction in bookings 2022 Increased: • Youth Work/Organisations New profile: • Sports & fitness • Supporting Families Holytown Community Centre 61% decrease in bookings 2022 Facility predominantly used for • Sports & fitness • Hobbies & Interests Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 Jan –May 2019 Jan –May 2022 1 44 20 120 18 15 0 20 40 60 80 100 120 140 Community Activity Hobbies & Interests Pets & Animals Political Activity Sports & Fitness Support Groups/Services Supporting Families 32 9 52 0 20 40 60 80 100 120 140 Hobbies & Interests Political Activity Sports & Fitness 6 47 46 3 3 14 19 51 63 12 0 20 40 60 80 100 Community Activity Hobbies & Interests Learning & Employability NLC Services Pastoral Political Activity Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 1 39 38 24 40 17 87 50 0 20 40 60 80 100 Community Activity Hobbies & Interests Learning & Employability NLC Services Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 11 40 38 16 1 19 97 17 0 20 40 60 80 100 120 Community Activity Health & Wellbeing Hobbies & Interests Political Activity Private Booking Social Groups Older Adults Support Groups/Services Youth Work/Organisations 19 21 21 15 18 0 20 40 60 80 100 120 Hobbies & Interests Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 24
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Bellshill activity by asset Tannochside Community Centre Overall 26% reduction in bookings Increased: • Social Groups Older Adults Sustained: • Support Groups/Services Viewpark Community Centre 17% reduction in bookings 2022 Increased: • NLC Services New profile: • Childcare Provision • Learning & Employability • Youth Work Orbiston Business Centre No Bookings 2022 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2019 Jan –May 2022 19 4 17 187 71 40 10 44 0 50 100 150 200 Childcare Provision Community Activity Hobbies & Interests Learning & Employability NLC Services Support Groups/Services Supporting Families Youth Work/Organisations 21 15 2 21 108 0 20 40 60 80 100 120 Hobbies & Interests Political Activity Private Booking Social Groups Older Adults Support Groups/Services 42 81 0 20 40 60 80 100 120 Social Groups Older Adults Support Groups/Services 42 81 50 17 3 145 132 469 0 100 200 300 400 500 Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families 269 16 53 9 113 58 91 165 2 0 100 200 300 400 500 Childcare Provision Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Sports & Fitness Support Groups/Services Supporting Families 25
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Bellshill activity by asset Bellshill Academy 60% reduction in bookings Overall decrease. However, facility is being booked for Sports & fitness, NLC Services and Youth Work activities. Cardinal Newman HS 76% decrease in bookings All bookings for 2022 are Internal Bookings. Jan –May 2022 Jan –May 2019 Jan –May 2019 Jan –May 2022 6 35 99 9 133 94 56 0 20 40 60 80 100 120 140 Community Activity Hobbies & Interests NLC Services Political Activity Sports & Fitness Supporting Families 13 45 1 76 6 31 0 20 40 60 80 100 120 140 Hobbies & Interests NLC Services Political Activity Sports & Fitness Supporting Families Youth Work/Organisations 15 125 10 0 20 40 60 80 100 120 140 Hobbies & Interests NLC Services Sports & Fitness 36 0 20 40 60 80 100 120 140 NLC Services 26
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Bellshill activity by asset Noble PS 100% reduction in bookings No Bookings in 2022 St Gerard’s PS 35 bookings 2019 Formerly used for Social Groups Older adult activities and Youth Work activities. Bookings 2022 One booking for HT meeting Mossend PS 19 Bookings 2019 Bookings 2022 One booking for HT meeting Jan –May 2019 Jan –May 2019 Jan –May 2019 1 7 11 0 5 10 15 20 Community Activity NLC Services Political Activity 3 8 13 32 0 10 20 30 40 50 Hobbies & Interests NLC Services Political Activity Youth Work/Organisations 4 17 14 0 5 10 15 20 NLC Services Social Groups Older Adults Youth Work/Organisations 27
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Bellshill activity by asset Tannochside PS 8% reduction in overall bookings. Facility only booked for Sports & Fitness activities in 2022. An increase of 19% Club 365 Facilities Sacred Heart PS St John Paul PS 25% reduction in bookings Increased: • Sports & Fitness • Supporting Families Decreased: • Hobbies & Interests • Youth Work Holytown & Lawmuir PS Four bookings for Youth Work Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 33 36 49 2 44 25 47 0 20 40 60 80 100 Childcare Provision Hobbies & Interests NLC Services Private Booking Sports & Fitness Supporting Families Youth Work/Organisations 19 1 94 48 15 0 20 40 60 80 100 Hobbies & Interests NLC Services Sports & Fitness Supporting Families Youth Work/Organisations 47 40 7 5 465 6 31 0 100 200 300 400 500 600 Hobbies & Interests Learning & Employability NLC Services Political Activity Sports & Fitness Support Groups/Services Supporting Families 555 0 100 200 300 400 500 600 Sports & Fitness 28
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29 Bellshill community libraries Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Bellshill Library 15439 3074 5th (19) 14034 1639 4583 -2944 Viewpark Library 6654 358 11th (19) 2798 576 1982 -1406 TOTAL 22093 3432 n/a 16832 2215 6565 -4350
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Bellshill Active NL memberships /attendance 9896 1795 0 2000 4000 6000 8000 10000 12000 Birkenshaw Sports Barn Birkenshaw Sports Barn Annual attendance comparison 2019-20 2021-22 30
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Coatbridge activity analysis of community use
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32 Coatbridge Asset Map – Community Co-Ordinator Janie O’Neill Riverbank 2023 St Kevin’s 2024 St Stephen’s 2024/25 Coatbridge HUB 32
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Community organisations booking lets in Coatbridge Jan to May 2019 Jan to May 2022 171 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 130 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Demand during the period shown: • Increased by 15% from sports & fitness organisations • Decreased by 4% from youth work/organisations • Dropped by 11% from NLC internal services making bookings • Bookings for other functions and activities have remained static. Demand for the Period June to December 2022 has shown: • Community Activity has increased by 37% • Private Bookings has decreased by 70% • Learning and Employability activities has increased by 31% • Support for Families activities have increased by 41% • Youth Work/Organisations has increased by 46% • Sports & Fitness Activities has increased by 21% 33
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34 Coatbridge lets booked - Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 4406 2970 -33% Schools 4008 3005 -25%Current and newly formed Joint Campuses
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35 Coatbridge lets booked – popular times
