Agenda Document Pack - Community Asset Transfer Sub-committee - 19/03/2025
Renfrewshire Council · 19 March 2025
Back to Community Asset Transfer Sub-committee — 19 March 2025 and its agenda
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19/03/2025 Notice of Meeting and Agenda Community Asset Transfer Sub-committee Date Time Venue Wednesday, 19 March 2025 13:00 Microsoft Teams Meeting, Membership Councillor Michelle Campbell (Convener): Councillor Audrey Doig: Councillor James MacLaren: Councillor Iain McMillan: Councillor Andy Steel: Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home Further Information - online meetings only This meeting is on-line only but is a meeting which is open to members of the public by prior arrangement. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Members of the Press and Public - contact details Members of the press and public wishing to attend the meeting should contact democratic- services@renfrewshire.gov.uk to allow the necessary arrangements to be made. MARK CONAGHAN Head of Corporate Governance Page 1 of 286
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19/03/2025 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 CAT Request Land, Beardmore Cottages, Inchinnan Report by the Chief Executive. 5 - 102 2 CAT Request Former Falcon Day Centre Report by the Chief Executive. 103 - 192 3 CAT Request Beechwood Community Centre Report by the Chief Executive. 193 - 286 Page 3 of 286
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2 ___________________________________________________________________ To: Infrastructure, Land & Environment Policy Board Community Asset Transfer Subcommittee On: 19 March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Asset Transfer Request – Site, Beardmore Cottages, Inchinnan PA4 9PD ___________________________________________________________________ 1. Summary 1.1. The purpose of this report is to ask the Community Asset Transfer (CAT) Subcommittee to approve the Transfer of the Site, Beardmore Cottages to Inchinnan Development Trust under Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act). 2. Recommendations 2.1 It is recommended that the CAT Subcommittee:- (i) Consider the Community Asset Transfer request attached; (ii) Agree to the sale of the asset at the discounted price of £1.00 offered subject to the proposed conditions at section 8 of this report; and (iii) Authorise the Head of Economy and Development and the Head of Corporate Governance to conclude the sale of the asset in accordance with the Act and on such terms as required to protect the Council’s interest. 3. Background 3.1. Part 5 of the Community Empowerment (Scotland) Act 2015 provides the right for community bodies to request outright ownership, short or long term lease or other rights over any land or property owned or leased by the Council. Page 5 of 286
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3 3.2. The Act requires local authorities to assess requests transparently against a specified list of criteria, and to agree the request unless there are reasonable grounds for refusal. 3.3. The CAT Officer Panel met to consider this request on the 28/01/2025. In accordance with the revised Scheme of Delegation (September 2022), the Panel agreed to recommend the request be approved by the ILE CAT Subcommittee. 4. Site, Beardmore Cottages (UPRN: 123104862) 4.1. The land described as Site, Beardmore Cottages, runs parallel to the entrance pathway to the community owned Teucheen Wood from Greenock Road on the eastern boundary of Nos 52-60 Beardmore Cottages 4.2. Owned by Renfrewshire Council, the site, which extends to 2.47 acres (10,003 sqm), comprises open grass land and is bordered on the eastern side by a grass field which forms part of the adjacent Flourish Farm. 4.3. In 2022, the Council granted permission to Inchinnan Development Trust to construct a 1.5m wide wayleave along the western edge of the site leading from Greenock Road to the woodland. 4.4. Over the last number of years, the site has been worked by the neighbouring farm without any formal lease or licence in place. The farmer agreed to the right of access being granted to IDT in 2022 and has subsequently confirmed in writing that he has no formal ownership of the land. 4.5. Held on the Housing Revenue Account, the site is designated P2 (Additional Housing Site) in the LDP, however, it has been confirmed that it is not being pursued as such due to the complex nature of the position. 4.6. The site was last valued by Estates in 2022 at £120,000 in recognition of the complexity of the position. 4.7. There are no known burdens or servitudes in relation to the land although a full title check will be required. 4.8. A site plan and location map E3571 is attached to this report as Appendix 2. 5. Inchinnan Development Trust 5.1. Inchinnan Development Trust (IDT) is a company limited by guarantee and registered at Companies House, registration No. SC659896. 5.2. The company was incorporated on 24 April 2020 and was formed to benefit people and businesses principally within the Inchinnan Community Council Boundary. Objects include: • the advancement of community development (including the advancement of woodland and greenspaces regeneration) principally within the Community; • the advancement of environmental protection or improvement; and Page 6 of 286
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4 • the provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended. 5.3. As a company limited by guarantee, IDT qualify as a Community Transfer Body (CTB) under Part 5 of the Community Empowerment (Scotland) Act 2015 and as such are entitled to seek asset transfer under the Act. Their Memorandum & Articles of Association have been checked and confirmed as fully compliant. Capacity to Deliver 5.4. IDT has significant experience and proven capability in managing land having previously been successful in the community buy-out of the privately owned Teucheen Woods in 2021 now made accessible and managed for community benefit; and the successful asset transfer of the India Tyres Playing Fields in 2022. 5.5. A subsequent asset transfer request for a site behind 49 Beardmore Cottages was approved by the CAT Subcommittee on 6 November 2024. 6. Community Asset Transfer Request 6.1. Inchinnan Development Trust are seeking full ownership of the site and are offering to pay £1.00 in recognition of the environmental and community benefits to be gained as a result of the asset transfer. 6.2. IDT wish to incorporate the asset into the community’s ongoing work to improve habitat quality and connectivity around Teucheen Wood and to create a fully accessible nature space for community members of all abilities to enjoy. Objectives include: • creation of a fully accessible communal nature space; • creation of quality woodland edge habitat; • creation of quality wet grassland habitat; and • miscellaneous biodiversity enhancements across the site. 6.3. If approved, the land will be used as an accessible nature space for the local community including schools and other groups and will provide opportunities for Conservation volunteering, educational programmes, recreation activities and Archaeological investigation. 6.4. IDT propose a number of modifications to the site (subject to appropriate planning permissions) to improve accessibility, biodiversity, and community value. These include: • Construction of fully accessible path loop across central portion of the site (approx. 200m) which will link into the existing pathway from Greenock Road; • Installation of 4 rest benches at intervals across path loop (4 benches); Page 7 of 286
