Agenda pack
North Lanarkshire Council · 22 August 2022
Back to People and Communities Committee — 22 August 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Andrew Rose 07951 409714 rosean@northlan.gov.uk 10 Aug 2022 Members of the People and Communities Committee Chief Executive’s Office Archie Aitken Head of Legal & Democratic Solutions Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk Notice is given that a Hybrid Meeting of the PEOPLE AND COMMUNITIES COMMITTEE is to be held within the Council Chamber, Civic Centre, Motherwell on Monday, 22 August 2022 at 10:00 am which you are requested to attend. The agenda of business is attached. Head of Legal and Democratic Solutions Members : Councillors: D Ashraf, B Baudo, B Burgess, A Campbell, T Fisher, F Fotheringham, M Hughes, J Jones, J Keltie, A Khan, A Masterton, M McBride, B McCluskey, B McCulloch, J McLaren, C McManus, F McNally, L Mitchell, L Nolan, P Patton, D Robb, A Smith, K Stevenson, J Toner, C Williams. Page 1 of 275
Page 2
Page 2 of 275
Page 3
Agenda (1) Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 (2) P084.1 - Breastfeeding Friendly North Lanarkshire - Leading the way in driving cultural change - update (page 7 - 32) Submit report by the Head of Children, Families & Justice Services/Chief Social Work Officer providing an update on progress towards Breastfeeding Friendly North Lanarkshire (copy herewith) (3) PO84.1 (5) Community Learning & Development - Report on progress in relation to community learning and development activity (page 33 - 40) Submit report by the Head of Children, Families & Justice Social Work/Chief Social Work Officer providing an overview on progress in relation to community learning and development activity for the year 2021/22 (copy herewith) (4) PO84.1(7) Update on the Community Learning and Development, Youth Guarantee Programme (page 41 - 66) Submit report by the Head of Children, Families & Justice Services/Chief Social Work Officer highlighting the progress and success of the Community Learning and Development, Youth Guarantee Programme and the support and positive impact to North Lanarkshire’s young workforce, together with an update on the ongoing progress of the employees (copy herewith) (5) POO5.2 Financial Inclusion Team Activity Report 2021/2022 (page 67 - 76) Submit report by the Head of Children, Families and Justice/Chief Social Work Officer providing details of the income maximisation work carried out by the Financial Inclusion Team and Council Services during 2021/22 (copy herewith) (6) P005.2 Tackling Poverty - (2) Update report on implementation of the Tackling Poverty Strategy and improved outcomes achieved - Fuel Poverty Hardship Payment (page 77 - 82) Submit report by the Head of Children, Families and Justice/Chief Social Work Officer providing an update on the implementation of the Fuel Poverty Hardship Payment Scheme (copy herewith) (7) Programme of Work (PO48.1) - Active & Creative Communities Strategic Activity Framework for North Lanarkshire 2020-2024 (page 83 - 96) Submit report by the Head of Education (South) presenting a reviewed and refreshed action plan for 2022/23 reflecting the ongoing commitment in support of the previously agreed Active & Creative Communities Strategic Activity Framework (copy herewith) (8) Cumbernauld Theatre Trust - Funding Agreement 2022/23 (page 97 - 100) Submit report by the Head of Education (South) seeking approval of the proposed funding agreement for Cumbernauld Theatre Trust (CTT) for the period 2022-23 and providing an update on operation of the Lanternhouse Venue in its first year. (copy herewith) Page 3 of 275
Page 4
2 (9) P056.2 (1,2 and 3) Working with Communities (page 101 - 124) Submit report by the Head of Strategic Communication (1) providing an an overview of progress relating to the implementation on the nine Local Outcome Improvement Plans, the establishment of a Community Board Development Programme and the creation of Participatory Budgeting Task/Reference Groups, and (2) outlining progress being made in the development and implementation of the Council’s Participatory Budgeting process (copy herewith) (10) Community Boards - Cycle 7 (page 125 - 134) Submit report by the Head of Strategic Communications providing a report on Cycle Seven of the Community Board meetings (copy herewith) (11) Community Board Local Development Programme (page 135 - 158) Submit report by the Head of Strategic Communication providing an update on progress with the Community Board Local Development Programme projects previously approved by committee and seeking in principle approval for new potential projects as proposed by local community groups (copy herewith) (12) Community Grants - Annual Report 2021-22 (page 159 - 172) Submit report by the Head of Strategic Communication providing details of the applications submitted for funding from the Community Grants Scheme during 2021/22 and the awards made (copy herewith) (13) Campsies Grant Award Programme (page 173 - 188) Submit report by the Head of Strategic Communication providing a financial and progress update on the Campsies Grant Award Programme (copy herewith) (14) Annual Review of the Community Safety Strategy 2020/21-2021/22 (page 189 - 226) Submit report by the Head of Strategic Communication advising of the progress made on the strategic priorities and actions in the Annual Review of the Community Safety Strategy, which covers the period 2021-2022. (copy herewith) (15) Approval to Utilise Frameworks for Outdoor Play Equipment and Artificial Surfaces (page 227 - 234) Submit report by the Head of Strategic Communications seeking approval for the (1) use of the collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces and (2) use of alternative existing frameworks available to the Council to expedite project delivery and deliver best value as required (copy herewith) (16) Community Asset Transfer and Participation Requests: Annual Report for 2021/2022 (page 235 - 264) Submit report b y the Head of Strategic Communication providing the annual progress report regarding Community Asset Transfer and Participation Requests in North Lanarkshire (copy herewith) Page 4 of 275
Page 5
3 (17) Contract for Noting: Development of digital content for the North Lanarkshire wide digital skills academy (page 265 - 268) Submit report by the Communities Library Manager regarding the award of a contract for the provision of digital content for the North Lanarkshire wide digital skills academy (copy herewith) (18) Contracts Awarded Below Committee Approval Threshold (page 269 - 275) Submit report by the Head of Asset and Procurement Solutions detailing contracts awarded between 1 January 2022 to 30 June 2022 with a value below the financial threshold requiring Committee approval. (copy herewith) Page 5 of 275
Page 6
Page 6 of 275
Page 7
1 North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LF/AG/MF Date 22/08/22 P084.1 - Breastfeeding Friendly North Lanarkshire – Leading the way in driving cultural change - update From Alison Gordon, Head of Children Families & Justice Services/Chief Social Work Officer Email Gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary Breastfeeding Friendly North Lanarkshire – Leading the Way in Driving Cultural Change report was approved at Policy and Strategy Committee in June 2021. This report gives an update on the commitments North Lanarkshire Council and partners made to lead the way in driving change to improve breastfeeding rates in North Lanarkshire. By increasing breastfeeding facilities; creating a positive culture around breastfeeding and building a supportive community around families to support breastfeeding, North Lanarkshire will be a place where breastfeeding is the norm and women feel comfortable to breastfeed for as long as they want. It is anticipated that North Lanarkshire Council will have completed all actions required by Autumn 2022 to enable it to be the first Scottish local authority to be awarded Breastfeeding Friendly local authority status. Significant progress has been made across North Lanarkshire Council services and partners including: • introduction of a Breastfeeding Policy for council employees, • all schools and early year establishments are working towards achieving Breastfeeding Schools and Breastfeeding Friendly Scotland Early Learning and Childcare status, • community based breastfeeding champions have been identified in Community Learning and Development and the voluntary sector, • support given to Foster Carers, • and the provision of welcoming spaces in the new town and community hubs to reinforce the commitment to welcome and support breastfeeding in NLC premises. AGENDA ITEM 2 Page 7 of 275
Page 8
2 1. Background 1.1 In June 2021, the Policy and Strategy Committee approved the recommendations in the Breastfeeding Friendly North Lanarkshire – Leading the way in driving cultural change report. Since the writing of the above report breastfeeding rates within North Lanarkshire have shown a slight increase and, encouragingly, drop off rates are exceeding the targets set by the Scottish Government. 2020/21 Ever Breast FED BF at HV 1ST Visit BF at 6 – 8 weeks Drop off at 6-8 weeks Drop off target 20/21 (less is better) Drop off target 24/25 (less is better) Scotland 65.4% 54.9% 44.8% 30.8% 32.8% 31.4% NHS Lanarkshire 50% 39.7% 31.1% 37.3% 44.1% 42.1% North Lanarkshire 46.1% 35.7% 27.8% 39% 47.3% 45.2% Work continues with colleagues from NHS Lanarkshire and Scottish Government Advocacy and Culture Lead to ensure that North Lanarkshire Council is the first Scottish local authority to gain the Breastfeeding Friendly Award. The co-produced framework has been updated as milestones have been reached and will give a blueprint for other local authorities in Scotland to gain this award. Recommendations It is recommended that the People and Communities Committee: (1) Acknowledge the significant progress made to becoming the first Scottish Local Authority to gain Breastfeeding Friendly award (2) Approve the continuation of approach as set out in this report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (10) Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential Page 8 of 275
Page 9
3 However, the rates are still not at the desired level, and of particular concern is that breastfeeding rates can be linked to levels of deprivation. Those from the least deprived areas are much more likely to breastfeed. Increasing breastfeeding rates in our most deprived areas would help reduce health inequalities. The Council, along with partners, are committed to change this and have been working across our communities to change attitudes and create a positive culture around breastfeeding. 1.2 The benefits of breastfeeding for babies, mothers, and public health are well established. Breastfeeding is a natural 'safety net' against the worst effects of poverty. “Exclusive breastfeeding goes a long way toward cancelling out the health difference between being born into poverty and being born into affluence. It is almost as if breastfeeding takes the infant out of poverty for those first few months to give the child a fairer start in life and compensate for the injustice of the world into which it was born.” (James P Grant, Executive Director of UNICEF). 1.3 Breastfeeding Friendly Scotland is a national award scheme that recognises businesses, organisations and public premises where staff are aware of their obligations under the Breastfeeding etc. (Scotland) Act 2005. The award enables new mums to recognise places that they can be supported, and their babies protected when breastfeeding whilst out and about. However, this award can and should be so much more. The award can help with culture change across Scotland as it helps breastfeeding become more visible in our communities. This in turn can help improve breastfeeding rates in North Lanarkshire and across Scotland. 1.4 The draft co-produced Framework document included in Appendix One has been updated and further refined and approved by colleagues in NHS Lanarkshire and Scottish Government. North Lanarkshire Council’s commitment and ground-breaking partnership approach sets the context, and this draft accreditation framework sets out the blueprint as to how local authorities in Scotland could become Breastfeeding Friendly accredited. 2. Report 2.1 North Lanarkshire Council recognises the short and long-term advantages of breastfeeding for both mother and baby and supports breastfeeding as the optimal infant feeding choice for all parents. To support this a new Breastfeeding Policy was implemented in May 2022. It enhances the current provisions with clear and precise information to ensure working and returning mothers have the ability and confidence to continue to breastfeed. An e- learning module is available to managers which outlines their responsibilities and enables them to be better placed in supporting returning staff. Page 9 of 275
Page 10
4 2.1.1 The Breastfeeding Schools Award aim is “To contribute to social and cultural change by promoting an environment where breastfeeding is seen as the normal way to feed infants and young children.” A task group comprising representatives from NHS Lanarkshire and the Scottish Government worked alongside council officers to produce a support pack which clearly lays out the commitments from Scottish Government and NHS and the requirements of local authorities. This pack acknowledges that breastfeeding is part of the Curriculum for Excellence and makes links to relevant experiences and outcomes. It also recognises the need to introduce this subject to our young learners if the aim of cultural change is to be achieved. It is anticipated that all evidence will be submitted by autumn 2022 and North Lanarkshire Council will then be awarded Breastfeeding Friendly Gold status. Breastfeeding Champions in all primary and secondary sectors have been identified and CPD sessions delivered by NHS Lanarkshire were well received. Work has now begun by the Breastfeeding Champions to collate evidence of the learning that is taking place within our schools. This evidence will lead to schools receiving the Breastfeeding Schools award. Evidence is submitted every 3 years to maintain the award. 2.1.2 Commitment has been made to gaining the Breastfeeding Friendly Scotland Early Learning and Childcare status across our ELC Establishments and partner nurseries. With. Nominated champions and a working group have been established to work alongside partner nurseries and health colleagues. This will ensure partnership working and consistent messages within our communities. An e-learning module has been added to MYNL and is available to all ELC practitioners. Baby bottles and dummies have been removed from establishments as part of the commitment to normalise breastfeeding. Resources including books and toys convey the breastfeeding message. To date 5 ELC settings have now completed all tasks to gain their Breastfeeding Friendly Scotland Early Learning Award. 2.1.3 Community Breastfeeding Champions have been identified in the Community Learning and Development service to share the Breastfeeding Friendly message with colleagues, networks and communities with a particular focus on our most vulnerable communities. Male and female staff, along with voluntary sector partners attended Breastfeeding Champions training which was delivered by NHS Lanarkshire colleagues. This has enabled them to have more effective conversations with parents and carers and to link to learning opportunities already provided. Staff are also developing partnerships with community breastfeeding support groups and actively seeking community views and identifying needs to enable breastfeeding to take place. The community Breastfeeding Champions meet regularly with NHS Public Health Nutritionist, Infant Feeding Development Midwife and Health Improvement Practitioner in maternal and infant nutrition to enable ongoing learning, sharing of information and joint working to identify further actions. Page 10 of 275
Page 11
5 2.1.4 Investing in town and community hubs is at the heart of The Plan for North Lanarkshire where welcoming and discreet spaces for breastfeeding mums be available. The first space will be in the Newmain’s hub which is due for completion before the end of 2022 followed next year by Chryston and Coatbridge. 2.2 National Breastfeeding Week Scotland was celebrated in North Lanarkshire in June 2022. One of the highlights of the week was a community event held in Gartlea Community Centre. NLC and NHS Lanarkshire colleagues hosted the day which gave local families the opportunity to find out about support that is on offer to new mums and parents in their community. Staff from North Lanarkshire Council, along with some families, were also able to join NHS Lanarkshire colleges at their Breastfeeding Conference. The theme of the conference this year was nurturing and enabling communities to support breastfeeding whilst recovering from the pandemic. The keynote speaker for the day was Professor Amy Brown who led a session exploring families' experience of childbirth and breastfeeding during the pandemic. She discussed how the focus should not only be on recovery but the need to ensure that every woman has a nurturing and supportive community whilst on their breastfeeding journey. North Lanarkshire Council’s Chief Executive shared the vision and commitment to achieve Breastfeeding Friendly status and gave everyone the opportunity to hear how work is progressing in North Lanarkshire to normalise breastfeeding, to create a supportive, nurtured community and provide safe welcoming spaces to enable breastfeeding outside the home to continue for as long as mothers and babies wish it to. 3. Measures of success 3.1 See Appendix 1. 4. Supporting documentation Breastfeeding Friendly Accreditation Framework 2022 (Draft) Alison Gordon Head of Children Families & Justice Services/Chief Social Work Officer Page 11 of 275
Page 12
6 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 establishment of the local authority Breastfeeding Friendly Accreditation Framework, and achievement of accreditation, will drive the achievement of outcomes that are designed to tackle poverty and socio-economic disadvantage thus contributing to the Council’s requirements under the Fairer Scotland Duty. The integrated Fairer Scotland/Equality Impact assessment carried out during the development of the framework has highlighted that the implementation of the related communication strategy needs to ensure that any promotional/ launch information is available in alternative languages and formats, including BSL and Easy Read. That awareness raising and understanding of the needs of young women, disabled women, women whose first language is not English, women experiencing socio- economic disadvantage, and cultural and faith-based requirements, is undertaken with services and other employers / organisations (who participate in the breastfeeding friendly initiatives) to ensure that their facilities are accessible and inclusive to all breastfeeding women. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? To date all actions in support of the the Breast Feeding Framework have been achieved within existing resources and through alignment with relevant programmes of work with in-kind support and advice provided through key NHS Lanarkshire leads. It is anticipated this will apply also to future development work with any additionality subject to funding availability. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As noted within the report a Breast Feeding Policy has been introduced for Council Employees Page 12 of 275
Page 13
7 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Breastfeeding uses fewer water or land resources, produces no carbon and minimal waste. Studies have shown that, for example, breastfeeding for 6 months saved 95- 153kg CO2e (carbon dioxide equivalents per baby compared to formula feeding). 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? An important first for North Lanarkshire, the Council’s strategic communications team has been involved from the outset in the development of the Framework. Images and key messages promoting breastfeeding and North Lanarkshire as a supportive and welcoming place is communicated via NLC social media channels. Page 13 of 275
Page 14
8 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 draft local authority Breastfeeding Friendly Accreditation Framework details a number of measures that link directly to supporting mitigation of key Corporate Risks such as Tackling Poverty Page 14 of 275
Page 15
9 Appendix 1 [INSERT LOCAL AUTHORITY LOGO] [INSERT NHS BOARD LOGO] Breastfeeding Friendly Scotland – Local Authority Accreditation Framework Page 15 of 275
Page 16
10 Corporate Statement Chief Executive The ambitious Plan for North Lanarkshire is centred around improving the quality of life, health and wellbeing of people who live here and reducing inequalities that affect them. That means we need people to feel supported and encouraged at all stages of their life, including helping to give people the best start in life. Breastfeeding has proven health benefits to both baby and mum, with breast milk full of vital disease-fighting properties that protect babies from illness and breastfeeding can help mums recover from childbirth more quickly. Both the NHS and World Health Organisation (WHO) recommend breastfeeding exclusively for the first six months of life. Yet the rates in North Lanarkshire fall far below the Scottish average, with just 27.2% of new mums still breastfeeding at six to eight weeks. It’s crucial that we as a council review our services internally and work closely with our partners to help create a more supportive and enabling environment to encourage breastfeeding. There is no simple way to change public attitudes to breastfeeding but this council is committed to doing everything it can to support and encourage breastfeeding across North Lanarkshire. We are committed to exploring how each of our services can support breastfeeding, whether through education and awareness, making our workplaces more breastfeeding-friendly or providing support and encouragement. We are also committed to working with our partners to ensure that North Lanarkshire welcomes breastfeeding and provides a supportive environment to enable more mothers to breastfeed in the community, at work or at home. Framework Endorsement (NHS Board, Chief Executive) Page 16 of 275
Page 17
11 Breastfeeding Friendly Scotland Scheme Our vision is that Scotland becomes a society that values breastfeeding and supports mothers to feed in the way that is best for them and their baby. Breastfeeding is a global public health issue, and recognised in the United Nations Convention on the Rights of the Child (UNCRC). Breastfeeding is much more than nutrition. Breast milk is full of essential nutrients to help babies to grow, it also protects them from infection and encourages development of a close and loving relationship between mother and baby. Due to the positive impact on the health of both mothers and babies, breastfeeding is viewed as an important public health intervention that impacts on health inequalities through building on the potential of every child by optimising physical, mental and social health. This has resulted in a global effort towards promoting, supporting and protecting breastfeeding. Within Scotland, breastfeeding rates remain lower than we would wish them to be. Of particular concern is that breastfeeding rates can be linked to levels of deprivation and to maternal age; older mothers and those from the least deprived areas being much more likely to breastfeed. Increasing breastfeeding rates in our most deprived areas would help reduce health inequalities. The impact of COVID-19 on families will widen the health inequalities gap even further. We are committed to changing this and are working across our communities to change attitudes and create a positive culture around breastfeeding. This document uses the words mother or mum to describe the parent who is breastfeeding. We acknowledge that there are parents who are breastfeeding who may have a gender identity other than female, and may use terms other than ‘mother’ to describe themselves. We also know that some parents may prefer ‘chest feeding’ to ‘breastfeeding’. We are clear that all parents should be treated with dignity and respect when accessing support. When we are asked to use pronouns, terms, and descriptors other than those in this document we will use the preferred words as part of individualised care Breastfeeding Friendly Scotland is a national award scheme that recognises businesses, organisations, and public premises where staff are aware of their obligations under the Breastfeeding etc. (Scotland) Act 2005 and Equality Act 2010. The award enables new mums and families to recognise places that they can be supported, and their babies protected when breastfeeding whilst out and about. Our aim is to normalise breastfeeding in all communities across Scotland and this means addressing four key issues: • Increasing maternal confidence in breastfeeding in public places (Breastfeeding Friendly Scotland Scheme). • Work across communities to change attitudes and create positive culture around breastfeeding (Breastfeeding Friendly Scotland – Local Authority). • Introducing breastfeeding before any negative attitudes are formed (Breastfeeding Friendly Scotland - Early Learning). Page 17 of 275
Page 18
12 • Increasing knowledge of breastfeeding as our young people progress through their school career (Breastfeeding Friendly Scotland - Schools) The benefits of breastfeeding for babies, mothers, and public health are well established. It protects children from a wide range of illnesses including infection, diabetes, asthma, heart disease and cot death (Sudden Infant Death Syndrome), as well as obesity, a major public health priority. It protects mothers from breast and ovarian cancers and heart disease. In addition, it supports the development of a positive mother-baby relationship and the mental wellbeing of both baby and mother. Breastfeeding is a natural 'safety net' against the worst effects of poverty. Exclusive breastfeeding goes a long way toward cancelling out the health difference between being born into poverty and being born into affluence. It is almost as if breastfeeding takes the infant out of poverty for those first few months in order to give the child a fairer start in life and compensate for the injustice of the world into which it was born. (James P Grant, Executive Director of UNICEF). Anxiety around breastfeeding in public is a common reason cited by mothers for not breastfeeding or stopping breastfeeding. This has never perhaps been more pertinent as families come out of lockdown and are taking their babies out for what can be the first time in many months or indeed, ever. There were various breastfeeding welcome schemes across Scotland and these used different images and words. Consultation with families evidenced that they would prefer a national scheme with the same branding. In this way as families travelled form one area to another they could easily recognise the branding and be confident that the same scheme protected them in the same way. The Breastfeeding Friendly Scotland (BFS) scheme was developed and further iterations include BFS Early Learning and BFS School schemes. The BFS Local Authority would be part of the BFS family and therefore families would instantly recognise this visible support for breastfeeding wherever they are in Scotland. UNICEF UK Baby Friendly Initiative The Baby Friendly Initiative (BFI) is transforming healthcare for babies, their mothers, and families in the UK, as part of a wider global partnership between the World Health Organization (WHO) and UNICEF. All maternity, health visiting and family nursing services across Scotland are accredited as Baby Friendly. Becoming a Breastfeeding Friendly Scotland Local Authority will help to maintain this prestigious accreditation. More information can be found in the documents listed below. The BFI standards provide the evidence base to empower families around breastfeeding and developing close and loving relationships, ensuring babies get the best start in life. By working collaboratively with both statutory and community partners we can change breastfeeding culture across Scotland. This would have a positive impact on the health and well-being of our population in the short, medium, and long term. To complement the work around Baby Friendly Initiative Accreditation, and to address the concerns of breastfeeding families around feeding outside the home in Scotland, Page 18 of 275
Page 19
13 we need a collaborative approach to build a breastfeeding friendly society. The Public Bodies (Joint Working) (Scotland) Act 2014 brings NHS boards and Local Authorities into closer working relationships and provides the opportunity to work in partnership to deliver this. This award aligns with national policy priorities and actions to ensure children have the best start in life by supporting breastfeeding with the aim of reducing the drop off in breastfeeding rates at 6-8 weeks by 10% by 2025 (A Healthier Future – Scotland’s Diet & Healthy Weight Delivery Plan, 2018).It also aligns with several of the Scottish Public Health Priorities; more specifically Priority 2 - A Scotland where we flourish in our early years. Breastfeeding Friendly Scotland - Local Authority Strategic vision: Scotland becomes a society which values breastfeeding and supports mothers and parents to feed in the way that is best for them and their baby. Objectives: • Help to change the culture across Scotland and enable breastfeeding to become visible in our communities. • To promote an environment where breastfeeding is seen as the cultural norm, including by our children and young people • To ensure that breastfeeding is supported at all levels of the organisation and this promotion, support and protection is visible in our communities and to our partners • To provide staff training for breastfeeding, the level of training to be dependent on role and responsibilities • To be aware of local services where breastfeeding families can access support and information and to signpost families to this support. Scottish Government will provide: • Work in partnership with the NHS Board to evaluate evidence and approve accreditation. NHS Board will provide: • Commitment to work in partnership with their Local Authorities to improve breastfeeding rates. • A Scottish Government approved framework. • Support to gather and submit evidence to the Scottish Government for approval to award accreditation • Award accreditation certificate. • Training as required Local authorities are asked to: • Work collaboratively to implement Breastfeeding Friendly Scotland Local Authority Scheme with the Scottish Government and the local NHS Board to achieve accreditation using the national BFS logo and branding. Page 19 of 275
Page 20
14 • Implement the framework which sets out the direction for the Local Authority, Partners, and most importantly enables each of our communities to promote, support and protect breastfeeding. • Carry out conformity assessments, testing and inspections and submit evidence to the local NHS Board • Develop an implementation and monitoring governance group with cross partnership and third sector representation • Submit evidence 2 yearly as part of reaccreditation process The accreditation process details 3 levels of award; bronze, silver and gold. Each level evidence progression and increased commitment to monitoring and evidencing change. Local Authorities can choose which level they wish to submit evidence towards. Breastfeeding Friendly Scotland – Local Authority Framework The following draft template framework sets out the commitment expected from local authorities and partners to the Breastfeeding Friendly Scotland – Local Authority scheme. Scotland’s 32 Local Authorities have delegated legal responsibilities for a number of key strategic and operational functions key to ensuring a breastfeeding friendly culture including, but not limited to: • Economic development • Human Resource Management • Procurement • Tackling Poverty & Inequality • Advancing equality • Education • Social work services • Leisure & Cultural services • Environmental services • Community Planning • Community & Voluntary Sector support • Communications • Community Engagement and Empowerment Strategic commitment is essential; to be sustainable in terms of implementing and sustaining the Breastfeeding Friendly Scotland scheme, Local Authorities should consider how Standards can be threaded through each of the above delegated duties. This list is not exhaustive and may change as we work to embed and mainstream the work in such a way that organisational culture change would flow from this. We will be learning over time and will share the learning, taking a quality improvement approach. The following recommendations, detailed in the draft framework, detail ways in which local authorities in Scotland would become a Breastfeeding Friendly Scotland Local Authority. These recommendations have been drafted based on knowledge acquired through partnership working. Page 20 of 275
Page 21
15 For each individual work stream, bespoke training is available and can be delivered in various formats to meet the needs of the specific service area. The use of technology can enable testing of delivery of training which is easily accessible to staff but delivers the required learning and attitudinal change. As part of our shared ambition for inclusive growth and prosperity for all, Local Authorities and Partners are committed to working together to promote, support and protect breastfeeding across Scotland. This will help achieve our aim of reducing inequalities and ensure that every child has the best start in life, optimising their physical, emotional and social health. To this end, Local Authorities and Partners, should detail their actions to support the Breastfeeding Friendly Scotland requirements. Governance Structure/Approval Process The framework should be agreed and approved through the following structures and within the timescales agreed below. Scottish Government/Advocacy and Culture Lead for Scotland ↑ NHS Board/HSCP (MIN and infant feeding leads) ↑ Local Authority Chief Executive sign off ↑ Local Governance group ↑ Local Authority Head of Communities ↑ Local Authority Service Managers (suggested list as per above) Page 21 of 275
Page 22
16 Breastfeeding Friendly Scotland – Local Authority Framework Template Breastfeeding Friendly Scotland – Local Authority recommendation Council Action Time scale Responsible Person/s LA Priorities Progress/ Update Evidence Premises The Local Authority to join the Breastfeeding Friendly Scotland Scheme and all premises within the local authority display the national branded Breastfeeding Friendly Scotland window award sticker Economic Development The Council’s ALEOs, that are employers, participate in the Breastfeeding Friendly Scotland scheme. Employability Support Services –workplaces are suitable for mums starting / returning to employment Human Resource Management Human Resources (HR) policies for pregnant and breastfeeding employees Training for managers to be aware of the small changes that can be made to support continued feeding Engage with staff around their right to breastfeed on return to, and whilst at, work Page 22 of 275
Page 23
17 Breastfeeding Friendly Scotland – Local Authority recommendation Council Action Time scale Responsible Person/s LA Priorities Progress/ Update Evidence Procurement Include statement in all procurement processes that asks for a commitment from those organisations to support staff who are breastfeeding and welcome mums to feed on their premises where children are permitted to be Tackling Poverty & Inequality Promote Breastfeeding as a prevention of Childhood Obesity (London Child Obesity Task Force, 2019)1 Promote breastfeeding as the climate friendly choice; it is free, always available and there is no manufacturing, preparation or waste Advancing equality Pregnancy & Maternity are protected characteristics under Equality Act Ensure recognition of intersectionality of breastfeeding mothers (disabled, BAME, lesbian) in promotional campaigns /posters /literature etc Education Commitment to, and attainment of, Breastfeeding Friendly Scotland Early Learning Award Commitment to, and attainment of, Breastfeeding 1 London Obesity Taskforce. (2019). Every child a healthy weight: Ten ambitions for London. Retrieved from London.gov.uk: https://www.london.gov.uk/sites/default/files/every_child_a_healthy_weight.pdf Page 23 of 275
Page 24
18 Breastfeeding Friendly Scotland – Local Authority recommendation Council Action Time scale Responsible Person/s LA Priorities Progress/ Update Evidence Friendly Scotland Schools Award Infrastructure of all buildings – is there space for milk storage / appropriate place to express milk/ baby to be brought to mum (mums are both staff and community members) Community Learning and Development (CLD) to include conversations about breastfeeding , nurture a responsive parenting approach and integrate breastfeeding into healthy eating agenda across the service Social Work Social Work Children & Family Services staff to complete breastfeeding training, amount of training to be dependent on role Foster carers to complete NHS Training on responsive feeding Have a policy for breastfeeding babies removed from the care of their mothers Infrastructure of Social Work offices space for milk storage / mums to express / baby to be brought to mum Environmental Health Department Environmental health officers to have short training on the WHO International Code of Marketing of Breastmilk substitutes Page 24 of 275
Page 25
19 Breastfeeding Friendly Scotland – Local Authority recommendation Council Action Time scale Responsible Person/s LA Priorities Progress/ Update Evidence There is investigation, recording and monitoring of violations of the code reported by members of the public Active and Creative Communities Libraries that run Bookbug to make families aware that breastfeeding welcome during the session Sport and Leisure Facilities infrastructure to ensure spaces for milk storage / mum to express (mum being a service user or employee) Environmental Services & Road Infrastructure Include national Breastfeeding Friendly Scotland branding on ‘welcome to’ or road signage Fleet Vehicles to display national BFS branding - ‘Breastfeeding Friendly Scotland’ window award or vinyl sticker Community Planning Community Planning Partnership (CPP)to highlight Breastfeeding Friendly across the authority Community Board representation to consider membership of local breastfeeding organisation representative, a local breastfeeding mum or Health Improvement representative to ensure breastfeeding remains on agenda To work with Community & Voluntary Sector to engage with community groups and raise awareness of support Page 25 of 275
Page 26
20 Breastfeeding Friendly Scotland – Local Authority recommendation Council Action Time scale Responsible Person/s LA Priorities Progress/ Update Evidence for breastfeeding within communities Communications Corporate position statement agreed with partners. Develop a multi-disciplinary communications plan that will support activity from services and promote breastfeeding to internal and external audiences. National Breastfeeding Friendly Scotland logo and branding to be used on all communications, resources and displays Develop range of key messages that addresses barriers and promotes benefits of breastfeeding Develop a strategy for obtaining feedback from parents on the actions delivered through the scheme Include a link to report violations of the WHO code on the LA website Approval Processes The group has agreed that the framework should be agreed and ratified through the following structures and within the timescales agreed below. Where By Whom When Service Managers Head of Communities Local Authority Chief Executive NHS Board Joint Delivery Group Scottish Government/Advocacy and Culture Lead for Scotland Page 26 of 275
Page 27
21 Application for Accreditation Breastfeeding Friendly Scotland – Local Authority Local Authority: Chief Executive: Contact number: Email address On behalf of the [insert Local Authority Name] I confirm that we meet the criteria for the [Bronze/Silver/|Gold *delete as appropriate] Award of the Breastfeeding Friendly Scotland – Local Authority Accreditation: • We have implemented the framework and results evidence that we meet the thresholds for accreditation • We have developed a cross partnership Implementation and Monitoring group with the NHS Maternal and Infant Nutrition Group, Infant Feeding staff and third sector partners Signature of Head of Communities Signature of Chief Officer, Health and Social Care Date Page 27 of 275
Page 28
22 Breastfeeding Friendly Scotland – Local Authority Framework Template Breastfeeding Friendly Scotland – Local Authority recommendation Bronze award (Actions for accreditation) Silver award (maintain bronze award actions and add…) Gold award (maintain bronze and silver award actions and add…) Premises The Local Authority to join the Breastfeeding Friendly Scotland Scheme and all premises within the local authority display the national branded Breastfeeding Friendly Scotland window award sticker 100% of premises display the window award and staff in the premises are aware of their responsibilities within the scheme. Economic Development The Council’s ALEOs, that are employers, participate in the Breastfeeding Friendly Scotland scheme. 100% of Council’s ALEOs, that are employers, participate in the Breastfeeding Friendly Scotland scheme. Employability Support Services – are workplaces suitable for mums starting / returning to employment 80% of workplaces suitable for mums starting / returning to employment Human Resource Management Human Resources (HR) policies for pregnant and breastfeeding employees There is a policy for pregnant staff and those breastfeeding and returning to work and monitoring of implementation is carried out. Training for managers to be aware of the small changes that can be made to support continued feeding 80% of managers have participated in training Engage with staff around their right to breastfeed on return to, and whilst at, work There is questionnaire sent to all staff 6 months after return to work to record experiences. The results are shared and an action plan developed for any necessary changes. There is evidence of improvements in the experiences of pregnant staff and those returning to work. Procurement Include statement in all procurement processes that asks for a commitment from those organisations to Statement included. Statement included. Statement included. Page 28 of 275
Page 29
23 2 London Obesity Taskforce. (2019). Every child a healthy weight: Ten ambitions for London. Retrieved from London.gov.uk: https://www.london.gov.uk/sites/default/files/every_child_a_healthy_weight.pdf support staff who are breastfeeding and welcome mums to feed on their premises where children are permitted to be Tackling Poverty & Inequality Promote Breastfeeding as a prevention of Childhood Obesity (London Child Obesity Task Force, 2019)2 Evidence of breastfeeding included in policy and plans related to healthy weight. Promote breastfeeding as the climate friendly choice; it is free, always available and there is no manufacturing, preparation or waste Evidence of breastfeeding included in policy and plans related to tackling poverty Advancing equality Pregnancy & Maternity are protected characteristics under Equality Act Evidenced in the equality impact assessment framework Resources / campaigns and promotional materials reference and display the intersectionality of breastfeeding mothers – BAME. Disabled people, lesbian mothers, lone parents etc Evidenced in local promotional materials, resources and campaigns Education Commitment to, and attainment of, Breastfeeding Friendly Scotland Early Learning Award Commitment to BFS Early Learning scheme 80% of Early Learning and Childcare Centres have attained accreditation Commitment to, and attainment of, Breastfeeding Friendly Scotland Schools Award Commitment to BFS Schools scheme 80% of Primary and secondary schools have attained accreditation Infrastructure of all buildings – is there space for milk storage / mums to express/ baby to be brought to mum (mums are both staff and community members) 50% have identified spaces for this 80% have identified spaces for this Community Learning and Development (CLD) to include conversations about breastfeeding and nurture responsive parenting approach and integrate breastfeeding into healthy eating agenda across the service Evidence that breastfeeding is included in parenting and health weight work Social Work Social Work Children & Family Services staff to complete breastfeeding training, amount of training to be dependent on role 50% of Children & Family Services staff to complete breastfeeding 80% of Children & Family Services staff to complete breastfeeding Page 29 of 275
Page 30
24 training, amount of training to be dependent on role training, amount of training to be dependent on role Foster carers to complete NHS Training on responsive feeding 50% of foster carers have completed NHS Training on responsive feeding 80% of foster carers have completed NHS Training on responsive feeding Have a policy for breastfeeding babies removed from the care of their mothers Policy implemented Policy implemented and evaluation available Infrastructure of Social Work offices space for milk storage / mums to express / baby to be brought to mum 50% have identified spaces for this 80% have identified spaces for this Environmental Health Department Environmental health officers to have short training on the WHO International Code of Marketing of Breastmilk substitutes 50% of officers have completed training 80% of officers have completed training There is investigation, recording and monitoring of violations of the code reported by members of the public Complaints are investigated and recorded in such a way as allows ease of monitoring Complaints are investigated, recorded in such a way as allows ease of monitoring and there is annual reporting Active and Creative Communities Libraries that run Bookbug to make families aware that breastfeeding welcome during the session Introduction to session includes invitation to feed baby whenever they want to Sport and Leisure Facilities infrastructure spaces for milk storage / mum to express 50% have identified spaces for this 80% have identified spaces for this Environmental Services & Road Infrastructure Include national Breastfeeding Friendly Scotland branding on ‘welcome to’ or road signage Branding evident on signs as these are renewed Fleet Vehicles to display national branding ‘Breastfeeding Friendly Scotland’ window or vinyl sticker Breastfeeding Friendly Award displayed Community Planning Community Planning Partnership (CPP)to highlight Breastfeeding Friendly Scotland across the authority Breastfeeding Friendly Scotland is evidenced on meeting agendas Breastfeeding Friendly Scotland sign up increased in the locality area Community Board representation to consider membership of a local breastfeeding mum or Health Improvement representative to ensure breastfeeding remains on agenda Breastfeeding is standing item in meeting Breastfeeding is a standing item and monitoring of local breastfeeding actions and rates is evidenced Page 30 of 275
Page 31
25 To work with Community & Voluntary Sector to engage with community groups and raise awareness of support for breastfeeding within communities Local breastfeeding support provision is shared with local groups Communications Corporate position statement agreed with partners. Agreed position statement Agreed position statement shared with partners Agreed position statement agreed with partners and shared widely Develop a multi-disciplinary communications plan that will support activity from services and promote breastfeeding to internal and external audiences National Breastfeeding Friendly Scotland logo and branding to be used on all communications, resources and displays Communication plan developed. National Breastfeeding Friendly Scotland logo and branding to be used on all communications, resources and displays Communication plan delivered. National Breastfeeding Friendly Scotland logo and branding to be used on all communications, resources and displays Communication plan evaluated. National Breastfeeding Friendly Scotland logo and branding to be used on all communications, resources and displays Develop range of key messages that addresses barriers and promotes benefits of breastfeeding Key messaged developed Key messages shared within the community Evaluation of results and follow up plan designed Develop a strategy for obtaining feedback from parents on the actions delivered through the scheme Feedback strategy developed, feedback collected and monitored Evolution and follow up and follow up plan designed Page 31 of 275
Page 32
26 Works Cited Brown, A., & Shenker, N. (2020). Experiences of breastfeeding during COVID-19: Lessons for future practical and emotional support. Maternal & Child Nutrition, 17(1). doi:https://doi.org/10.1111/mcn.13088 London Child Obesity Task Force. (2019). Every child a healthy weight: Ten ambitions for London. Retrieved from London.gov.uk: https://www.london.gov.uk/sites/default/files/every_child_a_healthy_weight.pdf UNICEF: United Kingdom. (n.d.). Achieving sustainability: standards and guidance. Retrieved 2021, from UNICEF United Kingdom: The baby friendly initiative: https://www.unicef.org.uk/babyfriendly/wp-content/uploads/sites/2/2018/04/Achieving- Sustainability-Standards-and-Guidance-Unicef-UK-Baby-Friendly-Initiative.pdf UNICEF: United Kingdom. (n.d.). Guide to baby friendly initiative standards. Retrieved 2021, from UNICEF: The baby friendly initiative: https://www.unicef.org.uk/babyfriendly/wp- content/uploads/sites/2/2014/02/Guide-to-the-Unicef-UK-Baby-Friendly-Initiative- Standards.pdf Scottish Government (2018) A Healthier Future – Scotland’s Diet & Healthy Weight Delivery Plan Retrieved 2021 https://www.gov.scot/publications/healthier-future-scotlands-diet-healthy-weight- delivery-plan/documents/ Scottish Government (2018) Scotland's public health priorities Retrieved 2021 https://www.gov.scot/publications/scotlands-public-health-priorities/ Page 32 of 275
Page 33
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref LF/AG/MF Date 22/08/22 PO84.1 (5) Community Learning & Development – Report on progress in relation to community learning and development activity From Alison Gordon, Head of Children Families & Justice Social Work/Chief Social Work Officer E-mail Gordonal@northlan.gov.uk Telephone 01698 332001 1. Background 1.1 In the report on The Plan for North Lanarkshire: Programme of Work for 2022/23 (Policy and Strategy Committee, 17 March 2022) PO84.1(5),the requirement was set out to report on progress in relation to community learning and development activity, including both universal and targeted work with an emphasis on engagement with vulnerable people living in the lowest 20% data zones and other vulnerable groups as reflected within the revised national self-evaluation framework for community learning and development (CLD). Executive Summary This report provides an overview on progress in relation to community learning and development activity for the year 2021/22. This includes both universal and targeted work with an emphasis on engagement with vulnerable people living in the lowest 20% data zones and other vulnerable groups as reflected within the revised national self- evaluation framework for community learning and development. Recommendations It is recommended that the People & Communities Committee: (1) Endorse the contents of this report. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (10) Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential AGENDA ITEM 3 Page 33 of 275
Page 34