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Coatbridge activity by asset Calder Community Centre Charlotte Toal Community Centre 39% reduction in bookings 2022 Sustained: • Hobbies & Interests • NLC Services • Sports & Fitness • Support Groups/Services New profile around Learning & Employability Activities No Bookings 2022. Facility no longer in use 36 Jan –May 2019 Jan –May 2019 Jan –May 2022 1 16 13 78 0 20 40 60 80 100 Community Activity NLC Services Political Activity Youth Work/Organisations 6 9 3 77 79 19 52 105 0 20 40 60 80 100 120 140 160 180 Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 153 10 22 53 63 16 15 0 20 40 60 80 100 120 140 160 180 Hobbies & Interests Learning & Employability NLC Services Social Groups Older Adults Sports & Fitness Support Groups/Services Youth Work/Organisations
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Coatbridge activity by asset Coatbridge Community Centre 23% reduction in bookings and 53% decrease in footfall Increase in Sports & Fitness activities New Townhead Community Centre No bookings made through the Achieve system in 2022. Asset transferred to E&F. 37 Jan –May 2019 Jan –May 2022 Jan –May 2019 197 33 55 146 309 347 22 18 9 1153 174 113 140 0 150 300 450 600 750 900 1050 1200 1350 1500 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Political Activity Private Booking 107 24 9 78 108 105 40 1 2 1291 164 98 71 0 150 300 450 600 750 900 1050 1200 1350 1500 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 1 43 46 0 10 20 30 40 50 Hobbies & Interests NLC Services Sports & Fitness
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Coatbridge activity by asset Old Monkland Community Centre Overall 57% reduction in bookings and footfall 2022 Sustained: • Hobbies & interests • Supporting Families • Older Adults Social Groups Shawhead Community Centre 53% reduction in bookings 2022 Sustained: • Community Activity Increase • Supporting Families Activities • Private Bookings Old Monkland Community Wing Facility is used for ICT Skills training in the community. Predominantly used by the Nifty Fifty Community Organisation. There has been a 15% increase in ICT activities taking place with a 30% decrease in footfall. 38 Jan –May 2019 Jan –May 2022 Jan –May 2022Jan –May 2019 2 6 75 28 34 25 24 15 159 123 62 0 20 40 60 80 100 120 140 160 180 Community Activity Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 1 2 55 21 12 1 20 14 62 51 0 20 40 60 80 100 120 140 160 180 Community Activity Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 5 22 20 19 16 18 96 38 0 20 40 60 80 100 Community Activity Health & Wellbeing NLC Services Pastoral Political Activity Private Booking Support Groups/Services Supporting Families 5 7 6 20 30 43 0 20 40 60 80 100 Community Activity NLC Services Political Activity Private Booking Support Groups/Services Supporting Families
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Coatbridge High School 47% reduction in bookings Sustained demand: Sport & Fitness Youth Work St Ambrose High School 99% decrease in bookings 2 Internal bookings 2022 St Andrew’s High School 49% reduction in bookings Coatbridge activity by asset 39 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 Jan –May 2019 4 2 82 100 1 385 22 35 0 100 200 300 400 Community Activity Health & Wellbeing Hobbies & Interests NLC Services Political Activity Sports & Fitness Support Groups/Services Youth Work/Organisations 76 1 212 11 32 0 100 200 300 400 Hobbies & Interests NLC Services Sports & Fitness Support Groups/Services Youth Work/Organisations 3 128 48 0 20 40 60 80 100 120 140 Hobbies & Interests NLC Services Supporting Families 59 58 1 1 1 0 20 40 60 80 100 Hobbies & Interests NLC Services Political Activity Sports & Fitness Support Groups/Services 36 28 1 0 20 40 60 80 100 Hobbies & Interests NLC Services Support Groups/Services
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Coatbridge activity by asset Bargeddie/St Kevin’s PS Joint Campus 66% reduction in bookings Increased Demand Sport & Fitness New profile around Support Groups/Services Drumpark/Greenhill Joint Campus 70% decrease in bookings Sustained demand: Club 365 Bookings Buchanan High 83% reduction in bookings. 3 Internal bookings 2022. 40 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 Jan –May 2019 86 4 38 11 22 0 50 100 150 200 250 Childcare Provision NLC Services Sports & Fitness Support Groups/Services Youth Work/Organisations 210 192 26 40 0 50 100 150 200 250 Childcare Provision NLC Services Sports & Fitness Youth Work/Organisations 5 13 0 5 10 15 20 NLC Services Support Groups/Services 17 17 0 10 20 30 40 50 NLC Services Supporting Families 2 8 0 10 20 30 40 50 NLC Services Supporting Families
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Sikeside PS 32% reduction in bookings School is used for Childcare Provision from Out of School Care. Bookings for NLC Services Parent Council Meeting Parent Information Meeting School Events Carnbroe PS Kirkshaws PS Langloan PS Portland School Shawhead PS St Bartholomew’s PS St Bernard’s PS St Mary’s PS St Monica’s PS St Patrick’s PS St Stephen’s PS Townhead PS Club 365 Facilities Greenhill PS Old Monkland PS St Augustine’s PS St Timothy’s PS 49% reduction in bookings Sustained Sport & Fitness Coatbridge activity by asset 41 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 28 47 17 44 2 1 0 20 40 60 80 100 Community Activity Hobbies & Interests NLC Services Sports & Fitness Supporting Families Youth Work/Organisations 36 1 33 0 20 40 60 80 100 Hobbies & Interests NLC Services Sports & Fitness 255 1 0 50 100 150 200 250 300 Childcare Provision NLC Services 172 1 0 50 100 150 200 250 300 Childcare Provision NLC Services
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42 Coatbridge community library Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Coatbridge Library 21117 4583 1st (19) 14034 3116 8085 -4969
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43 Coatbridge Active NL memberships
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Cumbernauld activity analysis of community use
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45 Cumbernauld Asset Map – Community Co-Ordinator Gerard McLaughlin Broadwood HUB Cumbernauld HUB
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Community organisations booking lets in Cumbernauld Jan to May 2019 Jan to May 2022 236 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 147 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Demand for the period shown a decrease across functions and activities with the exception of Sports and Fitness organisations which has increased by 14% 46
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Cumbernauld lets booked – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 4860 2261 -53% Schools 3068 2792 -9% Cumbernauld School letsCumbernauld Community Centres Joint Campus 47
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Cumbernauld lets booked – popular times Community Facilities Schools 48