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5 • Installation of 4 interactive interpretation boards detailing habitats and flora/fauna; • Planting of native tree species, shrubs, and plug plants; • Planting of wildflower species across site and facilitation of natural regeneration of ground flora to support pollinator and invertebrate populations; • Excavation to south of the site to create ‘wet features’ for wading birds and creation of a beetle bank. using excavated materials to provide additional habitat for invertebrates. 6.5. Full details of the proposals can be found in the ‘TANS CAT – Habitat Restoration & Creation Outline’ attached to this report along with project costings and a site concept map for greater context. 6.6. In addition, a 5-year woodland management plan was produced in December 2023 with a strong focus on creating accessible spaces. 6.7. A full copy of the CAT request and supporting documents is attached to this report. Community Engagement & Support 6.8. IDT state that they have been guided by the voice of the community since their inception, with thorough community consultation being undertaken to assess the local needs/wants which instruct their work. 6.9. In relation to this site, a digital survey was undertaken from mid-August to late-November 2024 which demonstrated strong support for this application and plans for the site. A total of 160 (of 162) of those responding to the survey were in support of the proposals for the site. A detailed overview of the results of this survey are attached. 6.10. The landowner of the farmland to the east of the site has been informed of the Trust’s intentions and is supportive of plans to transfer the land into community ownership and plans to install a boundary fence to better delineate the boundary of the site, this will be complemented by hedgerow planting to establish a natural boundary and greater habitat connectivity. Benefits, Sustainability and Best Value 6.11. The asset transfer request identifies a number of potential benefits, these include: • Economic Development - opportunities skills development and learning within our community as well as corporate volunteering with local businesses – helping to create a connection between these businesses and our community. • Regeneration - regeneration and enhancement of woodlands and greenspaces; advancement of environmental protection, preservation, and enhancement. Page 8 of 286
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6 • Public Health - benefits for both physical health and mental wellbeing through meaningful engagement with our local environment. • Social Wellbeing - provision of accessible infrastructure will help bring local and wider communities together. • Environmental Wellbeing - creation of an ecologically rich, biodiverse, and robust space which will help alleviate some of the pressures of local urban expansion and enable our community to respond not only to the wider climate crisis but to the nature/biodiversity crises which we face on both a local and national level. 6.12. In terms of sustainability, IDT are a well established organisation with proven capability in the management and sustainability of multiple assets. They have presented a robust and costed development plan and have indicated access to numerous funding sources to develop their proposals and sustain the asset in the long-term. 6.13. The asset transfer request meets the requirements for best value to the council in terms of: • Vision and Leadership – IDT present a clear and well thought out vision for the land and overall strategy for the woodland since 2021. • Governance and Accountability – IDT has a strong membership and is a community controlled organisation. • Partnership and collaborative working – IDT works collaboratively with a range of projects and organisations and delivers projects in partnership with local schools and nurseries. • Working with Communities – IDT is guided entirely by its community. Validation, Representations, Responses 6.14. The CAT request was validated on 16/01/2025 and published on the Council Website. Notices were placed on site and all close neighbours and interested parties, including Elected Members and the Community Council, were informed directly in accordance with the CAT legislation. 6.15. No formal representations were received. CAT Panel Recommendation 6.16. The CAT Panel met to consider this application on 28/01/2025. 6.17. The Panel discussed the LDP status and clarified that there is no intention to market the site for housing. 6.18. There being no alternative proposals for the site, the Panel agreed to recommend approval of the asset transfer to the CAT Subcommittee. 7. Subsidy Control 7.1. Discount conferred as a result of asset transfer constitutes as financial assistance under the Subsidy Control Act 2022 and must be included in the calculation for Minimal Financial Assistance (MFA). Page 9 of 286
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7 7.2. Under the Act, financial assistance is only considered a subsidy where it satisfies all four ‘limbs’ of the test within the regime and where the recipient of the assistance is an enterprise (any person, or groups of persons under common control that is engaged in an economic activity, which means, offering goods and services on a market). 7.3. The transfer of the Beardmore Cottages Site to Inchinnan Development Trust does not satisfy one or more of the limbs, namely “the financial assistance has, or is capable of having, an effect on competition or investment within the UK, or on trade or investment between the UK and another country or territory, or both”. 7.4. Inchinnan Development Trust is not considered an enterprise under the Act in that it does not provide goods or services on the market. 8. Proposed Terms and Conditions 8.1. It has been determined that the asset is built on land within the Housing Revenue Account (HRA). Sale of the asset is subject to the approval of Scottish Ministers as required. 8.2. A full title check and any associated burdens or servitudes to be fully explored by the Council and passed to the purchaser, as required, in the Minute of Agreement. ___________________________________________________________________ Implications of the Report 1. Financial – Asset is assessed as having a market value of £120,000. CTB is proposing to pay a discounted price of £1.00. Discount is off-set against the proposed environmental and community benefits arising from the proposed use. 2. HR & Organisational Development – None. 3. Community Planning Our Renfrewshire is well – the CAT supports the wellness of our citizens and communities through the creation of new accessible community space. 4. Legal (a) The CAT request and CTB comply with the requirements of Part 5 of The Community Empowerment (Scotland) Act 2015. (b) A formal offer from the CTB must be received within 6 months of decision to approve. (c) Sale must be concluded within 6 months of a formal offer being submitted by the CTB. Page 10 of 286
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8 5. Property/Assets – Report seeks approval to dispose of the asset reference 123104862. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. 9. Procurement – Not applicable. 10. Risk – None. 11. Privacy Impact – Not applicable. 12. Climate Risk – Not applicable. 13. Children’s Rights - This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – not applicable. _________________________________________________________ List of Background Papers (a) None. _________________________________________________________________ Author: Sandra Inrig – 0141 487 1447 or 07974 071238. sandra.inrig@renfrewshire.gov.uk Page 11 of 286