1.2 This report highlights the outcomes for the year 2021/22 against the following community learning and development reportable indicators: • % of young people enrolled in CLD programmes from the 20% most deprived data zones; • % of adult learners enrolled in CLD programmes from the 20% most deprived data zones; • number of National Qualifications gained by adult learners participating in CLD programmes (SQA Certificates); • number of distinct adult learners attaining national qualifications (SQA Certificates); • number of distinct participants on family learning programmes; • number of adult literacy and numeracy learning outcomes achieved; • number of ESOL learning outcomes achieved; • number of Duke of Edinburgh's Awards presented and • number of young people achieving Youth Accredited Learning Awards 2. Report 2.1 COVID Recovery 2.1.1 As reported over the past two years, COVID-19 had a significant impact on individuals, families, communities and local services across North Lanarkshire. Community Learning & Development staff responded to these issues quickly by targeting resources at those most in need and developing alternative personalised support where traditional centre-based provision was affected by COVID restrictions. 2.1.2 Due to the gradual relaxing of some COVID regulations during this reporting year (2021/22), many of the CLD programmes directly affected by restrictions were re- established alongside the continuation of alternative opportunities developed over the past two years (such as virtual group sessions, online learning and outdoor activities). These developments have seen an increase in the number of unique learners engaging with CLD between April 2021 and March 2022, as detailed below, and will hopefully be further strengthened as we move into 2022-23 due to the removal of most remaining COVID restrictions as of April 2022. As new and returning learners continue to develop their confidence and skills, this will be reflected in due course by the achievement of individual learning outcomes and formal accreditation. 2.2 Engagement in CLD Programmes 2.2.1 In 2021/22, 5504 individuals engaged with Community Learning and Development. This is a 72% rise on the previous year and more than in 2019/20. This figure records the number of unique learners on CLD programmes (i.e. learners counted once per year regardless of how many times they engage) 2.2.2 The Scottish Index of Multiple Deprivation (SIMD) is used to identify datazones in North Lanarkshire where the highest deprivation occurs. Around 34% of the datazones in North Lanarkshire are classed as being in the most deprived 20% of datazones in Scotland, accounting for just under 33% of the local population (SIMD 2020). Although CLD provision is targeted using SIMD data, it is not confined solely to those datazones as deprivation and a lack of life chances can affect people wherever they live. Page 34 of 275
Page 35
2.2.3 Over the past year 2271 adults, aged 16 and over, enrolled in CLD programmes (up from 1851 adults in 2020/21). Of those learners, 41% lived within the 20% most deprived areas in Scotland. This is a decrease of 5% points on last year. This is partly due to the reintroduction of our universal learning offers within Community Learning and Development due to the relaxing of COVID 19 prevention measures. A total of 2744 young people aged between 8 and 15 engaged in CLD provision (up from 1141 young people in previous year), with 42% living within the 20% most deprived national datazones. This is down 3% points from 45% in the previous year. On average, this meant that 41.9% of all CLD participants (young people and adults) were from the most deprived datazones in North Lanarkshire. As 33% of North Lanarkshire’s population is in the lowest 20% of Scottish datazones, this shows that CLD provision is effectively targeting those who may face the most barriers. 2.2.4 CLD’s social media accounts have been streamlined over the past year to help engage target communities by age group and learning theme. Separate social media channels are now in place for Adult Learning, Family Learning and Youth Work, in addition to accounts dedicated to Gaelic and the Young Person’s Guarantee programme. The Youth Work Twitter account has 3964 followers and can have up to 90,000 engagements per month. The Youth Work Facebook page has 1708 followers and Instagram has 574 followers. The Adult Learning Twitter account has 492 followers and Facebook page has 326 followers. The Family Learning Twitter account has 728 followers and Facebook page has 615 followers. 2.2.5 The next section of the report provides an outline of some of the particular programmes and learning opportunities provided during 2021/22. 2.3 Adult Learning 2.3.1 CLD staff continue to provide a range of Scottish Qualifications Authority (SQA) accredited learning programmes including core skills in areas such as literacy, numeracy, IT, communications, working with others and problem solving. During 2021/22, 64 unique learners achieved a total of 84 SQA certificates. This is down from 100 learners and 193 SQA certificates in the previous year, although many of the qualifications completed in 2021/22 had been started prior to COVID restrictions. 2.3.2 During 2021/22, the service responded to the needs of 296 learners whose first language is not English and supported them to achieve 799 learning outcomes. This is a 60% increase on the number of individuals taking part but a decrease of 7% in the number of learning outcomes achieved. Learning outcomes can vary depending on the learning stage of individual participants. 2.3.3 Community Learning and Development provides support to adults aged over 16 to improve their literacy and numeracy skills. In 2021/22, 201 participants engaged with adult literacy and numeracy programmes where they achieved 221 learning outcomes. This is an increase from 147 and 140 respectively on last year and indicates that CLD continues to address this need within the community 2.4 Family Learning 2.4.1 Community Learning and Development plays a key role in supporting raising the attainment of children and young people in North Lanarkshire. CLD teams are directly involved in school-based family learning, through Homelink Workers (Nursery), CLD Worker Schools (Primary) and Home School Partnership Officers (Secondary). Parents benefit from being upskilled in how to maximise family Page 35 of 275
Page 36
learning at home and their children directly benefit from increased parental skills, confidence and ambition. 2.4.2 During 2021/22, 1208 parents (up from 367 in 2020/21) engaged in family learning programmes. This increase demonstrates that the easing of access restrictions in schools and other educational establishments is enabling more parents to take part in learning programmes. 2.4.3 Parents and children benefit from a range of family learning and parenting programmes with progress measured through thematic learning outcomes. In 2021/22 participants achieved 1203 learning outcomes, an increase of 328 from the previous year. 2.4.4 A new system to deal with Requests for Assistance (RFAs) from schools, for specific families requiring intensive support, was set up in the final half of 2020/21 as part of CLD’s response to the new local Empowering Clusters model. During 2021/22 195 individuals requiring intensive family support were referred to the CLD Family Learning team from schools and other council services. 2.4.5 CLD also contributes to the Council's Gaelic Language Plan through a range of programmes, classes and support to communities. 44 people attended Gaelic programmes during 2021/22. This is down from the previous year’s figure of 65. 2.4.6 The Discovery Award continues to provide learning opportunities for people aged 50 and over. 169 people participated in the Discovery Award programme during 2021/22, up from 21 the previous year. 14 Discovery Awards were successfully achieved, up from 9 the previous year. The resumption of face-to-face meetings is enabling more people to benefit from participation in the Discovery Awards programme. 2.4.7 The Adult Achievement Award (AAA) has given adult learners the opportunity to gain a nationally recognised award at SCQF Levels 2, 3, 4, 5 and 6 for learning undertaken in the community, at work, in the home, or in volunteering programmes. During 2021/22, a total of 120 learners were working towards an AAA. This is an increase from 36 in the previous year when the programme was launched. Nine people successfully completed their Adult Achievement Awards this year with others continuing to work towards the completion of the awards. 2.5 Youth Work 2.5.1 The delivery of youth work services is based on a hybrid model of universal and targeted provision. This provision includes community-based youth groups, work with schools and diversionary work. 2.5.2 Community Learning and Development teams have continued to target their work with young people based on need, including young carers, young people with additional support needs, those with health issues and those who are experiencing, or have experience of care. Support is carried out by CLD staff within schools, geographic communities and communities of common interest across North Lanarkshire. Staff work directly with young people and, where appropriate, their families in addition to providing general information about wider youth services and support available through partnership working, signposting of provision and communication through social media. Page 36 of 275
Page 37
2.5.3 CLD has continued to ensure that the voices of young people CLD has continued to ensure that the voices of young people are heard by supporting local youth forums, the North Lanarkshire Youth Council and Members of the Scottish Youth Parliament (MSYPs). The views of young people have been fed into Council and local partnership discussions such as Community Board meetings, and national consultations through Scottish Youth Parliament Members’ motions. In November 2021 North Lanarkshire registered the highest number of votes in the Scottish Youth Parliament elections with 8,506 votes. 2.5.4 Young people have continued to gain skills and knowledge throughout 2021/22 by participating in a range of wider achievement awards including Youth Achievement, Dynamic Youth, North Lanarkshire Challenge, Saltire, Hi5, and John Muir Awards. In total, 780 young people achieved 952 youth accredited learning awards (not including Duke of Edinburgh Awards) during the year 2021/22. This is 107 more young people and 258 more awards than last year. Some accredited learning awards for young people have seen a significant increase in 2021/22 when compared with 2020/21. For example, • 154 Dynamic Youth Awards were achieved compared with 84 the previous year • 160 Outdoor Discovery Awards were achieved in the first year of its delivery in NL • 56 Saltire Awards were achieved compared with 25 the previous year . 2.5.5 In addition to the wider achievement awards noted above, young people gained 307 Duke of Edinburgh’s Awards over the past year (245 Bronze, 36 Silver and 26 Gold Awards). This is an increase from 277 awards achieved last year 2.5.6 A range of CLD learning opportunities are also designed to improve health and well- being, including mental health and coping with stress. 115 individuals attended Living Life to the Full programmes and, in total, 1815 people attended CLD health- related courses and workshops over the past year with a focus on topics such as reducing the impact of smoking, addressing substance misuse and promoting healthy diet and weight. 2.5.7 Community Learning & Development continues to be part of the strategic diversionary steering group that delivers Friday Night and Saturday Night Projects for young people across nine venues, including the popular Street Soccer programme. Approximately 800 young people attend diversionary activities each weekend, participating in free physical activity and youth work programmes leading to improved health and wellbeing outcomes. 3. Measures of success 3.1 Meeting performance framework outcomes and indicators in 2022/23. Page 37 of 275
Page 38
4. Supporting documentation None Alison Gordon Head of Children Families & Justice Services/Chief Social Work Officer Page 38 of 275
Page 39
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 39 of 275
Page 40
Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 40 of 275
Page 41
North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref AG/ Date 22/08/22 PO84.1(7) Update on the Community Learning and Development, Youth Guarantee Programme. From Alison Gordon, Head of Children Families & Justice Services/Chief Social Work Officer E-mail Gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary This report highlights the progress and success of the Community Learning and Development, Youth Guarantee Programme (YGP) and the support and positive impact to North Lanarkshire’s young workforce, together with an update on the ongoing progress of the employees. The report introduces the Youth Guarantee Report 2021 – 2022 (Appendix 1) and the continuation of the programme into 2022 – 2023 with a new cohort of young people. Funding was again secured in partnership with the Employability Team and allows for the recruitment of 15 young people aged 16-24 years who are facing barriers to education and employment, to take up a 12-month placement with Community Learning and Development. Rebranded the Young Person’s Guarantee in line with the Scottish Government’s branding, the programme supports the priorities of The Plan for North Lanarkshire and the CLD Partnership Adult Learning Delivery Plan. Locally and nationally the programme supports No-one Left Behind and Developing Young workforce strategies. Recommendations It is recommended that the People & Communities Committee: 1. Note the success of the CLD Youth Guarantee programme 2020 – 2021 2. Endorse the continuation of the programme for 2022 - 2023 The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (6) Raise attainment and skills for learning, life, and work to enhance opportunities and choices People & Communities Committee AGENDA ITEM 4 Page 41 of 275
Page 42
1. Background 1.1 In April 2021, North Lanarkshire Council, Community Learning and Development (CLD) introduced the Youth Guarantee Programme as outlined in the report to the Community Empowerment Committee of 26th May 2021. The programme ran for a 12- month period from April 2021 – March 2022. During this time, it played a significant role in addressing the issue of youth unemployment and specifically the impact of COVID-19 on young people across North Lanarkshire. 1.2 Recruitment for the programme targeted young people who experienced significant barriers, such as, literacy and numeracy needs, care experienced young people, ethnic minority backgrounds and those living in disadvantaged areas. Of the 32 young people interviewed, 19 took up the offer of employment as Assistant Support Workers (CLD) employed for 20 hours a week. Line managed by a CLD Development Officer and mentored by CLD Workers, the group supported the development of, and began, an intensive and comprehensive programme of training, work placement and personal development in addition to the benefits available to them as NLC employees. 1.3 Figures at that time showed that North Lanarkshire’s youth unemployment rate (16 - 24 years) was at 16.3%, higher than the Scottish average of 13.5%. At July 2021, 2,470 (6.9%) of North Lanarkshire’s young people were claiming benefits. 2. Report 2.1.1 The Programme 2.1.2 Each Assistant Support Worker (ASW) was initially given a timetable, produced by Development Officer in consultation with them and the CLD teams, that detailed training and placements for month ahead. It soon became clear that a longer period of placement (duration of a term) within each CLD area of work would be more beneficial to the ASWs and the service. ASWs placements were across the service, in Adult Learning, Family Learning and Youth Work. 2.1.3 ASWs managed their own time and diaries and were allocated a laptop and mobile phone giving them full access to all council systems including Myself / I- Trent and Learn NL. 2.1.4 As the programme started during lockdown, ASWs were advised to log in every morning at 9.30am to check emails and diaries and manage online training and tasks. This proved challenging for some and with the support of CLD mentors and the project Development Officer, they gained new skills, such as, self-discipline and managing workloads remotely. 2.2 Training and Qualifications 2.2.1 A full training timetable was developed for each ASW that provided them with the skills and knowledge required to carry out their CLD duties and also to provide them with the skills and qualifications required to access future education, volunteering and employment. Page 42 of 275
Page 43
2.2.2 Some examples of the training undertaken are: • PDA Youth Work • Adult Achievement Award • First Steps to Family Learning / Youth Work • Facilitation Training • REHIS A full list of training and qualifications is available in the report at Appendix 1. 2.3 Work Placement 2.3.1 The work placements gave each ASW the opportunity to experience the full range of CLD provision. They were immersed in the working experience and subject to the same expectations and standards as all ASWs in the service. Although, challenging and stretching at times, the support of the mentors, peers and other CLD staff as well as the guidance of the Development Officer ensured that it was also a fulfilling and enjoyable experience. 2.3.2 Skills were gained in planning and facilitating learning sessions, planning and organising events, and reflection on, and evaluation of, work. Feedback from individuals showed that confidence had greatly increased, and each had a clearer focus of what they wanted to do in the future. The ASWs worked with a wide range of learners across communities gaining experience of engaging with learners from different backgrounds, cultures and varied life experiences through programmes, such as, ESOL, Duke of Edinburgh for unaccompanied and care experienced young people, Refugee Week events and supporting learning and integration for those resettled in North Lanarkshire from Afghanistan and Syria. 2.4 Positive Destinations 2.4.1 Of the 19 young people who started the programme all have now achieved a positive destination. A number of them are going to university / college, others are working (some within NLC Early Years) and 6 have retained part-time positions within CLD and 4 of those will go on to study CLD at University of West of Scotland. Continued support is available to all through CLD and Employability services and tracking of progress will continue for 6- and 12-month periods. 2.5 Evaluation and Celebration 2.5.1 Ongoing review and evaluation took place throughout the programme and involved everyone who participated, ASWs, CLD staff, Partners, and service users. An evaluation event was held with participants who were given the opportunity to feedback on their own experiences and also to influence the programme for the next cohort. Details are available at Appendix 1. 2.5.2 A Celebration of Learning event was held in March 2022 and was attended by Des Murray, Chief Executive and Elected Members, participants and their families and staff. The ASWs took an active part in the celebration and spoke about their experiences and the positive impact on their lives. Page 43 of 275
Page 44
2.6 Young Persons Guarantee 2022 – 2023 2.6.1 The Employability Team successfully gained further funding to support the continuation of the programme with a new cohort. A recruitment exercise is now complete and 15 young people were successful in gaining positions. Details are with Recruitment Team and awaiting checks prior to a start date being confirmed. 2.6.2 The Youth Guarantee Report highlights the changes to the programme suggested through reflection and evaluation: longer placements, increased integration with CLD locality teams, attendance at meetings, for example. Several of last year’s cohort have volunteered to support the new recruits as mentors, thereby also continuing to expand their own skills. 3. Measures of success 3.1 Positive destinations of young people who participated in the programme 3.2 Achievement of qualifications and completion of training courses 4. Supporting documentation 4.1 Appendix 1 Youth Guarantee Report 2021 - 2022 Alison Gordon Head of Children Families & Justice Services/ Chief Social Work Officer Page 44 of 275
Page 45
Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Last financial year CLD secured £352,360 from the Youth Guarantee Fund. This financial year a further £250,000 has been secured from the fund to create a further 15 ASW posts at NLC3 and a project coordinator at NLC12. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Following on from the success of the CLD YG programme a further 15 posts ASW Posts have been created. The request to create these posts was agreed at the Workforce Steering Group/May 2022. All posts have been offered to the successful candidates post interview and are awaiting the completion of the relevant checks prior to agreeing a start date. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 45 of 275
Page 46
5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 46 of 275
Page 47
Youth Guarantee Report 2021-2022 CC_2022_00087 Page 47 of 275
Page 48
Foreword Young People aged 16-24 years lay down the foundation for future success during these years. Research shows that unemployment during this period can have a significant impact on future earnings. The Community Learning and Development (CLD) Youth Guarantee Project provided 19 young people with employment opportunities that helped them develop a broad range of transferrable competencies and qualifications which will prepare them for future careers and positive pathways. Over the past 12 months it has been an absolute pleasure having the Youth Guarantee staff working across Youth Work, Family Learning and Adult Learning, they also have worked through the challenges of working during the various levels of Covid restrictions. This has helped them understand the need for resilience and adaptability in the workplace. As a Service we are extremely proud of the outcomes this group of young staff have achieved and wish them every success in the future and we look forward to welcoming a new cohort of Youth Guarantee staff this year. Liz Fergus | Community Learning, Development and Resources Manager Youth Guarantee Report 2021-2022 Page 48 of 275
Page 49
Youth Guarantee Report 2021-2022 Introduction In May 2021 North Lanarkshire Council’s Community Learning and Development (CLD) service, in partnership with The Scottish Government’s Young Person’s Guarantee, set out a plan to recruit CLD Assistant Support Workers (ASW) for a period of one year on their Youth Guarantee Programme. Money was awarded from the Scottish Government’s Young Person’s Guarantee which aims to provide the opportunity of a job, placement, training or volunteering for every 16-24 year old in Scotland. CLD successfully recruited 19 Assistant Support Workers which gave these new employees the opportunity to work across the three core functions of CLD – Youth Work, Adult Learning and Family Learning for 20 hours per week. As well as paid employment, the staff would have a robust training schedule, the chance to work alongside NLC Partner agencies and the opportunity to have a CLD worker as mentor throughout their full employment. The programme was delivered using a full service approach with every CLD staff member involved in either supervising ASWs on placements, facilitating training or being a Mentor. The NLC Youth Guarantee Programme supports the key priorities and outcomes as set out in the The Plan For North Lanarkshire by providing opportunities for targeted young people and adults to reach their full potential and enhancing participation within North Lanarkshire Communities. The Youth Guarantee programme is also designed to support the CLD Partnership objective of revising the Young Adult Offer within North Lanarkshire. A new and innovative learning offer seeks to reduce some of the inequalities that can arise from the attainment gap by offering training and employment opportunities to residents of North Lanarkshire who have barriers to learning. Youth event presentation Page 49 of 275
Page 50
Youth Guarantee Report 2021-2022 Des Murray, Chief Executive of NLC and Liz Fergus Community Learning, Development and Resources Manager Youth Guarantee in Numbers • 19 participants aged between 16 and 24 recruited • 7 is the average number of qualifications achieved per person • 125 qualifications achieved • 17 positive destinations • 7 participants recruited by NLC at end of programme • 5 accepted into university • 3 accepted into further education • 123 CLD Staff involved in delivery of programme • 14 different qualifications offered • 6 staff continuing to volunteer Training Following the mandatory induction, a training schedule was devised based on collaboration with CLD staff who supervised the day-to-day ASW duties and through the PRD process. There were two elements to the training – opportunities that allow the participants to develop their skills as CLD ASWs and to support them into positive destinations at the end of their programme by helping to develop transferrable skills. Training in Focus Facilitation Training – This was established as a training need very early on in the programme. ASW staff reported to the Development Officer that they did not feel they had the confidence or skills to deliver activities in a CLD setting. The training looked at ways to develop facilitation skills in terms of creativity, working with limited resources and working together to deliver activities to groups of learners. This training was delivered by NLC’s Active and Creative Communities Team and by CLD. The evaluation from staff showed that this training was effective in helping develop soft skills such as creativity and teamwork. Staff felt more confident with delivering CLD workshops as a direct result of this training and reported that they felt more confident as individuals. Page 50 of 275
Page 51
Youth Guarantee Report 2021-2022 REHIS Qualification – this was chosen because of the benefits to working with CLD as this can be an added requirement. This qualification also enabled 5 staff to apply for internal and external vacancies that had REHIS qualification as an essential requirement. First Aid – this was chosen as a training element as it is often a requirement in the workplace. Of the 12 staff who completed the training all have reported back that this was beneficial in securing their positive destination at end of programme Staff participating in SQA level 6 First Aid Training First steps to youth work and first steps to family learning – Assistant Support Workers reported that they felt both of these courses were invaluable in terms of learning more about the core functions of CLD. The training helped underpin the theory behind the practice involved in developing and delivering family learning and youth work. First Steps to Youth Work Page 51 of 275
Page 52
Youth Guarantee Report 2021-2022 Training / Qualifications completed 20 18 16 14 12 10 8 6 4 2 0 (See Appendix 2) (staff training table) Work Placements At induction, all staff were issued with a work laptop and mobile phone. Expectations were also set out that travel through North Lanarkshire was expected as well as logging in each morning to check and action emails as necessary. Each ASW was issued with a bespoke timetable detailing work placements (see appendix 3). These timetables were negotiated between ASW staff, Development Officer and CLD staff. Initially placements were for a period of 4-6 weeks but staff soon realised that placements covering a full term would be more useful for CLD groups, ASW staff and CLD workers as relationships could be further developed if placements were longer. ASW staff presenting at a youth event Numbers Completed REHI SQA First Aid Paths 4 All Life Guard PDA Youth Work First Steps to Youth Work Fist Steps to Family SQA Work Placement Autism Awareness Drama Facilitation Mental Health Awareness Adult Achievement Award YAA Platinum YAA Bronze Page 52 of 275
Page 53
Youth Guarantee Report 2021-2022 Assistant Support Workers helped plan and facilitate sessions, evaluate activities and sessions as well as share ideas for future group/activity development. ASWs were also asked to complete reflective recordings as a way of evaluating their own work. Feedback sheets for ASW staff and CLD staff were issued at end of each placement block with the information gathered informing future training and placements. Youth Guarantee Programme - Monthly Timetable Name: Joe Bloggs September to Christmas Morning Afternoon Evening Monday 10.30am – 12.30pm Baby Massage Pat Cullinan Centre ASN group 6-8pm Health and Wellness Hub Motherwell Tuesday 5.30pm – 7.30pm Bellshill Cultural Centre LGBTQ+ group Wednesday 9.15am – 11.30am Craigneuk Lifelong Learning SQA Mental Health Transition Group P6/P7 Ravenscraig 5.30pm – 7.30pm Thursday 1-3pm Muir Street PS Two 45 min sessions Friday Alternate Fridays 10 – 1.30pm Newarthill CC YAA and event with Marita Future Fridays 1-4pm Ravenscraig Page 53 of 275
Page 54
Youth Guarantee Report 2021-2022 Evaluations Evaluations were ongoing throughout the programme through one-to-one support sessions, CLD placement feedback and regular Team meetings. In the final month of programme, a full Evaluation Day was held with CLD workers facilitating feedback sessions for ASW staff. A questionnaire was distributed to all CLD staff involved with the programme. (Appendix 4) An illustrator was hired to capture the feedback in a visual way. This was then displayed at the celebration event held at end of programme. The evaluation day was split into 4 topics. The feedback is identified as Good Practice or Future Actions in the tables below. Evaluation topic 1 Line Manager/NLC wide support Good Practice Future Actions Staff made good relationships ASW staff to be involved in CLD Locality meetings Staff felt supported by line management Job role fully described at interview Felt training needs taken into consideration Travel commitment made clearer Great support for future planning Travelling expectations made clear & covered in induction Lots of admin support More admin training required Learn NL – very valuable resource Learn more about paperwork Great opportunities for other work within NLC (elections) Having contact for advice during application process One to One support was beneficial Evaluation Topic 2 – Mentoring Good Practice Future Actions Accessible for all Introduce CLD paperwork during induction Set expectations for all parties Revise mentor programme Mentor supported anxieties around travel Peer support was very valuable Mentor optional based on need More time allocated to see mentor Mentor understanding their role There WILL be ups and downs on our journeys FUN . . . . but there is SUPPORT all the way! CLD CLD CLD CLD CLD CLD CLD . . but we will for you! . . flying the nest is a big move! There will always for you! www.ogilviedesign.co.uk Page 54 of 275
Page 55
Youth Guarantee Report 2021-2022 Evaluation Topic 3 - Expectations Good Practice Future Actions Exceeded expectations Clarification of programme Vs employment Good to see all aspects of CLD Scenario based expectations at induction Good progression from volunteering Practical element at induction Further developed interest in CLD Take on less people Good platform for future employment Core CLD functions further explained at interview Training & qualifications exceeded expectations Journey planning/area familiarisation at induction Good financial rewards Roles & responsibilities made clear All would recommend the experience Clearer induction of digital responsibilities Positive feedback on interview format Development of friendship groups Excellent platform for goals in life Evaluation Day Evaluation Topic 4 – Placements Good Practice Future Actions Supported and included Make placement time longer Consulted about placement requests Clear definition of ASW role for CLD and Support Worker staff to ensure consistency Experiences in core disciplines More input in paperwork planning Support workers very supportive in Adult Learning Given preparation time for group working Good balance of direction and development Good support system in place Page 55 of 275
Page 56
Youth Guarantee Report 2021-2022 CLD Worker Evaluation CLD staff who were directly involved in the supervision of ASW staff during placements completed a staff survey at the end of each placement and at the end of the programme. All staff reported that they would have ASWs working with them again. Suggestions from CLD staff to be implemented when the programme runs again were as follows: • CLD staff to be made aware of any barriers to learning • CLD staff to be made aware of expectations of ASW staff • General employability attitudes and qualities in terms of timekeeping, use of mobile phones, showing initiative The CLD Young Person’s Guarantee Development Officer will ensure that the suggestions are addressed during next year of the programme. CLD staff will be given pertinent information on ASW staff needs as well as what the expectations are at the beginning of programme. A workshop on personal qualities and skills will be further developed to address issues highlighted in terms of general employability skills. As a direct result of CLD worker feedback to Managers, 7 ASW staff were offered additional hours to ensure some support continued for CLD teams until the end of June 2022. “Over the year we have had some excellent workers who have supported our youth programme. As a team we now realise we have relied on our ASWs to keep our programmes running due to such high participant numbers”. Gillian Aitken, CLD Youth Worker “I have found all of the ASWs to be a great asset to the team, taking on many roles including leading ice breakers and developing publicity posters for our groups” Michelle Malarkey CLD Worker Schools “I have loved working with the ASWs. They have been a great help, not only to me, but to the groups I support” Vahri Campbell, CLD Family Learning Worker “It has been of great benefit to the Adult Learning Team having the ASWs employed to support the work we deliver. They have really embraced this opportunity and have brought new skills to the delivery team” Andy Jack, CLD Adult Learning Worker Page 56 of 275
Page 57
Youth Guarantee Report 2021-2022 Extended Opportunities As the ASWs were employed by NLC there were extended opportunities open to them as there is with all employees. Three staff had the opportunity to speak at an Empowering Communities Committee meeting, ASW staff were able to access the Learn NL training resources and had the opportunity to work at elections. Transferrable skills that ASWs gained were suitable to work at NLC’s Club 365 initiative and this has led to staff being able to apply for other vacancies within NLC. Staff have utilised NLC’s employee discount scheme and have also had the opportunity to work with some CLD partners such as the NHS to promote the United Nations Convention on the Rights of the Child (UNCRC) project. Destinations Modern Apprenticeship - Optical Express Support Worker - New Horizons Mother and Toddler Group 4 x Additional Support Needs Assistants - NLC Retail Operative - Londis HNC in Social Services Further Education - Pathways to Care Further Education - Level 5 Psychology After School Care Engagement Officer - Motherwell Football Trust Support Officer - NLC Planning Department 4 x Community Education Degree at University of the West of Scotland NLC Outdoor Stores for my DESTINATION . . CLD ASWs x 6 ten hour positions . . despite having no past interest in them! Senior Staff Member - Greggs Family Learning Support Worker Page 57 of 275
Page 58
Youth Guarantee Report 2021-2022 My highlight has been meeting new people - staff and learners. This has opened my eyes to a whole new career path. I have been successful in getting a job with a Mother and Toddler Group. I am also doing PDA Youth Work with CLD. Meet The Team NLC CLD ASSISTANT SUPPORT WORKER #YPGUARANTEE Sophie Lennon Sean McIIroy I have learned to be a responsible young person and having work integrity. I am very grateful for this opportunity. I now work fulltime with NLC Roads Department. I also have g Unconditional Offer from Edinburgh University to study Business. Victoria Jalba My highlight has been working with such a variety of people and realising this is the type of work I would like to do. I have been successful in gaining employment as an Additional Support Needs Assistant with NLC. Page 58 of 275
Page 59
Youth Guarantee Report 2021-2022 My highlight is that I can now speak in front of a group of people. I have lots of interviews coming up. Caitlin Pringle Carla Cummings Casey Ellis The highlight of my journey is meeting all the people from different areas and CLD disciplines. I am starting as an Additional Support Needs Assistant with an NLC Primary School. I loved working with LGBTQ+ groups as this is how I identify. I enjoyed helping like minded young people open up and talk them through their issues. I have been successful in being offered a place on HNC Social Service Course at City Of Glasgow College. Nathan Wotherspoon My highlight was supporting young people with their Duke of Edinburgh’s Award. I have secured employment as a Senior Team Member in Greggs and a 7 hour appointment with CLD outdoor stores. Page 59 of 275
Page 60
Youth Guarantee Report 2021-2022 My highlight has been working with the Adult Learning planning and delivering IT classes. I have been successful in being offered an Unconditional to study BA in Community Education at UWS. Kai Etherington Jack Lambert Dean Dougal I enjoyed meeting the older people in the Adult Learning It classes. I enjoyed being able to pass on my knowledge to an older generation. I have successfully gained a place at NCL to study Social Sciences with a view to moving onto study Psychology. Dan Scott community and school settings. The support Page 60 of 275
Page 61
Youth Guarantee Report 2021-2022 I really enjoyed working with the after school groups and adult learners in ESOL classes. I was appreciated and thanked for my contribution which was humbling and made me feel appreciated. I am moving onto study BA degree at UWS and am staying on for 10 hours to work with CLD team. Emma Jane Doak Edward Reid Erin McGill I loved supporting the youth work team deliver their summer programme in Cumbernauld. It was so much fun. I have successfully gained a place at NCL to study Pathways to Care and I hope to become a Paramedic in the future. I will continue volunteering with the CLD Youth Work team. I have enjoyed learning to work with others and meeting new people. I enjoyed the training and I am very grateful to everyone for helping me with my career. I am starting with Optical Express as a Modern Apprentice. Norifumi Shimogawa I loved getting to see all aspects of CLD. I have found a new career path which I hadn’t previously considered as a direct result of this opportunity. I am moving onto study at UWS – BA in Community Education and have successfully gained employment as CLD support worker with Family Learning team. Page 61 of 275
Page 62
Celebration Event There was a celebration event held in Forgewood Community Centre for the participants of the Youth Guarantee Programme, their invited guests and CLD staff. The event was attended by NLC’s Chief Executive Des Murray, Lord Provost Jean Jones and Councillor Angela Campbell, Convenor of Community Empowerment Committee. The evaluation posters that had been designed by the illustrator on the evaluation day were on display showcasing the full team’s journey. Des Murray spoke about the difference he could see in all the staff and about how this is the start of their journey and how NLC will continue to support that journey. The celebration event was an opportunity for all the Assistant Support Workers to showcase their journey, with four opting to present their stories on the night. Youth Guarantee Report 2021-2022 Page 62 of 275
Page 63
NLC’s Young Persons Guarantee 2022/2023 In direct response to evaluations that took place throughout, and at the end of YGP programme, the following will be implemented: Recruitment has started for the new programme. An external advertisement for 15 new CLD Assistant Support Workers will be placed on My Job Scotland for young people aged 16-24years from North Lanarkshire. It should be noted that the name has changed from Youth Guarantee Programme to NLC’s Young Person’s Guarantee to reflect the name change made by Scottish Government. The fact that ASWs will be expected to travel throughout North Lanarkshire will be highlighted in the advert and during the interview process. Former YPG Assistant Support Workers will be asked if they would like to be considered as mentors for the new programme. We will also ask former Youth Guarantee participants to be involved in the interview process and induction process to pass on their first-hand experience to new staff ensuring a smoother transition. Placements will be for a full term so that ASWs have a fuller experience of working with CLD staff and young people, adults and families they are supporting. Core elements of training will stay in place and will again be determined as in the previous programme through feedback from CLD staff and ASWs and informed by PRD process. ASW staff will be included, where appropriate, in full Team Meetings (area team meetings and core function) to ensure staff are fully involved in all aspects of CLD work and to ensure a better understanding of the reasons behind decisions made within CLD. Staff will be given a folder of paperwork for all core functions and these will be explained during Core Function Information Sessions to be held within induction fortnight. The Youth Guarantee Programme has helped to improve the economic outcomes of everyone recruited onto the programme. The work experience, skills, workplace practices, professional CLD staff inputs and community contributions that all the Assistant Support Workers made to the programme has helped to build the capacity of North Lanarkshire’s young workforce which will in turn help build a workforce for the future capable of delivering on North Lanarkshire’s priorities and shared ambitions. Celebration Event Page 63 of 275
Page 64
Youth Guarantee 2021/2022 story in photos Youth Guarantee Report 2021-2022 Page 64 of 275
Page 65
Contact details Marita Nicol nicolm@northlan.gov.uk Page 65 of 275
Page 66
Page 66 of 275
Page 67
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 19/07/22 POO5.2 Financial Inclusion Team Activity Report 2021/2022 From Alison Gordon, Head of Children, Families and Justice/CSWO E-mail gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary This report provides details of the income maximisation work carried out by the Financial Inclusion Team and Council Services during 2021/22 which generated £35,006,809 in additional benefit income for the residents of North Lanarkshire. It also highlights the activity of the External Services commissioned by the Council under the new commissioning model which started in April 2018 which generated £5,423,784M in additional benefit income for the residents of North Lanarkshire. Over this period the Coronavirus pandemic has brought inequality and therefore the importance of income maximisation and wider work to tackle poverty into sharp focus, highlighting the impact of low paid and insecure work in particular. Local approaches to tackling poverty and reducing inequality in North Lanarkshire, continue to be driven by the ‘Towards a Fairer ‘North Lanarkshire Tackling Poverty Strategy with activity focused on the key drivers of poverty The report also updates on the continued programme of Welfare Reform and its impact, including on the introduction of benefits devolved to, and now provided through, Social Security Scotland as well as the challenges which the Council, partners and our communities will face over the next three to four years. Recommendations It is recommended that People & Communities Committee: 1. Approve the content of the report and specifically the approach to reviewing the scheme 2. Agree that a further report updating on the outcome of that review is provided to the next People and Communities Committee 3. Remit this report to the Integration Joint Board for Information The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities AGENDA ITEM 5 Page 67 of 275
Page 68
1. Background 1.1 Due to the complexity of the benefits system, general and specialist welfare rights services are crucial to individuals and families who are dependent on benefits. The Financial Inclusion Service provide support and assistance to staff on the range of state benefits and assist service users to claim all benefits to which they are entitled. The main thrust of all welfare rights work is the maximisation of income for individuals, for the Council and for the community as a whole. Given the poverty levels within North Lanarkshire, it is important that the Council mobilises its resources to tackle poverty amongst service users and in the wider community. 1.2 The Financial Inclusion Team (First Point of Contact) and all Social Work Services provide service users and members of the public with advice and assistance on a wide variety of benefit-related issues. A full benefits check is offered to all new service users. Income maximisation also plays a vital role in longer term Social Work services such as Community Care, Children and Families, Justice Services, Mental Health and Addictions. 1.3 A key role of the Financial Inclusion Team is to support the income maximisation service through consultation and guidance for fieldwork staff, representing clients at tribunals and hearings, and supporting specialist Social Work Services. Successful welfare rights intervention, where individuals are awarded extra benefit, frequently means that, as a result of increased income, they are better able to manage their own affairs and may not require further social work services. 1.4 Income Maximisation work is also undertaken by key staff within the Council’s Housing Services and supported by the Financial Inclusion Team through training or where wider/more specialist support is required. 1.5 Since 2011, the Council has succeeded in securing financial contributions from a number of partner organisations to help fund programmes aimed at reducing the impact of welfare reform. These additional resources, which to date amount to approximately £2.7m, have been used to; enhance capacity to deal with the significant increase in demand for representation, training, advice, information and support. 1.6 The Coronavirus pandemic has brought inequality into sharp focus, highlighting the impact of low paid and insecure work in particular. The impact of the measures to combat the pandemic have had an unequal impact across Scotland and North Lanarkshire, with a greater impact on people living in socio-economic disadvantage and with a number of specific impacts on children who were already living in poverty, or whose families have now been pushed into poverty. 1.7 Over the past number of years, progress in developing local approaches to tackling poverty and reducing inequality in North Lanarkshire, have been strengthening with activity focused on the key drivers of poverty, via the ‘Towards a Fairer ‘North Lanarkshire Tackling Poverty Strategy. The FIT team have a key role in leading and co-ordinating this work across services and with key partners although this report focuses on the activity directly delivered by, or commissioned through, the team. Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Page 68 of 275
Page 69
1.8 The challenges that the Council and partners will face in delivering our ambitions with respect to Tackling Poverty over the next three to four years are significant. These include the ongoing recovery from Covid-19, the Cost-of-Living Crisis, rising energy costs, fuel increases, the highest inflation in 40 years and the impact of the conflict in Ukraine. This is within a context of the continuing programme of Welfare Reform led by the UK Government but also the roll out of changes to areas of benefit support now devolved to the Social Security Scotland 2. Report 2.1 Income Maximisation 2.1.1 North Lanarkshire Council is the largest local authority landlord in Scotland with circa 36, 315 houses. In addition, the local Registered Social Landlord sector owns and manages approximately 9,000 properties. It is estimated that around 58.5% of social tenants are in receipt of Housing Benefit (57.3% in the council housing sector). Early intervention with income maximisation assists in the prevention of rent arrears and the sustainability of tenancies. Housing advisors provide basic information and advice to vulnerable tenants and homeless people, concentrating on housing benefit to ensure people can pay their rent. They receive welfare rights training and are supported by Welfare Rights Officers from the Financial Inclusion Team (FIT). From 1 April 2021 to 31 March 2022, Housing Services generated £13,023,541 in benefits for 5,076 new and existing tenants, making 6,288 claims for benefits of which 3,680 were claims for Housing Benefit (including Supported Accommodation), Discretionary Housing Benefit and Council Tax Reduction Scheme (which is a direct income for the Council and in the longer term contributes to the sustainability of tenancies). Similarly, FIT, together with Social Work Services completed 16,409 Benefit Checks in 2021/22 generating an income to local residents of £19,052,784m, with additional financial gains of £383,839, (benefits, charities, and energy suppliers etc.) generated via Debt Advisors within the FIT. The MacMillan Lanarkshire Advice Service is provided by North Lanarkshire Council and provides home visits, telephone interviews, office visits and surgeries in local hospitals. The FIT manages this service. Between 1 April 2021 and 31 March 2022, there were 668 referrals to the service, of which 403 were for DS1500 cases (terminally ill) It should be noted that this is a reduction from previous years, due to cancer services pausing due to COVID-19 nonetheless £2,546,644m of income was generated for those residents referred affected by cancer. The table below summarises the income maximisation work undertaken throughout the year: Social Work / FIT £19,052,785 Housing Services £13,023,541 Macmillan Lanarkshire Service £2,546,644 Page 69 of 275
Page 70
Charities, and energy suppliers £383,839 Total £35,006,809 The FIT and Social Work Service generated 59.40% of the Council total, with Housing Services making up the remaining 40.60%. In cost/benefit terms, it is worth noting that every £1 invested by the Council in income maximisation during 2021/22 generated £27.52 for residents and the local economy. The Financial Inclusion Team also received 9,321, referrals from Elected Members, MSP’s/MP’s, NHSL and other agencies, for welfare rights advice and information. 2.1.2 Appeals Representation is a core element of a Welfare Rights Officer’s work. During 2021/22, Welfare Rights Officers represented at 217 appeals (a significant decrease on the previous year due to decrease in DWP activity and the impact of Covid-19)). The overall success rate for Social Security Appeal Tribunals by the Financial Inclusion Team was 67%, which is an improvement on last year and slightly above the national average of 66%. Service Users Questionnaires/Surveys to monitor customer satisfaction did not take place during 2021/22 due to Covid-19 however the Business Intelligence Team have are currently developing an online consultation tool called SNAP, where surveys can be emailed to a client’s email address / put onto the Council website. It is anticipated that this will support this activity going forward. 2.1.3 Debt Advice The FIT received 1194 referrals for Money Advice/Debt Advice during 2021/22 from residents, elected members, CABx, Health and Social Care Services, Housing Services, NHS Lanarkshire and other Advice and Information agencies. The FIT dealt with 7 Debt Payment Programmes (DPP) and 26 Bankruptcies were awarded. Whilst the number of Debt Payment Programmes dropped (which was inevitable due to Covid-19 and people’s circumstances being unstable), there was a vast increase in the number of payment/crisis breaks, variations and revocations being dealt with by the team for current Debt Payment Programme’s. The total debt dealt with was £5,084,771. Although there has been a drop in DPP’s and bankruptcies, the amount of debt dealt with only dropped by £854,762 from the previous year. This was largely due to increase in variations, revocations and payment/crisis breaks Due to Covid-19, The Money Advice, Consumer Advice Project (MACA project) for first and second level primary school pupils did not take place during 2021/2022. In common with the situation with Appeals representation Customer Satisfaction Survey’s for Money Advice did not take place in 2021/22 however will be reintroduced in collaboration with The Business Intelligence Team going forward with the intention to use the SNAP tool. Page 70 of 275