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Cumbernauld activity analysis by asset Cumbernauld New Town Hall 6% increase in bookings 2022 Increased: • Sports & Fitness Sustained • Hobbies & Interests • Supporting Families • Support Groups/Services Abronhill Community Centre 39% decrease in bookings 2022 Increased: • Support Groups/Services • Supporting Families Sustained: • Sports & Fitness 49 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 101 1 35 124 13 156 66 48 0 20 40 60 80 100 120 140 160 180 200 Childcare Provision Community Activity Hobbies & Interests Learning & Employability Political Activity Sports & Fitness Support Groups/Services Supporting Families 1 1 24 125 97 86 0 20 40 60 80 100 120 140 160 180 200 Community Activity Hobbies & Interests Learning & Employability Sports & Fitness Support Groups/Services Supporting Families 2 35 4 6 22 61 73 80 0 20 40 60 80 100 120 140 160 180 200 Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families 2 40 2 20 2 89 76 70 0 20 40 60 80 100 120 140 160 180 200 Health & Wellbeing Hobbies & Interests NLC Services Pastoral Private Booking Sports & Fitness Support Groups/Services Supporting Families
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Cumbernauld activity analysis by asset Greenfaulds Community Centre 39% reduction in bookings. Sustained • Supporting Families • Support Groups/Services Forge Community Centre 26% decrease in bookings 2022 Sustained: • Hobbies & Interests • Social Groups Older Adults • Support Groups/Services • Youth Work New profile around Learning & Employability MacAuley Community Centre 22% reduction in bookings. Sustained: • Health & Wellbeing • Hobbies & Interests • Social Groups Older Adults • Supporting Families 50 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 Jan –May 2022 Jan –May 2019 16 9 19 13 86 52 0 20 40 60 80 100 Hobbies & Interests Political Activity Social Groups Older Adults Support Groups/Services Supporting Families Youth Work/Organisations 16 64 16 15 34 0 20 40 60 80 100 Hobbies & Interests Learning & Employability Social Groups Older Adults Support Groups/Services 2 9 42 4 64 112 0 20 40 60 80 100 120 Community Activity Hobbies & Interests Pastoral Political Activity Support Groups/Services Supporting Families 3 61 78 0 20 40 60 80 100 120 Hobbies & Interests Support Groups/Services Supporting Families 4 27 20 4 4 66 64 17 0 20 40 60 80 Community Activity Health & Wellbeing Hobbies & Interests Political Activity Private Booking Social Groups Older Adults Support Groups/Services Supporting Families 4 27 20 4 4 66 64 17 0 20 40 60 80 Community Activity Health & Wellbeing Hobbies & Interests Political Activity Private Booking Social Groups Older Adults Support Groups/Services Supporting Families
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Cumbernauld activity analysis by asset The Muirfield Centre 49% reduction in bookings. Increased: • Supporting Families The Link Community Centre 93% decrease in bookings 2022 Increased • Health & Wellbeing activities Facility being used by NHS Pollock Community Centre 18% reduction in bookings. Increased: • Support Groups/Services Sustained: • Hobbies & Interests New profile around Youth Work Organisations 51 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 4 23 411 87 217 11 17 38 253 49 38 28 0 100 200 300 400 500 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability 88 0 100 200 300 400 500 Health & Wellbeing 228 18 92 373 299 58 13 47 26 73 410 170 45 0 100 200 300 400 500 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 1 4 324 138 21 1 17 34 214 189 4 0 100 200 300 400 500 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pets & Animals Political Activity Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 1 34 1 6 18 34 0 20 40 60 80 100 Health & Wellbeing Hobbies & Interests NLC Services Private Booking Support Groups/Services Supporting Families 36 1 1 26 13 0 20 40 60 80 100 Hobbies & Interests Political Activity Private Booking Support Groups/Services Youth Work/Organisations
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Cumbernauld activity analysis by asset Westfield Community Centre 40% reduction for bookings in 2022 Sustained: Pets & Animals Social Groups Older Adults Westray Community Centre 2019 • Mother & Toddlers Group 2022 • No bookings. The Village Community Centre 89% reduction in bookings Total of 16 bookings for 2022 52 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 12 35 7 24 18 11 35 0 10 20 30 40 50 Community Activity Hobbies & Interests Learning & Employability Political Activity Social Groups Older Adults Sports & Fitness Supporting Families 4 4 8 0 10 20 30 40 50 Community Activity Hobbies & Interests Political Activity 30 10 43 0 10 20 30 40 50 Pets & Animals Political Activity Social Groups Older Adults 17 1 32 0 10 20 30 40 50 Pets & Animals Private Booking Social Groups Older Adults
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Cumbernauld activity analysis by asset Cumbernauld Academy Bookings increased in 2022 by 171% Increased: • Sports & fitness New profile around Youth Work activities Greenfaulds HS 12% decrease in bookings Sustained: Sports & fitness New profile around Learning & Employability activities 53 Jan –May 2022 Jan –May 2022Jan –May 2019 Jan –May 2019 1 4 64 68 38 63 0 100 200 300 400 500 Community Activity Hobbies & Interests NLC Services Pastoral Sports & Fitness Supporting Families 48 42 48 477 11 19 0 100 200 300 400 500 Hobbies & Interests NLC Services Pastoral Sports & Fitness Supporting Families Youth Work/Organisations 1 3 242 1 1136 3 11 0 200 400 600 800 1000 1200 Community Activity Hobbies & Interests NLC Services Political Activity Sports & Fitness Support Groups/Services Supporting Families 36 117 1083 0 200 400 600 800 1000 1200 Learning & Employability NLC Services Sports & Fitness
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Cumbernauld activity analysis by asset Our Lady’s HS Cumbernauld 36% reduction in bookings Sustained: • NLC Services • Sports & fitness St Maurice’s HS 32% decrease in bookings 83% increase in Youth Work Sport & fitness decreased by 20% NLC Services decreased by 74% 54 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 7 55 2 3 46 5 0 20 40 60 80 100 Hobbies & Interests NLC Services Pastoral Political Activity Sports & Fitness Supporting Families 44 32 0 20 40 60 80 100 NLC Services Sports & Fitness 6 45 157 15 249 14 57 0 50 100 150 200 250 300 Community Activity Hobbies & Interests NLC Services Private Booking Sports & Fitness Supporting Families Youth Work/Organisations 4 18 41 198 108 0 50 100 150 200 250 300 Community Activity Hobbies & Interests NLC Services Sports & Fitness Youth Work/Organisations