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1 COMMUNITY EMPOWERMENT (SCOTLAND) ACT 2015 ASSET TRANSFER REQUEST FORM IMPORTANT NOTES: This is a standard asset transfer request form which can be used to make a request to Renfrewshire Council. For assets owned by other relevant authorities, please refer to that authority’s own website. You do not need to use this form to make an asset transfer request but using a form will help you to make sure you include all the required information. You should read the asset transfer guidance provided by the Scottish Government before making a request. All forms and guidance documents are available to download from the Council’s Website You are strongly advised to discuss your proposals with the Council before making an asset transfer request. You can do this by contacting the CAT Single Point of Contact at communityassettransfer@renfrewshire.gov.uk. When completed, this form must be sent to: - The CAT Single Point of Contact Regeneration and Place Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1TT Or submitted by email to: communityassettransfer@renfrewshire.gov.uk Received 17/12/2024 Page 13 of 286
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2 This is an asset transfer request made under Part 5 of the Community Empowerment (Scotland) Act 2015 in relation to property owned, leased, or managed by Renfrewshire Council. Section 1: Information about the community transfer body (CTB) making the request 1.1 Name of the CTB making the asset transfer request Inchinnan Development Trust 1.2 CTB address. This should be the registered address (if you have one) or main correspondence address. Postal address: India of Inchinnan Greenock Road, Inchinnan Renfrewshire PA4 9HL 1.3 Contact details. Please provide the name and contact address to which correspondence in relation to this asset transfer request should be sent. Contact name: Maggie Morrison Postal address: Inchinnan, Renfrew Renfrewshire Postcode: Email: Telephone: X We agree that correspondence in relation to this asset transfer request may be sent by email to the email address given above. (Please tick to indicate agreement). You can ask the relevant authority to stop sending correspondence by email, or change the email address, by telling them at any time, as long as 5 working days’ notice is given. Renfrewshire Council takes the privacy of your personal data very seriously. For more information see our Privacy Policy. (Please tick to indicate agreement). X We agree that information provided in this asset transfer request, including contact Page 14 of 286
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3 details, may ONLY be forwarded to relevant officers within Renfrewshire Council for the purposes of assessment and/or in order to provide specialist support to further the asset transfer request as appropriate. Contact details will only be forwarded with your consent for an explicit purpose. (Please tick to indicate agreement). Page 15 of 286
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4 1.4 Please mark an “X” in the relevant box to confirm the type of CTB and its official number, if it has one. X Company (with no fewer than 20 members) and its company number is SC659896 Scottish Charitable Incorporated Organisation (SCIO) (with no fewer than 20 members) and its charity number is Community Benefit Society (BenCom), (with no fewer than 20 members) and its registered number is Unincorporated organisation (no number) Please attach a copy of your constitution, Articles of Association or registered rules. 1.5 Has the organisation been individually designated as a community transfer body by the Scottish Ministers? No X Yes ☐ Please give the title and date of the designation order: 1.6 Does the organisation fall within a class of bodies which has been designated as community transfer bodies by the Scottish Ministers (i.e. those listed above at 1.4)? No ☐ Yes X If yes what class of bodies does it fall within? Community-controlled body. Page 16 of 286
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5 Section 2: Information about the land and rights requested 2.1 Please identify the land / property to which this asset transfer request relates. You should provide a street address or grid reference and any name by which the land or building is known. If you have identified the land on the relevant authority’s register of land, please enter the details listed there. It may be helpful to provide one or more maps or drawings to show the boundaries of the land requested. If you are requesting part of a piece of land, you must attach a map and give a full description of the boundaries of the area to which your request relates. If you are requesting part of a building, please make clear what area you require. A drawing may be helpful. Details of Property: - LDP2094 - Land parallel to Teucheen Wood pathway (adjacent to Beardmore Cottages) Address: - Site On Eastern Boundary Of Nos 52 To 60 Beardmore Cottages, Inchinnan, Renfrewshire. Postcode:- PA4 9PE Community Area:- Inchinnan 2.2 Please provide the UPRN (Unique Property Reference Number), if known. If the property has a UPRN you will find it in the relevant authority’s register of land. UPRN:- 123104862 Page 17 of 286
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6 Section 3: Type of request, payment and conditions 3.1 Please tick what type of request is being made: for ownership (under section 79(2)(a)) - go to section 3A for lease (under section 79(2)(b)(i)) – go to section 3B for other rights (section 79(2)(b)(ii)) - go to section 3C 3A – Request for ownership What price are you prepared to pay for the land requested: Proposed price: £1 Please attach a note setting out any other terms and conditions you wish to apply to the request. 3B – request for lease What is the length of lease you are requesting? How much rent are you prepared to pay? Please make clear whether this is per year or per month. Proposed rent: Please attach a note setting out any other terms and conditions you wish to be included in the lease, or to apply to the request in any other way. X Page 18 of 286
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7 3C – request for other rights What are the rights you are requesting? None Do you propose to make any payment for these rights? Yes ☐ No ☐ If yes, how much are you prepared to pay? Please make clear what period this would cover, for example per week, per month, per day? Proposed payment: £ Please attach a note setting out any other terms and conditions you wish to apply to the request. Page 19 of 286
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8 Section 4: Community Proposal 4.1 Please set out the reasons for making the request and how the land or building will be used. This should explain the objectives of your project, why there is a need for it, any development or changes you plan to make to the land or building, and any activities that will take place there. 4.1.1 Objectives of the Project: This site is directly adjacent to the southern boundary of Teucheen Wood, a woodland which was brought into community-ownership by the Trust in 2021. The site runs parallel to Teucheen’s main woodland entrance pathway (originating on Greenock Road). Since gaining ownership of Teucheen Wood the Trust has established a diverse programme of ecological and community-based projects alongside our on-going management of the woodland. This area of land is an ideal space to be incorporated into our community’s work to improve habitat quality and connectivity around Teucheen Wood. It also provides a unique opportunity for the Trust to create a fully accessible nature space (due to its flat terrain and ease of access from Greenock Road) which can readily be incorporated into our existing conservation volunteering and nature wellbeing activity programmes – offering an alternative to the challenging woodland terrain of Teucheen Wood and thereby increasing inclusive access to nature on a local level. IDT wish to bring the asset into our full management in order to enhance on-site biodiversity, introduce pathways to ensure accessibility for all persons, and to promote the ‘green prescription’ by creating a local accessible green space for community members of all abilities to enjoy. The main objectives are as follows: Creation of a fully accessible community nature space and associated opportunities/benefits: The central section of the site will be developed into a communal nature space designed to ensure inclusivity for all community members and to promote wider engagement with nature. This section will include a fully accessible path loop, with benches offering rest intervals and interactive interpretation boards providing insight into the surround habitats (and associated flora and fauna). The planting of wildflower species and orchard trees in the area surrounding the path loop will help to further create a vibrant, engaging natural space. It is anticipated that this area will provide an accessible alternative to Teucheen Wood, being able to support the various nature-based activities which currently take place in the woodland (e.g. forest school, nature wellbeing, recreation, and conservation volunteering) while extending their availability to those who may be unable to navigate challenging woodland terrain. Creation of quality woodland edge habitat: Page 20 of 286