Page 71
2.1.4 Training Throughout 2021/22, the FIT has provided training to Council and External Partners, via online video tools, covering updates on benefits, welfare reforms and legislation, financial assessments, employment and support allowance, Migrant Workers and other welfare benefits-related subjects. The FIT also maintains and updates online e-learning training packages for the Scottish Welfare Fund, Personal Independence Payments and Universal Credit, which are available to all council services, elected members and partners via their online platforms. 2.1.5 External Services The Financial Inclusion Team commissions and monitors the external services and has carried out monitoring visits of each Citizen Advice Bureaux as outlined in the funding agreement and can provide assurances that each provider are meeting the outcomes agreed in the funding agreement and are providing a quality advice and information service in line with the Scottish National Standards for Advice and Information Providers, their locality profiles and the Council’s 5 Strategic priorities. The External Services have had 5,953 welfare rights enquiries, 3,034 Housing Advice enquiries with 1,185 referred to other agencies, 7,392 Money Advice enquiries with 4,131 referred to other agencies and completed 4,893 Benefit Checks in 2021/2022, generating benefit income to local residents of £5,423,784m. In cost/benefit terms, every £1 invested by the Council in External Services during 2021/22 generated £11.63 for residents and the local economy. It is important to reaffirm that the Council commissions the External Services to provide specific advice and information services (not CAB Services) and that they receive other funding from funders, the above information relates only to the funding that these External Services receives from the Council 2.2 Legislative/Policy Changes (Welfare Reforms) 2.2.1 The UK Government welfare reform agenda was paused during 2021/22, due to Covid-19. A number of financial measures and supports were put in place to support people during the pandemic, however some which came via the benefit system eg. the £20 week increase in Universal Credit have now ended, along with other financial measures and supports. The UK Government/DWP have now resumed the welfare reform programme, as has the Scottish Government. As previously reported, the full impact of the UK Government welfare reform agenda is not yet known as the reforms are still being embedded into the system whilst the number of claimants being migrated from legacy benefits on to Universal Credit increases on an ongoing basis. Full service Universal Credit went live in North Lanarkshire in April 2018, but it will not be completed until 2024 or indeed later. DWP data shows that by November 2020 24,312 households within North Lanarkshire were in receipt of Universal Credit, this rose to 25,894 in March 2021 and in November this had dropped to 24,128. The UK Government Spring Statement for 2022 introduced some further reforms as set out below: Page 71 of 275
Page 72
• Reducing the Universal Credit taper rate from 63% to 55% and increasing Universal Credit work allowances by £500 a year with the intention to make work pay. • increasing the National Living Wage (NLW) for workers aged 23 and over by 6.6% to £9.50 an hour from April 2022. • increasing benefits and pensions by 3.1% (well below the current level of inflation due to the link to previous year’s rate) • an additional £500 million for the Household Support Fund from April to help the most vulnerable households with the cost of essentials such as food, clothing and utilities, bringing total funding to £1 billion. Further reforms as set out below were announced by the UK Government on 26th May 2022, principally to address the impact of fuel price rises. • Windfall Tax on Oil and Gas Companies (Levy) of 25% on profits. • Low Income Families to receive £650 in two payments July and Autumn administered by DWP. • Pensioners to receive an additional payment of £300, on top of the Winter Fuel Payment • Disabled people to receive a one off £150 payment in Autumn. • The Family Support Fund is to be topped up by a further £250 in the Autumn. • The £200 Universal support to household which was to be repaid back over 5 years, has been changed to a grant (not to be repaid) and increased to £400 per household. 2.2.2 Scottish Social Security Agency and devolved benefits: A number of benefits have now been devolved to Scotland and the Scottish Social Security Agency are in the process of gradually rolling these out, as detailed below: Job Start Payment Implemented 2020 Scottish Child Payment for under 6’s Implemented February 2021. Disability Assistance for Children & Young People Implemented Summer 2020 Children who receive the highest care component of Disability Assistance become entitled to Winter Heating Assistance Implemented January 2021 Disability Assistance for Working Age People In NL as part of Pilot in June 2022. Roll out Nationally will be August 2022 Additional payments to carers who look after more than one disabled child Implemented early 2021 Pension Age Disability for Older People Implemented 2021 Winter Heating Assistance (to be called Low Income Winter Heating Assistance) Due to be implemented Winter 2022/23 Page 72 of 275
Page 73
Cold Spell – Heating Assistance Implemented Winter 2021 Scottish Carer’s Allowance Due to be implemented August 2022 Employment Injury Assistance Due to be implemented Autumn 2022 Scottish Child Payment for under 16s Due to be implemented by the end of 2022 Many of these benefits are replacing existing DWP benefits, but with eligibility criteria being broadened and payments amounts increased, in addition to a number of brand- new benefits being created. This is an import raft of reforms which will have the potential to provide a positive impact on the income of the residents of North Lanarkshire. The FIT will continue to maximise the income of residents, ensuring to check eligibility for these new benefits and support applications where appropriate. 2.2.3 Future Context and Challenges The impact of the pandemic on the national and local labour market has created new challenges for employers and those out of work. The North Lanarkshire claimant count, which acts as a measure of unemployment, was 14,415 (6.6%) people in March 2021 compared with 8,225 (3.8%) in March 2020, a 75% increase on the pre pandemic level. However, in May 2022 it has decreased to 8,050 (3.7%). On the face of it this is good news but behind the unemployment figures real challenges are apparent. As 2021/22 progressed it became clear that a significant number of people, mainly older workers and the majority women, had left the labour market either through early retirement, health concerns or to take up caring responsibilities. These factors, combined with the rapid re-opening of the economy through the year led to staffing shortages across a range of sectors with jobs available, especially at entry level, for those who were job ready or even nearly job ready. The number reported as ‘long term sick’ in North Lanarkshire has increased from 14,900 in December 2019 to 29,400 in December 2021 and the number reported as ‘looking after family/home’ in the Council area increased from 8,500 to 13,000 in the same period. While unemployment is lower than pre pandemic levels the number of people in the workforce in North Lanarkshire has reduced from 174,000 (78.1%) in December 2019 to 159,300 (71.1%) in December 2021, this clearly impacts on income levels. The other concerning national trend is that despite falling unemployment, long-term unemployment remains above pre pandemic levels; with the long-term unemployed now accounting for 35% of all those unemployed (compared with 28% two years ago). Short-term unemployment is at its lowest ever level. For those in work there are also concerns as pay growth remains well below inflation in many of the sectors predominant in North Lanarkshire with the rising costs of living affecting the financial benefits of employment and labour shortages, rising costs and supply chain challenges affecting employers plans for recruitment and business development. So, despite a fall in unemployment in the area there is higher worklessness, negative pay growth and continued labour shortages for businesses and these factors will Page 73 of 275
Page 74
have a continued and sustained impact on the demand for financial inclusion services. Residents will be migrated to Universal Credits full service over the next three years and are expected to fully comply with the UC rules as someone not in employment. This means that they could be sanctioned and lose their UC payments if they fail to follow their Claimant Commitment. Whilst it is problematic to be absolutely accurate based on DWP information and data with regards to Working Tax Credit from HMRC, it is likely that the minimum number of residents who be migrate from their current benefits to UC across the period July 2020 to 2024, will be 49,200, meaning that nearly 77,000 residents will be impacted by Universal Credit and/or other welfare reform changes over the next 5 years with the majority being Council tenants in receipt of Housing benefit/Council Tax Reduction Scheme and/or users of IJB Services. Despite the potentially positive impact of some of the new benefits listed at 2.2.2 above the biggest emerging issues from April 2022, is the end of the financial measures and supports for Covid-19, along with elements of the Coronavirus Legislation ending, the cost of living crisis, soaring energy and fuel prices, highest inflation in over 40 years (expected to peak at 10%), real term cuts in wages, benefits and pensions and the National Insurance increase for workers. These have the potential to result in major issues for our community and council services with respect to increased issues with rent/council tax arrears, debt, food poverty, fuel poverty, homelessness and impact on capacity of services. 3. Measures of success 3.1 Ensuring and improving the standardised service to all residents and providing a sustainable, responsive and effective means of quality advice and support to our communities across North Lanarkshire. 4. Supporting documentation N/A Alison Gordon Head of Children, Families and Justice/CSWO Page 74 of 275
Page 75
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? No groups will be disadvantaged or excluded through the implementation of the recommendations of the report. Indeed noting, the recommendations presents an opportunity to promote equality and ensure greater access to public services. The current activity of the FIT, Housing Services and North Lanarkshire Health and Social Care Services mitigates where there are negative impacts of welfare reform changes within North Lanarkshire and meets the requirements of the Fairer Scotland Duty by reducing inequalities. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ Page 75 of 275
Page 76
If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There context described above has the potential to impact negatively on the Council’s Corporate Tackling Poverty Risk (which is already a high risk), particularly with respect to in work poverty and despite the significant investment in in this work related demand may challenge the Council’s capacity to respond. Page 76 of 275
Page 77
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 19/07/22 P005.2 Tackling Poverty – (2) Update report on implementation of the Tackling Poverty Strategy and improved outcomes achieved - Fuel Poverty Hardship Payment From Alison Gordon, Head of Children. Families and Justice/CSWO E-mail gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary This report updates on the implementation of Fuel Poverty Hardship Payment Scheme. The Council’s approach was approved by Community Empowerment Committee on 1st November 2021. This payment initially proposed for targeted groups of £75 per household was subsequently enhanced to £150 per household due to the increase in budget provided by the Scottish Government through the Tackling Insecurity Fund and Winter Support Fund. The report provides detail on payments made though the fund during the period January- June 2022 supporting reflection on the successes and challenges in reaching its target population. Information is also provided on funding available for Winter 2022/23. It is planned that the Tackling Poverty Officers Action Group lead on reviewing the Scheme and report back to the Corporate Management Team with a view to implementation from October 2022. Recommendations It is recommended that the People & Communities Committee: (i) Note the outcome of the Fuel Poverty Hardship Payment Scheme (ii) Agree that the Tackling Poverty Officers Action Group review the Scheme and bring proposals to Corporate Management Team for a revised scheme for Winter 22/23 (iii) Remit to this report to the People and Communities Committee The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion AGENDA ITEM 6 Page 77 of 275
Page 78
1. Background 1.1 The Corporate Management Team meeting on 28th September 2021, approved the approach to the Fuel Poverty Hardship Payment which targets groups identified as priority through the Council’s third Local Child Poverty Action Report and the updated Towards a Fairer North Lanarkshire Tackling Poverty Action Plan. The Action Plan identified that around 31,000 people were experiencing fuel poverty in North Lanarkshire, with 8,000 of these people being families with children who are householders. The Projected Household Report (2018) indicated that 5375 of young people aged between 18 & 24 years old would be householders by 2020 and that due to the levels of benefit entitlements/living wage level for this age group, it was also highly likely that they will also experiencing fuel poverty. These two groups were therefore targeted as groups likely to be in fuel poverty and without access to other schemes such as winter fuel payment. 1.2 The Community Empowerment Committee approved the approach for the Council’s Fuel Hardship Payment on 1st November 2021. At that time, based on the level of budget available and factoring in the number of potential claimants from the targeted groups, the payment was set at £75 per household. 1.3 The payment per household was subsequently raised to £150 per household, facilitated by the increase in the budget provided by the Scottish Government via the Tackling Insecurity Fund and the Winter Support Fund. 1.4 The eligibility criteria for the Fuel Hardship Payment were agreed as noted below: • Applicants must be a householder in North Lanarkshire • Be aged between 16 and 24 years of age /or • Householders who are responsible for a child • Be in receipt of income-based benefits including Universal Credit and Council Tax reduction Scheme/or • Low income (ie: household income of £26,600 or less per annum) • Have savings of less than £700, and • Meet the definition of being in fuel poverty. This was based on the Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019, which defines a household is in fuel poverty if the household is spending more than 10% on fuel, of their net income after paying their rent/mortgage. An amendment was subsequently made to extend the age based criteria to up to 26 for those young people who have experienced care, in line with entitlement to after care. Page 78 of 275
Page 79
2. Report 2.1 The Fuel Hardship Payment opened for applications from 10th January 2022 with payments to successful applicants being made from 20th February 2022. 2.2 Corporate Communications and the Financial Inclusion Team ran a campaign advising residents and targeted groups, using a series of social media messages (Facebook and Twitter), as well as promoting the payment via Council Services, VANL and the North Lanarkshire Advice Network. Applications 2.3 In total, 8,101 applications were received, 556 applications from householders from the age group 16 to 24, and 7,545 applications from households with children. The was below overall target was for 14,000 households to benefit from the Fuel Hardship Payment with the reach of the scheme to households with children falling only slightly short of those in this category estimated to be in fuel poverty but the number of households without children reached within the age related category, significantly less than anticipated. 2.4 315 applications for the age group were successful and received a payment, with 199 rejected, as they failed to meet the eligibility criteria. As of the end of May 2022, 42 applications were still outstanding, awaiting further information. 2.5 5,774 applications for Households with Children were successful and received a payment, with 1,113 rejected, as the failed to meet the eligibility criteria. At the end of May 658 applications were still outstanding awaiting further information 2.6 The Revenues and Benefit Team in conjunction with the Financial Inclusion Team are progressing the outstanding applications, applicants have been sent 2 emails and given 14 days to reply with the requested information. If no response is received, then the cases are closed. 2.7 Any new evidence was requested by the 30th June 2022 when the 2021/22 Scheme was formally closed. Payments 2.8 The total budget allocated to the Fuel Hardship Payment was £2.1M. To date £913,350 has been paid to Households who met the edibility criteria, with a potential further maximum of £105,000 payments due for the outstanding applications. Advice (Income Maximisation, Money/Debt Advice and Fuel Poverty) 2.9 All applicants to the fund were offered the opportunity of receiving a benefit check, money advice and fuel advice. Of the 8,101 applicants, 2336 household took up this offer. 1,117 were dealt with the Financial Inclusion Team. 588 failed to engage and 529 were provided with advice and support on benefits/money advice and fuel advice. 2.10 1,219 applicants were referred to CABx who also offered advice on benefits/money advice and fuel advice, 545 failed to engage and 674 were provided with advice and support on benefits/money advice and fuel advice. Page 79 of 275
Page 80
2.11 It is too early at this stage to advise any additional income generated for these applicants, as we are still wating on decisions on claims for social security benefits and other benefits. Next Steps 2.12 The final underspend in the Financial Insecurity Fund and Fuel Hardship Payments will be added to the Local Authority Recovery Fund £960,000 for Fuel Poverty which was approved by the Corporate Management Team on 26th April 2022. This brings the total available for Winter 2022/23 Fuel Hardship Payment to £2.161M (excluding any of the 105,000 held not required for outstanding claims) 2.13 The Tackling Poverty Officers Action Group will develop a new Fuel Hardship Payment Scheme to be actioned in October 2022, in line with the next increase on the energy cap. Clearly there has over the past year been a significant change in context with acute rise in energy prices meaning that a much higher percentage of the population are at risk of fuel poverty, only partially mitigated by support already announced by the UK government. Proposals for the new Scheme will be informed both by the evolving context and learning from the targeting and implementation of the 2021/22 Scheme locally. 2.14 Proposals for the new Scheme will be brought to the Corporate Management Team for approval by the end of August 2022. 3. Measures of success 3.1 Number of Families and individual residents who have benefited from the Fuel Poverty Payments. 4. Supporting documentation N/A Alison Gordon Head of Children, Families and Justice/Chief Social Work Officer Page 80 of 275
Page 81
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? No groups will be disadvantaged or excluded through the implementation of the measures and interventions outlined in the report which present an opportunity to promote equality and ensure greater access to public services and support. The Fuel Hardship Payment supports the Council to meet the requirements of the Fairer Scotland Duty by reducing inequalities in line with Towards a Fairer North Lanarkshire North Lanarkshire Tackling Poverty Strategy. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Budget was provided via the Scottish Government Covid -19 funding for Financial Insecurity and Winter Support Fund. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ Page 81 of 275
Page 82
If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? IT developed an online application form for residents. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Corporate Communications Teams worked with the Fuel Poverty Sub Group to develop and implement a communications plans for residents who may be eligible for the payments and to keep applicants up to date with the progress of their applications. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 82 of 275
Page 83
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/HL Date 22/08/22 Programme of Work (PO48.1) - Active & Creative Communities Strategic Activity Framework for North Lanarkshire 2020-2024 From Janie O’Neill, Head of Education (South) E-mail liddleh@northlan.gov.uk Telephone 07973726496 1. Background 1.1 At its meeting of 24 August 2020, the former Community Empowerment Committee gave approval to ActiveNL, North Lanarkshire’s Physical Activity Framework. On 23 August 2021, Committee approved the associated action plan for 2021-22. Much was achieved during 21/22 as outlined in paragraph 2.2. As a four year strategy, this report presents a renewed action plan for 2022-23, reflecting further changes in Active & Creative Communities with the amalgamation of Active Schools and Outdoor Education. Executive Summary This report presents a reviewed and refreshed action plan for 2022/23 which reflects ongoing commitment in support of the previously agreed Active & Creative Communities Strategic Activity Framework. The framework was originally agreed by the former Community Empowerment Committee on 24 August 2020. The plan aims to deliver support in terms of health and wellbeing, the local economy, education, reducing inequality, and realising innovative future working with local communities. In considering future development of the Strategic Framework, a planned approach of working with internal and external partners will be put in place to ensure we continue to review and refresh our strategic priorities, as appropriate. Recommendations It is proposed that the People and Communities Committee: (1) Approve the action plan for 2022/23 held at Appendix One. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities AGENDA ITEM 7 Page 83 of 275
Page 84
2. Report 2.1 Active & Creative Communities was formed on 1 April 2021 following the insourcing of Culture & Leisure North Lanarkshire. During the first year of the service, significant structural changes were made to consolidate the team into the wider council context. Much was achieved in support of our broader commitments within the Strategic Framework to improve health and wellbeing and encourage increased participation in our communities. This includes ongoing development of the newly added priority of Creativity and Culture which seeks to build on the recognition that participation in cultural activity can have a powerful and lasting effect on physical and mental health. 2.2 During a year when we continue to recover from COVID 19, some planned actions were not possible to achieve and Committee will note a roll-over into 22/23. However, much was achieved during the first year of our action plan including: • Launch of the Active 65 membership which offers one year access to all sports facilities for £50 for those aged 65 and over. For 22/23 this offer has been extended to include those aged 60+. • Launch of Active Teen, which offers free access to the gym for 11-15 year olds from Monday to Friday. Analysis of weekly numbers shows many young people attending on Friday afternoons as part of their Future Friday option. For 22/23, this offer has been extended to now include weekend off-peak access for young people. • Encouraging return of the public entertainment programme, with higher than expected support from the public to attend musical, comedy and theatre events. Our schedule for 2022 continues to offer a varied and diverse programme of events. • Opening of the new Cumbernauld Theatre. The council is working in partnership with Cumbernauld Theatre Trust to offer a cultural and community hub, providing a varied and quality cultural programme and support to the creative industries. 2.3 For 22/23 an exciting development has been the recent approval of funding for development of a hi-tech inclusive digital environment within Motherwell library that is accessible to local community groups, businesses, schools and individuals. A space that encourages innovation and effective learning experiences and supports basic to advanced digital skills development approaches. Discussions are currently underway with Procurement with a planned delivery timescale of March 23. 2.4 Subject to approval of a Levelling Up Fund bid, we also hope to be successful in the development of Summerlee Museum of Industrial Life. The Summerlee Masterplan which will see redevelopment of the open space, enhancement of the tram facilities and the creation of a new heritage row, offering space for local business start-ups, an enhanced visitor experience and provide further job opportunities for local people. Additional planned bids to the Heritage Lottery Fund will allow further development of a Memory Store with plans to engage with the local community to ensure a resource which reflects local interests and priorities. 2.5 To ensure ongoing integration and maximisation of opportunity, June 2022 saw the integration of Active Schools and Outdoor Education into Active & Creative Communities. While at early stages of integration, the possibilities offered by this move are significant. The inclusion of Active Schools and Outdoor Education have been reflection in the action plan for 2022/23. Page 84 of 275
Page 85
Governance 2.6. A forthcoming POW report to Policy & Strategy will set out a proposal for a new operating model for Active & Creative Communities which positions the service as a provider and enabler of public health. A governance structure for is being designed to ensure there is appropriate oversight, accountability, management, monitoring and reporting of the delivery of this overall approach within the context of the current and future Strategic Framework. 2.6.1 It is proposed that the Project Sponsor will be the Head of Education (South) supported by the Active & Creative Communities Manager as the Senior Responsible Officer who will in turn be supported by the Healthy Communities Manager. 2.6.2 A Project Board and associated Terms of Reference will be put in place. The Board will have senior representatives from key services responsible for delivery or commissioning of activity and will also include support services notably from the council’s legal and financial services teams. 2.6.3 Appropriate assurance and monitoring and evaluation frameworks will be put in place to for the council’s investment. 3. Measures of success 3.1 Increase overall physical activity levels in North Lanarkshire by 6.15% by 2030. 4.2 A broad range of activities to support the development and maintenance of positive physical and mental health among the communities of North Lanarkshire. 4. Supporting Documentation Active & Creative Communities Strategic Activity Framework for North Lanarkshire 2020-2024 - Action Plan 22/23 Janie O’Neill Head of Education (South) Page 85 of 275
Page 86
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All service provision is monitored on a regular basis with Financial Solutions – any areas of concern are addressed. All external budgets managed appropriately. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ Page 86 of 275
Page 87
If Yes, please provide a brief summary of the impact? The planned development of the digital hub at Motherwell Library will impact on the council’s overall infrastructure. We will ensure clear communication and consideration of impact. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All risk associated with operational actions are captured and agreed within the context of the ACC Risk Register. Risks associated with Active Schools and Outdoor Education now incorporated into ACC risk register. Page 87 of 275
Page 88
Active & Creative Communities Strategic Activity Framework for North Lanarkshire 2020-2024 - Action Plan 22/23 (updates shown in bold) Action Outcome Measures of Success Interdependencies Active Living - incorporating physical activity into their daily routines through simple changes, for example by cycling or walking to work or school, taking the stairs more, active gardening and work around the home. This will include providing opportunities to help people to better manage their health in a community setting, encourage socialisation and improved wellbeing. 1.1 Extend the Weigh to Go Product to target specific low participant groups. Targeted initiatives to encourage increased participation using focussed communication strategies, engaging with a range of community groups to understand and respond to perceived barriers. In partnership with NHS Lanarkshire a new Weigh to Go Product to include a maintenance programme will launch in August 2022. Communications Strategy is in place for the launch. • Increase the number of men participating in weight management programmes. • Increase the number of BME participants on weight management programmes. • Increase number of pre/post-natal activities available. Increased levels of attendance/core dataset measured nationally by health board area. This programme will be developed and supported by NHS Adult and Child Weight Management Programme 1.2 Create a bespoke walks programme with Get Walking Lanarkshire to more fully integrate walking programmes with NL specialist health customer base. Targeted actions with specialist health groups to ensure access to accessible walking programmes. • Increased physical activity. • Link to other Programme of Work activities. Increased number of attendance/improved health and wellbeing. This programme will be developed with NHS Health Improvement team and links to other priority actions below. 1.3 Link with NHS (Rehabilitation Teams) to establish use of NLC venues for rehabilitation services on a service level agreement basis. • Bridging a gap between clinical setting and community-based activity. Integrated approach to encouraging physical activity. Reducing pressure on space in hospitals. More integrated approach to meet health and social care objectives and increase number of opportunities for NLC residents with health issues to access mainstream leisure venues. Developed in conjunction with NHS Allied Health Professionals. Page 88 of 275
Page 89
1.4 Extend range of Active Health (Specialist Health Classes) being delivered in local community settings to include libraries/community halls. This will include Gentle Movement/Chair exercises in libraries with appropriate space available. Continue to work with partners on the development of a 5 year Framework for Pre-habilitation and Rehabilitation , linking to the work of the Early Intervention and Self-Management Sub Group. This will set the agenda for co- produced work for rehabilitation services over the next 5y ear period. Continue to work with partners to support the Falls Strategy Framework as one of the Sub Group Leads for the Lanarkshire Falls Strategy ‘Building Resilience at a population level: Community Engagement, Strength & Balance, Home Safety, Self- Management, Bone Health’ Escape Pain (For Knee/Hip Arthritis suffers) new programme being delivered in partnership with MSK Physiotherapy Team from NHS Lanarkshire which could be Community Centre based following pilot programme. • Increase local access to activity for NLC residents • Ideal for those with long term conditions, cancer or with mobility issues could improve their health and mobility by attending these. Increased number of attendance/improved health and wellbeing. This programme will be supported by working across the Active & Creative Communities Team. Will provide opportunity to use existing and new MacMillan volunteer group to support. 1.5 Facilitating access to archives and local studies materials. This service is already available, but work is underway to improve accessibility across a range of local settings. • Carrying out research in person encourages active living and creates opportunities to meet new people and feel part of the community. We will seek feedback from participants and monitor number of people accessing services. Seek opportunities to use social media platforms to build interest and encourage participation. Page 89 of 275
Page 90
Interest in family/local history has increased significantly during the lockdown period. • Genealogy and local history research engenders a sense of belonging and wellbeing. 1.6 Providing cultural learning opportunities (talks, courses, tours). This will include development of local heritage trail leaflets. • Attending events in person and online creates opportunities to meet new people and feel part of the wider community. • Walking the heritage trails encourages active living and creates opportunities to feel part of the community. Increased physical activity. Opportunity to link with other Programmes of Work. This will be developed in conjunction with action 1.2. Some heritage walks were created previously but have not been in active use and this could potentially be a wider project with other NLC services. 1.7 Book Blether – face to face (or online) book club. Work with colleagues to identify groups that may benefit from increased socialisation. • Improved mental health and wellbeing through socialisation. • Safe space to discuss (through books) any issues or themes that arise. Book clubs already happen across NL. This approach will bring together those that would benefit from the opportunity to meet with others. Feedback will be sought throughout, as appropriate. We will work with colleagues to identify groups/participants likely to benefit. 1.8 Breastfeeding Friendly – in line with the council’s commitment and support of breastfeeding, undertake a communication campaign to highlight availability of facilities across the estate. • Ensure all breastfeeding customers have access to comfortable, safe and suitable environments across all our facilities. This approach reinforces the council’s commitment to breastfeeding and its many benefits. We will work with colleagues across the council to ensure a clear communication campaign is put in place. Sport - As well as improving overall physical fitness, sport can empower, inspire and motivate participants. It can provide pathways to professional level and opportunities to develop lifelong engagement as well as opportunities for volunteering. 2.1 Review ACC activity programme to allow children to access and participate without barriers in physical activity for at least up to one hour per day. Ensure services and programme are accessible to young • Improved physical activity levels. • Diverse programme which offers opportunity for structured and informal physical activity levels. Inactive children at risk of poor self-esteem, higher anxiety and higher stress levels and are more likely to develop poor health habits – this programme will use We will engage with internal and external partners to develop a diverse programme of activity. Page 90 of 275
Page 91
people living in poverty throughout North Lanarkshire. Continue to build on the success of our Street Soccer programme for 9-16 year olds. Over 700 young people play football through our soccer school programme. We provide free football through partnership work with the Scottish FA and McDonalds to our Soccer participants. Ongoing development of the ASN School Football League which has provided the opportunity for 8 schools across North and South Lanarkshire to play organised competitive football each month. qualitative feedback to measure impact on lifestyle. Link with colleagues in Active Schools to support activity options. 2.2 Review membership scheme for ActiveNL users – ensuring the offering is affordable and competitive to encourage increased usage of our sporting and leisure facilities for all groups. Ongoing consideration of membership strategy in discussion with Finance colleagues to ensure cost-effective and affordable approach. This will include consideration of a staff membership option to encourage and support a healthy workforce. To ensure customers have a positive experience in our venues and provide the opportunity to address areas of concern, we continue to undertake quarterly customer surveys – this is • Increased user numbers. • Increased physical activity levels. • Seek to remove barriers to participation. Increased user diversity, continue to monitor customer feedback to seek opportunities for improvement. We will seek feedback from users and non- users to better understand perceived barriers. Page 91 of 275
Page 92
complemented by the council’s CRM system. 2.3 Continue to support the development of local leagues and clubs to meet their needs within North Lanarkshire. This will include influencing and supporting new and existing partners, both locally and nationally, to ensure that strategic plans and policy positively reflect the role that physical activity and sport can play to improve health and strengthen our communities. • Supporting club development helps to create pathways for the ongoing development of sporting activity. • Working with governing bodies allows the council to access available funding and ensure fit for purpose facilities for the whole community. The council already supports a range of clubs across North Lanarkshire. We will continue to do so and monitor our future success. Engagement with local clubs, third sector and national governing bodies. 2.4 Continue to deliver and develop inclusion projects such as Friday Night Project, Saturday Sportscene and Street Soccer Introduction of Sports Events which involves all 8 projects coming together to participate in different sports each month. This brings the young people of North Lanarkshire from different communities together at one venue and provides them the opportunity to develop new friendships. • Successful delivery of all inclusion and diversionary projects in partnership with CL&D and the Health Improvement teams throughout Lanarkshire. • Increased participation within projects at all 8 venues across NL by providing young people with the opportunity to engage in free sports and physical activity whilst engaging in youth work. Continue to successfully engage with young people through an intervention based approach to ensure young people are being supported, heard and helped. We will continue to work on development with CLD and NHS Health Improvement team. 2.5 Increased opportunities for men and women to participate in walking football and Kickstart programme (this programme provides opportunities for those recovering from mental health and addictions to play football). Continue to work in partnership with SAMH to provide employment opportunities for our kickstart group participants (The kickstart group is for service users with mental health or addictions). From this, we want to • An increased number of participants per week attending our venues to help aid their recovery through sport. The council already provides both programmes but will seek to increase opportunities available across a range of locations. We will work with partners to target groups likely to benefit. Page 92 of 275
Page 93
support the service users in recovery and onto positive destinations. 2.6 Continued development of Active Schools Action Plans for every school in North Lanarkshire. Action plans set out a customised approach to a range of priorities including supporting physical activity, Developing the Young Workforce, working with volunteers and supporting links to local sports clubs. • Plans ensure a customised activity plan which takes into account local need and addresses priorities reflected by pupils, parents and teachers. We continue to work with schools to monitor the effectiveness of our plans and take corrective action, where necessary. We will work with schools, parents and volunteers on delivery of our plans, building links and pathways to local sports clubs across North Lanarkshire. 2.7 Ongoing development of our successful Outdoor Education Programme at Strathclyde Country Park. This includes ongoing improvement of facilities and work with partners to provide a diverse and engaging programme for our P7 pupils. • The programme offers an attractive and engaging experience for pupils. Ongoing monitoring of results and feedback from participants. We will work with pupils, parents and schools to ensure we respond to participant need. 2.8 Continue to develop the Active Schools Volunteer Programme. The programme is responsible for developing and supporting volunteer led, sustainable physical activity and sport opportunities that take place out with school hours, both within the school and wider community. • Recruiting, supporting, training and sustaining a network of volunteers including senior pupils, coaches, leaders and teachers who in turn deliver physical activity and sport opportunities supports the key purpose of Active Schools. Ongoing monitoring of the programme to ensure target participation levels are met. Adjustments made where necessary. We will work with our network of volunteers to ensure ongoing development of a successful programme. Dance - Dance is an inclusive creative, physical and social activity appealing to a wide range of people and is a fun, enjoyable way to exercise, which can deliver wellbeing benefits. The approach taken will offer options to different age groups and incorporate wider activity including drama. 3.1 Little Groovers - re-establish Little Groovers and develop throughout North Lanarkshire area. • Under 5's creativity/physical exercise once a week. • Parents/carer engaging in shared experience with child. • Positive contribution to community experience. Improved physical activity. Encourage participation in other available activities. Participant numbers will be monitored. Opportunity to link with community groups. Page 93 of 275
Page 94
3.2 Strictly Stretch Ballet Group - re-establish Strictly Stretch and develop throughout North Lanarkshire. • Over 50 activity on a weekly basis. • Positive impact on mental health. • Improving on individual strength, fitness tone. • Learning new skills/styles. • Engaging socially with other participants. • Encourage participation in other available activities. Participant numbers will be monitored. Opportunity to link with community groups. 3.3 NL Studio/NL2 all ability drama – development of all ability drama groups for adults. • Restablish connections/friendships post covid • Skills for life-based learning • Promote confidence through development • Explore thematic/issue based theatre and positive impact on group • Create a safe, positive working space for participants Increased participation rates. Feedback sought from participants. We will work with partners to promote access to a range of community groups. 3.4 Drama Masterclasses, holiday projects for young people. • Create a safe space for young people to share ideas. • Learn transferable life skills. • Encourage leadership skills with peers. • Promote confidence through development of creative content. • Tackle isolation by creating a space to make new circle of friends. Increased participation rates. Feedback sought from participants. We will work with partners to promote access to a range of community groups. Play - Physical activity through play can support children's mental and cognitive development as well as their physical health. Evidence suggests that children who are physically active when young are more likely to adopt healthy lifestyles as they grow up. Play is, however, important at all ages and the actions below seek to stimulate residents of all ages. 4.1 Active & health themed Bookbug (as previously done during Love Life Love libraries). Local NHS Health Promotion Officers will come along to support parents by being there to chat, promote current initiatives around health & wellbeing e.g. vitamins, food, vouchers, support groups etc. • Support parents and carers on possible activities to do regularly with their children. These events will include targeted health promotions - e.g. teeth cleaning etc. • Early start promotion of exercise and activity for babies and toddlers. Feedback from parents and carers, re improvements around health & activity and how sessions have supported this. Bookbug sessions are led by the Children’s team. Plans underway to refresh volunteer programme to provide support (full training provided). Page 94 of 275
Page 95
4.2 Story walks from Libraries (Trail tales). This includes ongoing development of the Lanarkshire Legends programme – this was recently piloted in Airdrie with the author, Alison Galbraith and celebrates our local artists. • Supporting family activity. • Increase family quality time with children as well as health benefits of reading Increased physical activity. Feedback from parents/carers on their experience will be critical. Similar to Bookbug – we will look to develop volunteer support and engage with local groups to offer bespoke options, wherever possible. 4.3 Implement a House of Games style board game club. This will be targeted at older residents. • Engage older members of the community in activities that stimulate the brain either via logic or strategy or from the social interactions. Feedback sought from participants. We will work with colleagues to identify appropriate groups with an interest in participating. Creativity & Culture - Engaging with arts and culture is central to the mental health and wellbeing of our communities. Getting involved in, an arts or ceramics class, participating in a film workshop, visiting an exhibition or volunteering in a museum can have a powerful and lasting effect on physical and mental health. The benefits are well documented; it can help protect against and manage a range of mental health conditions, alleviate loneliness and isolation, allow participants to express their experiences, learn new skills and build confidence. 5.1 Continued development and expansion of in-person art classes for adults & children with an increased focus on the physical experience of artmaking. • Improve physical dexterity, intellectual focus and mental health & wellbeing. Feedback sought from participants. While arts classes are well established, we will work to develop programmes which encourage health promotion (both physical and mental), linking with partners to ensure those most in need are able to benefit. 5.2 Work with colleagues supporting the Town & Community Hub Programme to seek opportunities for the inclusion of creative spaces for the community in a range of different locations. • Shared community spaces dedicated to creativity and community collaboration. • Improved mental health and wellbeing. The use of the space will be driven by feedback from users. Development of creative spaces will build on feedback and input from a range of stakeholders, including community groups. 5.3 Photography Walks. Available at Photomedia studio at Summerlee and as an outreach activity to groups/centres in NL area. • Increased physical activity. • Increased socialisation and improved mental health and wellbeing. Interest and ideas from participants will drive approach taken. Opportunity to combine with other actions above and link to other Page 95 of 275
Page 96
Programme of Work priorities. 5.4 Work with local communities to involve them directly in decisions about their cultural heritage – seek opportunities to provide local access to local interest projects, celebrating the heritage of the communities of North Lanarkshire. • More people engaged with their heritage in a meaningful way; foster community cohesion and capacity building. We will monitor the number of people engaged with and reports on the positive impact of relationships established. Ultimately this approach reinforces the council as the provider of services which put the community at the heart of decision making. Work with the Community Partnership team to plan engagement with the 9 Community Boards, as appropriate. 5.5 Ongoing development of programme led by Community Arts Team to work with the University of Edinburgh and Community Safety Scotland on a research project entitled Art is Everywhere. This involves various methods of communicating with users and non-users of our Arts programme and will help shape a wider Arts Strategy linking in with a wide array of new partners. It’s an exciting fresh approach which will be hugely beneficial. • Development of a co-produced, long-term and sustainable arts strategy for North Lanarkshire with community members and key stakeholders in health, education, business and employability, social justice and community safety that is integrated and aligned with other sectors’ priorities. • Connecting our Services, schools, and grassroots organisations to ensure sustained access to the arts from early years through to healthy ageing. • Implementation of a social prescribing model to support the health and wellbeing of the communities of North Lanarkshire through the arts and humanities. • Implementation of a dignity and access fund for lower income households or those who face barriers in accessing the arts. Ongoing monitoring of agreed target outcomes as set out in funding application. Continue to work with partners on delivery and explore opportunities for further development. Page 96 of 275
Page 97
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/HL Date 22/08/22 Cumbernauld Theatre Trust – Funding Agreement 2022/23 From Janie O’Neill, Head of Education (South) E-mail liddleh@northlan.gov.uk Telephone 07973726496 1. Background 1.1 In September 2021, Cumbernauld Theatre Trust (CTT) began operating from the new, custom-built theatre on the Cumbernauld Academy campus. Working in partnership with North Lanarkshire Council, the Lanternhouse Theatre offers a varied and quality cultural programme and works in support of the creative industries. The venue provides access to the community, provide an asset to schools, community groups and colleges and also improve employability opportunities in North Lanarkshire. 1.2 Members will recall in reports to the former Community Empowerment Committee that with the support of the council, CTT secured capital funding of £471,771 from a range of investors including Campsies Cumbernauld, Creative Scotland, Foyle Foundation and the Robertson Trust. Revenue support of £645,00 has been provided by the Executive Summary This report seeks approval of the proposed funding agreement for Cumbernauld Theatre Trust (CTT) for the period 2022-23 and provides an update on operation of the Lanternhouse Venue in its first year. Recommendations It is proposed that the People and Communities Committee: 1. Approve the funding of Cumbernauld Theatre Trust to the value of £100,300 for the period 2022-23. 2. Otherwise, note the contents of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities AGENDA ITEM 8 Page 97 of 275
Page 98