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Cumbernauld activity analysis by asset Baird Memorial PS 67% reduction in bookings Facility used for Childcare provision activities in 2022 Cumbernauld PS & St Andrew’s PS Joint Campus 91% decrease in bookings 5 bookings 2022 55 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 175 4 86 0 20 40 60 80 100 120 140 160 180 200 Childcare Provision NLC Services Supporting Families 87 1 0 20 40 60 80 100 120 140 160 180 200 Childcare Provision NLC Services 1 30 13 1 13 0 10 20 30 40 50 Community Activity Hobbies & Interests NLC Services Private Booking Youth Work/Organisations 1 4 0 10 20 30 40 50 Community Activity NLC Services
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Cumbernauld activity analysis by asset St Mary’s PS 56% reduction in bookings. Decreased bookings for the period. A reduction of 53% for pastoral activities Club 365 Facilities Abronhill PS Carbrain PS St Helen’s PS 23% reduction in bookings Asset used for After School Care No recovery of Support Groups/Services Condorrat PS Facility used by YMCA. 66% reduction in bookings. 56 Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 85 7 21 0 20 40 60 80 100 Childcare Provision NLC Services Support Groups/Services 86 1 0 20 40 60 80 100 Childcare Provision NLC Services 6 45 1 0 10 20 30 40 50 NLC Services Pastoral Political Activity 2 21 0 10 20 30 40 50 NLC Services Pastoral
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57 Cumbernauld community libraries Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Abronhill Library 9007 539 10th (19) 836 621 1602 -981 Condorrat Library 10409 618 9th (19) 2536 976 1814 -838 Cumbernauld Library 25110 3579 4th (19) 12637 2849 6668 -3819 TOTAL 44526 4736 n/a 16009 4446 10084 -5638
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58 Cumbernauld Active NL memberships
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Kilsyth activity analysis of community use
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60 Kilsyth Asset Map – Community Co-Ordinator Fiona Whittaker
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Community organisations booking lets in Kilsyth Jan to May 2019 Jan to May 2022 68 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 38 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Demand for the period shown a decrease across functions and activities. Demand has increased for organisations supporting youth work by 14%. 61
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Kilsyth lets booked – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 1112 660 -41% Schools 475 343 -28% Kilsyth School letsKilsyth Community Centres 62
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Kilsyth lets booked – popular times Community Facilities Schools 63
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Kilsyth activity analysis by asset Burngreen Community Centre 73% decrease in bookings 2022 Antonine Community Sports Hub 65% decrease in bookings 2022 New Profile around Private Bookings Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 36 18 190 17 0 20 40 60 80 100 120 140 160 180 200 Hobbies & Interests Political Activity Sports & Fitness Youth Work/Organisations 15 8 62 6 0 20 40 60 80 100 120 140 160 180 200 Hobbies & Interests Private Booking Sports & Fitness Youth Work/Organisations 6 16 9 34 34 33 0 10 20 30 40 50 Community Activity Hobbies & Interests Political Activity Social Groups Older Adults Sports & Fitness Supporting Families 4 4 11 17 0 10 20 30 40 50 Community Activity Political Activity Social Groups Older Adults Sports & Fitness 64
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Kilsyth activity analysis by asset Garrell Vale Community Facility 25% reduction in bookings 2022 Increased: • Health & Wellbeing • Youth Work Organisations Sustained: • Community Activity Decreased: • Hobbies & Interests • Learning & Employability • NLC Services • Support Groups/Services • Sports & Fitness Colzium House 37% decrease in bookings 2022 Increased: • NLC Services Sustained: • Private Bookings Jan –May 2019 Jan –May 2022 Jan –May 2022Jan –May 2019 31 1 1 10 0 10 20 30 40 50 Community Activity NLC Services Pets & Animals Private Booking 16 3 8 0 10 20 30 40 50 Community Activity NLC Services Private Booking 50 2 56 66 57 17 140 49 134 105 0 50 100 150 200 250 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Political Activity Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 52 6 42 8 27 82 34 9 246 0 50 100 150 200 250 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 65
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Kilsyth activity analysis by asset Club 365 Facilities Kilsyth PS Balmalloch PS No bookings in 2022 Asset previously used for Youth Work Holy Cross PS Facility used by Out of hours school care 50 % reduction in bookings 2022 Kilsyth Academy 50% reduction in bookings Sustained: • Hobbies & Interests St Patrick’s PS 22% reduction in bookings Increased: • Community Activity • Sports & Fitness Sustained: • Support Groups/Services Jan –May 2019 Jan –May 2022Jan –May 2022 Jan –May 2019 Jan –May 2019 17 7 54 0 10 20 30 40 50 60 Community Activity NLC Services Youth Work/Organisations 1 10 5 18 69 42 26 0 20 40 60 80 100 Childcare Provision Community Activity NLC Services Political Activity Sports & Fitness Support Groups/Services Supporting Families 20 1 73 40 0 20 40 60 80 100 Community Activity Political Activity Sports & Fitness Support Groups/Services 23 78 8 12 0 20 40 60 80 100 Hobbies & Interests NLC Services Political Activity Sports & Fitness 19 42 0 20 40 60 80 100 Hobbies & Interests NLC Services 66
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67 Kilsyth community library Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Kilsyth Library 6689 737 7th (19) 4297 939 2326 -1387
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68 Kilsyth Active NL memberships
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Motherwell activity analysis of community use
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70 Motherwell Asset Map – Community Co-Ordinator Pamela Humphries Ravenscraig 2026
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Community organisations booking lets in Motherwell Jan to May 2019 Jan to May 2022 181 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 105 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Demand for the period shown a decrease across functions and activities. However there has been an increase in Sports & Fitness, and organisations supporting families. 71
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Motherwell lets booked – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 3911 2271 -42% Schools 2199 1571 -29% Motherwell School letsMotherwell Community Centres Joint Campus 72