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9 Enhancement of the northern area of the site, which currently has an unnatural edge with mature trees (of Teucheen Wood) directly abutting arable land, through the planting of flower-rich and fruit/nut bearing shrubs and trees alongside planting of woodland fringe wildflowers/plug-plants. This will create a softer, more natural woodland edge habitat between Teucheen Wood and this site – reducing the ‘woodland edge’ effect and creating a habitat transition zone which better supports biodiversity and woodland wildlife populations. Creation of quality wet grassland habitat: Restoration of the southern section of the site to wetland via the creation of small wader scrapes (shallow standing water features), natural re-wetting, planting of wet grassland wildflower species, and the expansion of an existing reedbed fragment to the east of the site – supporting wetland bird species currently using the site (Reed Bunting and Sedge Warbler), increasing attractiveness of the site for species such as Grasshopper Warbler, and providing a learning opportunity around this important habitat (and the species it supports). Miscellaneous biodiversity enhancements across site: Planting of a native hedgerow along the eastern boundary to improve availability of hedge habitat, habitat connectivity (connecting Teucheen Wood and existing woodland/hedge habitat to the south), and to create a buffer to the adjacent arable land. Increased plant and insect biodiversity through wildflower planting and natural regeneration of ground flora across the site. Creation of beetle bank using excavated material from creation of path loop and wader scrapes. 4.1.2 Why there is a need for your Project The site is not actively managed by Renfrewshire Council and exists as monoculture arable land (which has been intensively managed on an informal basis, with no specific permissions from the Council, by the adjacent landowner). The site has only minimal biodiversity along its margins and forms a hard boundary with the south of our community woodland (with mature trees directly abutting the site). The Trust wishes to obtain ownership of this piece of land to undertake ecological restoration of the site (providing a much-needed biodiversity boost) and for incorporation into our community-based conservation and nature-engagement work. The site will be integrated into our existing environmental, volunteering, educational, and wellbeing activity programmes - all of which are provided to our local and wider communities without cost. Our community has expressed a desire for the Trust to help maintain Inchinnan’s greenbelt, diverse habitats, and natural heritage both for the benefit of our community members and for our local wildlife populations. The Trust was established with this goal in mind and, following the success of bringing Teucheen Wood into community ownership, set its sights on other local assets identified by community members as ‘at risk of loss’. This was determined by an ‘asset priority matrix’ created through thorough community consultation gauging the perception of local place-based assets. At the top of this priority list, following Teucheen Wood, was this farmland site. The site was identified by Page 21 of 286
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10 our community members as a high value asset with significant potential to benefit the community if brought into ownership but at significant risk of loss. The Trust also sees a unique opportunity to create a site which provides both quality, wild natural habitat (and the associated benefits both for local wildlife and our community) but also an engaging and fully accessible ‘nature experience’ for our community members – something which is currently missing in Inchinnan (due to lack of accessible infrastructure and the inaccessible terrain of our community woodland). The Trust has seen increasing demand from community members for greater accessibility across Inchinnan’s community assets and a clear need to create equitable opportunities to engage with nature locally. Inchinnan has a significant number of elderly residents, many of whom are unable to access Teucheen Wood due to its challenging terrain. These residents would benefit from an alternative, fully accessible nature space – a need which has been echoed in our informal engagement with residents at community events and through formal consultation on this asset. The natural inaccessibility of Teucheen Wood, has also meant that the Trust has had to decline partnership opportunities with organisations whose service users require a level of accessibility that the woodland cannot provide. The Trust would seek to collaborate with these organisations in the development of this new space. The Trust has delivered projects which provide accessible nature- oriented activities for our community, such as our annual community celebrations and Winter Connections programme). While these are consistently well attended (highlighting the interest in inclusive activities locally) they cannot replicate the experience and benefit of engaging with nature directly. The above was highlighted during our online consultation for the asset transfer of this space: “This is a fantastic proposal and will greatly benefit those who can't manage the terrain in Teucheen such as wheelchair users and mothers with prams. I support this proposal in its entirety.” “This would be a great area for all especially the elderly as the woods are uneven and not the best for the elderly. Great for wildlife plus the nursery/school kids!” "Accessibility of this new site along with nature restoration will enable equitable access to nature connections and therefore benefit all of the local community including wellbeing outcomes and addressing social isolation for those unable to physically manage to engage with the woods” "Creating accessible natural space would allow my mother (who has mobility and sight problems) and myself (who has a newborn) to access this local space and enjoy the pleasures and wellbeing benefits of being outdoors." The Trust has also established a working relationship with Shopmobility Renfrewshire, who have previously supported us in identifying and addressing accessibility challenges locally and in connection with our community events. A response from a service user of Shopmobility Scotland noted “we will strongly support this asset transfer and work in partnership in the future. Great opportunities for future development to help those with mobility disabilities get out and about” Page 22 of 286