council, Creative Scotland and the Scottish Government. Fundraising activity has contributed to overall revenue budgets. 1.3 Towards the end of 2021, North Lanarkshire Council opened one of the first staff drop- in hubs with both meeting rooms and desk space available for agile working. 2. Report 2.1 In line with the council’s ongoing support of CTT and our shared partnership within the Lanternhouse, a grant of £100,300 is proposed for 2022-23. This commitment supports the work of CTT and in addition, underpins the council’s commitment to improving the health and wellbeing of our communities by supporting participation in a range of social, cultural and leisure activities. The performance of CTT will be monitored by the Active & Creative Communities Manager who will attend quarterly meetings of the CTT Board and work in partnership with the organisation to maximise the success of this important community venture. 2.2 Since the opening of the theatre in 2021, the partnership with the council and CTT has gone from strength to strength. Although temporarily affected by COVID related closures at in December/January, much has been achieved. The venue has been host to several successful theatre and concert events and is now offering a significant community event to local groups with dance schools and children’s theatre companies taking the opportunity of the high quality space and facilities available. CTT have also ensured that the venue offers employability options and have been working with Routes to Work to offer a number of work opportunities for young people. 2.3 Moving ahead, discussions are underway with CTT to establish a joint steering group with representation from the two principal partners supported by local schools, New College Lanarkshire and other interested stakeholders (as appropriate). In line with the forthcoming Active & Creative Communities operating model review, the coming year will also see additional services brought into the heart of the community including group fitness, book groups and ongoing support for the local creative industries. 3. Measures of success 3.1 Achieved ambition of delivering a cultural and community hub which presents a varied and quality cultural programme and supports the creative industries. The venue provides access to the community, provide an asset to schools, community groups and colleges and also improve employability opportunities in North Lanarkshire. Janie O’Neill Head of Education (South) Page 98 of 275
Page 99
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As our partner in the Lanternhouse Theatre, the council has a long-standing funding agreement with Cumbernauld Theatre Trust. The costs associated with this grant are held within ACC core budgets. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 99 of 275
Page 100
Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All risks associated with our arrangement with CTT are managed by the Client Officer (represented on the Board of CTT) and at our soon to be established Steering Group. Any concerns raised with senior managers, as appropriate. Page 100 of 275
Page 101
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC/PMcC/LP Date 22/08/22 Composite update report P056.2 (1,2 and 3) Working with Communities 1. progress measures relating to individual local outcome improvement plans (LOIPs) and work with partners to ensure appropriate delivery support. 2. Community Board Development Programme and Participatory Budgeting Task and Reference Groups From Stephen Penman, Head of Strategic Communication E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07947 997750 Executive Summary This report provides an updated position on the work that has been carried out in line with the Programme of Work item P056.2 areas (1) and (2) respectively. The report provides an overview of progress relating to the implementation on the nine Local Outcome Improvement Plans (LOIPs), the establishment of a Community Board Development Programme and the creation of Participatory Budgeting Task/Reference Groups. The nine Local Outcome Improvement Plans (LOIPs) have now been published and can be accessed via this link. The composite summary of LOIP priorities across North Lanarkshire is attached as Appendix 1. An update is also provided within this report regarding work with Community Planning partners, through the North Lanarkshire Partnership Strategic Leadership Board, to better align operational partnership support for delivery and the development of a shared performance and reporting framework. A previous report which was presented to the Community Empowerment Committee on 1st November 2021 detailed the outcomes of the Training Needs Analysis (TNA) conducted with the nine Community Boards to assess the development needs of the Board members. This report provides an update on the key activities which have taken place in line with the implementation plan, which was presented, as well as an update on the new proposed timescales for launch of the programme to all nine Community Boards. This report also seeks to outline progress being made in the development and implementation of the Council’s Participatory Budgeting (PB) process, in line with the Programme of Work action to Establish Participatory Budgeting task reference groups by Community Boards with implementation supported through the Community Board development programme. AGENDA ITEM 9 Page 101 of 275
Page 102
1. Background 1.1 Local Outcome Improvement Plans (LOIP’s) 1.1.1 The Local Outcome Improvement Plans (LOIPs) covering each of the nine Community Board areas have now been launched and published on the Council’s website. The plans can be accessed via this link. Work is now underway with partners and community representatives, and in some cases through the creation of subgroups, to progress with key priorities. Work is ongoing with council services and partners to ensure coordinated approach to the work linked to key cross cutting themes such as: • Tackling Poverty; • Digital Inclusion; • Mental Health and Wellbeing; and • Young People. 1.1.2 Community Boards are provided with regular updates on progress against LOIP priorities. Work is ow underway to establish and embed a partnership delivery approach and LOIP Monitoring and Management Framework. 1.2 Community Board Development Programme 1.2.1 A Training Needs Analysis (TNA) was conducted with all nine Community Boards to establish a programme of development for board participants with the aim of providing support for participants to fully undertake and execute their roles as Board members to optimum effect. The outcome of the TNA was presented to Committee on 1st November 2021. The results from which highlighted that there was confidence in communication skills, the role of the Community Board chair and IT skills. In terms of development priorities, 40% of respondents indicated that they would like development on; participatory budgeting, the Council’s budget process, community asset transfer, local development programme, local outcome improvement plans and partnership working. Recommendations It is recommended that the People and Communities Committee: 1. endorse the approach to date in respect of Programme of Work areas PO56.2 (1&2) Working with Communities Model and Supporting Governance Structure as set out in section 2 of the report 2. Agree to receiving future update reports relating to key components of this Programme of Work The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Page 102 of 275
Page 103
1.3 Participatory Budgeting Task/Reference Groups 1.3.1 In May 2021 Local Authority leaders renewed their commitment towards PB and mandated COSLA officers to work with Scottish Government to review the 1% Framework Agreement. The revised framework agreement extends the timeframe to deliver on the 1% commitment to the end of March 2022 in response to delay caused by the COVID -19 pandemic. Subsequently Leaders were asked to review and sign off on the renewed framework agreement while seeking further flexibility on timescales for meeting the 1% target. COSLA recognised that during 2020/21 most planned PB activity across councils was directly impacted by the work needed to respond to the pandemic, resulting in delays in meeting the target. While the target to allocate at least 1% via PB remains, there is a degree of flexibility available to councils as to when the target can be practicably met or exceeded. 2. Report 2.1 Local Outcome Improvement Plans 2.1.1 Local Partnership Delivery Teams The nine Local Outcome Improvement Plans have now been launched and published and the focus is now on ensuring partnership approaches to drive progress under each priority and the implementation of a robust progress tracking mechanism to ensure a local focus with links to strategic approaches where cross cutting themes have emerged. The North Lanarkshire Partnership Strategic Leadership Board recognise the importance of ensuring shared ownership, accountability, and empowerment of staff at all levels to enable deployment of adequate resource to plan with and respond to community need. Engagement in the form of a survey and follow up event took place with Community Planning Partnership agencies at a locality level to gain insight and feedback aimed at shaping and refining a shared approach to driving local partnership delivery of the LOIPs. Officers at all levels across the nine Community Board areas will require to provide operational support to the delivery of the LOIPs. Four local partnership ‘teams’ made up of senior officers from key council services and partner agencies have been established to maintain oversight for delivery of the LOIP priorities and each of these core teams will provide support for more than one community board. The ‘teams’ are organised as follows • Cumbernauld, Northern Corridor and Kilsyth; • Airdrie and Coatbridge; • Motherwell and Bellshill; • Wishaw and Shotts. The ‘core’ teams are made up of senior officers with oversight for deploying resource at a locality level reflecting the following areas of business • NLC Community Partnership Team • NLC Community Learning and Development • NLC Local Housing Team • NLC Social Work • NLC Education Page 103 of 275
Page 104
• Scottish Fire and Rescue Service • Police Scotland • Health and Social Care North Lanarkshire • NHS Lanarkshire – Health Improvement Senior • Voluntary Action North Lanarkshire (VANL) The approach was launched at a session hosted by the NLP Strategic Leadership Board on 10th June 2022. The locality teams are in the process of finalising their Terms of Reference in preparation for implementation of the LOIP Monitoring and Management Framework from Autumn 2022. Overall, the teams will be responsible for: • Driving delivery of the LOIPs through oversight for action planning, delivery and ownership and monitoring and reporting on progress • Co-ordinating and ensuring the action/response in relation to matters raised through community boards, associated sub-groups and engagement activity • Developing solutions to common issues affecting service delivery in local areas and progressing and supporting local work associated with priorities set out in the Plan for North Lanarkshire • Planning and coordinating local engagement activity for maximum use of partnership resource • ensure local matters are reflected as appropriate to the local community board, committee, internal leadership, NLP SLB 2.1.2 LOIP Monitoring and Management Framework The LOIPs capture what matters most to local people and provide the local vehicle for delivering ‘The Plan for North Lanarkshire’ with shared responsibility and accountability between all partner agencies. Having agreed these shared priorities, it is critical that partners continue to work jointly with local communities to deliver on the LOIPs. Partners at both a strategic and operational level must have a clear focus and shared commitment to work differently through multi-agency approaches and early, preventative interventions. A LOIP Management and Monitoring Framework has been designed to assist the Local Partnership Teams in planning and managing their workloads and reporting progress and outcomes to a range of audiences including the Community Boards, People and Communities Committee and the NLP Strategic Leadership Board. Individual Management and Monitoring Frameworks have been established for each Local Outcome Improvement Plan and will allow the Local Partnership Team for that area to develop specific workplans for each priority theme with timescales, lead responsibilities, short-term outputs and longer-term outcomes all clearly identified. The LOIP Management and Monitoring Framework will ensure a structured approach to tracking and reporting progress through the identification of clear milestones and outputs that focus on the early stages of community empowerment and partnership working. These are captured and recorded as ‘Structures, Capacities, Frameworks and Material Benefits’. These definitions enable partners to quantify and assess where community capacity, representation and resilience has been developed, for example, or where there has been a direct and tangible outcome with material benefits for local communities. Local Partnership Teams will work with community and voluntary sector organisations to assess and prioritise their work at the outset by gathering as much information as Page 104 of 275
Page 105
possible about the priority theme and existing levels of partnership activity to address the issues. Establishing a baseline and identifying the type of action that is required will avoid duplication and ensure that LOIP and Community Board activity is fully integrated within established partnership working arrangements and ‘The Plan for North Lanarkshire.’ Extracts from the LOIP Management and Monitoring Framework, showing the Priority Process flowchart and a sample LOIP workplan are attached as Appendix 2. The Management and Monitoring Framework aims to provide a vital management, oversight, planning and scrutiny tool for Local Partnership Teams. Used properly, it will allow teams to plan their workload over the course of the year, identify lead agencies, track progress and demonstrate where partnership working is making a real impact on delivery of LOIP priorities. The framework enables the teams to see at a glance where a workstream is on track or potentially at risk of being significantly behind schedule, under-resourced or unlikely to deliver anticipated outcomes and may require further consideration or escalation The LOIP Management and Monitoring Frameworks will underpin and inform reporting as outlined in the ‘Framework for Demonstrating Improved Outcomes for Communities.’ The reporting schedule is as follows: • quarterly reporting to individual Community Boards • six monthly reporting to the Strategic Leadership Board • regular reports to the People and Communities Committee • statutory annual public performance reporting All Local Partnership Team members share a collective responsibility for ensuring that the Framework is regularly updated and that there is adequate monitoring and scrutiny of progress and performance at each Partnership Team meeting. 2.2 Community Board Development Programme 2.2.1 The Talent & OD (TOD) Team have been working closely with the Community Partnership Management Team along with other Subject Matter Experts (SME’s) from different council services to identify suitable resource materials for the development hub. The following areas are active with a blend of resources available for members to access: • The role of Community Board Members – 28 resources • Participatory Budgeting – 11 resources • Local Outcome Improvement Plans – 23 resources • The Local Development Plan – 4 resources • IT skills – 7 resources • Community Asset Transfer – 10 resources • The Council budget process – 5 resources The following areas are under development where resources will be added as and when they become available: • The role of the Community Board Chair • Partnership Working • Community Engagement • Identifying Areas of Improvement Page 105 of 275
Page 106
Presently there are a total of 88 resources available, 24 of which are e-learning modules. The remainder are a blend of video, PowerPoint presentations, online learning resources and links to useful external websites. There will be a function available for members to book onto live masterclasses as and when they are scheduled. Any up-and-coming live masterclasses will be advertised on the carousel on the right-hand side of the development hub. A video resource has been added to the homepage demonstrating how to navigate the development hub. A guidance notes document which complements the video has also been developed and emailed to all members. The development hub entered it’s test phase on the 4th March 2022. There were 34 testers allocated to review the resources and accessibility of the site. The feedback received was constructive and mostly positive, whereupon some slight amendments to the hub were made to reflect the feedback. In addition to the 34 testers, an additional 71 members have been given access to the Hub. These additional members received their login details during May 2022 with guidance on how to access and navigate the system. The Go-Live date for all members to access the hub was agreed for the 23rd May. Within the guidance notes it is fully explained the hub is still a work-in-progress, and therefore any tile with the word ‘inactive’ is still under construction and resources will be added as and when they become available. The word ‘inactive’ will be removed once the area has resources available to access. In the meantime, the TOD team will continue to liaise with internal and external partners to gather resources for the development hub. Ongoing feedback from members is important to us and can be emailed to TOD@northlan.gov.uk 2.3 Community Board Participatory Budgeting Task / Reference groups 2.3.1 It was previously agreed by the Community Empowerment Committee to proceed with the establishment of Participatory Budgeting (PB) task/reference groups to support the programme of work delivery P056.2 - (4). A briefing paper outlining the role and requirements of such groups was presented to each of the nine Community Boards during the November/December 2021 cycle of meetings. Each Community Board was tasked with identifying the most appropriate local structure to put in place, supported by council officers, to progress Participatory Budgeting at a local level. A copy of the briefing paper is included in Appendix 4 of this report. 2.3.2 Where local structures have been agreed, two main options have been proposed. The first is that the responsibility for delivery of PB sits within the remit of an existing subgroup. The second is the formation of a new group to specifically look at PB delivery. Both options will be fully supported through all stages by the community partnership team. 2.3.3 Not all Community Boards have agreed or implemented a structure to support the delivery of PB. Where this is the case, continuing support will be provided to ensure community voices are central to the successful delivery of the process. 2.3.4 Following presentation of the briefing paper to each Community Board, the mainstream PB action plan has been updated and will be used to finalise the initial timelines that the task and reference groups will work towards. A copy of the North Lanarkshire Mainstream PB Action Plan – Update is included in Appendix 5 to this report. Page 106 of 275
Page 107
2.3.5 As part of the ongoing development of PB at a local level, the new task and reference groups will be asked to identify a portion of budget to deliver a locality PB exercise. At present the funding for this will be via current Local Development Programme budgets. Each Community Board will be able to shape PB to most suit the needs of their area focussing on local issues and LOIP priorities. 2.3.6 Emerging opportunities around PB will be directly promoted via Community Boards and relevant subgroups to further support local involvement in Council wide processes. An example of this is the Nature Recover PB (Greenspace PB) which has been presented to all 9 Community Boards to increase engagement and participation. 2.3.7 A short animation explaining PB for communities is currently available via a dedicated PB page on the Council Website which includes further supporting information: Participatory Budgeting (northlanarkshire.gov.uk). 3. Measures of success 3.1 LOIPs adopted across nine Board areas with measurable actions and milestones agreed and implemented with outcomes tracked and reported on accordingly. 3.2 In relation to PB approach, Community Boards progressing task/reference groups is a measure of success particularly where seldom heard voices are participating and along with other groups are supported to get involved in decisions over how public budgets are spent. 3.3 Services are delivered that meet the needs of the residents of North Lanarkshire. 3.4 1% of the total estimated expenditure for revenue, as per the local government finance circular, less assumed council tax intake, is delivered via PB. 3.5 Effective Community Board PB task/reference groups are established and community representatives receive appropriate training to support their activities in this area of work. 3.6 Positive feedback from Board members relating to Community Board development portal. 3.7 Evidence of input to the development through the year from partner and subject matter experts. 3.8 Uptake and usage of resources and demonstrable evidence of increased contribution from Board members. 3.9 Impact of Boards on the ground against priorities and outcomes as set out in the Plan for North Lanarkshire. Page 107 of 275
Page 108
4. Supporting documentation 4.1 Appendix 1 - Summary of LOIP Priorities across All Community Boards 4.2 Appendix 2 – North Lanarkshire Partnership LOIP Monitoring and Management Framework – action prioritisation flowchart 4.3 Appendix 3 - Updated Implementation Plan for the Community Board Development Programme 4.4 Appendix 4 - PB Briefing Note 4.5 Appendix 5 - PB Action Plan Stephen Penman Head of Strategic Communication Page 108 of 275
Page 109
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 Community Board Development Programme contributes towards our responsibility by increasing capacity and capability of board members to address wider community and strategic priorities relative to reducing inequalities of outcome. An integrated Fairer Scotland/Equality Impact Assessment has been prepared considering the findings of the initial phases of the roll out of PB. Groups representing people with protected characteristics were involved in the pilot PB activity during the initial phases and have (and will continue to) inform the development of the process. PB has the potential to enable community led projects which have a positive impact on all types of socio-economic disadvantage experienced by people within specific community locations and communities of interest. An integrated Fairer Scotland/Equality Impact Assessment has been prepared considering the findings of the initial phases of the roll out of PB. Fairness and reducing inequalities is embedded in the approach to LOIP’s and Community Planning and relevant assessments are undertaken for specific areas of work or priorities as required If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? The LOIPs and wider locality planning processes will continue to be delivered within the available resources of the Council and Community Planning Partners. The Community Boards development programme will mainly be delivered within the available resources of the Council and Community Planning Partners. However, from time to time there may be some additional costs for specialist input or to secure relevant resources – these will be met from existing budgets. Mainstream PB should be delivered within existing budgets and requires no additional financial resource. There are no additional costs associated with the creation of Task/Reference groups through community boards 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ Page 109 of 275
Page 110
If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? In line with the Council’s digital transformation, a digital first approach will underpin all aspects of the approach to these areas of the Programme of Work. Through the needs analysis any accessibility requirements, reasonable adjustments, or a requirement for alternative delivery methods have been identified to ensure that no one is digitally excluded. In relation to PB development work continues on the Consul engagement platform at a national level. The existing version of the site will move to a new version over the coming 12 months which integrates My Account sign up in the platform. Digital Inclusion is a key priority across the 9 LOIP’s. Engagement is ongoing with the Community Boards which feeds directly into the Council’s DigitalNL programme Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ Page 110 of 275
Page 111
If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The proposals outlined in this report will support the controls and actions identified in respect of the Community Engagement Corporate Risk in relation to the ongoing work related to PB. In relation to Delivering for Communities and the ongoing delivery of the LOIPs, the Progress Tracker (see Appendix 2) will ensure improved compliance with the Community Empowerment (Scotland Act) 2015 and will function as a further mitigation measure in line with the corporate Community Engagement risks. The action plans being devised in relation to the LOIPS will also indicate positive progress and highlight areas where additional resources may be required. In developing the community board development programme, a number of high-level risks have been identified, e.g. • ensuring that the needs of all Board members are understood; • Board members invited to provide feedback on their strengths and limitations; • Board members engage with the resources and development in place; and • development programme stays relevant and topical. The programme, in general is sufficiently flexible to deal with these risks and appropriate measures are in place to mitigate any issues. Governance will provide confidence in this area. There will be a mechanism for annual review and input on a regular basis from Board members. Page 111 of 275
Page 112
Appendix 1 Summary of LOIP Priorities Across All Community Boards Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Motherwell Northern Corridor Shotts Wishaw Poverty Mental Health & Emotional Wellbeing Mental Health Public & Community Transport Digital Inclusion Community Engagement Children & Young People Community Engagement Community Engagement Covid-19 Recovery and Renewal Poverty & Food Insecurity Poverty Greenspace Maintenance & Environmental Quality Food & Financial Insecurity Community Safety Social Integration & Inclusion Community Safety Community Safety Mental Health & Emotional Wellbeing Covid-19 Impact Digital Inclusion Youth Engagement & Consultation Health & Wellbeing Digital Inclusion Community Transport Mental Health & Wellbeing Mental Health & Wellbeing Digital Inclusion Digital Inclusion Improving the environment with a focus on Kilsyth town centre Environment Moodiesburn West Tackling Poverty & Inequalities Tackling Poverty & Inequalities Community Safety Targeted action within identified communities across the Board area Youth Engagement Mental Health & Wellbeing Building local relationships trust & communication Digital Inclusion Digital Inclusion Food & Financial Insecurity Public & Community Transport Tackling Poverty & Inequalities Health Inequalities Environment Environment Communication & Engagement Targeted action within identified communities across the Board area Town & Community Hubs & Town Vision Town & Community Hubs & Town Vision Transport Page 112 of 275
Page 113
Appendix 2 LOIP Monitoring and Management Samples • helps Local Partnership Teams to plan potential interventio ns or joint work • aims to assist with avoiding duplication and ensuring that LOIP and Community Board activity is fully ts and ‘The ’ LOIP Priority Action flowchart Page 113 of 275
Page 114
Sample outcome and action templates to inform reporting Page 114 of 275
Page 115
Appendix 3 Updated Implementation Plan Page 115 of 275
Page 116
Appendix 4 PB Briefing Note for Community Boards Establish Participatory Budgeting (PB) Task/Reference Groups Community Board Briefing Paper Board Cycle 6 1. Purpose Following approval of Mainstream PB proposals at Council Committee, there is now a requirement for Community Boards to consider how PB will best work in their local area and to establish a suitable task/reference group to take this forward. The Committee report which provides in depth detail on PB and the associated Mainstream PB Action Plan can be viewed here: https://mars.northlanarkshire.gov.uk/egenda/images/att97061.pdf The establishment and operation of this group will be supported through Community Board development sessions to ensure all members have the required skills and knowledge to fully participate. 2. Background Participatory Budgeting (PB) is about local people having a direct say in how public money is spent. PB also supports active citizenship in North Lanarkshire, helping build more active and stronger communities that are: • better able to take decisions on where public funds are spent. • more likely to take part in community activities. • better informed about public budgets and decision-making processes. Additional information on participatory budgeting can be found on the Council website here: Participatory Budgeting (northlanarkshire.gov.uk) which also includes a short animation explaining how a PB process can work. Local investment has been identified as a key theme through the development of Local Outcome Improvement Plan through community boards and we now need to establish task/reference groups at a Community Board level to consider local investment issues in line with The Plan for North Lanarkshire and associated Programme of Work. Where appropriate, and subject to available budgets being agreed by the Community Boards, PB is one mechanism that can be used to prioritise and deliver projects and will be deployed when required and suitable for local circumstances. Page 116 of 275
Page 117
Community Boards will direct PB delivery funded by the Local Development Programme (LDP) budget for each Community Board Area. It is important to remember that PB is a mechanism for delivering projects with greater local input and is not a separate funding source. No additional funding out with the previous reported LDP budgets is currently available for PB delivery. 3. Current Position Whilst PB can involve a public vote on projects, importantly it also includes the ongoing engagement with Community Boards on budget allocation decisions. It important to be clear that the Community Boards Local Development Programme will not be fully delivered via a PB mechanism involving voting on projects and will include community conversations and discussions where appropriate to support PB delivery. Certain project types that are supported through the Local Development programme such as parking to relieve local congestion issues and CCTV to address identified community safety concerns will continue to be delivered through the existing Community Board process and Committee approval process and will not be in scope for inclusion for PB. This is to ensure that the Local Development Programme retains the ability to proactively target issues within communities as and when they arise and deliver projects in a reactive and timeous manner. As such, PB may not be the most appropriate delivery mechanism on every occasion and will instead become part of a suite of delivery options. Each Community Board will lead on deciding such priorities for their area. Appropriate governance documentation to enable PB task/reference groups to progress has been prepared by the Community Partnership Team and delivery of future projects will be financed via the Community Boards Local Development Programme and where possible, community benefits and other sources of internal and external funding. Where appropriate, Community Boards may decide that an existing subgroup can take on the PB delivery role and there is no requirement to establish a new task/reference group. This decision will be made locally by each Community Board to best reflect their local structure and needs. Whether an existing subgroup or new task/reference group is used to take PB forward, there is a requirement that a Council officer is a member of this to both provide guidance and advice on the PB process and to ensure appropriate financial governance is in place. Each Community Board will contribute towards the decision making on how PB operates within their area and how this is focussed to meet local place based and thematic priorities. Page 117 of 275
Page 118
4. Next Steps Community Boards need to consider this briefing paper and appropriate approve the establishment of an appropriate participatory budgeting task / reference groups (or similar) along with governance processes with implementation supported through the Community Board development programme and by the Community Partnership Team. For further information please contact: Ross Dunn (Airdrie, Coatbridge): dunnr@northlan.gov.uk Christine Boyle (Cumbernauld, Kilsyth, Norther Corridor) boylech@northlan.gov.uk Gary Stark (Wishaw, Shotts) starkga@northlan.gov.uk Darren Wynn Jones (Motherwell, Bellshill): jonesd@northlan.gov.uk Page 118 of 275
Page 119
Appendix 5 Updated PB Action Plan Mainstream PB Action Plan Stage Task Actions Comments Due Review and Approval Review PB Pilot and report to committee Full review of phase 1 pilot to capture lessons learned and critically evaluate process Short term task and review group established to complete review. Outcomes and recommendations presented to Community Empowerment Committee Feb 20. Complete Prepare mainstream discussion paper Produce paper for Heads of Service Research carried out on mainstream delivery potential. Paper produced presenting a suite of options to achieve 1% target. Complete Seek approval for Mainstream PB proposals from CMT CMT report required to seek approval for mainstream PB Report produced which also captures outcomes of recent internal audit. Complete Seek approval for Mainstream PB proposals from Community Empowerment Committee Committee report required to seek approval for mainstream PB Report produced which also captures outcomes of recent internal audit. Complete Development Establish a senior level task and finish group with terms of reference Identify appropriate officers (third tier) Provisional list compiled. PB budget streams need to be clarified urgently to allow appropriate officers to be invited. Induction and training on different PB methodologies to be provided as required. Complete Establish project management structure for delivery of Mainstream PB Prepare Project Brief and Preliminary Risk Assessment for project for approval. Head of Communities will be Project Sponsor and sign off required to proceed. Complete Establish expert delivery support team Set up team from CPT and Finance. Officers from CPT and finance to be identified to progress. Lead for delivery support team to be identified. Complete Develop project management model, action plan and risk register in line with audit outcome report Produce PB delivery action plan and risk register. Complete project management documents Working group to lead on action plan and risk register. Risk and Issue log to be created as part of Project Management documents. Create communication matrix and set up lessons learned log. Complete Page 119 of 275
Page 120
Prepare final documentation for Community Boards Produce full suite of PB documents Draft documents have already been produced in relation to project led PB. To be finalised and signed off. Guidance to be produced on service level PB and Community Board role in influencing local spend priorities. Mainstream PB will be focussed on service wide delivery rather than individual projects. Anticipated that service level PB spend will be agreed for 3-year period to avoid process repetition. Complete Support colleagues to establish service level PB Expert team to support set up of PB at service level. Task and action will be dependent on approved budget streams. Individual services will be expected to provide a delivery team and directly support Community Boards to identify and direct localised spend priorities. Ongoing Initiation Present PB process to Community Boards to seek buy in Formal presentation of Mainstream PB Corporate presentation to be produced with We Aspire/One Plan thematic. Will require graphics support to produce. Presentation should clearly identify various PB mechanisms and be clear that not all PB delivery relates to capital build projects. Presentation to emphasise the important role community boards have in identifying and reaching agreement on local spend priorities. Presentation should highlight what budgets are in scope with justification. Be clear what elements are consultation and what are informing. Complete Present PB to partner services as approved to commence roll out of programme Formal presentation of Mainstream PB Internal presentation to be produced suitable for delivery to services and schools (Head teachers/staff). Presentation should clearly identify various PB mechanisms and be clear that not all PB delivery relates to capital build projects. School presentation to focus on PEF option for PB delivery with relevant examples (e.g. lowering cost of school day) Complete Establish Community Board PB Task Briefing paper to be presented to 9 community boards outlining Briefing paper produced and presented to each Board during meeting cycle in Nov/Dec 2021. Paper outlines options to localise Complete Page 120 of 275
Page 121
Reference Groups requirement to establish PB task reference group following decision of Community Empowerment Committee. PB delivery and requests that each board decides on the best structure at a local level to progress PB development. Groups will be formalised in advance of Feb/Mar 2022 board cycle Provide support to partner services during establishment of Mainstream PB Expert delivery team input Team to support PB processes and organise training as required. Ensure appropriate documentation shared. Partner service PB concept can be launched publicly at this stage through community boards and Corporate Communication channels. CPT to provide ongoing community engagement to support embedding of mainstream PB process. Work ongoing with partners Publicise process via Corporate Communication s and seek projects (only if required for PB mechanism) Corp Coms to promote PB and call for projects across all digital platforms (should relevant budget be available). CPT to do likewise directly with community orgs. Call for project proposals to be open for a minimum of 6 weeks to allow time for submission. Promotion of service level PB to run alongside this to focus communities’ attention on need to identify local spend priorities within relevant budget allocations. (available budget allocation should be identified prior to this, considering any future efficiencies which may need to be achieved) Set up CONSUL platform for PB voting across 9 board areas Work will progress as required Support and lead sub-group of Community Board to short list projects for consideration Community Board to form sub-group CPT will produce documents to support short listing of projects for consideration by Community Board. Partner services will assess response to service level PB and feasibility to deliver. Viability checks to be carried out on all projects and service level options to ensure deliverability and sustainability. Community Boards establishing sub groups Community Board to finalise local PB lists Community Board to finalise and announce projects included in voting process and service led options. Board consensus to be given following short list process. To include any direct project voting results, compilation of service level PB focussed on local spend priority and school- based proposals related to PEF. Work will be Progressed through local sub groups as required Page 121 of 275
Page 122
Delivery Report identified PB spend to COSLA Pro Forma to be completed across services identifying PB spend for 2021/22 in relation to 1% target. Pro Form circulated to all relevant services to update identified PB resources. Overall value of Councils 1% target calculated by Financial Solutions. Pro Forma completed for COSLA return. Complete Publicise projects via a series of local roadshows in partnership with community organisations Individual roadshow required for each PB area (virtual or otherwise) Liaise with identified community anchor organisations to host. Promotion should clearly outline identified Community Board spend priorities for each of the 9 areas alongside any standalone PB projects. Timescales to be confirmed locally as required Open project voting on CONSUL or alternate online platform Utilise platform for online voting Platform has previously been used and has been further tested to ensure suitability. CONSUL will host PB project voting similar to phase 1 pilot alongside. Consideration to be given to alternate online offering such as MS Forms. Mainstream PB voting to identify local spend priorities for three-year period. Timescales to be confirmed locally as required Run voting sessions in local schools Utilise schools for young people votes All schools to be offered live voting event. Will require support of wider Communities team (CLD schools’ staff and youth work team alongside CCB staff) to fully deliver in timescale. Timescales to be confirmed locally as required Host a community voting event in each Board area. (dependent on current tier restrictions) Engage directly with communities This action will include the placement of ballot boxes at strategic community locations to maximise participation. Support from Electoral Services required to access ballot boxes. Public event will include attendance by relevant service representatives to answer technical questions on mainstream PB options. Timescales to be confirmed locally as required Close vote and collate results All online and offline votes to be collated Results collation should be carried out by each locality-based team across the 9 board areas to ease administrative burden. Possibility to involve Community Board sub-group in this process. Additional admin support from across Communities team may be required for quick turnaround. Service level PB assessment to be carried out by individual service owners. Timescales to be confirmed locally as required Results announced and Corporate/Com munity Board Projects to be passed to delivery service for action in financial year Timescales to be confirmed Page 122 of 275
Page 123
projects commenced. announcement of results 2022/23. Commencement of delivery of aspirational 1% target. locally as required Project completion and evaluation exercise Projects to be brought to completion by delivery service Project evaluation questionnaire to be produced for all PB projects to record impact and value that is brought to the community. Timescales to be confirmed locally as required Review of Mainstream PB process Full review of Phase 2 PB process to capture lessons learned Review to be carried out by working group in two stages (post vote and end stage) with report and recommendations prepared for future actions. To be progressed following local processes. Page 123 of 275
Page 124
Page 124 of 275
Page 125
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/MC Date 22/08/22 Community Boards – Cycle 7 From Stephen Penman, Head of Strategic Communication E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725 289559 Executive Summary As previously agreed by committee, reports on the work of the nine Community Boards are provided to the committee during each committee cycle. Progress is also reported to the North Lanarkshire Community Planning Partnership Strategic Leadership Board to reflect the statutory nature of the Boards in Community Planning terms in providing local governance for the Local Outcome Improvement Plans. This report covers cycle seven of the Community Board meetings. The process and focus of reporting on the work of the Community Boards will be reviewed and elements included within the Local Outcome Improvement Plan monitoring and reporting framework from 2022/23 onwards. Recommendations It is recommended that the People and Communities Committee: (1) recognise the ways in which communities have influenced the development of the Community Boards and their associated Local Outcome Improvement Plans (LOIP’s) as reflected in section 2 of this report; and (2) endorse progress regarding the establishment of an evaluation framework for Community Boards as referred to in section 2.2.5 of this report. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them AGENDA ITEM 10 Page 125 of 275
Page 126
1. Background 1.1 Community Matters – A Framework for Working with Communities 1.1.1 Community Matters - A Framework for Working with Communities set out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on key priorities associated with working with communities which included the creation of Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting on 19th March 2020. 1.1.2 The Community Boards are integral to supporting community participation and providing a single coordinated approach to governance for local communities, reflecting statutory and regulatory requirements. The Boards continue to develop in a manner consistent with influencing and delivering the Plan for North Lanarkshire outcomes at local level. This is being driven through the Local Outcome Improvement Plans (LOIPs) for each of the nine areas, ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas. The LOIPs are published on the North Lanarkshire Council website and have been circulated to all Community Boards. 1.1.3 The seventh cycle of Board meetings has now taken place; an example of an agenda is included in Appendix 1. Table 1 – Cycle 7 Community Board Meetings 2. Report 2.1 Community Boards – Cycle 7 2.1.1 Representation at Community Board Meetings 2.1.1.1 At the seventh cycle of Community Board meetings, attendance reflected a good mix of partners, elected members, community groups and local people at all board meetings. Approximately 226 people attended the seventh cycle of meetings with 69 community organisations and 89 Community representatives in total represented (an Area Meeting Date & Time Location Shotts 24/5/2022 at 6.30pm WebEx Northern Corridor 25/5/2022 at 6.30pm WebEx Cumbernauld 31/5/2021 at 6.30pm WebEx Wishaw 7/6/2021 at 6.30pm WebEx Kilsyth 8/6/2021 at 6.30pm WebEx Motherwell 20/6/2021 at 6.30pm WebEx Airdrie 14/6/2021 at 6.30pm WebEx Bellshill 15/6/2021at 6.30pm WebEx Coatbridge 22/6/2022 at 6.30pm WebEx Page 126 of 275
Page 127
average of 10 community representatives per Board although some Boards had more representation than others. 2.1.1.2 A broader range of community representation is generally in evidence at Community Board meetings. 2.1.1.3 Efforts continue to further extend the reach of community involvement in the work of the Community Boards. As stated within previous reports to committee, not all community organisations’ identity is place-based. There is therefore a need to ensure that people who come together because they share particular characteristics and identity also have a platform where they are heard and can influence both decision- making and the realisation of the Plan for North Lanarkshire. 2.1.1.4The categories of participants in Cycle 7 Community Boards are as set out in Table 2 below: Table 2 - Participants (Cycle 7) Participants at Community Boards (Cycle 7) Community Councils Tenants and Residents Associations Historical/Cultural Groups Community Forums MSYP/Youth Fora Police Scotland Scottish Fire & Rescue NHS Lanarkshire Voluntary Action North Lanarkshire NL Disability Access Panel Elected Members Council Officers Faith Groups Parent Councils Local people/residents Voice of Experience Forum 2.1.2 Participation in meetings 2.1.2.1 The meetings were live streamed on the Council’s YouTube Channel and received over 1300 views across all Board areas ranging from 87 in Motherwell to 191 in Cumbernauld. 2.1.3 Agenda items 2.1.3.1 During Cycle 7, 8 out of 9 Community Boards had agenda items put forward by community groups and organisations in advance of Board meetings which was an increase from the previous round of Board meetings. Agenda items put forward included planning, anti-social behaviour, speeding and traffic issues, Operation MotoX, greenspace and Fairtrade. 2.1.3.2 Council officers were also asked to attend or provide updates to board meetings in response to agenda items and issues raised by community representatives. Examples of this included requests for a planning presentation in the Northern Page 127 of 275
Page 128
Corridor, flooding response in Kilsyth, Belziehill Junction (a standing item) in Bellshill, and a request for an update from NHS Lanarkshire regarding the new hospital project from Coatbridge Board. Council and Community Planning Partnership Partners will continue to be invited to attend in relation to specific agenda items raised. 2.1.3.3 External organisations are also invited to attend Board meetings in response to agenda items raised by communities. 2.1.4 Opportunities to provide updates and share views 2.1.4.1 All nine Community Boards endorsed Local Outcome Improvement Plans (LOIPs) which have been published and can be accessed via this link. LOIP updates have been provided at previous Board meetings but from Cycle 7 onwards LOIPs will be a standing agenda item to ensure focus and progress towards achieving key actions that will address priorities that have been identified by local communities. As previously reported progress has been made with subgroups in some areas continuing to progress agreed actions to address local priorities. Work is ongoing and meetings are taking place and scheduled with local community groups and organisations to further develop subgroups to address priorities identified by local people. A separate report to committee describes partnership action to support LOIP delivery. 2.1.5 Special Board Meetings 2.1.5.1 No Special Board meetings were requested in advance of Cycle 7 Board Meetings. 2.1.6 Community Board Local Development Programme (LDP) Projects 2.1.6.1 Community organisations previously requested a positional statement regarding outstanding Local Development Programme projects. The LDP report, split by Community Board area, and detailing the status of projects, was circulated in advance of Cycle 7 Board Meetings. The project proposal form identified in previous reports to committee, continues to be utilised to record LDP project ideas and suggestions put forward from local communities. LDP continues to be a set item on the agenda at all Community Board meetings and is subject to a separate report to this committee. 2.1.7 Community Board Development Sessions 2.1.7.1 An update on the Community Board Development Programme sessions were provided to all Boards during Cycle 7. 2.1.8 Involving Communities 2.1.8.1 Cycle 7 meetings saw continued involvement of seldom heard voices in Community Board meetings, including Who Cares? Scotland, supporting Care Experienced Young People, the Voice of Experience Forum that enables older people to put forward opinions on local services and NL Disability Access Forum and Lanarkshire Muslim Women and Families Alliance. The Community Partnership team will continue as a priority to proactively work with local community groups and people with lived experience to support this objective. 2.1.8.2 During Cycle 7, there was a decrease in the level of youth representation noted at Community Board meetings. Two MSYPs were supported by the Community Learning and Development (CLD) Youth work team to attend Northern Corridor Page 128 of 275
Page 129