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Motherwell activity analysis by asset Isa Money Community Centre 51% decrease in bookings 2022 Increased: • Sports & Fitness • Learning & Employability • Support Groups/Services • Youth Work/Organisations Sustained • Childcare Provision • Supporting Families Andrew Hamilton Community Centre 48% decrease in bookings 2022 Sustained: • Support Groups/Services New profile around NLC Services Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 48 36 0 10 20 30 40 50 60 Social Groups Older Adults Support Groups/Services 7 9 28 0 10 20 30 40 50 60 NLC Services Social Groups Older Adults Support Groups/Services 36 8 30 17 4 12 2 227 33 43 17 57 0 50 100 150 200 250 Childcare Provision Community Activity Hobbies & Interests Learning & Employability NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 31 17 7 38 45 15 85 0 50 100 150 200 250 Childcare Provision Hobbies & Interests NLC Services Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 73
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1 6 15 17 36 15 0 10 20 30 40 50 60 Community Activity Political Activity Social Groups Older Adults Sports & Fitness Supporting Families Youth Work/Organisations Motherwell activity analysis by asset John McCormack Centre 41% reduction in bookings. Increased: • Pastoral Sustained: • Hobbies & Interests • Supporting Families Jim Foley Community Centre 48% decrease in bookings 2022 Increased • Hobbies & Interests • NLC Services New Profile around Learning & Employability New Stevenston Community Centre 51% reduction in bookings. Sustained: • Community Activity • Sports & fitness • Supporting Families • Youth Work Organisations Jan –May 2019 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 Jan –May 2022 5 51 20 3 26 30 36 85 28 0 20 40 60 80 100 Community Activity Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families 38 25 16 6 12 19 3 30 0 20 40 60 80 100 Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Political Activity Private Booking Sports & Fitness Support Groups/Services 33 25 1 16 3 39 42 164 34 0 50 100 150 200 Hobbies & Interests Learning & Employability NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 27 2 9 8 19 110 35 0 50 100 150 200 Hobbies & Interests NLC Services Pastoral Political Activity Sports & Fitness Support Groups/Services Supporting Families 1 17 17 14 32 18 34 35 17 0 10 20 30 40 50 60 Community Activity Health & Wellbeing Learning & Employability Political Activity Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 74
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Pat Cullinan Centre 24% reduction for bookings in 2022 Increased: • Learning & Employability • NLC Services • Sports & Fitness Sustained: • Social Groups Older Adults Assets transferred to Education & Families Daisy Park Community Centre Wishawhill Community Centre Newarthill Community Centre 27% reduction in bookings Increased: • Community Activity • NLC Services • Sports & Fitness Sustained: • Hobbies & Interests Jerviston Community Centre Community Asset Transfer Based on the statistical data presented from the Achieve Booking System, Jerviston has had 22 bookings in the 1st 5 months of 2019 for youth work and political activity. There has been no bookings or footfall recorded in 2022 Motherwell activity analysis by asset Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 34 407 15 12 4 29 10 41 16 226 0 50 100 150 200 250 300 350 400 450 Community Activity Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 128 327 21 33 19 48 0 50 100 150 200 250 300 350 400 450 Community Activity Hobbies & Interests NLC Services Sports & Fitness Support Groups/Services Youth Work/Organisations 49 2 39 325 9 83 27 20 30 41 79 0 50 100 150 200 250 300 350 400 450 Childcare Provision Community Activity Hobbies & Interests Learning & Employability NLC Services Pastoral Political Activity Social Groups Older Adults Sports & Fitness Support Groups/Services Youth Work/Organisations 22 351 23 12 20 39 19 47 0 50 100 150 200 250 300 350 400 450 Hobbies & Interests Learning & Employability NLC Services Political Activity Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 75
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Brannock HS 79% decrease in bookings 2022. Sustained: • Supporting Families Braidhurst HS 17% reduction in bookings 2022 Increased: • Supporting Families Sustained • Sports & Fitness Dalziel HS 47% reduction for bookings in 2022 Sustained: Community Activity Sports & fitness Motherwell activity analysis by asset Jan –May 2019 Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022Jan –May 2022 189 2 363 22 1 0 50 100 150 200 250 300 350 400 450 NLC Services Political Activity Sports & Fitness Supporting Families Youth Work/Organisations 10 348 2 118 0 50 100 150 200 250 300 350 400 450 NLC Services Sports & Fitness Support Groups/Services Supporting Families 68 4 35 36 62 0 20 40 60 80 100 NLC Services Political Activity Sports & Fitness Support Groups/Services Supporting Families 2 54 0 20 40 60 80 100 Sports & Fitness Supporting Families 6 26 128 18 6 166 17 0 50 100 150 200 Community Activity Hobbies & Interests NLC Services Political Activity Private Booking Sports & Fitness Youth Work/Organisations 2 93 5 96 1 0 50 100 150 200 Community Activity NLC Services Political Activity Sports & Fitness Support Groups/Services 76
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Our Lady’s HS Motherwell 25% increase on bookings in 2022 Sustained: • Hobbies & Interests Increased: • Sports & fitness Taylor HS 30% decrease in bookings Increased: • NLC Services New profile around Youth Work Motherwell activity analysis by asset Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 1 34 217 95 2 44 0 100 200 300 400 500 Community Activity Hobbies & Interests NLC Services Sports & Fitness Supporting Families Youth Work/Organisations 28 1 463 0 100 200 300 400 500 Hobbies & Interests NLC Services Sports & Fitness 34 24 70 0 20 40 60 80 100 Hobbies & Interests NLC Services Sports & Fitness 18 28 39 5 0 20 40 60 80 100 Hobbies & Interests NLC Services Sports & Fitness Youth Work/Organisations 77
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Cathedral PS 35% reduction in bookings Sustained: • Hobbies & Interests • Sports & Fitness New profile around Pastoral. Firpark Secondary 80% decrease in bookings Significant decrease in activities supporting families. Motherwell activity analysis by asset Jan –May 2022Jan –May 2019 Jan –May 2019 Jan –May 2022 1 17 16 35 3 26 0 10 20 30 40 50 Childcare Provision Hobbies & Interests NLC Services Sports & Fitness Supporting Families Youth Work/Organisations 18 3 2 36 5 0 10 20 30 40 50 Hobbies & Interests NLC Services Pastoral Sports & Fitness Support Groups/Services 3 32 0 10 20 30 40 50 NLC Services Support Groups/Services 2 5 0 10 20 30 40 50 NLC Services Support Groups/Services 78
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St Bernadette’s PS 71% reduction in bookings. New profile around supporting families. Club 365 Facilities Berryhill PS Brannock HS New Stevenston PS 94% reduction in booking. Total of 5 bookings in 2022 during the period. Schools used for one off let. Berryhill PS Muir Street PS Logan’s PS School previously used for Social Groups Older Adults. Motherwell activity analysis by asset Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 4 29 19 1 28 0 10 20 30 40 50 Health & Wellbeing NLC Services Sports & Fitness Supporting Families Youth Work/Organisations 5 0 10 20 30 40 50 NLC Services 122 10 50 0 20 40 60 80 100 120 140 Learning & Employability NLC Services Sports & Fitness 11 43 0 20 40 60 80 100 120 140 Sports & Fitness Supporting Families 79