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11 while an employee of the organisation stated “I think it will be a great future development to help those who need to get out of their house if they have a mobility issue - know that this will take time but it's great for future plans to make it accessible for all”. 4.1.3 Development / changes / modifications required The following modifications to the site are proposed to improve accessibility, biodiversity, and community value: • Construction of fully accessible path loop across central portion of the site (approx. 200m) which will link into the existing pathway from Greenock Road (constructed in 2022 with the support of Renfrewshire Council) • Installation of rest benches (and passing places) at intervals across path loop (4 benches) • Installation of interactive interpretation boards detailing habitats and flora/fauna to engage site users (4 boards) • Planting of native tree species, shrubs, and plug plants (including orchard species) to support biodiversity • Planting of wildflower species across site and facilitation of natural regeneration of ground flora to support pollinator and invertebrate populations • Excavation to south of the site to create ‘wet features’ for wading birds (and creation of a beetle bank using excavated materials to provide additional habitat for invertebrates) Where applicable, the above changes will be subject to appropriate planning permission from Renfrewshire Council. The neighbouring landowner (Florish Farm) is supportive of the Trust’s ambitions for the site and plans to install a boundary fence to better delineate the boundary of the site, this will be complemented by hedgerow planting to establish a natural boundary and greater habitat connectivity. 4.1.4 Activities that will take place Habitat creation and management: Our plans for this site will transform it, from currently ecologically poor arable land, into a thriving, biodiverse space for wildlife and community. Each section of the site will have its own dedicated plan for ecological restoration and habitat creation, supported by Trust staff, volunteers, and local wildlife agencies and experts. These efforts will contribute to the Trust’s work to support Inchinnan’s Page 23 of 286
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12 diverse bird, pollinator, amphibian, and mammal populations, while providing hands-on learning experiences for our community members. Full details of our plans for ecological restoration and habitat creation can be found in: ‘TANS CAT – Habitat Restoration & Creation Outline’ [PDF] which can be found in the supporting documentation for this application. On-going management of established habitats on site and maintenance of the communal area of the site will be incorporated into the Trust’s routine management of our community assets and supported by our various volunteers (including our conservation volunteer group, Friends of Teucheen Wood). Conservation volunteering, educational programmes, and recreation activities: The habitat creation, restoration, and management on-site will not only boost biodiversity but will offer various educational and recreational opportunities for our community members. By involving our community from the outset of the project through to its delivery and on-going management, we will help to cultivate a sense of ownership over the space, fostering a deeper connection to nature and feeling of stewardship over Inchinnan’s local environment (and the species it supports). The Trust currently runs several projects focussed on community recreation and wellbeing in nature which will be involved in the activities on-site, these include our Friends of Teucheen Wood conservation volunteer group and our weekly Nature Wellbeing group. The Trust will also continue its collaboration with local nurseries, primary schools, high schools, and outdoor educators to ensure the involvement of local young people both as part of their curriculum and educational programmes (such as the John Muir award) and the Trust’s own, independent educational projects. The creation of a vibrant, engaging space and provision of an accessible path network (and associated infrastructure) will encourage use of space by our local and wider community members. The planned accessibility of the site also creates an opportunity for the Trust to extend the reach of our own nature-based activities to include those who may have limited mobility or additional barriers which may prevent them from engaging with other green spaces in Inchinnan. Archaeological investigation: The Trust will work with Inchinnan Historical Interest Group to investigate the site’s connection to Inchinnan’s rich history. The site is linked to the historic Battle of Renfrew (1164) and an Archaeological Trigger Zone is located within the site. IDT will collaborate with IHIG to explore the potential for archaeological works prior to the installation of path infrastructure and habitat creation works. 4.1.5 If the asset is to be used by the public it would be helpful if you could provide details of letting’s policy and opening times The space will be open to the public 24/7 as it is an accessible communal green space. Page 24 of 286
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13 4.1.6 What provision will be provided for people with disabilities? Owing to its natural topography and intensive management as arable land the site has greater accessibility (and opportunity for accessible infrastructure) than existing greenspaces and woodlands within Inchinnan, including Teucheen Wood. The path loop planned for the site will be fully accessible, allowing for use by mobility equipment and wheeled transport. The pathway will include passing places (to allow, in particular, wheelchair users and those with push chairs to pass) and resting places (rest benches) to support those who require regular rest intervals while walking the distance of the path. The new path will adjoin the accessible entrance pathway leading to the site from Greenock Road. As with all of the Trust’s community conservation projects, we will seek to involve those who may have barriers to engaging with nature/conservation independently – this includes those living with disabilities. We believe that our structured sessions (provided through our volunteer programme and adult woodland wellbeing sessions) help those with barriers gain the necessary confidence and knowledge to engage with nature/local greenspaces, something which may be unfamiliar to those living in areas with limited availability of fully accessible greenspaces. 4.1.7 Any other relevant information? Benefits of the proposal 4.2 Please set out the benefits that you consider will arise if the request is agreed to. This section should explain how the project will benefit your community, and others. Please refer to the guidance on how the relevant authority will consider the benefits of a request. Please explain how the project will benefit your community by detailing how your project will promote or improve: - 4.2.1 Economic development / income generation While the site will not be profit generating, community engagement with work on site and the woodland activities the site will support will provide opportunities for skills development and learning within our community. There is also opportunity for corporate volunteering (to support the creation and maintenance of the site) with local businesses – helping to create a connection between these businesses and our community, ultimately benefitting both. 4.2.2 Regeneration • As outlined in the Trust’s 2021-2026 Strategic Plan (which can be found in the supporting documentation for this application), our mains goals and drivers are: Page 25 of 286