Community Board Meeting and one young person from Fortissat Youth Forum attended Shotts Board meeting. CLD colleagues continue to work to ensure that the voices of young people are heard and listened to through the development of nine Youth Voice groups across North Lanarkshire and that there is effective two-way communication and involvement links in place between the Community Boards and the Youth Voice Groups. 2.1.8.3 The ongoing research into the lived experiences of North Lanarkshire’s Black, Asian and Minority Ethnic people is almost complete. A summary report from the University of the West of Scotland who carried out Phase 2 of the research will be published in Summer 2022 with a further detailed report published in September 2022. The Council hosted its first Black Lives Matter Community Conference in February 2022, a key purpose being to engage with the diverse communities of North Lanarkshire on Black Lives Matter issues. Pertinent to the Community Boards is information that was gathered from the breakout session and post conference evaluations which reiterated the need for continued engagement with NL’s Black, Asian and Minority Ethnic communities in the Black Lives Matter agenda to advance race equality in North Lanarkshire. The conference report is available on the Council website. https://www.northlanarkshire.gov.uk/your-community/equalities/support-black-lives- matter-movement/blm-community-conference-february-2022 2.2 Moving Forward 2.2.1 Community Board Chairs 2.2.1.1 Significant progress has been made from the second cycle of meetings where one Community Board meeting (Airdrie) was chaired by a community representative to a position where 8 of the 9 Community Boards were chaired by community representatives. It had been expected that this would be the position for cycle 7 meetings but unfortunately due to different reasons including Covid, only 5 out of the 9 were able to chair this cycle of meetings. It is positive to note that Bellshill Community Board was for the first time chaired by a local community representative. 2.2.2 Community Board Development Programme 2.2.2. The Community Partnership Team in conjunction with the Talent and Organisational Development (TOD) team are working to finalise the programme of key training opportunities that will be available to Board members. Board Members have volunteered to trial the online portal to provide feedback on their experience. 2.2.3 The Role of Heads of Service as Community Coordinators 2.2.3.1 As previously reported, Community Coordinators (previously Community Champions) are in place and attending their designated Community Board Meetings. The Community Coordinator’s update is a standing item on all Community Board agendas and all Boards receiving input from the relevant Head of Service. 2.2.4 Future Board Meetings 2.2.4.1 The next cycle of Community Board meetings will be held in August/September 2022. All Board meetings up to Cycle 7 have taken place online via Cisco WeBex, however, Page 129 of 275
Page 130
as Covid restrictions continue to ease, the possibility of providing a hybrid approach to Board Meetings is being investigated. The hybrid approach would enable local people to attend face-to-face if they are able to or continue to attend online or observe the proceedings via the live stream. The Cycle 8 meeting dates are set out in Table 3 below. Table 3 – Community Board Meeting Dates (Cycle 8) Community Board Day Date Shotts Tuesday 23/8/2022 Northern Corridor Wednesday 24/8/2022 Kilsyth Thursday 25/8/2022 Coatbridge Tuesday 30/8/2022 Wishaw Wednesday 31/8/2022 Cumbernauld Thursday 1/9/2022 Motherwell Tuesday 6/9/2022 Airdrie Wednesday 7/9/2022 Bellshill Thursday 8/9/2022 2.2.5 Evaluation Framework 2.2.5.1 An online LOIP monitoring, and evaluation framework is in development which will ensure that progress is monitored, recorded, and reported moving forward. 2.2.5.2The monitoring and evaluation framework will enable reports to be provided on a quarterly basis to the People and Communities Committee on progress in terms of key deliverables identified via the framework which will also encompass wider locality planning outcomes. The evaluation framework for Community Boards will sit within the overall tracking progress approach for the Framework for Working with Communities. 3. Measures of success 3.1 Delivery of LOIP outcomes and increased levels of engagement with local communities and partners, resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required. 4. Supporting documentation 4.1 Appendix 1 – Example of Cycle 7 Community Board Agenda. Stephen Penman Head of Strategic Communication Page 130 of 275
Page 131
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ The Community Boards and locality planning processes will continue to be delivered within the available resources of the Council and Community Planning Partners. If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 131 of 275
Page 132
5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Live streaming of Meetings was advertised via @MyTown twitter pages. Live streaming of Board Meetings received 987 views (as at 8/7/2022) via the Council’s YouTube Channel. No objections were received regarding live streaming and future meetings will continue to be live streamed to encourage a wider reach. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 132 of 275
Page 133
Appendix 1 Community Board Agenda (Cycle 7) AGENDA (example) 1. Welcome and Introduction 2. Apologies 3. Minute of previous meeting and matters arising • Planning Presentation 4. Community Matters - Input from Local Community groups (Agenda items From Community groups) • Vice Chair • Budget consultation results • Accessibility of Documents on NLC Website 5. Local priorities (LOIP Updates) • Health Inequalities • Children and Young People • Social Integration and Inclusion • Community Transport • Moodiesburn West • Building Local Relationships, trust, and communication 6. Local Development/investment i.Local engagement or consultation ii.Funding opportunities 7. Standing agenda items i.Community Champion Up-date ii. Local Development Programme (LDP) Up-date iii. Petitions 8. Community Concordat Update (VANL) 9. AOCB 10. Date and time of next meeting Page 133 of 275
Page 134
Page 134 of 275
Page 135
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 22/08/22 Community Board Local Development Programme From Stephen Penman, Head of Strategic Communication E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725289559 Executive Summary This report provides an update on progress with the Community Board Local Development Programme (LDP) projects previously approved by committee. In addition, the report seeks in principle approval for new potential projects as proposed by local community groups. Recommendations It is recommended that the People and Communities Committee: (1) recognises progress with the remaining 2021/22 programme onwards and approve projects which have potential for delivery in future financial years depending on availability of budget and community support (Appendix 1); (2) recognises the revised project reporting format which indicates projects under development, projects seeking approval and projects which are in the delivery stage (Appendix 1) (3) recognise the capital budget allocated to the LDP for each Community Board area for the next five financial years (Appendix 2); (4) approves amendments to existing projects and further project proposals and project criteria; (5) is aware of changes to the project proposal process to ensure projects are developed to a viable stage prior to seeking approval and that further progress on the current and proposed projects will be reported to future meetings of the Community Boards. The Plan for North Lanarkshire Priority All priorities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them AGENDA ITEM 11 Page 135 of 275
Page 136
1. Background 1.1 The Policy and Strategy committee agreed, in March 2019, that all projects from 2019/20 onwards, recommended by Community Matters partnerships (now replaced by Community Boards) should be subject to agreement by the former Youth, Equalities and Empowerment Committee before proceeding beyond the in-principle/ conceptual stage. Further approvals will now be sought through the People and Communities Committee as required. 1.2 The Covid-19 pandemic impacted severely on the ability to deliver projects due to restrictions in relation to the construction industry. However, since the relaxation in restrictions, there has been positive progress and with work continuing to deliver relevant projects. Only projects that had been deemed essential and legally contracted were able to proceed. 1.3 Budget details have now been finalised as part of the council’s Strategic Capital Investment Programme for the 5-year period from 2021/22 to 2025/26, with an agreed allocation of £1.5m for each of the next 5 years. An additional £500k was approved as part of the council’s revenue budget for 2021/22. These sums are reflected in the breakdown of funding included in Appendix 2. 1.4 The amount allocated to each area reflects a reduction of up to 10% which will be earmarked for delivery and other associated costs in relation to agreed projects, this will include technical support, tendering processes, design and project management and administration. 2. Report 2.1 Criteria for Local Development Programme 2.1.1 To be eligible for inclusion in the Community Board Local Development Programme, projects must meet the priorities of the Local Outcome Improvement Plan and substantially subscribe to previously agreed criteria. The following are examples of some of the key criteria: • link to LOIP priorities • be publicly visible and accessible; • come from community groups or individual; • improve community safety; • benefit a large number of people; • improve the appearance of an area • maximise the use of alternative sources of funding. • be a capital projects on council owned land All Local Development Programme proposal forms should indicate which, if any, of the Local Outcome Improvement Plan priorities the project supports. Where the project does not align with identified priorities, evidence must be provided to show how the project will support improved local outcomes. Page 136 of 275
Page 137
2.2 Project proposal forms 2.2.1 Currently all project proposals are approved in principle at the Community Board prior to the main development work being undertaken. This can lead to an extensive list of projects awaiting delivery some of which do not always proceed in a timely fashion. On occasion, approved projects are subsequently deemed not feasible and are then removed from the reporting list. 2.2.2 Project proposal forms should now be completed with support from the Community Partnership Team local officers. This will allow earlier criteria and feasibility checks to be carried out. The expectation is that a project proposer will work with the Community Partnership Team to develop the project proposal to a suitable stage prior to seeking Community Board approval. This will ensure all approved projects can proceed to delivery at the appropriate time. 2.2.3 Where potential projects are raised at a Community Board or received as an enquiry, local officers will make initial contact with the proposer to discuss the project and outline the information required at the initial stage. 2.2.4 Where required, initial engagement and consultation will be carried out to evidence project support prior to seeking approval. This engagement will support the development of an initial design specification which can be passed to the projects team for delivery. The expectation is that a project proposer will work with the Community Partnership Team to ensure that projects remain reflective of local needs and demands and are fit for purpose. 2.2.5 The additional development work carried out prior to seeking Community Board approval will strengthen the project delivery process by ensuring that only viable projects are brought forward for approval. In addition, a more robust project proposal process will allow for more efficient project delivery by allowing the project team to focus on the delivery element rather than the development stage. 2.2.6 Advice support and expert knowledge will continue to be made available at all stages of the process to ensure we deliver the best value and best outcomes possible through the local development Programme. 2.3 Project progress • Information on current and potential future projects is contained within Appendix 1. • Please note the figures in Appendix 1 are notional/indicative potential project costs and that no budget has been allocated to specific projects. • The Community Board Local Development Programme highlights the Council’s commitment to community led neighbourhood regeneration. • At the Community Board meetings held in the first quarter of 2022, each of the Community Boards agreed and approved in principle projects that should now be prioritised and moved forward for delivery based on budget availability, project feasibility and evidence of local support to deliver a range of projects across each Community Board Area. • Prioritisation work has been undertaken taking account of the allocated budgets and criteria to schedule project delivery of the current holding over the five-year Page 137 of 275
Page 138
budget cycle. These priorities may change as projects develop and clearer costs become available. • Project proposal forms have been completed retrospectively for all approved projects and will continue to be completed for any further potential projects. Where feasibility checks have identified that the project is not viable, the recommendation within Appendix 1 is to delete such projects from the list moving forward. • In future, project proposal forms will be developed to a stage which can evidence feasibility, criteria eligibility and local support prior to being put forward for approval. This is to ensure that approved projects can be successfully delivered within the Local Development Programme. The Community Partnership Team will provide support to all project proposers to collate the relevant information and complete the proposal form. 3. Measures of success 3.1 Projects delivered within agreed timescales taking into account all relevant factors and budgetary considerations. 3.2 Local communities involved from the earliest stage in the development of project designs and delivery and are generally satisfied with the outcome. 3.3 People in communities whose voices are seldom heard are engaged in putting forward/influencing projects within their community. 3.4 The governance role of the Community Boards is consolidated in terms of project development, approvals and monitoring processes. 4. Supporting documentation 4.1 Appendix 1 – Community Board Local Development Programme 2021/22 onwards 4.2 Appendix 2 – Budget Information Stephen Penman Head of Strategic Communication Page 138 of 275
Page 139
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Each of the projects in the attached Appendices, if deemed appropriate for delivery and where budget is available is supported through funding available via the Community Board Local Development Programme capital allocation. Consideration will also be given to maximising external and other partner contributions where possible. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 139 of 275
Page 140
5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment, contributing to safer areas to play and addressing issues traffic congestion in specific areas. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LDP is discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are no significant financial risks which have been identified at this stage in the financial year, however this will continue to be closely monitored. Some projects may not proceed as a result of e.g., community consultation or site investigations and outstanding budgets will be re-allocated to other projects which will be reported to a future Community Board. It should be acknowledged that there are nationwide challenges in relation to supply of materials and there is also an impact on material costs leading to potentially higher contract costs which could impact on delivery of projects. Page 140 of 275
Page 141
Appendix 1 Airdrie Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Chapelhall/Bellside Road parking Road parking £40,000.00 Awaiting outcome of legal issues (Approved previously by Board) Airdrie BMX/Pump Track Funding to support regenerating the existing facilities or build a new pump track. LDP proposal form submitted 07/02/2022 Further development work required Airdrie Burns Club Funding to support a commemorative plague to Robert Burns within One Wellwynd Airdrie £1,000 LDP proposal form submitted 09/02/2022 St Dominic’s Primary Muga Park development Funding to support project, at the rear of St Dominic’s Primary, as well as security fencing and CCTV. £50,000 LDP proposal form submitted 22/02/22 Further development work required. Airdrie and Coatbridge Sea Cadets – project Funding for repair and upgrade work for the building Awaiting proposed form to be completed Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Plains Community Futures Upgrade play facilities including new equipment, surfacing, paths and seating £50,000 Not required Page 141 of 275
Page 142
Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes St Serf’s Environmental Improvements Environmental Improvements £15,000.00 Works Complete Gartleahill Play Area Wheeled sports area & refurb existing play area £70,000.00 Year 3 priority Craigneuk play area Creation of new play area £40,000 Year 3 priority. Will be used as match funding for an external grant application if funding available. Forrest Street Environmental Improvement £10,000.00 Year 2 priority. Potential removal as no community demand. Craigneuk/Petersburn Path Improvements £30,000.00 Year 2 priority Potential removal as no community demand. Katherine Park Sports Provision £60,000.00 Potential removal as no community demand evidenced. Castle St Chapelhall Parking Improvements £20,000 Works completed Rawyards Park Play Area Improvements Additional play equipment £8,000 Year 1 priority. Cableway replacement ordered Community Safety - CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 2 priority Chapelhall – Queens Crescent Improved parking £15,000 Year 2 priority Delivery 2022/23 Arndale Plains Improved Parking £15,000 Year 2 priority Delivery 2022/23 Caldercruix Heritage Project £30,000 Phase 1 complete Works to be completed by August 2022 Plains – Ashlea Gardens Environmental improvements and additional parking £15,000 Year 2 priority Moss Avenue Caldercruix Environmental improvements £15,000 Works Complete Rawyards Roundabout Environmental Improvements £10,000 Proposal to be tendered and awarded by end July 2022. Page 142 of 275
Page 143
Friends of Centenary/West End Parks Environmental and lighting improvements, repair signage £3,000 Recover NL project. Works due for completion July 2022 Stemac Lane/Victor Street Plains Parking Improvements £15,000 Year 2 priority Project not feasible due to topography. To be removed. Community Partnership Initiatives Funding to support partnership initiatives £10,000 Year 2 priority Bellshill Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Rockburn Park – improvement project Project to improve lighting and cut back tree root hazards Awaiting proposal application form to be completed Redwood Crescent – community garden project Project to create a green community garden space Awaiting proposal application form to be completed Calder park – muga project Project to create a new muga for the local community Awaiting proposal application form to be completed Liberty Road - car parking project Project to create additional off- street parking spaces close to a local primary school Awaiting proposal application form to be completed Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Simpson Way, Improved parking Parking Improvements £15,000.00 Works Complete Holytown Area CTK Pathways Pathways £15,000 Works Complete Thankerton Avenue Parking £20,000 Works Complete Viewpark Gardens Funding to support development of £20,000 Year 1 Priority Page 143 of 275
Page 144
potential works at site Milnwood Drive Bellshill Parking £20,000 Works Complete Community Safety – CCTV Provision Additional CCTV in locality in conjunction with community safety partners £25,000 Year 2 Priority Douglas Dr/Kirklee Rd Play area project £70,000 Tender awarded Napier Square Parking improvements £15,000 Works Complete Burnhead St Viewpark Parking Improvements £15,000 Works Complete Bellshill Board Area Improvements to play facilities across board area £50,000 Budget allocated to Kirklee Road project. Complete Community Garden project Project in conjunction with community council £25,000 Year 1-2 Priority. Locations being considered with local community Community Safety Project Project to address wheelie bin security in conjunction with partners £2,000 Approved Rosevale Crescent, Mossend Potential MUGA Facility £65,000 Approved Community Partnership initiatives Funding to support partnership initiatives £10,000 Approved at Community Empowerment committee Gemini Grove, wall entrance project Project to cut through an opening through a low-level brick wall for residents’ access to a public car park. Project approved in principle by board June 2022 Orbiston Bing project Project to assist residents live In the Orbiston Bing area to improve and repair existing walk paths and features in the bing In progress, awaiting proposal application form to be completed Crowflat View – car parking project Project to create extra car parking spaces Project approved in principle by board June 2022 Warnock Crescent play area project Project to improve play equipment and facilities in an existing play park near Warnock Crescent, Bellshill. Project approved in principle by board June 2022 Page 144 of 275
Page 145
Napier Square (north side) - car park project Project to create extra car parking spaces Project approved in principle by board June 2022 Mossend Primary School – car parking project Project to create additional safe parking spaces In progress, approved in principle by board June 2022 - Awaiting proposal application form to be completed Coatbridge Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Heritage Way/Monklands Canal Improvements Improvements £40,000.00 Feasibility ongoing, local org contacted to develop project idea. Margaret Street Park Dog Walking area with improved signage Feasibility to be completed Last Tram Project Heritage £14,000 £22,000 Approved in principle. Dunure Place parking Local Parking £20,000 Project proposal submitted. Feasibility checks in progress Kirkwood Local Improvements Parking and Environment TBC Local engagement to establish community aspiration around environmental improvements. In addition, addressing parking/turning issues at a specific locale. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Northburn Road Community Safety/Quad Bike issues £10,000 Project to restrict motorised access to open space due to ongoing local issues. Dunure Street Coatbridge Dog walking area at Dunure Street Coatbridge £15,000 Approved in principle. Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Greenend Wheeled Sports Area Play £30,000.00 Budget increase by £5,000. Tender awarded Wilton Street Parking Bays £15,000.00 Works Completed Page 145 of 275
Page 146
Scarhill Street Play Area Upgrade Play Area £50,000.00 £100,000 Allocation of £100,000 from Scot Gov Play Park Renewal Fund. Tender to be issued July 2022 Swinton Crescent, CB Parking Parking £20,000.00 Works Completed Elgin Place Parking £15,000.00 Works Completed Mitchell Street, Coatbridge Parking bays to improve traffic congestion £30,000.00 Works Completed Whifflet Park Skatepark £55,000 Budget increased by £15,000 to meet project brief. Contract awarded. Viewfield Rd Coatbridge Environmental and road safety improvements £40,000 Year 2 priority – increase in budget to include 2nd location Community Safety - CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 2 priority Mitchell St Coatbridge Potential Layout Improvements in conjunction with housing at specific site £25,000 Works Completed Mossnuek St Coatbridge potential traffic calming project in Mossneuk st Coatbridge – subject to assessment by Roads team £25,000 Approved in principle Project not proceeding following Police and NLC roads input. Remove from list. Community Partnership Initiatives Funding to support partnership initiatives £10,000 Approved at Community Empowerment Committee Cumbernauld Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Bog Stank (Cumbernauld Village) Third party funding contribution being sought for further feasibility work Further dialogue required with Village Community Council Inchwood Road, Westfield Parking Improvements Proposal Form submitted Watch us Grow Support for environmental improvements around base at Palacerigg Country Park. New proposal form to be completed. Page 146 of 275
Page 147
Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Environmental improvements around Westfield Community Centre Improvements to existing shrubbery / raise bed areas, including repairs or renewal of brickwork TBC Community Safety Issue: 2 options for improvements identified. Community consultation Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Abronhill Community Works Environmental improvements £20,000.00 Originally a year 1 project. Potential project relating to underpass improvements and improved community safety being considered. Kildrum Workers memorial Heritage feature improvements £6,000.00 Works awarded, to be completed by end July 2022. Carbrain PS Community Access £30,000 Project to be reviewed - LDP Proposal not submitted, no group identified to progress project Tarbolton Rd Kildrum Improved accessibility £15,000 Works complete Kilbowie Rd Parking £15,000 Works awarded. To be completed by August 2022 Leckett Hill Parking £15,000 Works complete Ben Ledi Crescent Parking £15,000 Works complete Cairngorm Gardens Improvements to sculpture area £10,000 Works awarded. To be completed by end Sept 2022 Abbotsford Crt Cumbernauld Parking project £15,000 Works awarded. To be completed by August 2022 Torbrex Rd Cumbernauld Parking Project £15,000 Works completed Community Safety – CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 2 priority The CCTV team have undertaken site visits and are preparing feasibility /costings for the three proposals for Cumbernauld Community Park including second camera at Tesco side) Carbrain gully and Ravenswood Nature Reserve. Netherwood Ave Westfield Cumbernauld Parking Project £15,000 Works completed Page 147 of 275
Page 148
Greenrigg Rd Parking Project £15,000 Works awarded. To be completed by August 2022 Seafar and Ravenswood Community Council Welcome and Directional Road Signage £1000 In progress Oak Road Football Pitch, Abronhill Parking Improvements £35,000 Year 2 priority Feasibility underway Melrose Ave Cumbernauld Parking Improvements £30,000 Year 2 priority. Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee Condorrat Community Garden/Allotment Funding to support costs of greenhouse TBC Year 2 project approved in principal February 2022. External funding application may be required. Kilsyth Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Kilsyth Old Peoples Welfare Committee – centre renovations Contribution towards improvements works at Old Library (Burngreen) TBC The organisation is seeking third party funding support for essential building and facility improvements. Proposal will require to be updated Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Kilsyth Sports field Sports field – contribution to resurfacing to improve Community access £35,000.00 Recent discussion with local contractor confirmed need for a further substantial resource Future years priority Colzium Estate Up-grade Fountain Fountain Up- grade £10,000.00 Additional resource required to progress this. Project will likely move into a later year LDP Page 148 of 275
Page 149
Montrose Gardens Parking Parking £15,000.00 Year 4 Priority Banton Parking Parking £20,000.00 Year 4 priority Kilsyth Heritage project Heritage project £20,000.00 Year 4 priority Fisher Avenue Parking Parking £15,000.00 Year 5 priority Rennie Rd project Initial contact made with group TBC Year 3 priority Banton War Memorial Replacement TBC with community groups TBC Year 2 priority – The proposing organisation has requested that this project is paused in favour of bringing forward parking improvements currently assigned to Year 4. This year 4 project has a notional value of £20,000. Therefore, the year 2 budget would need to be reviewed for affordability along with the other year 2 proposals. Play park upgrade, allotments, CCTV and path lighting phased approach TBC with Bogside Tenants and Residents Association TBC Seeking approval Year 3 priority Additional resource may be required Croy Community Hub Outdoor Community Space (Community Allotments / Grow your own) & repair or replacement of old paths. TBC Seeking approval Year 2 priority. Costings to be determined and community engagement required. Kilsyth CCTV CCTV Installation £58,140 £22,000 Works complete Livingston Park Play Park Group Upgrading of facility Contact made with group TBC £100,000 Year 2 priority Scottish Government funding in place. Project costs will be determined by feasibility study. Community Partnership Initiatives Funding to support partnership initiatives £1,500 Approved at Community Empowerment Committee Page 149 of 275
Page 150
Motherwell Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Craigneuk Community Garden PB approved project in grounds of Berryhill PS £15,000 Work started May 2022 Sannox Drive Play Area Replace Play Area £30,000.00 Tender awarded. Budget increased to cover fencing and gate costs Burnside Street Play Area Play area upgrade £10,000.00 This project will be tendered and awarded this financial year George Street Play Area Replace Play area £40,000.00 -FCC: £50,000 -National Lottery AWA: £10,000 secured by George Street Regeneration Group Work completed Forgewood Communal areas Communal areas £45,000.00 Works completed. Newarthill Glenburn Ave. Parking Parking £10,000.00 Year 2 priority. Community Safety CCTV Additional CCTV in locality in conjunction with Community Safety Partners £25,000 Year 2 priority. New Stevenston Play area Additional accessible play equipment £20,000 Year 2 priority. The Loaning Motherwell Improvements to play area £50,000 £100,000 Year 2 priority. Scottish government funding in place Page 150 of 275
Page 151
Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Frood Street Play Area Replace existing play area £30,000 Tender awarded Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee. Northern Corridor Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Stepps Cultural Centre Pathways Pathways £20,000.00 Year 2 priority. Additional consultation with Stepps PS and St. Joseph’s PS completed May ’22. LDP Proposal Form forwarded May’ 22. Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Hockey pavilion carpark upgrade Improve state of car park to fix potholes, flooding and overall condition TBC Active and Creative Communities have agreed to upgrade pathway from carpark to the pavilion Verbal consultations completed; more formal consultation is required Auchinloch Community Council Auchinloch Village green Provide access to an outdoor green space £12,000 Project identified through the Auchinloch community action plan. Engagement for this project has been completed. Consultation and surveys completed. Auchinloch Community council Auchinloch to Stepps - recovery of right of way. Provide safe pedestrian space along current right of way. Aim to clear paths, install Work to recover local right of way £17,519.08 (50%) Project identified through the Auchinloch community action plan. Engagement for this project has been completed. Consultation and surveys completed Note: Page 151 of 275
Page 152
drainage and accessible gates and widen and resurface foot paths. Land not owned by NLC – consider third party contribution Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Mollinsburn Entrance Feature Entrance Feature £13,000.00 Moved to Year 2 as further consultation required. Meeting with Mollinsburn Tenants and Residents Association to be arranged June/July 2022. Auchinloch Entrance feature Entrance Feature £12,000.00 (£4,430.00) Works awarded. To be completed by June 2022. Moodiesburn Kelvin Drive Wheeled sports facility Wheeled sports facility £20,000 Part of wider funding package. Year 2 engagement and consultation with delivery from April 2023. Cross Locality Heritage Project Idea to be consulted on in local community £25,000 Year 1-3 priority more consultation required This project will now be delivered across three years. Year 1 seeking approval to bring forward £3000 to Northern Corridor Community Volunteers group to support the design and delivery of a local heritage exhibition and associated costs. Spend approved by Board. The £22,000 balance will remain allocated to year 3 – more information will be submitted in regarded the future stages. Stepps Running Track Running Track £15,000.00 Year 3 priority this project may be collapsed together with other Cardowan area Page 152 of 275
Page 153
environmental project funding to provide a MUGA at Frankfield Road in its place (in partnership with Coalfield Regeneration Trust). Dunalistair Drive Play Area Replace play area £60,000.00 Year 2 priority. Project being re-tendered July 2022. Stepps Football Pitch Sports area £TBC Year 3 priority. Glenmanor School area parking Footpath creation £20k Works completed to provide additional footpath access to the school. Cardowan Area Funding to support local environmental projects £25,000 Year 2 priority - running track project may be collapsed together to provide a MUGA at Frankfield Road in its place (in partnership with Coalfield Regeneration Trust). Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners £15,000 Year 2 priority Community Partnership initiatives Funding to support community partnership initiatives £3,000 Approved at Community Empowerment Committee Shotts Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Page 153 of 275
Page 154
Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Shotts Stane Gardens PB approved project to improve local walking routes £20,000 Project complete Salsburgh Heritage Project PB approved project to establish local heritage group and features £20,000 Development work ongoing. Permissions granted re site use. Grant issued to local group for delivery. Shotts Currieside Avenue PB approved project. Replacement of existing play area £20,000 Works delayed due to Covid-19. Project tender issued July 2022. Harthill Scooter Track PB approved project (changed from play area/outdoor gym following consultation) £30,000 Contract Awarded – due for completion summer 2022 to limit disruption to school due to proximity. Stane Corner Parking Parking £30,000.00 Year 3 priority Shotts Leisure Centre Outdoor Gym Outdoor gym £30,000.00 Year 5 priority Lochaber Road Parking Parking £50,000.00 Year 3/4 priority Community Safety CCTV Additional CCTV in the locality in conjunction with community safety partners £20,000 Year 2 priority Torbothie Rd Shotts Project ideas in development and subject to consultation £20,000 Year 2 - Approved at Community board to investigate feasibility. Project development work underway. Hartwood Funding to support local play area refurbishment £15,000 Year 1 Approved at Community Board Torbothie Rd Shotts Parking £20,000 Year 2 Approved at Community board to investigate feasibility Community Partnership Initiatives Funding to support community partnership initiatives £2,000 Approved at Community Empowerment Committee Salsburgh Feature Lighting Project to install lighting on entrance features and war memorial £10,000 Approved at Community Board February 2022 Hareshaw Play Area Install additional item of equipment for older children £5,000 Approved at Community Board February 2022 Equipment purchase scheduled Oct 2022. Page 154 of 275
Page 155
Laggan Path Parking £10,000 Year 3 /4 project Approved at Community Board February 2022 Moto X Funding to support partnership initiative TBC Approved in Principle Community Board February 2022 Wishaw Projects Under development 2022 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Projects Seeking Approval- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Potential Community Board LDP Programme 2021 onwards- Project Name Project Description Project Potential Cost Additional external or partner funding available Additional Notes Maxton Crescent Phase 2 parking £15,000.00 Year 2 priority subject to demand being evidenced. Cambusnethan Extend Parking £20,000.00 Contractor instructed. To be completed by August 2022 Netherton Safe walking routes £20,000.00 Year 3 priority Fir Place Play Area Replace Play area £40,000.00 Tender awarded Attercliffe Avenue Play Area Replace Play area £50,000.00 Tender to be issued July 2022 Coltness Welcome sign Welcome sign £20,000.00 Year 2 priority Belhaven Park Dog Walk area Dog walking area £15,000.00 Year 4/5 priority. No current evidence of support or proposer. King George V Play area, Wishaw Replace Play area £100,000.00 Year 3 priority Kenilworth Avenue, Wishaw Outdoor Gym £5,000.00 Year 2 priority. Project amended to distance markers and memorial plaque. Reduced budget agreed at Board. Cleland MUGA Creation of New MUGA £70,000.00 Year 4/5 priority. location identified and existing assets in area require refurbishment. Cleland Public Park Refurb and extend play area £50,000.00 Year 2 priority Page 155 of 275
Page 156
North Dryburgh Road Additional Parking £30,000.00 Parking area completed. Investigating options to extend street lighting to cover this area. Lyman Drive Play Area Replace Play area £40,000.00 Year 3 priority Allanton Grove, Coltness Phase 2 Additional parking to ease congestion £20,000.00 Year 2 priority Community Safety CCTV Additional CCTV in locality in conjunction with community safety partners £25,000 Year 2 priority Newmains Improved play area facilities in conjunction with local community TBC Year 2 priority Consultation completed & site agreed for central play area Path renewal Paths in Gowkthrapple TBC Year 3 priority. Subject to Masterplan & potential local development Funding to potentially support Christmas trees in communities Funding to be considered in conjunction with local community groups TBC Year 1 priority. Hold on list until all tree invoices received. Overtown Outdoor Gym £45,000 Year 2. Approved at Board. Proposal group completed consultation & potential design spec Community Partnership Initiatives Funding to support community partnership initiatives £10,000 Approved at Community Empowerment Committee Moto X Funding to support partnership initiative TBC Approved in Principle Community Board Feb 22 Park Quadrant Parking Local parking improvements TBC Approved in Principle Community Board Feb 22 Page 156 of 275
Page 157
Appendix 2 Annual Total Community Board Airdrie Bellshill Coatbridge Kilsyth Motherwell Cumbernauld Northern Corridor Shotts Wishaw Year 1 310,140 220,140 260,280 58,140 292,140 257,580 127,440 85,860 202,140 Year 2 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Year 3 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Year 4 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Year 5 232,605 165,105 195,210 43,605 219,105 193,185 95,580 64,035 151,605 Page 157 of 275
Page 158
Page 158 of 275
Page 159
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP Date 22/08/22 Community Grants – Annual Report 2021-22 From Stephen Penman, Head of Strategic Communication E-mail penmanste@northlan.gov.uk Telephone 07947 997750 1. Background 1.1 The overall budget for the Community Grants Scheme for 2021/2022 was £133,627 and this provided for an allocation of £1735 for consideration per elected member. 1.2 The scheme aims to promote projects or activities for community benefit and the following applies • The scheme is open to democratically run voluntary organisations or community groups operating within North Lanarkshire Executive Summary The Community Grants Scheme exists to provide small amounts of funding to community and voluntary organisations operating in North Lanarkshire. The purpose of this report is to provide the People and Communities Committee with details of the applications submitted for funding from the Community Grants Scheme during 2021/22 and the awards made. Recommendations It is recommended that the People and Communities Committee: (1) Acknowledges the details of the awards made through the 2020/21 Community Grants Scheme listed in Appendices 1 to 7 of this report; and (2) Approve an allocation of £5499 from the 2022/23 Grant Award budget to the Lanarkshire Muslim Welfare Society. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves AGENDA ITEM 12 Page 159 of 275
Page 160
• Applicant organisations must be governed by people who are elected or appointed by the members of the organisation and the organisation and membership must be open to appropriate sections of the community • Religious organisations may apply if the focus of the project is open to all sections of the community, and it doesn’t involve the promotion of a particular faith or religious viewpoint. • Parent Councils may apply for activities run by them outwith school hours but not for materials for school curricular work. • Individuals, profit distributing organisations, private clubs, political parties and Trade Unions are not eligible to apply. 2. Report 2.1 Community Grants 2021/22 2.1.1 The Head of Strategic Communication has delegated authority to pay out Community Grant recommendations once the application process is complete and, each year, a report is presented to committee detailing all of the awards made through this scheme within the financial year. 2.1.2 Appendices 1-7 provide detail of awards made on an area by area basis for the 2021/22 period plus an additional appendix for multi-area requests. 2.2 Community Grants– Criteria 2.2.1 Community Grants can be used for various purposes including for example equipment, events, training, publicity, start-up costs and administration. Grants may not be used to fund costs already incurred or repairs / improvements to premises not owned by or leased to the organisation applying. 2.2.2 The maximum groups can apply for is £1,000. They can apply up to 3 times in any one financial year for different activities (or for the same activity if 6 months have passed since the last application) but the total funded to any one organisation in any one year must not exceed the £1,000 limit. 2.2.3 If an organisation is awarded a grant they will be expected to comply with the following conditions of grant: • return any unused grant to the Council • use grant monies only for the purposes applied for • complete a grant expenditure report and provide evidence of expenditure when requested. 2.2.4 Community groups and voluntary organisations can apply at any time throughout the year. Applications are processed 4 times over the year. A schedule which details closing dates and dates in which applications will be considered is published on the Council’s website at Community grants | North Lanarkshire Council 2.3 Grant Award Programme – 2022/23 –Lanarkshire Muslim Welfare Society: Late Application 2.3.1 Grant Award Programme (GAP) applications for 2022/23 were approved pending budget allocation at the previous Community Empowerment Committee in January 2022. Discussion between officers and the Lanarkshire Muslim Welfare Society Page 160 of 275
Page 161
regarding information required resulted and the timings of committee cycles resulted in a late application from the organisation. This application has been assessed in line with the GAP assessment process and the People and Communities Committee are asked to approve an allocation of £6470 from the 2022/23 Grant Awards Programme budget 3. Measures of success 3.1 Outcomes delivered by the Grant Funded Organisations meet those set out in their applications and assessed. 4. Supporting documentation 4.1 Appendix 1 Airdrie Area Awards 2021/22 4.2 Appendix 2 Bellshill Area Awards 2021/22 4.3 Appendix 3 Coatbridge Area Awards 2021/22 4.4 Appendix 4 Motherwell Area Awards 2021/22 4.5 Appendix 5 North Area Awards 2021/22 4.6 Appendix 6 Wishaw Area Awards 2021/22 4.7 Appendix 7 More than one area boundary Stephen Penman Head of Strategic Communication Page 161 of 275
Page 162
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? Not required as Equality Impact Assessment carried out when award criterion originally prepared. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? The awards detailed in the appendices total £107,425.63 and were paid from the 2020/21 budget of £133,627 Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Page 162 of 275
Page 163
Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 163 of 275
Page 164
Appendix 1 Airdrie Area 2020/2021 Name of Organisation Total Awarded 8th Airdrie Boys Brigade £350.00 Bear Necessities £1,000.00 Calderbank Bowling Club £250.00 Caldercruix Community Council £1,000.00 Chapelhall Tenants and Residents Committee £987.00 Craigneuk & Old Petersburn Road Tenants & Residents £980.00 Cumbernauld YMCA £0.00 Greengairs Childrens Committee £635.00 Greengairs Community Council £400.00 Jackson Youth Group £975.00 Make and Create Arts £275.00 Plains Community Futures £950.00 Plains Food Bank Community Group £1,000.00 St Aloysius Catholic Church Support Group £987.00 The New Calderbank Regeneration Group £990.00 Upperton Residents Committee £200.00 Page 164 of 275
Page 165
Appendix 2 Bellshill Area 2020/2021 Name of Organisation Total Awarded 4th Bellshill Company Boys Brigade £500.00 Bellshill Boys Club and Community Centre £1,000.00 Bellshill & District Citizens £1,000.00 Bellshill Community Council £1,000.00 Burnhead Bowling Club £650.00 Burnhead Bowling Club £350.00 Liberty Community Church £982.00 Orbiston Bowling Club £450.00 Tannochside Information & Advice Centre £1,000.00 Thorniewood Community Council £1,000.00 Utheo Ltd £550.00 Viewpark Family Centre Association £1,000.00 VIP Arts and Sports Academy £1,000.00 Page 165 of 275
Page 166
Appendix 3 Coatbridge Area 2020/2021 Name of Organisation Total Awarded Bannan Fitness Club £1,000.00 Coatbridge Thistle FC £1,000.00 Drumpellier Cricket Club £1,000.00 Dunbeth Bowling Club £700.00 Elutheria Co Ltd - The Safety Zone £300.00 Friends of Monklands Canal £894.00 Kirkwood Community Aid £1,000.00 Kirkshaws Neighbourhood Centre £1,000.00 Kirkwood Tenants & Residents Association £50.00 North Lanarkshire Titans Basketball Club £500.00 Parent Action for Safeplay £503.50 St Augustine's Church £1,000.00 St Monicas Parish Church £250.00 St Monica's Parish Church £550.00 Westend Bowling Club £1,000.00 Page 166 of 275
Page 167
Appendix 4 Motherwell Area 2020/2021 Name of Organisation Total Awarded 15th Motherwell Boys Brigade £400.00 5th Motherwell Girls Brigade £600.00 African Lanarkshire for Mental Health £150.00 Craigneuk Lifelong Learning Association £425.00 FAMS (Families affected by Murder and Suicide) £1,000.00 Holy Trinity Episcopal Church £400.00 ML2 Action Sports Group T/A Socialtrack £1,000.00 Motherwell Baptist Church £500.00 St Bernadette's SVDP £400.00 Starstruck Dance £50.00 Page 167 of 275
Page 168
Appendix 5 North Area 2020/2021 Name of Organisation Total Awarded Abronhill Bowling Club £1,000.00 Abronhill Regeneration Forum £1,000.00 Auchengeich Boxing Club £1,000.00 Bridgend FC £1,000.00 CACE Cumbernauld Action for Care of the Elderly £775.00 Carbrain and Hillcrest Community Council £1,000.00 Chryston Parish Church £600.00 Chryston United Free Church of Scotland £1,000.00 Croy Bowling Club £250.00 Croy Community Hub £1,000.00 Cumbernauld and District Burns Club £655.00 Cumbernauld and Kilsyth Care £1,000.00 Cumbernauld Colts Community Football Club £705.00 Cumbernauld Indoor Bowling Club £1,000.00 Cumbernauld Poverty Action £1,000.00 Cumbernauld Together £700.00 Cumbernauld Walk N Roll Group £220.00 Dullatur Community Council £1,000.00 Dullatur Village Playgroup £1,000.00 Dullatur Village Toddlers £1,000.00 Elmira Community Hall £1,000.00 Gartcosh Angling Club £500.00 Gartcosh Tenants & Residents Association £999.00 Glenboig Development Trust £380.00 Greenfaulds Bowling Club £420.00 Holy Cross RC Church £800.00 Kilsyth and Villages Community Alliance £200.00 Kilsyth Community Food Bank £325.00 Kilsyth Thistle Pipe Band £1,000.00 North Lanarkshire Women's Aid £1,000.00 Northern Corridor Community Forum £500.00 Northern Corridor Community Volunteers £1,000.00 PALS Play and Learning Support £250.00 People United for Banton (P.U.B) £275.00 Queenzieburn Community Centre Voluntary Management Committee £325.00 Raw Taekwondo Scotland £1,000.00 St Lucy's Youth Zone £1,000.00 Stepps Lawn Tennis Club £550.00 Stoneyetts Bowling Club £725.00 Page 168 of 275
Page 169
Appendix 6 Wishaw Area 2020/2021 Name of Organisation Total Awarded 1st Shotts Company, The Girls Brigade £300.00 Alexander Peden Primary & Nursery Fundraising Friends £1,000.00 Calderhead Erskine Parish Church of Scotland £1,000.00 Cleland Community Council £1,000.00 Coltness Community Council £1,000.00 Dykehead Amateur Flute Band £1,000.00 Go Kids Scotland Performing Arts £510.00 Harthill Bowling Club £1,000.00 Hartwood Greenspace Project £55.00 MADE 4U in ML2 £1,000.00 Newmains & District Gala Day £1,000.00 Rivals School of Martial Arts £1,000.00 St Andrews Episcopal Church £1,000.00 St Mary's Parish Centre £1,000.00 The Haven (Caring Counselling Communication Centre) £800.00 Village Hall (Harthill & District) £680.00 Page 169 of 275
Page 170
Appendix 7 More Than One Area Boundary 2020/2021 Name of Organisation Total Awarded Airdrie Community Trust £350.00 Airdrie United Boys Club £1,000.00 Baby Loss Retreat £1,000.00 Best Way Community Development £100.00 Burnbank FC £125.00 Craigneuk Wishaw Tenants & Residents Association £1,000.00 Coatbridge CAB £620.00 Coatbridge Indoor Bowling Club £400.00 Coatdyke Bowling Club £400.00 Community Action Newarthill £220.00 Cosgrove Care £25.00 Dalziel Rugby Football Club £1,000.00 Dalziel St Andrews Parsh Church £300.00 Diamonds in the Community £1,000.00 Elim Befriending Services £170.00 Glasgow Children's Hospital Charity (GCHC) £330.00 Glenboig Development Trust £580.00 HOPE for Autism £1,000.00 Jack and Jill Support Group £790.00 Lanarkshire Cancer Care Trust £1,000.00 Lanarkshire Rape Crisis £1,000.00 Lodge Old Monkland St James Masonic Club £1,000.00 Maggie Keswick Jencks Cancer Caring Centres Trust £1,000.00 Monklands Women's Aid £1,000.00 Mossend ML4 United 04s Football Club £750.00 Motherwell District Credit Union £175.00 Motherwell FC Community Trust £1,000.00 MS Society Lanarkshire Group (North) £1,000.00 North Lanarkshire Titans Basketball £100.00 Nurture Scotland £1,000.00 Parent Action for Safeplay £320.00 Parkinsons Self help Group (North Lanarkshire) £775.00 Society of St Vincent De Paul Furniture Project £1,000.00 Spina Bifida Hydrocephalus Scotland £480.00 St Andrews Hospice (Lanarkshire) £1,000.00 St Patricks Furniture Project £1,000.00 The Health & Wellness Hub £1,000.00 The Kings Church £245.00 The Miracle Foundation £225.00 Page 170 of 275
Page 171
The Moira Anderson Foundation £545.00 The Well Foundation £500.00 Trauma Informed Parenting £970.13 Viewpark Conservation Group £1,000.00 Woodhall Faskine and Palacecraig Conservation Group £500.00 Page 171 of 275
Page 172
Page 172 of 275
Page 173
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/MC Date 22/08/22 Campsies Grant Award Programme From Stephen Penman, Head of Strategic Communication E-mail penmanste@northlan.gov.uk costellom@northlan.gov.uk Telephone 07725289559 Executive Summary The purpose of this report is to provide the People and Communities Committee with a financial and progress update on the Campsies Grant Award Programme which was created following the transfer of assets from Campsies Centre (Cumbernauld) Ltd (CCCL) to the council on the 30th June 2021. Since the formal transfer of assets, funding to the value of £586,028.31 has been awarded through the programme to community and voluntary organisations operating within the boundaries of Cumbernauld to support new activities, projects and initiatives, or to contribute to existing work. Having successfully delivered two rounds of funding, with 32 organisations benefiting from a one-time grant award. The programme is now fully committed, and at this time there is no requirement to deliver any further rounds. Further funding rounds will be considered in the future, subject to sufficient levels of new income receipts from the CCCL legacy activities being available. Programme administrators from the Community Partnership Team will continue to monitor and support those community and voluntary organisations in receipt of a funding award until all project activities have been successfully completed. It is anticipated that all project activities and deliverables will be completed by the end of 2023. Recommendations It is recommended that the People and Communities Committee: (1) Note the updates contained within this report and in appendices 1 and 2 (2) Endorse the intention to work with funded organisations to prepare case studies which demonstrate the difference and impact the funding has had for organisations and communities operating within Cumbernauld, (3) Note the exceptions updates outlined within appendix 3 and endorse the proposed solutions. (4) Note the budgetary position of the programme outlined in appendix 4 and that the programme remains closed at this time. AGENDA ITEM 13 Page 173 of 275
Page 174