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80 Motherwell community libraries Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Motherwell 23,899 2953 6th (19) 836 621 7796 -5139 New Stevenston 995 194 14th (19) 2536 976 1353 -1043 Newarthill 855 142 15th (19) 12637 2849 1252 -1005 TOTAL 25,749 3289 n/a 16009 4446 10084 -7187
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Motherwell Active NL memberships 81
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Northern Corridor activity analysis of community use
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83 Northern Corridor Asset Map – Community Co-Ordinator Andrew McPherson 83 Gartcosh 2024 Chryston 2023
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Analysis of community organisations booking lets in Northern Corridor Jan to May 2019 Jan to May 2022 128 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 69 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Demand during the period: • Increased by 5% Community Activity organisations • Increased by 6% from sports & fitness organisations • Support groups making bookings has decreased by 5% • Dropped by 2% from NLC internal services making bookings • Organisations supporting Pastoral Care (churches) have not returned during this period of analysis. 84
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Analysis of lets booked across Northern Corridor – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 2475 2086 -16% Schools 2305 1420 -38% Northern Corridor School letsNorthern Corridor Community Centres Joint Campus 85
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Analysis of lets booked in Northern Corridor – popular times Community Facilities Schools 86
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North Corridor activity analysis by asset Auchinloch Community Centre 22% reduction in bookings. • Sustained: • Childcare Provision • Hobbies & Interests • Social Groups Older Adults • Supporting Families Chryston Cultural Centre 15% reduction in bookings. Sustained: • Community Activities • Health and Wellbeing • Sports & Fitness Increased: • NLC Services • Social Groups Older Adults • Supporting Families Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 85 6 17 20 9 10 36 0 20 40 60 80 100 Childcare Provision Community Activity Hobbies & Interests Pastoral Political Activity Social Groups Older Adults Supporting Families 80 2 17 9 34 0 20 40 60 80 100 Childcare Provision Community Activity Hobbies & Interests Social Groups Older Adults Supporting Families 86 12 20 50 69 63 22 1 10 39 178 10 0 50 100 150 200 250 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests NLC Services Pastoral Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 10 20 20 219 2 24 35 58 87 0 50 100 150 200 250 Community Activity Health & Wellbeing Hobbies & Interests NLC Services Political Activity Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 87
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Gartcosh Community Centre Overall 2% increase in bookings Most activities sustained. New Profiles around • NLC Services – local primary school using facility. Pivot Community Facility CLD Priority Space 21% reduction in bookings 2022 Increased: • Community Activities • Learning & Employability activities • Supporting Families Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 170 4 15 22 22 18 20 12 5 125 0 20 40 60 80 100 120 140 160 180 200 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 170 4 23 100 7 18 19 11 71 0 20 40 60 80 100 120 140 160 180 200 Childcare Provision Community Activity Hobbies & Interests NLC Services Political Activity Private Booking Social Groups Older Adults Sports & Fitness Supporting Families 168 66 22 134 71 82 27 29 4 35 285 82 263 51 0 100 200 300 400 500 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pets & Animals Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 89 17 80 116 53 19 6 1 182 17 449 17 0 100 200 300 400 500 Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pets & Animals Political Activity Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 88 North Corridor activity analysis by asset
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Glenboig/Our Lady & St Joseph’s PS Joint Campus 20% reduction in bookings 17% Increase in Sports & Fitness activities Glenmanor PS 96% decrease in bookings Formerly used for Club 365 provision. Only 3 internal bookings 2022. Chryston HS 8% reduction in bookings. Increase in Supporting Families activities by 33% Club 365 Provision Sustained: Sports & Fitness activities Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2019 Jan –May 2022 6 1 70 10 594 39 18 0 100 200 300 400 500 600 700 Community Activity Hobbies & Interests NLC Services Pastoral Sports & Fitness Supporting Families Youth Work/Organisations 1 37 2 587 52 0 100 200 300 400 500 600 700 Hobbies & Interests NLC Services Social Groups Older Adults Sports & Fitness Supporting Families 3 81 0 20 40 60 80 100 NLC Services Sports & Fitness 15 5 55 0 20 40 60 80 100 Community Activity NLC Services Supporting Families 1 29 4 69 2 0 20 40 60 80 100 Hobbies & Interests NLC Services Political Activity Sports & Fitness Supporting Families 89 North Corridor activity analysis by asset
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Stepps PS 58% reduction in overall bookings. Increased bookings for Sports and Fitness activities. Sustained: Youth Work Organisations Bookings for NLC Services Parent Council Meeting Parent Information Meeting School Events Auchinloch PS Chryston PS Gartcosh PS St Michael’s PS St Joseph’s PS Club 365 Facilities Chryston HS Glenmanor PS 2019 only St Barbara’s PS – Shared Building with Jigsaw FLC 40% reduction in bookings Asset used for After School Care St Joseph’s PS 2022 Five bookings for Childcare Provision Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 367 11 29 43 0 100 200 300 400 Childcare Provision NLC Services Support Groups/Services Supporting Families 271 0 100 200 300 400 Childcare Provision 173 2 14 1 151 32 0 50 100 150 200 250 Childcare Provision Community Activity Hobbies & Interests NLC Services Sports & Fitness Youth Work/Organisations 227 19 127 50 49 3 23 26 18 128 54 139 32 0 50 100 150 200 250 Childcare Provision Community Activity Hobbies & Interests NLC Services Pastoral Pets & Animals Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 90 North Corridor activity analysis by asset
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91 Northern Corridor community libraries Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Chryston 7305 115 16th (19) 1938 574 925 -351 Moodiesburn 5961 686 8th (19) 2385 544 1465 -921 Stepps* 0 0 19th (19) 2602 275 1637 -1362 TOTAL 13266 801 n/a 6925 1393 4027 -2634 *Stepps has been closed for building works.