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14 • The advancement of community development (including regeneration and enhancement of woodlands and greenspaces) within the community and giving the community a voice in development • The advancement of environmental protection, preservation, and enhancement • The provision and organisation of recreational activities with the object of improving the quality of life for the persons for whom the facilities or activities are primarily intended This site has the capacity to contribute to each of these aims and further the Trust’s realisation of our community’s ambitions. With the ownership of this site, a valued green asset, we not only ensure its development is in line with our community’s environmental goals (i.e. preservation of our natural heritage and enhancement of our green land) but ensure the space is regenerated in a way that not only increases ecological value but increases its value and meaning to our community members. Through its ownership and the collective work by our community to shape and improve the space (for people and wildlife) we create a feeling of empowerment within the community - that our community members have influence over Inchinnan’s growth and development and that the wants of the community are both heard and realised. The incorporation of the site into the Trust’s programme of activities (i.e. various volunteering, recreational, and educational initiatives) gives our community members the opportunity to be actively involved, fostering a sense of ownership of the site and connection with the natural habitats (and wildlife) it will support - while also benefitting from the experience and community ties these activities will bring. 4.2.3 Public Health Preserving and enhancing green field sites such as this, benefits our community by both making Inchinnan a greener and brighter place to be but also by creating opportunities for meaningful engagement with our local environment. It is well known that time in nature and engagement with natural spaces (and associated ‘green’ activities) has proven benefits for both physical health and mental wellbeing, as such the Trust seeks to engage our community with our green assets and environmental projects. This includes our weekly adult wellbeing sessions, funded by the Community Mental Health and Wellbeing Fund, which provides participants with nature-based wellbeing activities (e.g. wildlife observation, nature bathing, mindfulness exercises, social activities, green art making, and outdoor skills development). The Trust intends to incorporate this site into our wellbeing sessions once established, providing not only a new, biodiverse space for participants to engage with but a fully accessible alternative to Teucheen Wood - reducing barriers to engagement with nature and the associated health benefits. 4.2.4 Social / Wellbeing Page 26 of 286
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15 The Trust hopes to bring our local and wider communities together in the improvement, maintenance, and use of the site. The provision of accessible infrastructure (pathways, rest benches, interpretation boards) will help to develop a fully inclusive space within the site, helping to address the lack of accessibility of other local natural spaces, while structured/supported activities on-site will be on offer (as part of the Trust’s funded activities) to help to break down initial barriers that some may have when engaging with an unfamiliar space - e.g. lack of experience/confidence, physical or mental health, financial limitations. As above, the site will support our wellbeing and community-based activities (currently taking place in Teucheen Wood). These activities improve the wellbeing of attendees (and thus our community at large) through nature immersion/exposure but also through the increase in connection to their local community. Through our volunteering and recreational activities, there is opportunity for both adult volunteers and the younger generations of our communities to play an active role in the shaping, development, and use of the space - helping to boost local participation and community cohesion while creating a shared sense of ownership across generations. 4.2.5 Environmental / Wellbeing / Environmental Benefits The Trust is driven by and dedicated to the preservation and enhancement of Inchinnan’s local environment and natural heritage through responsible, informed management, and sustainable development of green assets such as this site. The long-term goal of this project is the creation of an ecologically rich, biodiverse, and robust space which will alleviate some of the pressures of local urban expansion and enable our community to respond not only to the wider climate crisis but to the nature/biodiversity crises which we face on both a local and national level. This will be achieved through tailored habitat restoration and creation, establishing a diverse site that is rich in breeding and foraging opportunities for a variety of locally important species. Work will not only increase the ecological value and richness of the site itself but also establish connections to adjacent habitats and soften transitions between habitat types - creating a well-integrated and connected site. These efforts also enable the Trust to further engage our community with their local environment, the pressures it faces, and the ways in which we can respond on a local level. The Trust works with local schools and forest school practitioners to create connections between local young people and local green spaces to ensure they benefit from the health, social, and educational benefits they bring. This site will be incorporated into the Trust’s educational initiatives, with opportunity for it to be used as a living classroom with new learning opportunities around valuable wildlife habitats (wetlands, woodland fringe, hedgerow, meadow) and the interaction between these, habitat restoration/conservation, and nature networks. This will boost our young people’s engagement with their local environment, helping to improve environmental literacy, encourage skills development, create a sense of environmental stewardship, and promote ways in which they can become involved in their local community (e.g. through volunteering or pathways to employment in community- based conservation/development). 4.2.6 Does your project contribute to the reduction in equalities? Please detail how. Page 27 of 286
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16 As with all of our projects, the Trust will strive to engage those who may have barriers to participation – both with our work improving the site but also in the use of the site for recreation and nature engagement. The site provides an opportunity to address the inequality of accessibility present in other natural green assets within Inchinnan (which can have limited accessibility due to the nature of the site e.g. terrain, topography, conservation restrictions). The flat terrain of this site (and current use as intensively managed farmland) enables the Trust to develop a fully accessible space, able to engage our entire community, while still retaining a feeling of ‘naturalness’ owing to the surrounding landscape and restored/created wildlife habitats to the north and south. The Trust will seek the support of Paths For All to ensure the on-site path network is fully accessible and in-line with best practise. The Trust’s nature wellbeing sessions in particular are designed to support those who may have additional support needs or barriers to participation. These sessions are led by a fully qualified outdoor educator with experience working with service users requiring tailored/additional support. These sessions will be extended to this site, providing an opportunity to reach those who may be unable to engage with activities on less accessible sites (i.e. Teucheen Wood). Our current nature-based recreational and wellbeing sessions are provided to our community free of charge in order to reduce financial barriers. The Trust will also explore the new opportunities that this site brings for partnership working with organisations that would benefit from use of a fully accessible greenspace and encourage signposting to our ‘green health’ activities. 4.2.7 Any other relevant information This year, the Trust successfully applied for a Community Asset Transfer of an additional site which neighbours Teucheen Wood – a small area of land at the rear of 49 Beardmore Cottages. The project seeks to incorporate this area of land, which currently houses our woodland equipment storage container, into the on-going management of Teucheen Wood. The delivery of our aims at this site (rear of 49 Beardmore) will help to facilitate our community’s engagement with this new space and support the Trust’s work to improve it for wildlife and community. Restrictions on use of the land 4.3 If there are any restrictions on the use or development of the land, please explain how your project will comply with these. Restrictions might include, amongst others, environmental designations such as a Site of Special Scientific Interest (SSI), heritage designations such as listed building status, controls on contaminated land or planning restrictions. Page 28 of 286