1. Background 1.1 Funding Allocations – Campsies Grants Programme 1.1.1 The Community Partnership Team has been responsible for the management and administration of the Campsies Grant Award Programme. 1.1.2 The programme was funded from the balance of unaccounted funds at the time of the winding-up of CCCL and the transfer of assets into the council. £586,161 was available for the programme. 1.1.3 Two rounds of the programme have been delivered during 2021 and funding awards have been approved for 32 local community and voluntary organisations. 1.1.4 Performance monitoring arrangements previously outlined at the Community Empowerment Committee meeting held on 31st January 2022 are ongoing and on schedule. 2. Report 2.1 Campsies Grant Awards Programme – Round 1 update 2.1.1 Further to the decisions made at the Community Empowerment Committee on 23rd August 2021, where nine organisations were approved for round one funding. Relevant updates are provided in Appendix 1 regarding these applications. 2.1.2 Funding has now been released to eight organisations and monitoring arrangements are now operational. 2.1.3 Performance and expenditure information has now been submitted by all organisations for two quarterly periods and the monitoring officer has met with all organisations to discuss performance and to monitor progress. 2.1.4 Appendix 3 provides details of any exceptions from round one that have been identified as well as agreed solutions. 2.2 Campsies Grant Awards Programme – Round 2 update 2.2.1 Further to the decisions made at the Community Empowerment Committee on 1st November 2021 (Appendix 2) all successful organisations have accepted the terms and conditions of award and funding has been released to 21 of 23 organisations. 2.2.2 The monitoring process is underway, and organisations are currently in the process of submitting their returns for the first quarter, with monitoring officers are arranging meetings with them to review and discuss initial performance. Relevant updates will be provided for the next committee cycle. 2.2.3 Appendix 3 provides details of any exceptions for round two that have been identified as well as agreed solutions. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Page 174 of 275
Page 175
2.3 Performance Monitoring 2.3.1 As part of the funding agreement, all funded organisations have agreed to participate in ongoing performance monitoring. This will involve the submission of quarterly returns and to quarterly monitoring meetings with their allocated monitoring officer. 2.3.2 Officers from the Community Partnership Team have been allocated the role of monitoring officer and performance monitoring will continue until the projects have been successfully completed. 2.3.2 Most projects will be concluded within a one-year period from the start date. However, some funding agreements will run for a longer period (up to 18 months) and on request consideration can be given to extending the timescales where exceptions and issues have been identified. 2.4 Outcomes and Impacts 2.4.1 In order to demonstrate the difference the funding has made to organisations, people, and communities across Cumbernauld, evaluation work will be undertaken to identify the impact and successes achieved as result of the funding awards. 2.4.2 Organisations will be requested to submit case studies which will highlight the work undertaken and demonstrate the differences, improvements and outcomes the funding has enabled. 2.4.3 Case studies will be included in future reports to committee and will also be used to promote positive work across communities. 2.4.4. Organisational evaluations and case studies will be used to develop and share examples of excellence and best practice which can be used to inform the development of new community projects and initiatives and as an aid to secure additional external funding into Cumbernauld. 2.4.5 Planning for this element of the programme will be considered by officers in partnership with representatives from the funded organisations over the coming months, and will continue up to six months after the round one and two activities / projects and initiatives have been completed 2.5 Budget Commitments and Position 2.5.1 Appendix 4 outlines the commitments for both rounds of the Campsies Grant Award Programme. The remaining balance is £132.69. The programme remains fully committed and there will be no further rounds at this time. 3. Measures of success 3.1 Outcomes delivered by the Grant Funded Organisations meet those set out in their applications. 3.2 Suitably robust governance and oversight arrangements in place to consider and allocate the residual balance of funds transferring from CCCL to the council. 3.3 Funding allocated to projects which benefit Cumbernauld while also supporting The Plan for North Lanarkshire whilst considering wider relevant criteria. 3.4 Impact and outcomes delivered by the funded projects meet those as set out in the initial applications and as per assessment recommendations. Page 175 of 275
Page 176
3.5 Compliance with Following the Public Pound requirements and accountability and transparency of the funding allocation, monitoring and reporting procedures. 3.6 Increased number of local community groups involved in the process ensuring a wider approach to community engagement in relation to project design and delivery. 3.7 Increased awareness of grant application and assessment process within communities leading to increased application levels for projects leading to wider benefits for the Cumbernauld area. 4. Supporting documentation 4.1 Appendix 1 – Round one update 4.2 Appendix 2 – Round two list of successful organisation and new award values 4.3 Appendix 3 - Exceptions log 4.4 Appendix 4 – Budget commitments and position as of 22nd August 2022 Stephen Penman Head of Strategic Communication Page 176 of 275
Page 177
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 177 of 275
Page 178
Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5. Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Some of the organisations funded via the Grant Programme deliver programmes/ services that impact positively on the environment of North Lanarkshire communities. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 178 of 275
Page 179
Appendix 1 CAMPSIES GRANT AWARD PROGRAMME ROUND 1 – SUCCESSFUL APPLICANTS (UPDATES) Assessed Projects Community Organisation Description Location Funding Award Status Cumbernauld Action on Care of the Elderly (CACE) Assist with employee and programme costs Cumbernauld £50,000 Good progress has been recorded and funding is being utilised as per the agreement. Befriending, volunteering projects, group activities and other programmes supporting health and wellbeing, exercise, and nutrition are now underway. Cumbernauld Poverty Action Assist with costs of recruiting a Volunteer Development Worker Cumbernauld £49.936 Good progress has been made, despite a slight delay due to covid. Recruitment has been completed and new volunteers have started, which is enabling the organisation to take on additional referrals. Increased referrals are being made by NLC – CLD officers for support to individuals and families. Cumbernauld YMCA Assist with costs of purchasing a Portakabin Cumbernauld £50,000 The project has been delayed and an extension may be required. Refer to Appendix 3. Cumbernauld Colts Community Football Club Assist with costs of School Coaching Staff, purchasing a Community Club van, purchasing of equipment and all costs involved with running the Summer Camp Cumbernauld £35,090 Major tasks have been completed. The new vehicle has been delivered and is now in use. All plans for the summer camp have been completed and is on schedule to be delivered during weeks 1 & 2 of the school holidays. The organisation continues The Scottish Centre for Children with Motor Impairments Assist with employee cost, advertising costs, equipment costs and travel expenses Cumbernauld £37,448.61 Good progress has been made, the new employee post has been recruited and work is underway to strengthen and develop relationships with the wider community and to promote community use of the Craighalbert Centre. The organisation is now participating with Cumbernauld community board. Kildrum Primary School Parent Council Assist with costs of developing a play area Cumbernauld £50,000 This project will be managed by NLC – community partnership team / Education in partnership with parent council and school. Refer to Appendix 3. Scottish Wildlife Trust Assist with costs of installing threshold panels at 13 key entrance points in the 3 reservoirs Cumbernauld £24,648 The final designs for the information panels have now been approved and installation work will commence during the summer months. The initiative is on target and will likely be completed early. Page 179 of 275
Page 180
ENABLE Scotland (Leading the Way) Assist with staffing costs Cumbernauld £50,000 Due to COVID and staffing changes. Progress has been limited and restricted to online activities and to home visits. However, work to is now underway to restart in person project work and group activities within the Craighalbert Centre. This should be up and running from quarter 3. An extension to the grant delivery period will likely be required. North Area Crime Prevention Panel Assist with costs of fitting security markings to school bicycles, purchasing and fitting of alarms to Senior Citizens houses and disabled persons living alone, volunteer equipment and promotional materials Cumbernauld £14,740 The project is running slightly behind due to the impact of covid spike earlier in the year. A six-month extension has been agreed with the monitoring officer. however, progress has been demonstrated - six primary schools within Cumbernauld having participated in bike marking programme. The organisation has also been an active partner in this year’s Cumbernauld Gala Day where they also promoted important crime prevention messages and campaigns. Total: £361,862.61 Page 180 of 275
Page 181
Appendix 2 CAMPSIES GRANT AWARD PROGRAMME ROUND 2 – SUCCESSFUL APPLICANTS (UPDATES) Assessed Projects Community Organisation Description Location Funding Award Status Cornerstone House Centre Contribution towards increased operation costs (including, staff costs, volunteer’s expenses and other overheads) as a result of agreement to host groups who previously let out The Link Centre. The requirement is in support of The Link Centre being used as COVID-19 vaccination booster centre. Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 One Parent Families Scotland Delivery of Community Connections Project for Cumbernauld area, offering support to 40 single parent families. Funding will go towards employee costs, administration costs and programme costs Cumbernauld £9895.05 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Partners in Play Operational cost supporting the delivery of social care support services for children and young people with additional support needs. Funding will go towards, employee and related costs, resources and programme costs Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Abronhill Regeneration Forum Development of sensory garden and associated costs Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Page 181 of 275
Page 182
Cumbernauld Community Forum Delivery of community gala day and senior’s tea dance (and associated costs) Cumbernauld £9,108 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Cumbernauld Free Church of Scotland Recruitment of Community Development Worker to lead on a project to develop a community hub for the Carbrain area Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Freedom City Church Financial contribution towards the Freedom Project which supports individuals with addiction. Funding would pay for key worker overheads, delivery of two peer support groups and IT equipment Cumbernauld £9862.38 Funding agreement accepted and funds have been released. Project start date 1 February 2022 St. Lucy’s Youth Zone Delivery of additional youth work activities in the form of ‘The Youth Zone Transitions Project’ which will provide a safe, dedicate space for young people. Funding is requested for: - equipment, resources, transport costs and a residential experience for 30 young people Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Cumbernauld Resilience Rent costs, new kitchen equipment and office supplies in support of the continuation of food aid / meal service provided to elderly and vulnerable people Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 RECAP Cumbernauld Employee costs to support the continued provision of furniture starter packs for vulnerable families and individuals taking on new tenancies. Cumbernauld £9266.40 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Cumbernauld and Kilsyth Care Continued support to families in need through recruitment of part Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Page 182 of 275
Page 183
time worker (and associated costs) 2496 Cumbernauld Squadron air Cadets Purchase of new tents, camping equipment, training, and programme costs Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Friends of Cumbernauld Care Home Installation of sensory garden and associate costs for furniture, lighting and plans and shrubs Cumbernauld £9,900 Project delayed. Refer to Appendix 3 North Lanarkshire Chiefs Basketball Club Delivery of evening and weekend basketball sessions in three local high schools. Funding towards equipment, school lets and volunteer training Cumbernauld £9,405 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Palacerigg Community Trust Financial contribution towards ongoing operational costs including funding for :- radio link equipment, volunteer kits, first aid training and equipment, installation of a sheltered area and defibrillator, outdoor play equipment and delivery of family day event Cumbernauld £9,895.05 Funding agreement accepted and funds have been released. Project start date 1 February 2022 St. Lucy’s Primary School Parents Council Delivery of ‘Health is Wealth’ projects focussing on outdoor learning and health and wellbeing activities for pupils. Funding is request for: - programme costs, equipment and resources and transport costs Cumbernauld £8605.08 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Take Heart for the Nations (Cumbernauld Food Bank) Delivery of a new programme/course called Take Heart for the Nations. Aimed at individuals experiencing food poverty and life issues. One of the objectives is to reduce reliance in emergency food aid. Cumbernauld £9,642.60 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Page 183 of 275
Page 184
Request for support with course materials, venue hire and volunteer training Watch us Grow Costs for installation of a stairlift and new furniture, which will be of benefit to local adults with additional support needs who use the services of the organisation. Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Cumbernauld Village Community Council Feasibility and consultation study to look at the viability of greenspace improvements in the bog stank corridor Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 New Adventures Funding towards a pre-owned minibus, to enable adults with disabilities participate in social, educational and sporting activities. Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Cumbernauld PS parent council Develop outdoor learning areas to include daily mile track and sensory zone. Plus the purchase of new outdoor play boxes and resources Cumbernauld £9886.14 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Dullatur Community Council Project to improve Dullatur Village Community & Sports Hall. Involving internal and external improvements, purchase of external furniture and legal and professional fees. Total project cost £20,00 – 50% match funding has been requested Cumbernauld £9,900 Funding agreement accepted and funds have been released. Project start date 1 February 2022 Westfield PS parent council Financial contribution towards the installation of new outdoor play equipment, including junior trim trail and outdoor gym Cumbernauld £9,900 This project will be managed by NLC – community partnership team in partnership with parent council and school. Refer to Appendix 3. Total: £224,165.70 Page 184 of 275
Page 185
Appendix 3 EXCEPTIONS LOG AS OF 22ND AUGUST 2022 Round 1: Community Organisation Project Description Exception / Issue Solution Cumbernauld YMCA Assist with costs of purchasing a Portakabin Due to organisational reorganisation and COVID there has been delays in starting the project. Further complicated by supply chain issues and inflationary pressures. The project can be extended to allow further time for design, implementation, and installation work. Organisation have now recruited youth work officer who will co-ordinate project with trustees. Original preferred quote being reviewed, and new quotes being sought from other suppliers If costs remain prohibitive and further funding cannot be secured, then there is a risk that the project will not be viable. In this scenario, then funding will be returned. Kildrum Primary School Parent Council Assist with costs of developing a play area Due to the complexity of the project and the requirement for appropriate standards and controls, and application of NLC financial regulations the parent council are unable to lead on this project. Inflationary cost pressure and supply chain issues are also impacting on this project The project will now be designed, co-ordinated and managed by NLC – Community Partnership Team and NLC - Education in partnership with parent council and school. The project parameters and design brief will be reviewed to ensure costs are kept in check whilst ensuring minimal variation from the assessed proposal. Some elements of the project will be paid for by NLC – Education and school/parent council The project remains achievable. Page 185 of 275
Page 186
Round 2: Community Organisation Project Description Exception / Issue Solution Friends of Cumbernauld Care Home Installation of sensory garden and associate costs for furniture, lighting and plans and shrubs The project can no longer be delivered onsite of Cumbernauld Care Home. The charity is in discussion with the charities regulator (OSCR) to amend their charitable objectives to include further catchment area of Dullatur. If this is approved the proposal will be to install the sensory garden in the grounds of the Craighalbert Centre for use of the original intended beneficiaries (residents, family and friends of Cumbernauld Care Home) as well being further opened up to the wider Craighalbert school community, and residents, family and friends of Carrickstone Care Home. The extended offer and new location will require additional control measures including a guarantee of usage and accessibility from the Scottish Centre for Children with Motor Impairments. As well as confirmation that the original beneficiaries will be willing to access the resource at the new site. Funding will not be issued until control measures are in place. Exploratory work is underway. An extension of the grant timeline will likely be required. Subject to the controls being agreed, the project remains viable. If guarantees and support is not agreed, then the funding offer may be withdrawn. Westfield PS parent council Financial contribution towards the installation of new outdoor play equipment, including junior trim trail and outdoor gym Due to the requirement for appropriate standards and controls, and application of NLC financial regulations the parent council are unable to lead on this project. Inflationary cost pressure and supply chain issues are also impacting on this project The project will now be designed, co-ordinated and managed by NLC – Community Partnership Team in partnership with parent council and school. The project parameters and design brief will be reviewed to ensure costs are kept in check whilst ensuring minimal variation from the assessed proposal. The project remains achievable Page 186 of 275
Page 187
Appendix 4 BUDGET POSITION AS AT 22nd AUGUST 2022 Balance as of 21st June 2021: £586,161 (allocated to Campsies Grant Award Programme) Expenditure £ Campsies Grant Award Programme (Round 1) 361,862.61 Campsies Grant Award Programme (Round 2) 224,165.70 TOTAL: 586,028.31 BALANCE: 132.69 Page 187 of 275
Page 188
Page 188 of 275
Page 189
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref MC/SP/BL Date 22/08/22 Annual Review of the Community Safety Strategy 2020/21-2021/22 From Stephen Penman, Head of Strategic Communication E-mail penmanst@northlan.gov.uk Telephone 07947 997750 1. Background 1.1 An all-encompassing Community Safety Strategy was approved at the Community Empowerment Committee in February 2021. The strategy covers a broad range of community safety activity, building on the existing community partnership arrangements which are in place within North Lanarkshire. The strategy also fulfilled the requirement to publish an Antisocial Behaviour Strategy. This integrated approach Executive Summary Effective community safety partnership arrangements have been in place for some time in North Lanarkshire to make communities safe and feel safer for everyone to prosper. These partnership arrangements adopt a holistic, integrated approach to improving community safety in North Lanarkshire, recognising the interconnectedness of the various aspects of community safety which align with The Plan for North Lanarkshire. The Community Safety Strategy is the overarching strategy on community safety issues and comprises the requirements set out in the Antisocial Behaviour etc. (Scotland) Act 2004, which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. The purpose of this report is to advise Committee of the progress made on the strategic priorities and actions in the Annual Review of the Community Safety Strategy, which covers the period 2021-2022. Recommendations It is recommended that People and Communities Committee: (1) Note the progress made to date in relation to the actions in the Community Safety Strategy for the period 2021-2022. (2) Approve the Annual Review of the Community Safety Strategy 2021-2022. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements AGENDA ITEM 14 Page 189 of 275
Page 190
is intended to better utilise and target resources and community safety activity through North Lanarkshire Partnership to improve outcomes for individuals and communities in North Lanarkshire. 2. Report 2.1 The vision for community safety set out in the strategy is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. 2.2 This vision is aligned with the ambition set out in the Plan for North Lanarkshire and requires a partnership approach to deliver the actions and priorities set out in the strategy. 2.3 The annual review of the Community Safety Strategy 2021-2022 has now been prepared on progress in relation to the corresponding actions. Community Safety Strategy Priorities 2.4 The Community Safety Strategy 2020-2025 set out five key strategic priorities which are underpinned by the following five key themes: • Effective Community Involvement, Influence and Ownership; • Strong Partnership Working, Governance and Decision Making; • Tackling Inequalities; • Prevention and Early Intervention; and • Place Based Approach. 2.5 These themes, developed through consultation with stakeholders and the community, set out the fundamental aspects of the approach to be taken by community planning partners to improve community safety in North Lanarkshire. The five priority areas for action in the Community Safety Strategy are to: • Effectively tackle antisocial behaviour; • Reduce serious violence and disorder; • Reduce harm from unintentional injury and fire; • Tackle Gender Based Violence and protect people at risk of harm; and • Improve road safety. Progress on the Community Safety Strategy Actions Performance Indicators 2.6 A range of corresponding actions are set out within the strategy to achieve the five strategic priorities. There are 57 actions agreed which involve North Lanarkshire Council (including Housing, Transportation and Education), Police Scotland, Fire and Rescue Service, North Lanarkshire Health and Social Care Partnership and North Lanarkshire Violence Against Women Partnership. Of these actions 42 actions are on track (Green), 11 actions have minor delays (Amber), there are no actions which have significant delays (Red) and one action requires further partnership discussion. Three actions to improve road safety are no longer progressed within North Lanarkshire Council, following the removal of the Road Safety Education Team in April 2020 approved by council. Page 190 of 275
Page 191
2.7 The COVID-19 pandemic presented significant challenges on the delivery of services and now as services have resumed in operation following the COVID-19 restrictions, demand has heightened, contributing to delays and placing capacity pressures on services. Nonetheless, creativity has been demonstrated in responding to community safety issues such as providing online platforms to report hate crime, using telephone contact in the prevention of accidental dwelling fires and developing online Suicide ALERT awareness training during lockdown restrictions which will now continue on an ongoing basis. 2.8 Performance indicators are presented in the Annual Review of the Community Safety Strategy 2021-2022. The key indicators and changes in the past year as well as some notable trends are summarised as follows: • The pattern of antisocial behaviour contacts has decreased in the past year following a period of an increasing trend at the time of writing the strategy. • Overall crime has continued to decrease in the past year, which has been the pattern over the past five years. • Hate crime has reduced in the past year, following a previous increase in trend. • The number of detections for drugs has continued to decrease in the past year. • Accidental dwelling fires decreased in the past year and causalities in accidental dwelling fires have reduced by 30.4% from 2020/21 to 2021/22. • In the past year, the rate of falls has decreased, although the long-term trend has increased from 2011/12 to 2020/21. • There had been a long-term increasing trend in the number of emergency admissions due to unintentional injury, however, in the past year, there has been a decrease of 16.7% due to a direct impact of the COVID-19 pandemic. • The suicide rate is above the national level in Scotland. • The number of domestic abuse cases reported to Police Scotland have decreased slightly by 3% in the past year. • Referrals to Violence Against Women Partnership have continued to increase, 12.8% over the past three years (2019/20 to 2021/22). • There has been an increase of 19.6% in the number of people seriously injured by road accidents. • Dangerous driving convictions have decreased by 25.3% in the past year. • The number of people charged for disqualified driving, driving without a licence, driving without insurance, driving whilst using a mobile have all decreased in the past year. • Driving without a seatbelt has increased in the past year. 2.9 Over the period of the strategy, significant work has been undertaken to improve Contextual Safeguarding in North Lanarkshire. Contextual Safeguarding is an approach to protecting young people who are at risk of extra-familial abuse. It supports a shift in practice in which child protection professionals and partners actively take steps to make the places in which young people have experienced abuse, safer. Such places include transport hubs, schools, communities and online. It also supports agencies develop practice, systems and structures for identifying, assessing and intervening with contexts and groups in which young people are at risk of significant harm. Three new actions have been included in the Community Safety Strategy Action Plan in relation to Contextual Safeguarding: • We will undertake multi-agency training in contextual safeguarding to ensure that staff are confident in assessing and intervening within contexts and groups where young people are at risk of significant harm in the community. Page 191 of 275
Page 192
• We will create a system where protective actions are taken in respect of locations where young people have been or may be harmed. • We will work with local communities to make places for young people safer. 2.10 The Community Safety Strategy is a five-year plan, progress on the new actions and existing actions will continue to be reviewed and reported annually through the Community Safety Partnership, People and Communities Committee and existing community planning structures, including the Community Boards. 3. Measures of success 3.1 Approval of the Community Safety Strategy Annual Review and the continued delivery of the actions and priorities set out within the Community Safety Strategy. 4. Supporting documentation 4.1 Appendix - Annual Progress Review of the Community Safety Strategy 2021-2022. Stephen Penman, Head of Strategic Communication 5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The equality impact assessment for the Annual Review of the Community Safety Strategy 2020/21-2021/22 has identified a positive impact associated with all protected characteristics given the broad scope of the strategy and corresponding actions If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ No financial impact has been identified in relation to this strategy at this time. If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 192 of 275
Page 193
5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ No HR policy impacts in relation to this strategy have been identified at this time. If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ No legal impact has been identified in relation to this strategy at this time. If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ No data protection impact has been identified in this strategy at this time. If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ No technology/digital impact has been identified in this strategy at this time. If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ Page 193 of 275
Page 194
5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ No environmental/carbon impact has been identified in this strategy at this time. If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ No communication impact has been identified in this strategy at this time. If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ There are no significant or moderate risks identified in relation to this report and any risks associated with the strategy are recorded on the council’s risk register and managed accordingly. If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? Page 194 of 275
Page 195
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives Annual Review 2021 -2022 Page 195 of 275
Page 196
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 2 Contents 1. Introduction 3 Strategic Context 3 Local Context 3 Measuring and Reporting on Progress 4 2. Our Strategic Priorities, Actions and Progress 4 Strategic Priority 1: To effectively tackle antisocial behaviour 4 Strategic Priority 2: To reduce serious violence and disorder 7 Strategic Priority 3: To reduce harm from unintentional injury and fire 10 Strategic Priority 4: To tackle Gender Based Violence and protect people at risk of harm 15 Strategic Priority 5: To improve road safety 18 3. Annex – Progress on Community Safety Strategy Indicators and Actions 21 Page 196 of 275
Page 197
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 3 Introduction Strategic Context The Scottish Government’s vision for a Safer and Stronger Scotland provides the national context for all community safety activity to help local communities to flourish, becoming stronger, safer places to live, offering improved opportunities and a better quality of life. The National Performance Framework (2018) provides the mechanism for directing and monitoring progress on community safety in Scotland with the Community Safety Strategy specifically contributing to “we live in communities that are inclusive, empowered, resilient and safe”. The Community Safety Strategy also aligns with the Justice in Scotland: Vision and Priorities (2017) and the Scottish Government’s Building Safer Communities (BSC) Partnership Programme. Our Community Safety Strategy also fulfils the requirement under The Antisocial Behaviour etc. (Scotland) Act 2004 which places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. Given this national context, the Community Safety Strategy now tackles a broader range of community safety issues such as effective safeguarding, Gender-Based violence, community justice, counterterrorism, unintentional harm, home and fire safety while encompassing early intervention, prevention and empowerment of communities. Local Context Our vision for community safety is to: ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, inclusive, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’. This is aligned with our overarching ambition set out in The Plan for North Lanarkshire. Community safety is pivotal to achieving our vision for North Lanarkshire and contributes to all five high level strategic priorities set out in The Plan. Community safety at a local level within North Lanarkshire is coordinated through the community safety sub-groups with representation from a wide range of partners as well as community involvement. The Community Safety Strategy 2020-2025 has five strategic priorities and corresponding actions. These strategic priorities are: • Priority 1: To effectively tackle antisocial behaviour Page 197 of 275
Page 198
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 4 • Priority 2: To reduce serious violence and disorder • Priority 3: To reduce harm from unintentional injury and fire • Priority 4: To tackle Gender Based Violence and protect people at risk of harm • Priority 5: To improve road safety Measuring and Reporting on Progress This is the first Annual Review of the Community Safety Strategy since the production of Improving Community Safety in North Lanarkshire A Strategy To Improve Lives 2020-2025. This Annual Review is an update on progress on meeting these priorities and the corresponding actions highlighting successes and challenges, particularly the impact of the COVID-19 pandemic over the past two years on the delivery of services. The attached performance indicators highlight changes in performance over the two-year period 2020/21 to 2021/22. The action plan indicates the status of each action using green (on track), amber (minor delays) and red (significant delay). Our Strategic Priorities Priority 1: To effectively tackle antisocial behaviour Evidence tells us1: • Anti-social behaviour (ASB) contacts have decreased by 0.16% from 2020/21 to 2021/22. The ASB service changed in 2020/21, complaints where a tenant was involved were recorded but not included in the figure. Whereas in 2021/22, all complaints were progressed, for all tenures. As such, the decrease is anticipated to be higher than the reported figure. • Two-thirds (68.1%) of ASB contacts relate to domestic noise accounting for the majority of callouts, with 14.8% due to criminal activity and 12.4% as a result of harassment. • The top three categories of domestic noise complaints are loud music (29.7%), banging (24.6%) and shouting and swearing (20.2%). • Misuse of drugs (22.3%), violence (20.6%) and vandalism (18.4%) are the top three categories of criminal activity complaints. In addition, threats account for 15.8% of criminal activity complaints. 1 All evidence based on 2021/22 data available from Housing Solutions, North Lanarkshire Council Page 198 of 275
Page 199
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 5 • 58.5% of ASB complaints are made from North Lanarkshire Council tenants, one-fifth (21.3%) are made from owner occupiers, 6.2% are from private sector tenants and 1.1% are by housing association tenants. • The majority of ASB subjects (those who are the subject of the complaint) are tenants living in council housing (68.2%). Owner occupiers account for 11.4% of ASB, 6.6% are private sector tenants, 3.7% are people living in homeless temporary accommodation and 1.6% are housing association tenants. • 9.3% of ASB contacts were from tenants in multi-storey towers. • Motherwell/Bellshill had the greatest ASB contacts in 2021/22 accounting for 33.3% of all ASB contacts. Just over one-quarter were in Coatbridge/Kilsyth at 26.1% of all contacts. • The majority of ASB contacts during 2021/22 were repeat contacts relating to a subject who had been reported on at least one other occasion. • Most ASB contacts were made out of hours, 59.4% compared to 40.4% contacts made during daytime hours. • The summer months of July and August have the highest numbers of ASB contacts, with 2021/22 experiencing a higher proportion during these months than the previous year. Progress on our Key Actions Antisocial Behaviour Response Service The Antisocial Behaviour Response Service has been reviewed to ensure efficacy in meeting local needs. The service is now located within the wider Community Safety Hub, recognising the inter-connectedness of the Antisocial Behaviour Response Service and alignment with other wider activity areas of the Community Safety Hub. Service level agreements have also been reviewed with RSL partners ensuring ASB services are being delivered across tenures. Environmental Changes in Public Spaces We work collaboratively to implement environmental changes to minimise antisocial behaviour in public spaces. We ensure that all new-build housing proposals must satisfy the principles of ‘Secure by Design’ achieving certification from Police Scotland and the provision of open space is reviewed as part of the planning application process. Page 199 of 275
Page 200
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 6 In conjunction with partners the CCTV provision has been enhanced in areas across North Lanarkshire benefitting community safety in local communities. Through the Local Development Programme additional CCTV has been provided in Plains, Cumbernauld, Kilsyth, Bargeddie, Bellshill and Shotts. We developed the Juniper Initiative in response to antisocial behaviour in the Viewpark area. A partnership approach was adopted to tackle deliberate fire raising such as wheely bin fires. Additional Police patrols, use of CCTV cameras and engagement activity with local young people was undertaken. The initiative targeted the provision of wheely bin chains, padlocks and information leaflets to local people to help prevent wheely bin fires and reduce antisocial behaviour. This has been a positive partnership approach working in conjunction with local people. Evidence and Intelligence to Target Resources Police Scotland has positive partnership working with social work, Community Partnership Team, analytical department and the wider council to identify and challenge residents causing antisocial behaviour (ASB), providing additional support to victims of ASB, as well as offering intervention support to perpetrators of ASB which may assist prevention of future issues of ASB and crime from occurring. ASB disorder plans are in place which detail problematic locations, reflective of housing disclosures, police incidents and local intelligence received. Diversionary Activities We regularly visit the Saturday Night Project at various locations in North Lanarkshire to identify any new issues in order to deter and detect ASB. Relevant intelligence is shared as required and calls to premises such as nightclubs, pubs, convenience stores etc. are monitored daily with joint visits conducted in order to proactively address challenges around problematic premises. Following on from the lifting of COVID-19 restrictions, there has been a vast increase in persons returning to social events which has been a challenge. Serving and Proxy Purchasing of Alcohol Police Scotland gathers information and intelligence linked to serving and proxy purchasing of alcohol for underage persons to act against individuals and locations. Premises are targeted via weekend disorder plans and enquiry conducted by local community officers on a day-to-day basis. Community Alcohol Partnerships are being introduced at various locations around North Lanarkshire with the focus on problem locations including direct engagement with licensed premises. Page 200 of 275
Page 201
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 7 Effective use of Legislation Police Scotland has a Disclosure Unit and Local Authority Liaison Officer who are in daily contact with partners and appropriate orders applied for and issued where possible. Currently, there are not many CRASBOs in use within North Lanarkshire, however, Local Community Policing Teams now have a good awareness of the process to introduce CRASBOs at point of case reporting for consideration. Priority 2: To reduce serious violence and disorder Evidence tells us: • Overall crime in North Lanarkshire has decreased by 8.6% in the past year from 2020/21 to 2021/22 which has been the pattern over the past five-year period2. • Serious assaults have decreased by 5% over the 2020/21 to 2021/22 period. • Robberies have dropped by 12.8% during the period 2020/21 to 2021/22. • Hate crime decreased by 6.4% - was previously increasing from 2017/18 to 2018/19. • The number of vandalism and malicious mischief crimes have decreased slightly by 1.3% over the 2020/21 to 2021/22 period. • Housebreaking thefts have decreased by 12% between 2020/21 and 2021/22. • There has been a reduction of 25.4% in the number of detections for drugs over the 2020/21 and 2021/22 period. • There has been an increase in the number of people charged with driving without a seat belt in the past year from 2020/21 to 2021/22. Progress on our Key Actions Complainers of Violence We are in regular contact with the victims of crimes regardless of crime type, to obtain as much evidence as possible whilst offering support, with the intention of gleaning information which would lead to the successful arrest or remand of subjects and to obtain any further intelligence that could be linked to further acts of violence. Full arrest protocol and safeguarding explained to victims of violence 2 Police Scotland data for 2020/21, 2021/22 Page 201 of 275
Page 202
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 8 and the ASSIST system is in place to appropriately support victims through the courts process. We provide appropriate support to any victims or repeat victims to ensure all joint services are aware and utilised. Sometimes, victims are unwilling to accept police assistance due to fear of repercussions from persons involved. Therefore, offering the appropriate support and safeguarding is key to obtaining the trust and confidence of victims and the wider community. Indoor Violence Police Officers are briefed daily regarding the latest bail curfews and domestic bail conditions, which highlight the most prolific offenders and locations to reduce residential indoor violence. Locations are monitored, addresses, streets or premises are visited. Weapons and Serious Violent Crime We use local intelligence, dedicated patrol plans and effective days of partnership action to make progress within some of the more troublesome communities in North Lanarkshire to reduce the number of people carrying weapons and serious crimes involving the use of weapons. A proactive approach is taken where intelligence exists regarding carrying weapons. Social media and school presentations with partners from Medics Against Violence and No Knives Better Lives are a key tool used by Police Scotland to educate and inform the wider community of the consequences of certain actions and how to report behaviour in confidence. Serious Organised Crime Robust policing and partnership intervention have resulted in numerous arrests linked to people involved in serious and organised crime (SOC) within the Wishaw area. Incidents of a serious nature have decreased significantly within Craigneuk since the beginning of the operation. Police Scotland uses APMIS to record all operational activity in relation to Organised Crime Groups and to understand what tactics have previously proved effective. Robust management of risk is undertaken. Hate Crime We have deployed our school based and Safer Communities Officers to provide inputs, open dialogue and understanding across educational settings in relation to hate crime. We have also participated in a range of anti-hate crime initiatives to raise awareness in a broader sense and relentlessly pursue those that commit such crimes. Page 202 of 275
Page 203
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 9 We will continue to utilise social media to encourage the use of the 'Contact Us' feature via the Police Scotland website, or local agencies such as 'Stop Hate UK', the citizens advice bureau or community voluntary services, all who can report on behalf of victims. During COVID-19 restrictions, the focus of this activity was very much focused online. Housebreaking Housebreaking incidents are captured daily, discussed with SMT and actioned for review by DAVRU/community officers, which ensures a collective approach toward each incident. The use of DAVRU/community officers to assist response officers with their enquiries, allows swift progression of forensic opportunities, CCTV and door to door. Local days of action have been carried out with successful results, specifically to target repeat offenders of housebreaking and other dishonesty. Warrants and bail curfews are reviewed and robustly policed. Vehicle Crime We ran a significant campaign to promote prevention through protection of property in vehicle and trailers to reduce vehicle crime. We monitor via our Intelligence on an ongoing basis in relation to serious organised crime groups who exploit young people to commit high value vehicle crime. Where this activity does occur interventions will be made, and relevant partner agencies involved to safeguard any young person being exploited. Drug Use We have School campus officers and Safer Communities officers who continue to play a significant part in educating young people on the harm caused by drug misuse. This approach is complemented through social media platforms and pop-up stalls. Supply of Drugs We have Intelligence led drugs packages which are compiled, allocated and executed by local DAVRU and community officers. Good practice is captured and discussed after each operation to enhance learning and any further intelligence gleaned is submitted for consideration. There have been numerous examples of significant drug seizures across North Lanarkshire. The interception of large quantities of such substances before they circulate in the community will undoubtedly make a positive impact and reduce the harm caused by drug misuse. Page 203 of 275
Page 204
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 10 Priority 3: To reduce harm from unintentional injury and fire Evidence tells us: • There has been a decrease in accidental dwelling fires down by 12.2% over the period 2020/21 to 2021/22. Over the five-year period 2017/18-2021/22, accidental dwelling fires reduced by 6.5%, although there have been some significant fluctuations.3 • The main source of ignition from accidental dwelling fires is cooking food and the main factor is distraction with alcohol/drug impairment accounting for 21.9% of these. • Most accidental dwelling fires (11.6%) were Motherwell South-East and Ravenscraig. • Accidental fire dwelling causalities have continued to reduce which in the past year 2020/21-2021/22 has been by one-third (30.4%). • Fire fatalities continue to remain low. • Most injuries from accidental fires are minor with most people, 45% receiving first aid at the scene and 29% of people affected who attended hospital had slight injuries. • Most casualties in North Lanarkshire have been children in the 0-9 age group and those aged 40-49 years, albeit numbers are very low. • 3,299 Home Fire Safety Visits have been conducted during 2021/22. • Deliberate fires (primary) have been reducing while deliberate fires (secondary) have been increasing and most deliberate fires are secondary. • Fires in non-domestic properties have decreased by 9.5% in the past year from 2020/21 to 2021/22. • The number of malicious calls has increased by 16% in the past year from 2020/21-2021/22. • Children and the elderly are the most vulnerable to unintentional injuries. • Since 2011/12 to 2020/21 the rate of falls in the over 65s has overall increased. However, there has been a decline in the rate of falls in the over 65s in the past two years in North Lanarkshire.4 • The number of emergency admissions in North Lanarkshire due to unintentional injury has decreased by 16.7% in the past year from 2020/21-2021/22 due to the direct impact of COVID-19 pandemic as this has followed a long-term increasing trend.5 • Falls account for the largest proportion of unintentional injury emergency hospital admissions in North Lanarkshire, which is 59.9% of all injuries.6 3 Data from Scottish Fire and Rescue Service for 2017/18, 2018/18, 2019/20, 2020/21 and 2021/22 period 4 Public Health Scotland, Unintentional Injuries -Hospital admissions year ending 31 March 2021 and deaths year ending 31 December 2020 5 Data from Scottish Fire and Rescue Service for 2020/21, 2021/22 6 Public Health Scotland, Unintentional Injuries - Hospital admissions year ending 31 March 2021 and deaths year ending 31 December 2020 Page 204 of 275
Page 205
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 11 • Hospital admissions due to falls is most common in North Lanarkshire amongst those aged 75 and over, which accounts for 39.4% of all falls.7 • Deaths by unintentional injury in North Lanarkshire have increased by 18.5% over the past 3 years, which is a higher increase compared to Scotland at 9.8%. • The suicide rate in North Lanarkshire is higher than Scotland at 15.2 per 100,000 population over 2016-2020 period, whilst Scotland is 14.1.8 However, the suicide rate has decreased slightly in North Lanarkshire between 2000-2004 and 2016-2020, which has also been decreasing in Scotland.9 • In 2020, the suicide rate for males is more than twice the rate for females.10 • In Scotland, highest suicide rates are now in males aged 45-54 years.11 Progress on our Key Actions: Accidental Dwelling Fires High Risk Home Fire Safety Visits continue to be prioritised and the supply and fit of appropriate smoke/heat detection as required. Cook Safe will recommence shortly. COVID-19 provided significant challenges, High Risks visits were prioritised during the pandemic and a system was in place to make contact via telephone during the worst parts of the pandemic. The Global shortage of Smoke/Heat alarms due to the new change in Scottish Government Legislation increased the impact on the Fire and Rescue Service in terms of enquires and requests. Antisocial Fire Related Behaviour Partner working continues utilising Community Intelligence reports. Hotspot areas for illegal fly tipping have been identified involving local environmental teams to arrange uplift encouraging responsible waste disposal. Fire related Antisocial Behaviour talks have been given to over 2,500 children and young people in the Lanarkshire area. 7 Public Health Scotland, Unintentional Injuries - Hospital admissions year ending 31 March 2021 and deaths year ending 31 December 2020 8 The Scottish Public Health Observatory (ScotPHO), Suicides registered in Scotland, 2016-2020, by local authority 9 NRS Probable Suicides 2020 – probable suicides include deaths from intentional self-harm and events of undetermined intent 10 ScotPHO 11 ScotPHO Page 205 of 275
Page 206
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 12 Fire Reach Programme for Young Adolescents We recommenced our Fire Reach Programme in spring 2022 as COVID restrictions held this back. The programme will continue to target schools with a high instance of secondary fires focusing on care experienced groups in areas of deprivation during the school holidays. We have adapted our delivery model to support the Third Sector Care. Junior Fire Reach Programme We aim to start the Junior Fire Reach Programme for S1 pupils across all secondary schools in North Lanarkshire by the end of the 2022 school term as potential young people have now been identified. This training offers a flexible approach to education for children and young people who display an interest in fire, are involved in fire-related antisocial behaviour or have deliberately set fires. Juvenile Fire setter Intervention Programme We support the Juvenile Fire setter Intervention Programme through the specialised work of the Community Action Team whose members have received training on the Fire Safety Support and Education course. This training offers a flexible approach to education for children and young people who display an interest in fire, are involved in fire-related antisocial behaviour or have deliberately set fires. These courses are now fully operational after individuals are identified, utilising our Youth Engagement Officer. Fire Safety for Specialist Housing We are currently providing Fire Risk Awareness training with Lanarkshire housing officers, sheltered housing wardens/retirement officers and various partner agencies. Courses are only reopening now following the COVID-19 pandemic. Emergencies Attended The Scottish Fire and Rescue Service has seen a growing trend on entry to premises due to falls. As a result, we have seen an increase in slips, trips and falls referrals. Page 206 of 275