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92 Northern Corridor Active NL 501 179 633 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 0 100 200 300 400 500 600 700 Period01 Period03 Period05 Period07 Period09 Period11 Period13 Period02 Period04 Period06 Period08 Period10 Period12 Period01 Period03 Period05 Period07 Period09 Period11 Period13 Period02 Period04 Period06 2019 2020 2021 2022 Ian Nicholson Centre - direct debits / annual memberships P1 2019 to P7 2022 Total % of NC CB population
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Shotts activity analysis of community use
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94 Shotts Asset Map – Community Co-Ordinator Stephen Llewellyn Calderhead HUB
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Analysis of community organisations booking lets in Shotts Jan to May 2019 Jan to May 2022 82 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 55 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. Overall decrease in demand during the period, however there have been an increase in • Community Activity organisations by 5% • Sports & fitness groups 18% 95
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Analysis of lets booked across Shotts – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 1116 642 -42% Schools 588 476 -19% Shotts School letsShotts Community Centres 96
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Analysis of lets booked in Shotts – popular times Community Facilities Schools 97
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Shotts activity analysis by asset Allanton Community Centre Overall 7% decrease in bookings across all activities in 2022. No bookings for Private Events Decreased: • Hobbies & Interests • Political Activity • Social Groups Older Adults • Youth Work/Organisations Harthill Community Facility 29% reduction in bookings 2022 Increased: • Learning & Employability • NLC Services • Supporting Families Jan –May 2019 Jan –May 2019 Jan –May 2022 Jan –May 2022 6 30 11 9 75 34 0 20 40 60 80 100 Community Activity Hobbies & Interests Political Activity Private Booking Social Groups Older Adults Youth Work/Organisations 5 47 1 36 0 20 40 60 80 100 Community Activity NLC Services Political Activity Sports & Fitness Supporting Families 6 67 15 1 24 18 35 18 0 20 40 60 80 100 Community Activity Hobbies & Interests Learning & Employability NLC Services Political Activity Support Groups/Services Supporting Families Youth Work/Organisations 3 46 24 7 11 40 0 20 40 60 80 100 Community Activity Hobbies & Interests Learning & Employability NLC Services Political Activity Supporting Families 98
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Shotts activity analysis by asset Salsburgh Community Centre Overall 7% decrease in bookings Increased: • Community Activity • Hobbies & Interests New Profiles around • NLC Services • Sports & fitness Shotts Community Facility 51% reduction in bookings 2022 Increased: • Supporting Families Sustained: • Sports & fitness Jan –May 2019 Jan –May 2022 4 37 15 3 31 17 34 0 20 40 60 80 100 Community Activity Hobbies & Interests Political Activity Private Booking Support Groups/Services Supporting Families Youth Work/Organisations Jan –May 2019 5 47 1 36 0 20 40 60 80 100 Community Activity NLC Services Political Activity Sports & Fitness Supporting Families Jan –May 2022 5 47 1 36 0 50 100 150 200 250 300 Community Activity NLC Services Political Activity Sports & Fitness Supporting Families 22 8 21 4 16 201 32 0 50 100 150 200 250 300 Health & Wellbeing NLC Services Pastoral Political Activity Social Groups Older Adults Sports & Fitness Supporting Families 99
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Shotts activity analysis by asset Bookings for NLC Services Parent Council Meeting Parent Information Meeting School Events Alexander Peden PS Allanton PS Dykehead PS Kirk O’Shotts PS St Patrick’s PS Stane PS Calderhead HS 15% reduction in bookings Increased: • Sports & Fitness • Supporting Families Decreased: • Community Activity • NLC Services Club 365 Provision Calderhead HS 2019 Jan –May 2022 Jan –May 2019 16 29 102 31 361 18 0 100 200 300 400 Community Activity Hobbies & Interests NLC Services Pastoral Sports & Fitness Supporting Families 5 47 1 383 36 0 100 200 300 400 Community Activity NLC Services Political Activity Sports & Fitness Supporting Families 100
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101 Shotts community library Visitors April 21- March 22 Public Access computer bookings and ranking April 21 to March 22 Registered borrowers @ 05.10.22 Active Borrowers @ 05.10.22 Target for active borrowers Difference to target Shotts 1737 305 13th (19) 2030 403 1417 -1014
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102 Shotts Active NL memberships 674 222 929 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 0 100 200 300 400 500 600 700 800 900 1000 Period01 Period03 Period05 Period07 Period09 Period11 Period13 Period02 Period04 Period06 Period08 Period10 Period12 Period01 Period03 Period05 Period07 Period09 Period11 Period13 Period02 Period04 Period06 2019 2020 2021 2022 Shotts Leisure Centre - direct debits / annual memberships P1 2019 to P7 2022 Total % of Shotts CB population
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Wishaw activity analysis of community use
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104 Wishaw Asset Map – Community Co-Ordinator James McKinstry 104
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Analysis of community organisations booking lets in Wishaw Jan to May 2019 Jan to May 2022 124 organisations booking lets in 2019. Grouped into 15 broad headings based on their function and activity. 82 organisations booking lets in 2022. Grouped into 15 broad headings based on their function and activity. 3% 1% 1% 9% 1% 11% 3% 3% 3% 2%3%39% 10% 5% 6% Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Pets & Animals Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 5% 0% 1% 7% 1% 7% 0% 3% 2% 0% 2% 56% 8% 5% 2% Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Pets & Animals Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations Demand during the period shown: • Increased by 17% from sports & fitness organisations • Decreased by 4% from youth work/organisations • Dropped by 4% from NLC internal services making bookings • Has been slow to pick up around private bookings Demand for the Period June to November 2022 has shown: • Community Activity has increased by 73% • Private Bookings have increased by 72% • Learning and Employability activities have increased by 71% • Support for Families activities have increased by 41% • Youth Work/Organisations has increased by 20% • Sports & Fitness Activities has decreased by 21% 105
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Analysis of lets booked across Wishaw – Jan-May 2019 & 2022 2019 2022 Percentage Community Facilities 1600 810 -49% Schools 1792 1255 -30% Wishaw School letsWishaw Community centres 63 338 70 212 408 505 417 161 34 22 279 293 4 0 100 200 300 400 500 600 Cleland Community Centre Coltness Community Centre Gowkthrapple Community Centre Netherton Community Centre Overtown Community Centre Pather Community Centre Waterloo Community Centre 2019 2022 4 109 4 652 535 6 98 228 2 13 5 17 1 118 14 566 566 1 66 2 4 2 34 0 100 200 300 400 500 600 700 Calderbridge PS Cambusnethan PS & Nursery Class Cleland PS Clyde Valley HS Coltness HS Netherton PS Newmains PS St Aidans HS St Aidans PS St Brigid's PS St Mary's PS (Cleland) St Thomas PS Thornlie PS Wishaw Academy PS 2019 2022 Joint Campus 106