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17 While the site itself does not have any environmental designations, adjacent Teucheen Wood has a non-statutory designation as a SINC (Site of Importance for Nature Conservation) and is covered by a Tree Preservation Order. However, works will not negatively impact the woodland and any arboricultural works required along the edge of the woodland will follow necessary TPO procedure. There is also an Archaeological Trigger Zone contained within the site boundary. Negative consequences 4.4 Please identify any potential risks which may occur if your request is agreed to? How would you propose to minimise these? You should consider any potential negative consequences for the local economy, environment, or any group of people and explain how you could reduce these. The Trust cannot foresee any negative consequences that could occur if granted an asset transfer of the site. As with our existing assets, feedback and input from our community members will be considered and implemented in the site’s on-going management. As mentioned, the site is currently informally farmed by the adjacent landowner, Florish Farm. Following the Trust’s initial Expression of Interest, Renfrewshire Council’s estates department approached Florish with an offer to purchase the site. This offer was declined and the farmer has since indicated that he no longer wishes to farm the land. The Trust has established a positive relationship with Florish Farm and has maintained open communication about our ambitions and vision for the site. The farm is supportive of the community’s acquisition of the site and the Trust’s plans for its future, avoiding any potential conflicts of interest. Community members residing in houses adjacent to Teucheen Wood’s main pathway and looking onto the site were notified of the Trust’s ambitions via letter, providing an early opportunity to raise potential concerns prior to the formal submission of the Trust’s Community Asset Transfer application. No negative feedback was returned from these letters. An online survey, promoted via our website, social channels, and in-person community events, provided a further opportunity for residents and relevant stakeholders to provide feedback and highlight any potential grievances. The response from this survey was overwhelmingly positive, however the Trust wishes to address a few of the concerns raised. The full data from the survey and the Trust’s response to comments can be found in the supplementary document ‘TANS CAT – Community Consultation Overview’ [PDF]. Potential issues highlighted in the survey were the risk of social misuse of the site and vandalism, potential for littering and fly-tipping, and the need to ensure wildlife can pass through the site. The Trust has experience with managing our two current community assets (Teucheen Wood and India Tyres Playing Fields) and risks that come with these. The Trust hopes to foster a sense of collective stewardship over the site and encourage positive social engagement with the space through a free programme of community activities. The site will be routinely monitored by staff and volunteers, and misuse of the site, if it were to occur, would be handled according to its kind and severity. Where possible the Trust seeks to use community outreach and education to address these issues, Page 29 of 286
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18 (e.g through public campaigns, leafleting, and signage). Regular clean-ups will ensure the site remains free of litter and, as with Teucheen Wood, any fly-tipping would be recorded, reported, and dealt with promptly. A concern was raised regarding roe deer (and general wildlife) access into Teucheen Wood. While the roe deer using the woodland primarily access it via the eastern boundary, the Trust is committed to ensuring that corridors for wildlife are established and maintained on-site. Planted hedgerow will act as a natural passageway for wildlife (connecting Teucheen Wood to the small, wooded area to the south of the site) while the woodland fringe habitat to the north will create a gentle transition from the site into Teucheen Wood providing foraging opportunities and shelter. Additionally, the community/recreational elements of the site will be carefully considered - seeking to strike a balance between community use and wildlife conservation. Capacity to deliver 4.5 Please show how your organisation will be able to manage the project and achieve your objectives. This could include the skills and experience of members of the organisation, any track record of previous projects, whether you intend to use professional advisers, etc. Have you / your organisation managed projects or owned / leased land previously? Please provide details of: - 4.5.1 Skills and experience of members of the organisation IDT operates under the leadership of our Board of Directors (composed of members dedicated to the betterment and development of Inchinnan for the benefit of the community) alongside our two part-time members of staff and various volunteers. Maggie Morrison (Development Manager) - Maggie has over 25 years’ experience working in roles in finance, procurement, project management, and administration. Her people skills and positive attitude are the driving force behind IDT. Lacey Lindsay (Development Officer) - Lacey is an Earth Science (Hons) graduate bringing experience in geoscience and conservation. She supports IDT's environmental ambitions and engaging our community with these. Ali Cush (Member Director) - Ali works as an Education and Inclusion Advisor at Loch Lomond & The Trossachs National Park and is passionate about creating equal access to greenspaces and outdoor learning. Mags O’Neill (Member Director) - Mags works as an early years educator at Inchinnan Nursery. Having served Inchinnan Community Council for over 10 years, she has been a key contributor to many village projects. Page 30 of 286