Page 207
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 13 Falls Strategy We produced an Implementation Plan for 2021/22 as part of the Falls Strategy to reduce the number of slips and trips in the home. Ongoing capacity pressures resulting from the pandemic has limited progresses across the workstreams in this Implementation Plan. Harm Reduction and Drug Related Deaths We developed a final draft North Lanarkshire Alcohol and Drug Partnership (NLADP) Strategy and key actions, which promotes harm reduction and the reduction of drug related deaths in our communities. Medication Assisted Treatment (MAT) standards implementation, delivery capacity across statutory and voluntary sector services and reaching those who are still not known to services continues to be challenging. Assertive outreach, overdose response pathways and early intervention measures will continue to be strengthened through workforce development and closer working via ADP structures. New ADP investment is to be targeted to these areas in 2022/23. Risk of Suicide We have a Targeting High Risk Group meeting which convenes every six weeks, whereby current data, themes and trends are discussed. Decisions are made on the facts provided. We are currently undertaking practice research into suicide in homelessness and care experienced young people. It is challenging in balancing the messages of suicide prevention and suicide promotion. Too much publicity may have the opposite effect, and we are continually vigilant of this fact. Suicide Awareness in Education Establishments We have developed Lifelines’ procedures and a training programme has been completed in our education establishments including primary school staff. Our next steps are widening out the suicide awareness training to other providers supporting younger people, starting with the children's houses staff. There are a regular Suicide Prevention Children and Young People meetings, which focuses on all under 18s or under 26 for care experienced young people only and discusses promotional campaign, self-harm and contextual safeguarding. Suicide awareness training is only provided to school pupils over the age of 14 due to the lack of understanding of the subject for younger people. Page 207 of 275
Page 208
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 14 ASIST and Safe TALK Suicide prevention awareness training, ASIST and Safe TALK was stopped during Covid 19 lock down. We recently recommenced the face-to-face programme of suicide prevention awareness training, ASIST and Safe TALK following the COVID-19 restrictions and offer a monthly training session for all Health and Social Care staff as well as wider partners. We developed Suicide ALERT as an online awareness training through the lockdown period, which will now continue to be offered with a training for trainers’ programme being launched to encourage smaller agencies to deliver in the heart of the community. There are ASIST training capacity issues in North Lanarkshire. Active Health Recovery of the specialist health classes, and the Active Health programme took place in line with Covid restrictions. Promotion of the strength and balance classes has been vital to address the deconditioning that has occurred across the population which has increased the risk of falls. Promotional activities continue to increase participation. Get Walking Lanarkshire programme continues to be promoted and well attended across North Lanarkshire along with a range of complementary physical activity programmes including green health opportunities. Feedback from a range of professionals has highlighted a loss of functional capacity across all sections of the population, but particularly those who were shielding due to their vulnerability, which has increased the risk of falls. Home Safety We continue to work with Early Years establishments and parents to raise awareness of the importance of home safety. Health Visitors and Family Nurses discuss home safety at all home visits within the Universal Health Visiting Pathway. Parent and carers are signposted to the Safety section on the Ready Steady Baby book and receive a ROSPA height chart at 13-15months which details more home safety information. Lanarkshire’s Tobacco Control Strategy We continue to implement the actions contained in Lanarkshire’s Tobacco Control Strategy to reduce the prevalence of smoking in North Lanarkshire and in doing so, reduce the risk of unintentional fire and injury. We have reduced the smoking prevalence in the general population with targets exceeding in year one of the pandemic. Quit rates have increased with heavier smokers having better quit rates and younger people are making more quit attempts. We have updated Lanarkshire’s smoke-free policy. We have completed Tobacco and Cannabis consultation. Local communications and Partnerships have been formed with other topic areas such as green Page 208 of 275
Page 209
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 15 health and financial inclusion. Ongoing Partnerships have continued with other boards, HSCPs and Community Planning Partnerships. There are persistent and increased inequalities in smoking and the prevalence of smoking remains higher in deprived areas. People who smoke are more at risk of contracting COVID. Targets will not be achieved in year two of pandemic. The National Tobacco Control Programme continues to be paused. North Lanarkshire Council has signed up to the Smoke Free Lanarkshire Charter along with other partners such as NHS Lanarkshire. Drug Related Litter Group We will explore creating a drug related litter group to effectively address and reduce the amount of needles and other drug related litter inappropriately disposed of. Further discussion is planned with partners and communities to identify areas of focus. Priority 4: To tackle Gender Based Violence and protect people at risk of harm Evidence tells us: • The number of domestic abuse incidents reported to Police Scotland have decreased by 3% between 2020/21 to 2021/2212. • Female victims represent the highest proportion of domestic abuse incidents (4 out of every 5 incidents which Police Scotland attend there is a female victim and male perpetrator). • Violence Against Women Working Group (VAWG) provides services which include NHS Lanarkshire, Gender Based Violence Services, Women’s Aid, ASSIST, Social Work and Housing. VAWG reported 5473 referrals in 2021/22, which is an increase of 12.8% in referrals to these services over the past three years.13 Progress on our Key Actions: Disclosure Scheme for Domestic Abuse We continue to work with partner agencies to ensure that those at risk of harm from domestic abuse perpetrators are provided with a timely disclosure under the provisions of the Disclosure Scheme for Domestic Abuse Scotland (DSDAS). We have a regular 12 Police Scotland data 2020/21, 2021/22 13 North Lanarkshire Council provided data for VAWG Page 209 of 275
Page 210
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 16 Decision-Making Forum (DMF), whereby police and partner agencies discuss DSDAS submissions and arrange their subsequent disclosure. Domestic Abuse and Gender Based Violence Awareness Lanarkshire Division of Police Scotland continues to work with partner agencies including Violence Against Women (VAW), ASSIST and Women's Aid to support vulnerable victims and improve reporting of domestic offending and Gender-Based violence. Domestic Abuse (Scotland) Act 2018 We continue to utilise the Domestic Abuse (Scotland) Act 2018 legislation when reporting offenders to COPFS. Police Scotland supports the continuous professional development of all staff in this business area ensuring they are equipped to effectively investigate these crimes. Mentors in Violence Prevention We now have a Development Plan in place and all secondary schools in North Lanarkshire have teachers trained in Mentors in Violence Prevention. COVID-19 has caused some disruption to schools while undertaking this training. Safe and Together We have secured funding in the past year from Scottish Government’s Delivering Equally Safe Fund. A Safe and Together Co- ordinator is now in post and a schedule of training is in place which will provide core training for social workers in Children, Families and Justice Services. An overview course will be delivered to a multi-agency audience including Police Scotland, NHS Lanarkshire, third sector organisations and Education. A baseline evaluation is currently being carried out together with the Improvement Service. Equally Safe at Work We have achieved Bronze Accredited Status for leadership, data collection and use, flexible working, occupational segregation workplace culture, violence against women. A working group has been established to progress towards Silver Standard. The roll out across the public sector is currently underway. Page 210 of 275
Page 211
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 17 MARAC During 2021, North Lanarkshire Chief Officers Public Protection agreed just over £111,000 of additional funding to support the MARAC process across Lanarkshire as a result of increased demand. The funding secured additional MARAC Co-ordinators, secretarial support and dedicated chairing of MARAC. Virtual meetings have worked well with better attendance. Violence Against Women Strategy We have prepared a Draft Violence Against Women Strategy and Action Plan for 2022-2025, which was prepared in spring 2022. The key actions contained in the VAW Strategy are to improve trauma informed practice across partnership agencies, develop and roll out quality assurance processes for North Lanarkshire MARAC to ensure the effectiveness of the process and continue the implementation of the Safe and Together model across North Lanarkshire to improve outcomes for children experiencing domestic abuse. Contextual Safeguarding Contextual Safeguarding is an approach to protecting young people who are at risk of extra familial abuse. It supports a shift in practice in which child protection professionals and partners actively take steps to make the places in which young people have experienced abuse, safer. Such places include parks, transport hubs, schools, communities and online. It also supports agencies develop practice, systems and structures for identifying, assessing and intervening with contexts and groups in which young people are at risk of significant harm. As such it is based on multi-agency working, not only between the core partners to child protection work, but also with agencies such as Housing, Leisure, and Community Learning and Development. As an integrated approach to practice, it also aligns with co-ordinating support around Empowering Clusters and an emphasis on relationship-based practice that meets the needs of young people in their communities. Children and young people who are impacted by wider adversities including poverty are often more vulnerable to extra familial risks and therefore this work supports the council and partner agencies in addressing inequalities. North Lanarkshire Child Protection Committee has already endorsed the further development of this approach, assuming wider agreement to move forward with a contextual safeguarding approach. Governance arrangements to oversee its implementation will be established and will focus on the following areas: Page 211 of 275
Page 212
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 18 • We will undertake multi-agency training in contextual safeguarding to ensure that staff are confident in assessing and intervening within contexts and groups where young people are at risk of significant harm in the community • We will create a system where protective actions are taken in respect of locations where young people have been or may be harmed • We will work with local communities to make places for young people safer These actions will be included in the Community Safety Strategy Action Plan as new actions for 2022/23 going forward and progress reported on through future Annual Progress Reviews. Priority 5: To improve road safety Evidence tells us: • The number of people seriously injured in road accidents has increased by 19.6%. • There has been a 14.1% increase in people slightly injured in North Lanarkshire. • The number of children (under 16 years) killed and seriously injured has decreased since 2019/20 to 2021/22.14 • Number of people convicted of dangerous driving has decreased by 25.3% between 2020/21 and 2021/22.15 • There has been a 34.9% reduction in the number of people charged for disqualified driving during the period 2020/21 to 2021/22. • Number of people charged of driving licence offences has reduced by 13.7% between 2020/21 and 2021/22. • A reduction of 30% in the number of people charged of driving without insurance was seen during the period 2020/21 and 2021/22. • An increase of two-thirds (69.4%) in the number of people charged of driving without a seat belt over 2020/21 and 2021/2022 period. • Number of people charged of driving whilst using a mobile phone decreased by 38.6% between 2020/21 and 2021/2022. 14 Data on people seriously, slightly injured; children killed, seriously injured provided by North Lanarkshire Council for 2019/20, 2020/21, 2021/22 15 Data from Police Scotland for 2020/21, 2021/22 Page 212 of 275
Page 213
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 19 Progress on our Key Actions: Innovative Methods to Reduce Speed We have progressed the development of several road safety improvement schemes to reduce speed within our communities and are at various stages of consultation, design and implementation. Local Development Programme We have invested in a number of projects across North Lanarkshire, which have contributed to a more positive road safety environment such as environmental improvements and additional car parking. Poor Driver Behaviour We are working in collaboration with Police Scotland to report poor driver behaviour and request enforcement. Online School Travel Plan The Active Schools Team is working with schools offering the opportunity to support an Active Travel Plan. A survey was carried out to ascertain which schools were interested in supporting Active Travel and schools have started working on plans which include cycling and walking. Walking To School We work with schools to encourage Walking Buses, an organised walk to and from school with volunteers and pupils and other walking initiatives. On-road cycle training in schools We offer Bikeability 2 to all primary schools in the North Lanarkshire, which has a high uptake. This road cycle training enables pupils to cycle safely on the road. Page 213 of 275
Page 214
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 20 Active Travel Strategy We are progressing the delivery of North Lanarkshire’s Active Travel Strategy which is aimed at improving pedestrian connectivity and provision at our town centres, hubs, schools and communities. The main challenges are the availability of land or road space to provide improved walking and cycling facilities. Page 214 of 275
Page 215
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 21 Annex – Summary of Progress on Community Safety Strategy Indicators Priority 1: To effectively tackle anti-social behaviour Indicators Frequency 2020/21 2021/22 Change 2020/21 to 2021/22 Lead Source Number of antisocial contacts Annual 9111 9096 North Lanarkshire Council Number of antisocial contacts resolved Annual 9073 At 31/3/21 9018 At 31/3/22 North Lanarkshire Council Number of antisocial contacts due to domestic noise Annual 6267 6198 North Lanarkshire Council Number of antisocial contacts due to criminal activity Annual 1647 1348 North Lanarkshire Council Number of antisocial contacts due estate issues Annual 124 189 North Lanarkshire Council Number of antisocial contacts due to harassment Annual 921 1128 North Lanarkshire Council Number of antisocial contacts due to non-domestic noise Annual 25 53 North Lanarkshire Council g Page 215 of 275
Page 216
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 22 Priority 2: To reduce serious violence and disorder Indicators Frequency 2020/21 2021/22 Change 2020/21 to 2021/22 Lead Source Number of overall crimes recorded Annual 16386 14971 Police Scotland Number of serious assaults Annual 243 231 Police Scotland Number of murders Annual 7 3 Police Scotland Number of robberies Annual 78 68 Police Scotland Number of hate crimes Annual 346 324 Police Scotland Number of vandalism and malicious mischief crimes Annual 2855 2891 Police Scotland Number of housebreaking thefts Annual 644 566 Police Scotland Number of detections for drugs, Annual 2891 2156 Police Scotland Page 216 of 275
Page 217
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 23 Priority 3: To reduce harm from unintentional injury and fire Indicators Frequency 2020/21 2021/22 Change 2020/21 to 2021/22 Lead Source Number of accidental dwelling fires Annual 279 245 Scottish Fire and Rescue Service Number of fire fatalities Annual 2 1 Scottish Fire and Rescue Service Number of fire casualties Annual 92 64 Scottish Fire and Rescue Service Number of deliberate primary fires Annual 211 189 Scottish Fire and Rescue Service Number of deliberate secondary fires Annual 1313 1479 Scottish Fire and Rescue Service Number of fires in non- domestic buildings Annual 105 95 Scottish Fire and Rescue Service Number of malicious calls Annual 75 87 Scottish Fire and Rescue Service Number of emergency hospital admissions due to unintentional injury (total) Annual 96 80 NHS Lanarkshire Page 217 of 275
Page 218
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 24 Number of emergency hospital admissions due to unintentional injury (under age 15 years) Annual 8 3 NHS Lanarkshire Number of emergency hospital admissions due to unintentional injury (aged 65 and over) Annual 23 32 Number of emergency hospital admissions aged 65 and over due to falls Annual 1140 Unavailable yet NHS Lanarkshire Number of suicides Annual 259 2016-2020 NHS Lanarkshire Page 218 of 275
Page 219
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 25 Priority 4: To tackle Gender Based Violence and protect people at risk of harm Indicators Frequency 2020/21 2021/22 Change 2020/21 to 2021/22 Lead Source Number of domestic abuse incidents reported to Police Scotland Annual 4893 4748 Police Scotland Number of referrals to VAWG specialist services Annual 5375 5473 Violence Against Women Working Group Page 219 of 275
Page 220
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 26 Priority 5: To improve road safety Indicators Frequency 2020/21 2021/22 Change 2020/21 to 2021/22 Lead Source Number of people seriously injured Annual 56 67 Scottish Government, Transportation Number of people slightly injured Annual 156 178 Scottish Government, Transportation Number of children killed* Annual 0 1 Scottish Government, Transportation Number of children seriously injured* Annual 14 8 Scottish Government, Transportation Number of people convicted of dangerous driving Annual 253 189 Police Scotland Number of people charged for disqualified driving Annual 123 80 Police Scotland Number of people charged of driving licence offences Annual 431 372 Police Scotland Number of people charged of driving without insurance Annual 1355 949 Police Scotland Number of people charged of driving without a seat belt Annual 62 105 Police Scotland Number of people charged of driving whilst using a mobile phone Annual 114 70 Police Scotland s Page 220 of 275
Page 221
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 27 Status of Action Key Indicator Definition On track, budget, within scope and likely to deliver expected benefits Minor delays, cost overruns, changes to scope or reductions in benefits Significant delays, cost overruns, changes to scope or reductions in benefits Strategic Priority 1: To effectively tackle antisocial behaviour Lead Partner Status of Action We will better use evidence and intelligence collaboratively to identify key areas of focus to target resources and activity to effectively tackle antisocial behaviour Police Scotland North Lanarkshire Council Scottish Fire and Rescue Service We will review the Antisocial Response service to ensure the service is fit for purpose, targets resources efficiently and effectively and meets local needs North Lanarkshire Council We will adopt a preventative approach by delivering local based initiatives to address and prevent antisocial behaviour Police Scotland North Lanarkshire Council Scottish Fire and Rescue Service We will work collaboratively to implement environmental changes to minimise anti-social behaviour in public spaces North Lanarkshire Council We will work in partnership to proactively address challenges around problematic premises Police Scotland We will decrease the sale of alcohol to young people, focussing on the providers and facilitators of alcohol provision Police Scotland We will increase the effective use of existing legislation e.g., CRASBO, Fixed Penalty Notices for Environmental Offences, Anti-Social Behaviour Orders Police Scotland North Lanarkshire Council Strategic Priority 2: To reduce serious violence and disorder Lead Partner Status of Action We will increase positive engagement with complainers of violence to maximise accurate reporting and investigating Police Scotland Page 221 of 275
Page 222
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 28 We will reduce residential indoor violence by targeting repeat locations and offenders Police Scotland We will reduce the number of people carrying weapons and serious violent crimes involving the use of weapons through a range of tactics including prevention, early intervention and enforcement Police Scotland We will increase the disruption of persons involved in serious and organised crime and reduce the number of violent crimes linked to feuds between crime groups Police Scotland We will reduce hate crime through effective engagement, education and enforcement Police Scotland North Lanarkshire Council We will ensure effective use of third-party reporting tools for hate crime Police Scotland North Lanarkshire We will commit specialist officers to investigate patterns of housebreaking and target recidivist offenders Police Scotland We will increase the use of mobile automatic number plate recognition to reduce road crime Police Scotland We will encourage prevention activity such as removal of property tools from vehicle and trailers to reduce vehicle crime Police Scotland We will tackle Serious Organised Crime groups who exploit young people to commit high value vehicle crime Police Scotland We will collaboratively support education in relation to the risks of drug use, including multi-substance use Police Scotland We will increase intelligence and detection in relation to the supply of all drugs Police Scotland Page 222 of 275
Page 223
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 29 Strategic Priority 3: To reduce harm from unintentional injury and fire Lead Partner Status of Action We will provide ‘Cook Safe’ presentations and Home Fire Safety Visits to address the main causality factor of accidental dwelling fires and to reduce resulting casualties and fatalities Scottish Fire and Rescue Service We will tackle anti-social fire related behaviour through effective use of intelligence and working collaboratively across organisations and partners Scottish Fire and Rescue Service North Lanarkshire Council We will continue to deliver our Fire Reach Programme to support our personnel to engage effectively with young adolescents Scottish Fire and Rescue Service We will continue to roll out the new Junior Fire Reach Programme for S1 pupils across all secondary schools in North Lanarkshire Scottish Fire and Rescue Service We will support the Juvenile Fire setter Intervention Programme through the specialised work of the Community Action Team Scottish Fire and Rescue Service We will continue to implement the range of fire stopping and active and passive fire safety measures in NLC multi-storey tower blocks Scottish Fire and Rescue Service North Lanarkshire Council We will work with housing organisations that provide specialist housing to improve fire safety for vulnerable groups using the new national fire safety guidance for specialist housing Scottish Fire and Rescue Service North Lanarkshire Council Registered Social Landlords We will increase the number and variety of emergencies attended by Scottish Fire and Rescue Service to support partner agencies in protecting the community Scottish Fire and Rescue Service We will implement a Falls Strategy to reduce the number of slips and trips in the home Health and Social Care NHS Lanarkshire We will work with the Alcohol and Drug Partnership to promote harm reduction and reduce drug related deaths in our communities North Lanarkshire Council Health and Social Care NHS Lanarkshire Police Scotland We will proactively target groups at most risk of suicide through effective social media campaigning Health and Social Care Page 223 of 275
Page 224
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 30 We will improve awareness of suicide amongst our education establishments and consider further how to sensitively increase awareness amongst primary education settings Health and Social Care We will continue to carry out a range of tailored training on suicide prevention including Suicide Talk, Safe Talk, ASIST and Storm Training. Health and Social Care We will increase participation in physical activity opportunities recommended to improve bone health and strength, and raise awareness of active health opportunities such as ‘get walking’ North Lanarkshire to improve health and reduce risk of falls Health and Social Care NHS Lanarkshire We will continue to improve home safety for young children through working with our early year providers to raise awareness of home safety with parents Health and Social Care NHS Lanarkshire We will explore creating a drug related litter group to effectively address and reduce the amount of needles and other drug related litter inappropriately disposed of North Lanarkshire Council Requires further partnership discussion We will continue to implement the actions contained in Lanarkshire’s Tobacco Control Strategy to reduce the prevalence of smoking in North Lanarkshire and in doing so reduce the risk of unintentional fire and injury Health and Social Care NHS Lanarkshire Strategic Priority 4: To tackle Gender Based Violence and protect people at risk of harm Lead Partner Status of Action We will promote the use of the Disclosure Scheme for Domestic Abuse to prevent repeat patterns of abuse occurring Police Scotland We will increase awareness of domestic abuse and Gender-Based violence to discourage offending and increase reporting Police Scotland We will champion awareness and effective application of the domestic Abuse (Scotland) act 2018 Police Scotland We will progress the accreditation of NLC to become an Equally Safe at Work accredited employer and encourage other public sector organisations to gain accreditation following wider roll out by Scottish Government North Lanarkshire Council We will promote respectful relationships via promotion of Mentors in Violence Prevention in secondary schools across North Lanarkshire North Lanarkshire Council NHS Lanarkshire We will Implement Safe and Together, a model of work with domestic abuse cases where there are children North Lanarkshire Council We will continue to develop best practice in delivering MARAC, a domestic homicide prevention model in North Lanarkshire North Lanarkshire Council Page 224 of 275
Page 225
Improving Community Safety in North Lanarkshire – A Strategy to Improve Lives 31 We will develop and implement a Violence Against Women Strategy and Action Plan for North Lanarkshire North Lanarkshire Council We will work with North Lanarkshire Adult and Child protection committees to increase awareness of adult and child protection amongst individuals and communities North Lanarkshire Council We will work with North Lanarkshire Adult and Child Protection Committees and MAPPA Strategic Oversight Group to continue to improve strategic linkages across the Public Protection agenda in North Lanarkshire North Lanarkshire Council Strategic Priority 5: To improve road safety Lead Partner Status of Action We will implement 20mph zones in Town Centres and main shopping centres and continue to review and deliver 20mph zones on an annual basis North Lanarkshire Council We will continue to explore innovative methods to reduce speed within our communities and respond to complaints of speeding through education and engineering North Lanarkshire Council We will continue to improve our annual older pedestrian campaign and develop a new inter-generational resource to be delivered at home by school children to their older relatives North Lanarkshire Council No longer progressed within NLC We will work collaboratively with partner organisations to address poor driver behaviour North Lanarkshire Council We will continue to support regional and national initiatives on car safety and to improve training for staff to provide specialist advice on in-car safety North Lanarkshire Council No longer progressed within NLC We will continue to provide a dedicated road safety engineering section to investigate accident trends and implement road safety engineering measures where appropriate North Lanarkshire Council We will support staff in all education establishments across North Lanarkshire to improve awareness of road safety and develop and online school travel plan North Lanarkshire Council We will encourage and actively promote the benefits of walking to school North Lanarkshire Council We will target parents of children in education to deliver key messages on safe transportation and seat belt wearing North Lanarkshire Council No longer progressed within NLC We will support the delivery of on-road cycle training in schools North Lanarkshire Council We will continue to invest in the infrastructure of roads to improve cycling and walking safely and improve connectivity within North Lanarkshire North Lanarkshire Council Page 225 of 275
Page 226
Page 226 of 275
Page 227
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/RD Date 22/08/22 Approval to Utilise Frameworks for Outdoor Play Equipment and Artificial Surfaces From Stephen Penman, Head of Strategic Communications E-mail penmanste@northlan.gov.uk Telephone 07947 997750 Executive Summary This report seeks approval from the to use the collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces. The framework provides the council with access to a range of external Register of Play Inspector International (RPII) qualified contractors and suppliers to support the delivery of works, services and supply arrangements for outdoor play environments including natural playgrounds, outdoor gym equipment, multi-use games areas, wheeled sports areas, safer surfaces and artificial areas. The framework is effective from September 2022 until August 2024 with the option to extend for up to 24 months, at 12-month intervals, until August 2026. The exact mobilisation date of the framework will be confirmed by Scotland Excel following approval by their board. Over the framework duration (including extensions) the council’s estimated spend is £3 million. Each project is recorded within a two-year procurement pipeline to allow for forward planning. In addition, the report seeks approval to use alternative existing frameworks available to the council to expedite project delivery and deliver best value as required. Recommendations It is recommended that the People and Communities Committee: (1) recognise the benefits offered to the procurement and delivery process by utilising a nationally agreed framework; (2) recognise that alternative frameworks may on occasion offer a better route to market and should be utilised where appropriate; (3) approves the use of the Scotland Excel collaborative Framework for Outdoor Play Equipment and Artificial Surfaces for the entire framework period; (4) approves the use of any alternative established frameworks to ensure efficiency and best value continue to be delivered. AGENDA ITEM 15 Page 227 of 275
Page 228
1. Background 1.1 The Education committee agreed, on 13th October 2017, to approve the use of the collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces for the lifetime of the framework. 1.2 The framework was originally due to expire in 2021 following the allowed contract extensions. A short-term extension was put in place extending the framework to 30th June 2022 to take account of disruption caused by the Covid-19 pandemic. 1.3 A replacement framework has been established with an estimated commencement date of September 2022. The time delay in the commencement of the new framework has necessitated the use of other existing procurement routes to ensure continuity of project delivery. 1.3 It is the intention of services to fully utilise the Scotland Excel framework when it is operational but also to maximise other procurement opportunities to ensure the continued delivery of best value. 1.4 All frameworks that may be used are established following a competitive contract award procedure which is undertaken in accordance with the relevant procurement regulations and provides the council with a fully compliant and efficient route to market. 2. Report 2.1 The collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces will be immediately available for the council to use following the commencement date. 2.2 Use of the framework will provide the council access to a range of external Register of Play Inspector International (RPII) qualified contractors and suppliers to support the delivery of works, services and supply arrangements for outdoor play environments including natural playgrounds, outdoor gym equipment, multi-use games areas, wheeled sports areas, safer surfaces and artificial areas. 2.3 The council can use this framework in either of the following ways: • Direct Award – this call-off mechanism allows requirements to be cross-compared between the framework suppliers’ standard contract prices and terms to quickly identify who provides best value; or, • Mini-competition – this call-off mechanism allows the council to re-open competition with the framework suppliers in an attempt to secure optimum quality and innovation for an allocated budget. 2.4 Over the entire framework duration (including extensions) the council’s estimated spend is £3 million. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Page 228 of 275
Page 229
2.5 A designated contract manager within the community partnership team will be responsible for operational contract and supplier management activities, while Scotland Excel, as the framework owner, will undertake strategic contract management. 2.6 Where alternate routes to market are identified, such as established frameworks or open tender procedures, the designated contract manager will liaise with the appropriate category manager within the corporate procurement team to ensure the route chosen delivers best value for the council and provides operational efficiency. 2.7 An annual procurement pipeline is produced to allow forward planning of procurement demand and to give sight of where opportunities may exist to increase efficiency in delivery. (Appendix 1) 3. Measures of success 3.1 Projects delivered within agreed timescales and on budget taking into account all relevant factors. 3.2 An opportunity to derive maximum value, optimum quality and innovation for any project by conducting mini-competitions. 3.2 Contracts awarded by the council are compliant with the procurement legislation and internal procedures. 3.3 A collaborative approach to the procurement of the requirement, minimising the burden on internal resource and leveraging the economies of scale. 3.4 Community aspirations are met through the utilisation of the optimum procurement route to deliver the best project outcome. 4. Supporting documentation 4.1 Appendix 1 – Procurement Commercial Pipeline: Play and Recreation Developments Stephen Penman Head of Strategic Communication Page 229 of 275
Page 230
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Each of the projects, if deemed appropriate for delivery and where budget is available is supported through funding available via the Community Board Local Development Programme capital allocation and Scottish Government play fund. Additional resource is provided by housing developer contributions. Consideration will also be given to maximising external and other partner contributions where possible. All projects are tendered within budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ Page 230 of 275
Page 231
If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Projects will have a positive effect on the local environment, contributing to safer areas to play and increasing community cohesion. Scotland Excel worked closely with Sustainable Procurement Scotland, who are funded by Zero Waste Scotland and the Scottish Government, to ensure that the framework delivers meaningful economic, social and environmental value to Councils. This framework should provide a wide range of benefits to support Scotland’s National Outcomes and deliver long term benefits to communities across Scotland. Appointed suppliers made strong commitments to involve community and school groups at all stages of projects to enhance community cohesion, for which involvement of young people in the design and construction of pitches and play areas for instance help to create a sense of ownership in the facility and thereby reduces the risk of anti-social behaviour and vandalism. Other measures proposed from the suppliers, which will be monitored through KPI’s throughout the lifetime of the framework, include: • ensuring that rubber granule infill material comes from recycled commercial tyres; • procuring building materials close to the project site to limit transportation and benefit the local community; • registering projects with the Considerate Contractors Scheme; • donating good quality used equipment and fencing to schools, community groups and charities; • refurbishing existing equipment on site, salvaging and reusing the existing topography of project sites; • implementing renewable technologies for power; and • promoting bio diversity through planting to sustain wildlife and insect populations. Page 231 of 275
Page 232
In addition to the above, a number of suppliers have confirmed that they are ISO14001 accredited which provides assurance that environmental impact is being continually measured and improved. 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? Play area projects are discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are no significant financial risks which have been identified at this stage in the financial year, however this will continue to be closely monitored. Some projects may not proceed as a result of e.g., community consultation or site investigations and outstanding budgets will be re-allocated to other projects which will be reported to a future Community Board. It should be acknowledged that there are nationwide challenges in relation to supply of materials and there is also an impact on material costs leading to potentially higher contract costs which could impact on delivery of projects. Page 232 of 275
Page 233
Page 233 of 275
Page 234
Appendix 1 Page 234 of 275
Page 235
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LP/GS Date 22/08/22 Community Asset Transfer and Participation Requests: Annual Report for 2021/2022 From Stephen Penman, Head of Strategic Communication E-mail penmanste@northlan.gov.uk pollockle@northlan.gov.uk Telephone 07814916564 Executive Summary The purpose of this report is to provide the People and Communities Committee with the annual progress report regarding Community Asset Transfer (CAT) and Participation Requests (PR) in North Lanarkshire. The report has been prepared in line with the legislative requirements set out in Parts 3 and 5 of the Community Empowerment (Scotland) Act 2015 requiring relevant authorities to publish an annual report setting out the number of requests received and the outcome of these. A summary of this report will be published and made available online to communities. Recommendations It is recommended that the People and Communities Committee: (1) Acknowledge the progress made in implementing the North Lanarkshire Community Asset Transfer (CAT) and Participation Request approach and the level of support being provided to groups and organisations engaged in the process. (2) Recognise the number of Community Asset Transfer requests, requests agreed or refused, whether they resulted in transfer of ownership, lease or conferral of other rights, number of appeals, and number of decisions made by the council that have been reviewed and the level of capacity building support being provided to groups and organisations engaged in the process; and (3) Approve the official annual return for submission to the Scottish Government. (4) Authorise the publication of this report and the annual Scottish Government return to meet the requirements under Section 95 of the Community Empowerment (Scotland) Act 2015for Local Authorities to produce and publish an annual report on Asset Transfer Request activity. The Plan for North Lanarkshire Priority All priorities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves AGENDA ITEM 16 Page 235 of 275
Page 236
1. Background 1.1 The Community Empowerment (Scotland) Act 2015 came into force in July 2015. The Act requires Local Authorities to engage with communities and the voluntary sector to deliver effective services in partnership to meet local need. Community Asset Transfer is covered under part 5 of the Act and Participation Request requests are covered under Part 3 of the Act. 1.2 The council’s Corporate Community Ownership and Management Working Group oversees delivery of the process (This working group replaced the previously named Corporate Community Empowerment Working Group). 1.3 To date there has been a focus on ensuring that the council’s processes reflect the requirement to: - • empower community bodies through the ownership of land and buildings and strengthening their voices in the decisions that matter to them; • focus on achieving outcomes and improving the process of community planning through community participation; • implement, and continue to review, the CAT and PR policy and process approved by the Community Empowerment Committee in April 2020 reflecting The Plan for North Lanarkshire and other national review and guidance. 1.4 Following initial engagement with organisations and groups who have expressed an interest in a CAT. Support is provided by key staff to assist them to understand the process and requirements and to advise them on the importance of self-assessing their ‘readiness’ and capacity to take on an asset. 1.5 On receipt of a CAT application request made under the terms of the Community Empowerment Act, the formal process is started. This involves convening a CAT scoring panel, consisting of key officers from across council services. The scoring panel undertake an initial assessment based on approved assessment criteria. Thereafter the CAT Leadership Group made up of the Head of Strategic Communication, Head of Asset and Procurement Solutions and the Head of Service who has responsibility for the asset are presented with the assessment information to consider and make recommendations to the committee for the relevant holding service. 1.6 The Participation Requests process reflects the very specific guidance associated with Part 3 of the Act. 2. Report 2.1 Community Asset Transfer update 2.1.1 Between the 1st of April 2021 and the 31st of March 2022 there have been a total of 16 new enquires relating to CAT. Combined with 10 ongoing enquiries from the previous year; has meant officers involved in the CAT process have been engaging and supporting 26 organisations and groups all at different stages of the CAT process. Page 236 of 275
Page 237
2.1.2 Table 1 below summarises the enquiries/submissions received between 1st April 2021 and 31st March 2022 Table 1 Community Asset Transfer enquiries/submissions as of 31st March 2022 Classification Number Ongoing enquiries from 2020-21 period 10 Number of new initial telephone / email enquiries received 10 Number of new web enquiries received 6 Total number of new enquiries 16 Total number of ongoing / incoming enquiries 26 Enquiries leading to formal CAT applications being submitted 3 Further breakdowns Number of successful CAT applications determined 1 Number of unsuccessful CAT applications determined 1 Unsuccessful CAT applications that went to authority appeal or ministerial review 1 Number of applications withdrawn 1 Number of CAT applications yet to be determined 0 Enquiries resulting in other ownership or management options 3 Enquiries withdrawn 1 Number of ongoing enquiries 19 Anticipated / applications pending 7 Enquiries with limited or no progress to report 12 2.1.3 While not all enquiries result in a formal CAT, the focus is on securing the best outcome for all parties which can range from full transfer or lease to partnership arrangements with the Council. A detailed breakdown of CAT activity is provided in Appendix 1 to this report. 2.2 CAT - Key highlights for 2021/22: 2.2.1 Several key highlights from the last reporting year include: • Conclusion of the CAT request from Viewpark Gardens Trust, with a successful outcome in favour of the group for a CAT lease at a peppercorn value, reflecting the implied community benefit value of the developments and activities being planned by the organisation • Favourable consideration to the CAT request from Palacerigg Community Trust for plots of land, two longhouses, meadows and fields; and the former visitors centre within Palacerigg Country Park. This has resulted in a successful outcome for the organisation who are now collaborating with the council to enable a lease agreement to be put in place. This will provide the organisation with security to start to deliver a comprehensive business plan to reinvigorate and increase access and usage of this valuable country park. Page 237 of 275
Page 238
• During the reporting period, enquiries and expressions of interests have been received from all nine community board areas. The awareness of the CAT process is increasing, with more organisations are making early contact for advice, guidance, and support. Some organisations expressing an interest have started to organise themselves in advance of entering the process to ensure that they are in a solid starting position. • Several organisations have approached the council about CAT in relation to common good properties/land. This is a complicated matter and legal services have been exploring options around a corporate approach to considering and responding to enquiries of this nature • Many organisations have received developmental support, guidance, or advice from the community partnership team to assess their capacity and to agree the best outcome for them in line with their organisational aspirations. Organisations have been appreciative of this initial offer of support. 2.2 Participation Requests 2.2.1 Part 3 of the Act (Participation Request) relates to extending and improving outcomes for communities. The legislation enables communities to request participation in decisions and processes which are aimed at improving outcomes for local people. 2.2.2 Since the 1st of April 2021 and the 31st of March 2022 there have been a total of five enquiries, with one participation carried over from previous year. Of these six enquires three formal participation requests have been submitted. A detailed breakdown of the participation requests is included in Appendix 2 Table 2 below summarises the enquiries/submissions received between 1st April 2021 and 31st March 2022 Table 2 Participation Request enquiries/submissions as of 31st March 2022 Classification Number Ongoing enquiries from 2020-21 period (delayed due to COVID-19 restrictions) 1 Number of new participation request enquiries 2021-22 4 Total number of ongoing/incoming PR enquiries 5 New enquiries leading to formal PRequest applications 2 Number of participation requests with successful outcomes agreed 3 (one from 2020/21 period) Number of unsuccessful participation requests determined 0 Number of enquiries withdrawn 1 Number of applications yet to be determined 0 Number of PR requests pending 1 Page 238 of 275
Page 239
2.3 Participation Requests - Key highlights for 2021/22: 2.3.1 Key updates for 2021/22 include: • Three successful outcomes agreed for villages within the Northern Corridor community board area (Gartcosh, Stepps and Cardowan). • All successful requests related to community organisations supporting North Lanarkshire Council by taking responsibility for local greenspace and streetscape / environmental improvements 2.4 Capacity Building Support for CAT & PR requests 2.4.1 Whilst the number of groups successfully completing the full CAT process is relatively low, pre-application support is being provided to several groups following early expression of interest or enquiry around the CAT or PR process. This is to ensure that the groups understand the process and any associated requirements and are supported to use the ‘participation’ approach that best reflects their needs with a focus on positive outcomes for local communities. A few groups and organisations are receiving support to further develop their capacity. This can be resource intensive, however the council is committed to ensuring that it does not transfer the burden of property or land to an organisation who do not have the capacity or long-term sustainability to make the transfer work for the organisation itself and therefore also the community. 2.4.2 It is likely that requests for support will increase again now that pandemic restrictions have been fully lifted. The provision of support is crucial and enables organisations to submit more rounded well considered applications and importantly to improve their own capacity to manage community assets. 2.5 Promotion and Awareness Raising 2.5.1 Work will continue to better promote and raise awareness of the various participation tools and approaches linked to CAT and PR. Examples of this work include: • A dedicated area on the council website for CAT requests can be accessed here. Any current CAT requests and associated documentation is published here together with all relevant information, guidance, documents to guide organisations through the CAT process and a self-assessment tool.; • an interactive list of council properties has been published on the council website to enable groups who are interested in considering CAT to search for property in specific areas; • the Common Good Register is available on the council website here; • A series of awareness raising animations have been produced relating to key elements of Community Participation and can be accessed in the links below - Getting Involved in your Community (Community Boards and local community planning) - click here - Community Asset Transfer – click here - Participation Requests – click here - Participatory Budgeting – click here • CAT and PR briefings will form part of the Development Programme for the nine Community Boards • CAT briefing sessions for elected members are available and will be rolled out to more recently elected Councillors . Page 239 of 275
Page 240