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0 50 100 150 200 2019 2022 2019 2022 2019 2022 2019 2022 2019 2022 January February March April May FULL DAY Day Afternoon Morning Evening 1% 11% 16% 27% 45% Community Centres FULL DAY Day Afternoon Morning Evening 4.27% 6.99% 9.62% 15.22% 63.90% Schools FULL DAY Day Afternoon Morning Evening 0 50 100 150 200 250 300 350 400 2019 2022 2019 2022 2019 2022 2019 2022 2019 2022 January February March April May Day Afternoon Morning FULL DAY Evening Analysis of lets booked in Wishaw – popular times 107
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Wishaw activity analysis by asset Cleland Community Centre 73% reduction in bookings 2022 Coltness Community Centre 52% reduction in bookings 2022 Sustained: • Sport & fitness • Support groups • Supporting families • Hobbies & interests Jan –May 2022Jan –May 2019 Jan –May 2022Jan –May 2019 4 27 17 15 0 10 20 30 40 50 Community Activity Hobbies & Interests Sports & Fitness Youth Work/Organisations 4 8 5 0 10 20 30 40 50 Community Activity Hobbies & Interests Supporting Families 4 21 45 10 21 1 17 10 74 42 33 21 39 0 20 40 60 80 100 Community Activity Health & Wellbeing Hobbies & Interests NLC Services Pastoral Pets & Animals Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 34 3 3 39 41 20 21 0 20 40 60 80 100 Hobbies & Interests NLC Services Pastoral Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 108
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Wishaw activity analysis by asset Gowkthrapple Community Centre 2019 bookings low against capacity, further 51% reduction in bookings 2022 Still demand from dog training groups. Netherton Community Centre 90% reduction in bookings 2022 Jan –May 2022Jan –May 2019 Jan –May 2019 Jan –May 2022 17 47 6 0 20 40 60 80 100 Community Activity Pets & Animals Political Activity 30 4 0 20 40 60 80 100 Pets & Animals Political Activity 1 29 8 15 26 24 56 21 32 0 20 40 60 80 100 Community Activity Hobbies & Interests Pastoral Political Activity Private Booking Social Groups Older Adults Sports & Fitness Support Groups/Services Supporting Families 6 16 0 20 40 60 80 100 Political Activity Sports & Fitness 109
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Wishaw activity analysis by asset Overtown Community Centre 23% reduction in bookings 2022 Increase in demand for Childcare provision activities Sustained: • Hobbies & interests • Support Groups services Pather Community Centre 42% reduction in bookings 2022 Sustained: • Hobbies & interests • Pets & animals • Support groups/services • Supporting families • Youth work/organisations • Increase: learning and employability Waterloo Community Centre Based on the statistical data presented from the Achieve Booking System, Waterloo has had 8 bookings in total between the 1st 5 months of 2019 and 2022 respectively for election purposes. Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 85 7 18 120 1 14 8 1 102 52 0 20 40 60 80 100 120 140 Childcare Provision Community Activity Health & Wellbeing Hobbies & Interests NLC Services Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families 103 4 74 6 5 87 0 20 40 60 80 100 120 140 Childcare Provision Community Activity Hobbies & Interests Political Activity Private Booking Support Groups/Services 32 8 58 7 6 86 38 9 9 42 89 49 72 0 20 40 60 80 100 Childcare Provision Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pastoral Pets & Animals Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 23 30 16 4 35 14 4 20 62 37 48 0 20 40 60 80 100 Health & Wellbeing Hobbies & Interests Learning & Employability NLC Services Pets & Animals Political Activity Private Booking Sports & Fitness Support Groups/Services Supporting Families Youth Work/Organisations 110
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Wishaw activity analysis by asset Clyde Valley High School 13% reduction in bookings Sustained demand: Sport & Fitness New profile around supporting families Coltness High School 6% increase in bookings Sustained demand: NLC bookings Increased demand Sport & Fitness St Aidan's High School 71% reduction in bookings Jan –May 2019 Jan –May 2022 Jan –May 2022 Jan –May 2019 Jan –May 2019 Jan –May 2022 4 5 99 1 543 0 100 200 300 400 500 600 Health & Wellbeing Hobbies & Interests NLC Services Private Booking Sports & Fitness 23 513 30 0 100 200 300 400 500 600 NLC Services Sports & Fitness Supporting Families 75 490 1 0 100 200 300 400 500 600 NLC Services Sports & Fitness Youth Work/Organisations 6 5 83 2 1 416 22 0 100 200 300 400 500 600 Hobbies & Interests Learning & Employability NLC Services Political Activity Private Booking Sports & Fitness Youth Work/Organisations 4 104 82 14 24 0 20 40 60 80 100 120 Hobbies & Interests NLC Services Sports & Fitness Support Groups/Services Youth Work/Organisations 31 35 0 20 40 60 80 100 120 NLC Services Sports & Fitness 111
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Wishaw activity analysis by asset Wishaw Academy/St Ignatius PS 71% reduction in overall bookings. Bookings for NLC Services Parent Council Meeting Parent Information Meeting School Events Calderbridge PS Cleland PS Netherton PS St Aidan’s PS St Brigid’s PS St Mary’s PS (Cleland) St Thomas PS Thornlie PS Club 365 Facilities Clyde Valley HS/Orchard PS Cambusnethan PS 87% reduction in bookings Jan –May 2019 Jan –May 2022 Jan –May 2019 Jan –May 2022 Newmains PS 99% reduction in overall bookings. 1 Internal Booking in 2022Jan –May 2019 1 33 0 20 40 60 80 100 NLC Services Sports & Fitness 14 70 16 18 0 20 40 60 80 100 NLC Services Sports & Fitness Support Groups/Services Youth Work/Organisations 1 34 8 2 39 14 0 20 40 60 80 100 Community Activity Learning & Employability NLC Services Political Activity Support Groups/Services Supporting Families 2 12 0 20 40 60 80 100 NLC Services Sports & Fitness 12 9 70 18 0 20 40 60 80 100 NLC Services Political Activity Sports & Fitness Support Groups/Services 112
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Wishaw community libraries April 21 to March 2022 Visitors Public Access computer bookings and ranking. Registered borrowers Active Borrowers Target for active borrowers Difference to target Cleland Library 3772 80 18th (19) 836 196 562 -366 Newmains Library 5000 310 12th (19) 2,536 581 947 -366 Wishaw Library 37,841 4,088 2nd (19) 12,637 3,245 6,043 -2798 TOTAL WISHAW 46,613 4,478 n/a 16,009 4,002 7,552 -3,530 113
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Wishaw Active NL 2019 bookings overall 2022 bookings overall % difference 19989 21906 10% Morning Afternoon Evening Court hire NCL Table tennis NL Young carers Squash Court hire New college lanarkshire Support for sport Self defense October holiday camp Table tennis Squash Squash Street leage Table tennis Karate Twirlsport 4.1% of overall bookings 2022 114
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Appendix 1 - Types of organisations occupying our spaces 115