2.6 Future Priorities 2.6.1 Building on the progress to date in implementing the Community Asset Transfer and Participation Requests policy, a key area of focus is ensuring that the process moves at an appropriate pace. To achieve this, an updated action plan for the Corporate Community Ownership and Management of Assets working group has been created. The key priorities include: - • Continuing to develop and manage Community Asset Transfer and Participation Request process in line with part 5 of the Community Empowerment Act • Develop a shared understanding of the council estate and the parameters for community ownership • Design and implement a shared assessment for all ownership and management requests • Develop a corporate approach to enable the council to agree discounted leasing agreements with organisations with charitable aims where it is mutually beneficial to agree out with the CAT process • Development of Capacity Building Support offer which is proportionate to the aspirations of the organisations • Develop and implement a communication and implementation plan This Implementation Plan will be the subject of a future report to Committee 2.7 Annual data return for the Scottish Government 2.7.1 All relevant authorities concerned with asset transfer under schedule 3 of the Community Empowerment (Scotland) Act 2015 are required to submit an annual return to the Scottish Government. The Scottish Government provides a template to use for this purpose. 2.7.2 Appendix 4 contains the completed template for North Lanarkshire Council and contains key data for the period 1 April 2021 to 31 March 2022. The information provided in the template will help inform policy and practice at a local and national level. The data will be collated and shared by the Scottish Government’s Community Empowerment Team. 2.7.3 This annual report and the return to the Scottish Government contained within it, will be made publicly available to meet our requirements for reporting updates and progress to the olpublic. 3. Measures of success 3.1 Performance measures in respect of Community Asset Transfer and Participation Requests have now been included in the Plan for North Lanarkshire – Strategic Performance Framework. The performance measures cover the following: - • number of successful Participation and CAT requests • number of community groups engaged in Participation and CAT requests; • support provided to community groups and organisations as a result of initial CAT or PR enquiries; and • positive outcomes or referrals as a result of initial CAT or PR enquiries. Page 240 of 275
Page 241
4. Supporting documentation 4.1 Appendix 1 – Summary of Community Asset Transfer activity 4.2 Appendix 2 – Summary of Participation Request activity 4.3 Appendix 3 – Community Asset Transfer Policy 4.4 Appendix 4 – Annual Data Return for the Scottish Government Stephen Penman Head of Strategic Communication Page 241 of 275
Page 242
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Successful CAT requests may impact on the Council’s income in terms of revenue income and capital receipt. The implications of this could be both negative and positive and will be considered alongside risk and community benefit to contribute to determining the outcome of a CAT request. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Community Asset Transfer and Participation requests process has been implemented and reviewed, in accordance with the Council’s statutory duties as outlined in the Community Empowerment (Scotland) Act 2015 and the Asset Transfer under the Community Empowerment (Scotland) Act 2015 Guidance for Relevant Authorities. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ Page 242 of 275
Page 243
5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Discussion underway to improve corporate approach and use of techbnology to improve internal and external processes and information sharing. Business Intelligence Team representation on the Corporate Community Ownership Working Group has ensured links and progress Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Several of the projects will have a positive effect on the local environment, contributing to safer areas to play and addressing issues traffic congestion in specific areas. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Participation Request and CAT process supports the Council’s ability to meet the requirements of the Climate Change (Scotland) Act 2009 public sector duties. 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? Insert info from risk document Ongoing consideration as part of the corporate risk management approach linked to the implementation of the Community Empowerment (Scotland) Act 2015 Page 243 of 275
Page 244
Appendix 1 Community Asset Transfer Activity for 2021/22 a) Ongoing enquiries from 2020-21 period: (10) Organisation/group Asset 1 Villa Park Football Club Calder Park football pitches (Motherwell) 2 Chapelhall youth Development Group Chapelhall Senior Citizens Centre 3 Kilsyth Pipe Band The Pipe Band Centre, Kilsyth 4 Motherwell Veterans Group Motherwell Veterans Centre 5 North Lanarkshire Muslim Women & Family Alliance Old Monklands Community Centre 6 Palacerigg Community Trust Palacerigg community park Specific fields and buildings 7 You Are My Sunshine (YAMS) Newarthill Library 8 Kilsyth Athletic Football Club St Patrick’s sport field and pavilion 9 Watch us Grow Palacerigg House and gardens 10 Viewpark Gardens Trust Viewpark Garden b) Number of new initial telephone / email enquiries for 2021-22: (10) Organisation/group Asset 1 Made 4u in ML2 Greenfield Drive, Cambusnethan, Current leased accommodation 2 Pauls Parcels Shotts First Stop Shop 3 Airdrieonians Football Club Craigneuk sport pitches (common good site) 4 Cardowan Community Meadow Various pockets of land, Cardowan area 5 Tryst Handball Club Tryst Sports Centre 6 Airdrie Citizens Advice Bureau Various town centre locations for office space and shared community hub 7 Potential new charity / community interest company Burngreen Tennis Courts, Kilsyth (common good property) 8 St Augustine’s RC church / Stay Connected Shawhead Community Centre 9 Lanarkshire Muslim Welfare Society Property in Bellshill area for Islamic community centre 10 Palacerigg Archers Land within Palacerigg Park Page 244 of 275
Page 245
c) Number of new web enquiries received for 2021-22: (6) Organisation/group Asset Enquiry 1 Bridgend Boys Club Two sections of land at Auchengeich, Moodiesburn Lease or ownership 2 Fir Park Corner Football pitch and pavilion at Castlehill Road, Overtown Lease or ownership 3 Muirhouse and Flemington Community Interest Company / community council Shields glen park in Muirhouse and Flemington Lease 4 Cumbernauld Cottage Trust Old Cumbernauld Theatre Ownership 5 Harthill Village Hall Group Harthill Village Hall (former senior citizens centre) Ownership 6 Palm Church, Airdrie Rochsoles Community Centre Ownership Total number of ongoing / incoming enquiries for 2021-22: (26) Status logs for 2021-22: d) Enquiries leading to formal CAT applications being submitted: (3) Organisation/group Asset Enquiry Outcome 1 Palacerigg Archers Land within Palacerigg Park Ownership Withdrawn 2 Palacerigg Community Trust Fields and buildings within Palacerigg Park Lease Successful Leasing terms currently being finalised 3 Viewpark Gardens Trust Viewpark Gardens Lease Initial outcome: Unsuccessful NLC appeal: decision upheld Ministerial appeal: decision overturned and declared successful End outcome: Successful e) Enquiries resulting in other ownership or management options: (3) Organisation/group Asset Outcome 1 Your Are My Sunshine (YAMS) Newarthill Library Licence to occupy / operate 2 Watch Us Grow Palacerigg House, Gardens and Offices Commercial lease 3 Kilsyth Athletic Football Club St Patrick’s sports field and pavilion Management arrangement / partnership with NLC – Active & Creative Communities Page 245 of 275
Page 246
f) Enquiries withdrawn: (1) 1 Cardowan Community Meadow Various pockets of land, Cardowan area g) Pending formal CAT applications: (7) Organisation/group Asset Enquiry 1 Bridgend Boys Club Two sections of land at Auchengeich, Moodiesburn Lease or ownership 2 Fir Park Corner Football pitch and pavilion at Castlehill Road, Overtown Lease or ownership 3 Muirhouse and Flemington Community Interest Company / community council Shields glen park in Muirhouse and Flemington Lease 4 Cumbernauld Cottage Trust Old Cumbernauld Theatre Ownership 5 Harthill Village Hall Group Harthill Village Hall (former senior citizens centre) Ownership 6 Palm Church, Airdrie Rochsoles Community Centre Ownership 7 North Lanarkshire Muslim Women & Family Alliance Old Monklands Community Centre Lease or ownership Total number enquiries with status updates for 2021/22: (14) h) Enquiries with limited or no progress to report: (12) Organisation/group Asset Notes / update 1 Villa Park Football Club Calder Park football pitches (Motherwell) This site is a common good property. Legal enquiry underway, to determine if CAT can apply to site. No formal application made. 2 Chapelhall Youth Development Group Chapelhall Senior Citizens Centre New community steering group being created to lead on developing community solution 3 Kilsyth Pipe Band The Pipe Band Centre, Kilsyth Information and advice offered. No formal submissions made 4 Motherwell Veterans Group Motherwell Veterans Centre Information and advice offered. No formal submissions made 5 Made 4u in ML2 Greenfield Drive, Cambusnethan, Current leased accommodation Information and advice offered. No formal submissions made 6 Pauls Parcels Shotts First Stop Shop Operational property. Organisation will keep their enquiry under review. 7 Airdrieonians Football Club Craigneuk sport pitches (common good site) This site is a common good property. Legal enquiry underway, to Page 246 of 275
Page 247
determine if CAT can apply to site. No formal application submitted. 8 Tryst Handball Club, Cumbernauld Tryst Sports Centre Information and advice offered. No formal submissions made. Organisation happy enter into discussions with Active & Creative Communities 9 Airdrie Citizens Advice Bureau Various town centre properties Information and advice offered. No formal submissions made. Organisation plan to submit initial web enquiry with further information. 10 Potential new charity / community interest company Burngreen Tennis Court, Kilsyth This site is a common good property. Legal enquiry underway, to determine if CAT can apply to site. Significant work required to set up appropriate CAT body. 11 St Augustine’s RC church / Stay Connected Interested in community centre within Coatbridge area Information and advice offered. No formal submissions made. 12 Lanarkshire Muslim Welfare Society Holytown Community Centre Recent request, organisation at early stages, they are also considering new build options. Page 247 of 275
Page 248
Appendix 2 Participation Request Activity for 2021/22 a) Ongoing enquiries from 2020-21 period: (1) Organisation/group Asset Details 1 Gartcosh Tenants & Residents Association Open space next to Village Support NLC – street scene by taking over responsibility for maintenance of the site and to utilise as a village square / garden b) Number of new participation request enquiries for 2021-22: (4) Organisation/group Asset Details 1 Cardowan Community Meadows Open space on behind houses on Comedie Road Support NLC – street scene by taking over responsibility for maintenance of the site and to utilise as a village square / garden 2 Pauls Parcels Torbothie open space (junction of Southfield Avenue and Torbothie Road) Utilise open space area as a community garden 3 Auchinloch Community Council Public right of way between Auchinloch and Stepps Expression of interest to work with NLC to improve public right of way, to improve connections between Auchinloch and other Northern Corridor villages 4 Stepps Community Development Trust Flowerpots and planters along Main Street in Stepps To support NLC by taking over responsibility for maintenance and upkeep of planters Total number of ongoing/incoming PR enquiries: (5) Page 248 of 275
Page 249
c) New enquiries leading to formal participation request application: (2) Organisation/group Asset Details 1 Cardowan Community Meadows Open space on behind houses on Comedie Road Support NLC – street scene by taking over responsibility for maintenance of the site and to utilise as a village square / garden 2 Stepps Community Development Trust Flowerpots and planters along Main Street in Stepps To support NLC by taking over responsibility for maintenance and upkeep of planters d) Number of participation requests with successful outcome: (3) As per section C above plus: Gartcosh Tenants & Residents Association Open space next to Village Support NLC – street scene by taking over responsibility for maintenance of the site and to utilise as a village square / garden e) Number of unsuccessful participation requests determined: (0) f) Number of withdraw enquiries: (1) Organisation/group Asset Details Update 1 Pauls Parcels Torbothie open space (junction of Southfield Avenue and Torbothie Road) Utilise open space area as a community garden Site of interest has been declared surplus, and organisation has withdrawn request in favour of a lease / rental arrangement. Process is currently underway, but remains to be completed g) Number of applications to be determined: (0) Page 249 of 275
Page 250
h) Number of pending participation requests: (1) Organisation/group Asset Details Update 1 Auchinloch Community Council Public right of way between Auchinloch and Stepps Expression of interest to work with NLC to improve public right of way, to improve connections between Auchinloch and other Northern Corridor villages Informal discussions with relevant council service being considered in the first instance. Formal PR may follow Page 250 of 275
Page 251
Appendix 3 Community Asset Transfer Policy NORTH LANARKSHIRE COUNCIL COMMUNITY ASSET TRANSFER POLICY (Under Part 5 of the Community Empowerment Act) 1. Vision North Lanarkshire Council (NLC) has a long history of supporting and working with local communities and recognises the important contribution that this makes to improving outcomes for local residents particularly those experiencing the highest levels of inequality. NLC welcomes the focus placed on empowering and supporting local people to play a more active role in improving their communities as outlined in the Community Empowerment (Scotland) Act 2015. Community Asset Transfer (CAT) can have a significant impact on realising opportunities for community empowerment, enterprise and community led regeneration in North Lanarkshire. NLC is committed to working with communities to support CAT requests as a potential mechanism for encouraging community ownership and involvement in local service delivery. NLC is fully committed to maximising its assets, building on existing partnership working with communities against an agreed set of criteria in order to support and deliver the ambitious vision set out in The Plan for North Lanarkshire (TPFNL). The Council will work with community planning partners where appropriate to implement joint approaches to support communities to actively participate in the development and delivery of shared priorities. This policy will support CAT as a mechanism by which NLC will demonstrate its continued commitment to engagement and partnership working with the community and voluntary sector to deliver effective local services. NLC fully supports the underpinning principles of CAT and endeavours to positively support communities throughout the CAT process. However, there may be times that in order to protect the interests of the wider community, assets may need to remain in Council ownership to support the delivery of essential services or support economic activity in the area. Each case will be fully considered on its merits in line with the CAT guidance associated with part 5 of the Community Empowerment (Scotland) Act 2015 and the Councils CAT policy and process. 2. Community Empowerment (Scotland) Act 2015 This policy responds to the framework for CAT requests set out in the Community Empowerment (Scotland) Act 2015 and provides the basis upon which the Council will manage requests for the transfer of assets (buildings or land owned by the Council) made under the Part 5 of the Act. The aim of the policy is to set out a consistent approach and clear Page 251 of 275
Page 252
guidance for consideration of transfer of assets (including land and buildings) by the Council to relevant community groups and organisations (herein referred to as the Community Controlled Body or CCB) in the spirit of community empowerment and ownership CAT involves the right for a CCB to request to manage, lease or own an asset that is currently owned (or in some circumstances leased) by North Lanarkshire Council. The Council has developed a transparent process for CAT that takes into consideration community benefit, potential impact on council services and long term sustainability at all stages from pre request discussion to decision and where relevant, appeal. The policy will be implemented in-line with the Council’s statutory obligations for CAT outlined in part 5 of the Community Empowerment (Scotland) Act 2015 3. Scope of North Lanarkshire Council Community Asset Transfer Policy This policy applies to all Council staff receiving CAT requests and/or managing an opportunity for CAT. The policy also provides guidance to communities wishing to submit an Asset Transfer Request (ATR). Community Asset Transfer refers to the policies and associated procedures that relevant authorities (including local authorities) may use to transfer the ownership, lease or management of an asset to a community controlled body under part 5 of the Community Empowerment (Scotland) Act 2015. Community Asset Transfer can occur in a range of ways including:- • new management agreements for an existing facility or land; • leases (including maintenance of the property/land in accordance with lease terms and conditions); and transfer of ownership. 4. Community Benefit and Eligibility The Council has identified a ‘First Point of Contact’ officer for CAT enquiries in order to provide guidance to community group’s to assess their eligibility to become a Community Controlled Body, to signpost for additional support as required and to ensure that the agreed process is understood and adhered to. This will involve checking with the organisation that they meet the criteria to become a Community Controlled Body (CCB) and are able to enter into a lease or contract with the Council under the terms of the Act. For example in order to be considered as a CCB the operation, governance and practice of the group must reflect:- • That the group is controlled and managed by community members and ensure that membership is open to any adult who wishes to join; Page 252 of 275
Page 253
• An asset clause stating that any profits can only be used to benefit that community and in accordance with the aims and objectives of the organisation (as set out in their constitution or incorporation documents; • If the request is for transfer of title (ie ownership) the CCB needs to be a not for profit organisations; and • a clear Dissolution clause that states that the assets of the company can only go to another CTB or charity. Certain bodies are not automatically eligible for CAT unless designated by Scottish Ministers for example Community Interest Companies (CICS), Community Trusts, Foundations or enterprising Voluntary and Community organisations. Where relevant the rules of these types of organisations would need to be examined to make sure they were eligible. Companies or other organisations established for profit, for the benefit of private shareholders or to generate equity through ‘for profit’ objectives, are not eligible to apply for asset transfer under Part 5 of the Community Empowerment Act whether in part or as a whole but may engage with the Council as part of a wider asset management process to negotiate a mutually agreeable outcome. Additionally, any potential CCB will be encouraged prior to submitting an official request to consider how they will evidence that the purposes for which they intend to use the asset they are requesting is for community benefit through:- • contribution to a developing a sustainable community; • empowering local communities; • ensuring equality of access and benefit; • improved quality and efficiency of service; • demonstrating and enhancing social value; • partnership working with other community and voluntary sector organisations; and • assisting local communities to achieve their aspirations. 5. Underpinning Principles of Community Asset Transfer The following principles govern the Council’s approach to Community Asset Transfer:- • the Council welcomes community interest and requests to improve use and potential for building and land assets; • applications to transfer assets for community benefit/interest will be considered by the Council in line with the CAT process • Requests relating to a Council asset will be considered on an individual basis and may therefore result in terms of agreement reflecting the circumstances of the individual case and asset; • the consideration of expressions of interest and fully developed requests for transfer of an asset should be managed in a manner that promotes positive partnership working throughout the CAT process and beyond any potential handover; Page 253 of 275
Page 254
• CAT requests should demonstrate that they meet the eligibility and criteria and provide all information outlined in section 6 of this document. 6. Implementation of CAT process Any Community CCB considering CAT as an option should, in the first instance, speak to the Council’s First Point of Contact who will provide information regarding the process and basic requirements and direct the group to self-assess their eligibility and readiness through the CAT page on the Councils website. At this point, where it is evident that the group does not meet basic eligibility criteria, and as appropriate the group may be signposted for additional support or information to assist them to meet their aspirations in the future. The Council will accept a CAT request which can demonstrate clear benefits to communities and the capacity of the group to deliver/manage services/assets should the application be successful. The application will be considered where eligibility seems apparent and the group will be advised of the CAT process including timescales. CAT Process The community transfer body will be supported to submit their formal request in writing stating that the application is being made under Part 5 of the Community Empowerment (Scotland) Act 2015. The request must detail:- • the land or building being requested; • if purchase or rental is being requested and the cost that the community transfer body is prepared to pay along with any other relevant terms and conditions; • the intended use of the land or building; • how the CCB will fund and manage its plan for the CAT; • how the CAT will help the community and that there is support for the proposal from the wider community; • the community transfer body’s rules, or a note that the group has been designated by the Scottish Ministers; and • details of project beneficiaries and how the proposed activity will address current gaps or complement / add value to existing service provision. On receipt of the completed request the validation date is set and the Council must acknowledge the request and communicate a decision within 6 months of this date unless an alternative timescale has been formally agreed between the two parties. The Council will inform those who may own, rent or use the land or building about the request, as well as publicising the request online for a 4 week consultation period. The Council will publish online information relating to live CAT requests ensuring that GDPR guidance is adhered to. The Council will not dispose of, or sell land, to anyone except for the CCB submitting the request until the request has been concluded. Where the asset has already been advertised for sale or lease before the request was made the Council is unable to accept or progress with the CAT. Acknowledgement of the request will clearly state the Council’s position Page 254 of 275
Page 255
in relation to whether a ban on sale or lease to other people applies or if any other asset transfer requests had been received for this asset. The CCB will be advised in writing of the outcome of the application and where the application is refused provided with information and signposting to assist them to develop or if appropriate to meet their aspirations in relation to CAT. Depending upon the reasons for refusal the group may be referred for direct support or assistance. The group has a right to an internal review (setting out their reasons why) by the Council initially and can further appeal to Scottish Ministers if they are not satisfied with the outcome of internal review. A CCB cannot make another CAT request for the same asset within 12 months with the same terms. 7. Decision Making 7.1 Assessment Decision A CAT Steering Group made up of key officers from across Council services including the holding service for the relevant asset and representatives of key areas of business such as property, legal, finance and communities will assess the CAT request and present evidence based on the assessment criteria (appendix 1) to the CAT Leadership Group. The CAT Leadership Group is made up of:- • Head of Asset and Procurement Solutions • Head of Strategic Communication • Head of the holding service for the specific asset being assed • Head of Legal and Democratic Services and the Head of Financial Solutions can be called upon to participate as required The CAT Leadership Group will make recommendations regarding the request to the committee relating to the holding service for the asset for endorsement. The CCB is then informed of the decision within timescales agreed earlier in the process. An annual report relating to all CAT requests and their outcome will be reported to Policy and Strategy Committee annually. The Council may call upon specialist advisors to provide advice and inform the decision making process. Once the validation notice is issued a decision will be taken and communicated within 6 months. Should an extension be required this can be proposed in writing to the CCB and mutually agreed. 7.2 Successful Outcome In line with statutory guidance, the outcome of any CAT request will be communicated to the CCB within 6 months of the validation notice date. Where a decision is in favour of the community group, discussion will take place as to the terms of the CAT and the relationship between the Council and CCB in meeting these terms including financial agreements for sale or rental of the property or land. The CCB must then make the Council an offer and the expectation outlined in the statutory guidance is that a contract would be agreed within 6 months of the offer being received. It is acknowledged that this timescale may not always be achievable due to matters outwith the control of both parties and Page 255 of 275
Page 256
therefore agreement may be reached with the Council or imposed by Scottish ministers to allow for more time to conclude the process 7.3 Unsuccessful Outcome – Review and Appeal Process Where a CAT request is unsuccessful the CCB may request that the Council review their decision and this review must be undertaken by Elected Members. The Community Asset Transfer (CAT) Review Panel is made up of a group of 8 cross party Elected Members. Decision making relating to reviews is the responsibility of CAT Review Panel. The internal review process must be politically led and Council officers can act only in an advisory capacity to the review panel. Where a CCB disagrees with a proposed decision they can appeal to Scottish Ministers for final determination. It should be noted that members from the local area where the appeal has been received from will not be able to participate in the review process. If the CCB is not satisfied after the review, they can appeal to the Scottish Ministers. A CCB can ask for a review or appeal if the Council:- • does not agree to their asset transfer request; • does not make a decision by the time it should have; and • the CCB does not agree with the terms and conditions in the decision notice. Following review or appeal the Council will send a new decision notice to the CCB stating the new decision and reasons for this. The following points apply to CAT reviews and appeals: • a community transfer body has 20 working days after the decision notice to ask for a review or appeal; • other people who commented on the asset transfer request must be asked what they think about the review or appeal; • all the papers about the review or appeal must be publically available online; and • the Council or the Scottish Ministers can ask anyone for more information to help them make a decision. They can ask for the information in writing or hold a meeting so people can tell them their views. They can also do other things, such as visiting the land or building the request is about. 8. The Asset The guidance on CAT within the Community Empowerment (Scotland) Act 2015 will ensure that where CAT is being considered, the Council will always take into consideration community benefit. The CCB can indicate the price that they are willing to pay for the asset and the council must consider the feasibility of agreeing a cost that reflects community benefit and also Council operational requirements. Market value will be taken into consideration alongside community benefit. This will inform the assessment and decision-making process, including securing the best Page 256 of 275
Page 257
price as can reasonably be obtained to support Council operations and priorities. The Council’s assessment of a CAT request and any subsequent decision to proceed will take into account the condition, usage, value of the asset, the availability of other suitable premises from which the proposed activity could take place and value for money offered by the proposal. The price agreed will be informed by the social, economic and environmental benefits generated by the CAT including for example • Economic development or regeneration • Health • Social Wellbeing North Lanarkshire Council will provide information which it holds on the asset to the applicant CCB. The Council will consider requests for information on the asset submitted in writing, where this information is readily available and deemed to be useful to the progression of the CAT process. CCB’s should seek (and fund) any required independent legal and technical advice relating to property condition and value 9. Reporting The council is required to report annually on:- • the number of requests received; • the outcome of requests; and • any support put in place to support requests. The CAT steering group, on behalf of the Corporate Community Empowerment working group, will provide reports to the Corporate Management Team and relevant committees regarding any requests received and produce and make available annual reports to Scottish Government, committee and the public 10. Approaches to Managing Risk North Lanarkshire Council recognises that there are inherent risks in Community Asset Transfer both for the CCB and for the Council, and has in place mechanisms to ensure a consistent approach to managing these. Each request will be considered on a case by case basis against robust criteria. The assessment and decision making criteria will help to manage and minimise risk and support the CAT process. The Council will as appropriate sign-post the CCB to the relevant local and national agencies for advice/ resources in managing the risks involved and to support and facilitate successful asset transfer. Page 257 of 275
Page 258
11. Remit of CAT Panel and CAT Review Panel CAT Panel The CAT Panel is responsible for overseeing the development and strategic direction of the CAT policy and implementing the operational process for CAT requests. This group will be made up of officers from across the Council with practical experience and understanding of working with communities, management and transfer of community assets. There is the option to co-opt partners who have particular knowledge and expertise and include representation from the voluntary sector. The CAT Panel will assess applications against the criteria set out in the community asset transfer process. The Panel will consider policy, legal and financial risk to the Council and provide information to The CAT Leadership Group to inform recommendations to the relevant service committee for decision. 11.2 Community Asset Transfer (CAT) Review Panel The Community Asset Transfer (CAT) Review Panel is made up of a group of 8 cross party Elected Members. Decision making relating to reviews is the responsibility of CAT Review Panel. The internal review process must be politically led and Council officers can act only in an advisory capacity to the review panel. It should be noted that members from the local area where the appeal has been received from will not be able to participate in the review process. Where a CCB disagrees with a proposed decision they can appeal to Scottish Ministers for final determination. 12. Policy Review NLC will continue to review the North Lanarkshire Council Community Asset Transfer Policy following an initial twelve month period and in line with any amended guidance from the Scottish Government on Community Asset Transfer. 13. Scottish Government – Asset Transfer Under the Community Empowerment (Scotland) Act 2015 – Guidance for Relevant Authorities NLC will implement this Policy in accordance with the above guidance. All CAT requests will be considered in line with this. Page 258 of 275
Page 259
Appendix 4 Annual Return to Scottish Government for 2021/22 Asset Transfer Request Reporting Template 2021/22 for Relevant Authorities Section 95 of the Community Empowerment (Scotland) Act 2015 requires relevant authorities to produce an annual report on Asset Transfer Request activity and publish this no later than 30 June each year. Following stakeholder feedback and in response to asset transfer evaluations, this template has been created to help gather asset transfer data for the period 1 April 2021 to 31 March 2022. Information provided will help inform policy and practice at local and national level as the data will be collated and shared by the Scottish Government’s Community Empowerment Team. However, it will be for each relevant authority to make their own annual report publicly available by 30 June 2022, whether using this template or not. Please provide information in the sections below and email the completed template by 30 June 2022 to community.empowerment@gov.scot . Section One – Relevant Authority Information Organisation: Address: North Lanarkshire Council Civic Centre, Windmillhill Street, Motherwell, ML1 1AB Completed by: Role: Gary Stark Assistant Community Partnership Manager Email: Telephone: starkga@northlan.gov.uk 07793 314527 Date of completion: 10 July 2022 Are you the Asset Transfer Lead Contact for the organisation: Yes If not please provide the name, job title and email address for the lead contact for any queries: Section 2: Asset Transfer Data in 2021/22 Page 259 of 275
Page 260
2.1 Please complete the following table for the 2021/22 reporting period : Total Applications Received Number of successful applications determined Number of unsuccessful applications determined Number received and yet to be determined Number received prior to 2019/20 and yet to be determined 3 1 1 0 (one application was withdrawn) 0 2.2 Please provide details of Asset Transfer Requests received which resulted in transfer of ownership, lease, or rights from your relevant authority to a community transfer body in 2021/22: Name of Community Transfer Body, or community group that will take ownership, lease, or management of the asset. Date request was validated Date decision was agreed to transfer the asset Date transfer completed Please provide further details, such as: description of the asset / area transferred / amount paid / discount given/ type of ownership / purpose of the transfer. Palacerigg Community Trust (Formal CAT application) 28/10/20 20/5/21 Agreed in principle – Lease arrangements currently being prepared Lease of multiple assets within Palacerigg Country Park, Cumbernauld including: - The former Visitor’s Centre, a Longhouse, and a Barn/Shed and several fields located just north of Palacerigg Golf Course and known as Meadow field, Crush Field and Rotary Field. Lease value: Year 1 - rent free period Year 2 - £3,000 Year 3 - £5,000 Year 4 - £7,000 Year 5 - Rent Review will be sought and agreed Viewpark Gardens Trust (Formal CAT application) 3/7/20 11/3/22 Decision from ministerial review as per direction notice from Scottish Government Agreed in principle – Lease documentation currently being prepared Viewpark Gardens and buildings within, (Viewpark) Five-year lease: Value £1 per year Page 260 of 275
Page 261
2.3 Please provide details of Asset Transfer Requests that went to a relevant authority appeal or review which were concluded in 2021/22: Name of Community Transfer Body Was the Asset Transfer Appeal/Review accepted? (Y/N) Why was the Appeal/Review accepted/refused? Please provide details of the asset transfer request and reasons for your decision. Viewpark Gardens Trust No The appeal was refused on the basis that the committee upheld the original outcome decision, which concluded that: a) The application did not demonstrate the financial viability of the project and the financial information provided did not provided adequate reassurance reflecting the operation the asset b) The application did not demonstrate a proven track record in managing and delivering services and therefore raising/generating the significant level of funds that would be required to deliver planned services from this site c) The assessment process concluded that the terms proposed in the application did not represent a reasonable price in the context of the assessed value of the asset and community benefit that may be achieved as a direct result of the asset transfer. 2.4 Please use this space to provide any further comments relating to the above data: Note on the appeal made by Viewpark Gardens Trust to the Scottish Ministers: Viewpark Gardens Trust under the rights conferred by section 88 the Community Empowerment Act, referred their application and decision notice from North Lanarkshire Council to the Scottish Ministers for appeal. The Scottish Minister accepted the conclusion of the Reporter and found in favour of the appellant. A Direction Notice was issued to North Lanarkshire Council on 11 March 2022 authorising the issue of a 5-year lease agreement. Details of other successful outcomes community ownership arrangements out with the Asset Transfer legislative process: 1. Management agreement provided to YAMS (You Are My Sunshine) for access and utilisation of Newarthill Library to undertake group activities and organisational business 2. Lease offered to Watch Us Grow for use of Palacerigg House, gardens and offices within Palacerigg Country park. The organisation was originally considering a CAT 3. Management agreement provided to Kilsyth Athletic Football Club for use of St Patrick’s sport field and pavilion (Kilsyth) Page 261 of 275
Page 262
Section Three – Promotion and Equality 3.1 Please provide information on any action you have taken to promote the benefits of asset transfer, or any support provided for communities to engage with the Asset Transfer Request process. During the past year North Lanarkshire Council has produced a short animation and information flier about Community Asset Transfers and this has been used to promote and raise awareness benefits and opportunities. The animation is available on our website and has been shared across our social media platforms. Likewise, the animation and information flier has been shared with elected members, community planning partners and across our networks covering North Lanarkshire’s 9 main townships. 3.2 In particular what action has been taken to support disadvantaged communities to engage with the asset transfer process? North Lanarkshire Council has a dedicated team of officers who within their remit have responsibility for supporting and promoting community asset transfers. Our officers cover all communities within North Lanarkshire and will support organisations operating within disadvantaged communities. Priority communities have also been identified as part of our local outcome improvement plans. Section Four – Additional Information 4.1 Please use this space to provide any further feedback not covered in the above sections. The number of Community Asset Transfer enquiries was slightly lower than previous years due to communities and local authorities responding to the pandemic. Although they remained steady throughout the year. It has been clear that many community transfer bodies have been impacted by the pandemic and it has been taking organisations longer to prepare for submitting formal community asset transfer requests. Local authority support and support from other organisation such as the Community Ownership Support Service remains vital, especially for organisations who are still recovering from the pandemic. Thinking to the year head, North Lanarkshire Council officers responsible for the community asset transfer process have identified several key actions: - • The need to design and implement a shared assessment for all ownership and management requests (informal and formal) • Development of a corporate approach to enable the council to agree discounted leasing agreements with organisations with charitable aims where it is mutually beneficial to agree out with the CAT process • Development of Capacity Building Support offer which is proportionate to the aspirations of the organisations • Development of a communication and implementation plan, to further promote and raise awareness of the community asset transfer process Page 262 of 275
Page 263
Section 5 – Community Empowerment Act Review The following questions relate to the Scottish Government review of the Community Empowerment (Scotland) Act 2015. We would value your feedback as a relevant authority concerned with part 5 (asset transfers) of the Community Empowerment (Scotland) Act 2015. 5.1 Has the legislation made things easier or more difficult to access? Please provide some comments on your experiences as a relevant authority engaging with this legislation. The process should enable a consistent approach across all relevant authorities and is supportive of the community empowerment agenda. However, as awareness increases about the opportunities for community asset transfers, so does the requirement to provide organisations and groups with relevant and timely guidance, advice and support. North Lanarkshire Council and our community planning partners understand the importance of this support but it can lead to resourcing pressures. Also, the robust application process and criteria is important and understood, but for many smaller organisations progressing through the community asset transfer process, this can come with added financial costs for example for feasibility work, engagement activity, producing business plans etc. Access to discretional grants / funding could go a long way to relieve pressure for organisations navigating through the process. Likewise, as a relevant authority we are mindful of the end result and the need for organisations to be able to manage the asset being transferred. Funding support for organisations particularly in year 1 could mitigate any financial pressure allowing time to create a sustainable financial plan. 5.2 Where can things be further improved, and what needs to change? A) As above, financial support for community transfer bodies would be an improvement (especially for smaller organisations) B) Consideration of the added resourcing pressures that implementation of the community empowerment act legislation has for local authorities and solutions to mitigate this would be helpful. C) Production of guidance on handling requests for community asset transfers of common good properties/ land. Consideration of whether there is a work around the legality of such requests, and if not provision of consistent statement to be used by all relevant bodies. 5.3 Are you aware of what support is available to you when engaging with this legislation, and how you can access this? Please provide comments where possible. Yes – there is a general awareness of the support available. North Lanarkshire Council has in recent times sought guidance and clarification from the Community Ownership Support Service. 5.4 What would you like to see now, to further empower Scotland’s communities? Page 263 of 275
Page 264
More focus on developing relevant local supports for organisations and groups, and increased or prioritised resources to allow for additional grassroots community development work and activity, including community capacity building and community engagement (especially within disadvantaged and priority communities) Please email the completed template by 30 June 2022 to community.empowerment@gov.scot If you have any queries please contact Malcolm Cowie, Asset Transfer Policy Manager at Malcolm.cowie@gov.scot Thank you! Community Empowerment Team Scottish Government Page 264 of 275
Page 265
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref JO’N/RB Date Click here to enter a date. Contract for Noting: Development of digital content for the NL- wide digital skills academy From Janie O’Neill, Head of Education South E-mail brownru@northlan.gov.uk Telephone 01698 332618 Executive Summary The purpose of this report is to notify the committee regarding the award of a contract to Learning Pool for the provision of digital content for the NL-wide digital skills academy to offer online support for those with mental health conditions or are experiencing social isolation and those who need to develop basic and intermediate digital skills to improve their employability. Recommendations It is recommended that People and Communities Committee 1. note the action taken to award the contract to develop digital content for the NL-wide digital skills academy. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy AGENDA ITEM 17 Page 265 of 275
Page 266
1. Background 1.1 Active & Creative Communities Community Library Service submitted a bid to the Flex Fund for the creation of digital content for the NL-wide digital skills academy to offer online support for those with mental health conditions or are experiencing social isolation and those who need to develop basic and intermediate digital skills to improve their employability. 1.2 The content was made up amended off-the-shelf learning materials and bespoke learning resources, on basic digital skills, created exclusively for use by North Lanarkshire Library customers. 2. Report 2.1 The project aims to develop a series of specific learning modules addressing a range of metal health conditions and issues in order to better inform and support customers who may be affected by low mental health or are experiencing social isolation issues, including learning materials on: self-development, fundamentals of diabetes and mental health awareness. 2.2 The project aims to develop a wide series of learning modules covering basic and intermediate digital skills as well as communication skills and CV and interview skills. The modules will be available free of charge to all learners who live, learn, visit and work within North Lanarkshire, via a web-based digital skills academy. 2.3 The learning materials will help support learners with low digital skills who require support and development of skills as a result of missed learning opportunities due to the COVID pandemic and/or have a digital skills gap they need to address in order to improve their employment prospects as they emerge into a post COVID jobs market. 2.4 The breakdown of the NTP contract is as follows: Development of learning materials by Learning pool - £70,000 As the project includes the creation of bespoke learning materials that are only available by a specialist company, this is considered to be the best value available to ensure effective service delivery. 3. Measures of success 3.1 Success will be measured by the amount of learners successfully completing the learning modules and the overall impact on their learning will be assessed via exit questionnaires. Janie O’Neill Head of Education (South) Page 266 of 275
Page 267
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All future licensing arrangements will be met via existing revenue funding 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 267 of 275
Page 268
Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk will be appropriately managed by the Service, with input from key stakeholders as required. Page 268 of 275
Page 269
North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☐ Yes ☒ No Ref CG/JMcK Date 22/08/22 Contracts awarded below Committee approval threshold From Head of Asset and Procurement Solutions E-mail mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Head of Asset and Procurement Solutions award these contracts on behalf of the appropriate Chief Officer. 1.3 The Head of Asset and Procurement Solutions is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. Executive Summary This report notifies the Committee of the contracts awarded between 1 January 2022 to 30 June 2022. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations The People and Communities Committee are: • advised of the Contracts awarded below Committee approval threshold between 1 January 2022 to 30 June 2022 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities AGENDA ITEM 18 Page 269 of 275
Page 270
2. Report 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Head of Asset and Procurement Solutions on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Head of Asset and Procurement Solutions that are under the £500,000 Committee financial approval threshold for Supplies and Services and £2,000,000 for Works in the period from 1 January 2022 to 30 June 2022 are detailed in Appendix 1. 3. Measures of success 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Head of Asset and Procurement Solutions Page 270 of 275
Page 271
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Financial impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. The Council’s Procurement Strategy proposes methods of maximising the delivery of procurement benefits that could bring improved financial return to the Council and the areas wider economy. Certain benefits have a monetary value attached and these will be monitored on a project-by-project basis. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where HR impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Legal impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 271 of 275
Page 272
Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☒ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sustainable procurement is one of the key objectives of the Council’s Procurement Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 272 of 275
Page 273
Contract award procedures may be susceptible to legal challenge if they are not discharged in accordance with GCSO and procurement legislation. Page 273 of 275
Page 274
APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (inc extension) (£s) Approved Budget (£’s) Successful Tenderer Supplies Services Works No of Tenders Received Route* Airdrie Leisure Centre Sports Pitch and Athletic Track 03/02/2022 21/01/2021 21/02/2022 22/03/2023 £1,447,478.27 £1,160,000.00 Allsports Construction & Maintenance Ltd Works 1 FMC3* Play Areas & Multi Use Games Areas Lot 4 05/04/2022 01/04/2022 01/10/2022 N/A £80,999.11 £465,000.00 Kompan Scotland Services 3 FMC3 Play Areas & Multi Use Games Areas Lot 5 05/04/2022 01/04/2022 01/10/2022 N/A £170,000.00 Kompan Scotland Services 2 FMC3 Clothing for Homecare Workers 23/05/2022 26/04/2022 25/04/2024 N/A £120,000.00 £120,000.00 Stax Trade Centres PLC Supplies 12 FMC3 *Contract Award made via a Mini Competition conducted from a Scotland Excel 3rd party framework to best value provider. 6 framework providers invited to bid but only 1 response received. Key – Procurement Route CO - Contract Open Procedure CR - Contract Restricted Procedure FO - Framework Open Procedure FR - Framework Restricted Procedure FMCC - Mini Comp Council Framework FMC3 - Mini Comp 3rd Party Framework DAFC - Direct Award Council Framework Page 274 of 275
Page 275
DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 275 of 275