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19 Marci MacCuish (Member Director) - Marci is an Environmental Health Officer with over 20 years’ experience. Originally from Glasgow, she moved to Inchinnan and fell in love with village life and our friendly community. Brian Thomas (Member Director) - Brian participates in many organisations based in Inchinnan, bringing his knowledge of our local community and experience from his day job as an Assistant Property Director to IDT. Dr Alan Murphy (Co-opted Director) – Alan is a Senior Lecturer in Enterprise at University of the West of Scotland with extensive industry experience, leading the UWS Institute of Enterprise and Entrepreneurs Academy, and specialising in enterprise education, entrepreneurship, and business support. We have previous experience with bringing assets into community ownership and management through our acquisition of Teucheen Wood and India Tyres Playing Fields. Our work with these assets has brought experience with land management and the necessary professional contacts and consultees to realise our aims with this new area of land. The Trust has also gained extensive experience with applying for funding and grants to facilitate our work, with a strong track record of successful funding bids for our environmental and ecological projects. 4.5.2 Do you intend to use professional advisors? The Trust’s experience in land ownership and management, gained through our two existing assets (Teucheen Wood and India Tyres Playing Fields), will support our delivery of the project at this site. Where more tailored advice and expertise is needed, the Trust will seek professional guidance and utilise the knowledge of local wildlife experts. We have cultivated close relationships both with guiding bodies and professional consultees through our previous work. These include: Community Woods Association, Community Land Scotland, Development Trust Association Scotland, Merlin Tree Services, Starling Learning, Envirocentre Ltd, Cubed Limited, Paths For All, Shopmobility Renfrewshire, MAC Consulting, and Renfrewshire Council. 4.5.3 Do you currently lease / manage a property from Renfrewshire Council? If yes, please provide details The Trust successfully completed a Community Asset Transfer (long-lease option) of India Tyres Playing Fields. 4.5.4 Please detail how you plan to maintain the asset? The asset will be incorporated into the Trust’s management programme (which currently includes Teucheen Wood and India Tyres Playing Fields) with support from staff, volunteers, wider community members, and professional advisors/consultees. The following methods will be used to measure and track outcomes: • Wildlife monitoring (including species surveys) to assess the site and its progress Page 31 of 286
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20 • Photo recording to show landscape change/improvement over a set period • Regular communication with our local and wider community via online platforms • Regular communication via physical leaflets and through presence at village events • Monitoring of engagement with online content related to project • Encouragement of feedback from our online audience (via comments, emails) • Volunteering uptake (as part of our Friends of Teucheen Wood group) • Community consultation events (i.e. Annual General Meeting) with recorded feedback • Feedback (verbal and written) from both attendees and practitioners of our nature-based activities (i.e. forest school attendees, ‘wellbeing in nature’ groups) • Feedback from our volunteer group Friends of Teucheen Wood • Continued use of our ‘action tracker’ sheet which records all projects, tasks, their timelines, and current progress 4.5.5. Any other relevant information? N/A Section 5: Level and nature of support 5.1 Please provide details of the level and nature of support for the request, from your community and, if relevant, from others. This could include information on the proportion of your community who are involved with the request, how you have engaged with your community beyond the members of your organisation and what their response has been. You should also show how you have engaged with any other communities that may be affected by your proposals. 5.1.1 How many people are members of your organisation? Are they in agreement with this application? Inchinnan Development Trust currently has a membership of 117 people alongside five Board Directors and two part-time members of staff. Our membership are supportive of the Trust’s various community and environmental projects across Inchinnan, this includes our management of Teucheen Wood and its surrounds. Our Board of Directors are in agreement with our application for a Community Asset Transfer and our intentions to improve this area of land for both community and wildlife. Page 32 of 286
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21 5.1.2 How many people are members of your community as defined in your constitution / governing rules? Are they in agreement with this application? As defined in our constitution our community comprises those within the Inchinnan Community Council Boundary. Inchinnan has a population of 1874 persons residing within 760 households. We have been guided by the voice of our community since our inception, with thorough community consultation being undertaken to assess the local needs/wants which now guide our work. Through this consultation the Trust developed a vision to create a network of community-oriented greenspaces within the village, furthering habitat preservation and restoration while providing opportunities for local engagement, community services, public recreation, physical and mental wellbeing, and educational/vocational activities. As previously stated, a key aspect of early consultation work was the creation of a ‘asset priority matrix’ to highlight local green assets and their relationship to our community members. The survey for this asked residents to provide opinions on the strengths of local assets, their value to the community (including impact if they were lost) and potential to benefit the community via community management. At the top of this list, following Teucheen Wood, was this farmland site. Additionally, consultation undertaken as a part of our Nature Networks & Habitat Connectivity project has shown that community members were aware of the effects of loss of land and habitat fragmentation on our wildlife population and attributed this to increasing housing development and industrial expansion. Respondees expressed their frustration regarding lack of communication regarding development and a desire for greater community input/involvement. A digital survey on this site specifically, which was active from mid-August to late-November, demonstrated strong support for this application and our plans for the site. A total of 160 (of 162) of those responding to the survey were in support of the proposals for the site. This survey was promoted both online and through in-person village events following our initial Expression of Interest. A detailed overview of the results of this survey can be found in the supporting documentation. IDT continually communicates with our local and wider communities through both in-person methods (local events, leafletting, community woodland activities, word of mouth) and online via our social media channels and website. We have promoted our ambition to preserve and reconnect Inchinnan’s wildlife habitats with educational posts around nature networks (what they are, why we need them) and the work we are already doing elsewhere in Inchinnan (e.g. in Teucheen Wood). Our work and aims have been positively received and the feedback from our community online and in- person has been fantastic. Our woodland volunteer group (Friends of Teucheen Wood), wellbeing sessions, and educational activities continue to have a good level of engagement and participation. Through these we have received informal feedback on our plans to transfer this area of land from those who most frequently engage with Teucheen Wood – all of which has been positive. 5.1.3 Have you consulted with other local stakeholder groups and agencies? Please provide evidence. Page 33 of 286
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22 Relevant stakeholder groups are consulted on a regular basis through the Trust’s routine work with our existing community assets and projects. Stakeholders and local groups were also encouraged to complete the consultation survey for the project. The project was highlighted at an Inchinnan Community Council meeting in September 2024. No objections to the proposal were raised during the meeting. The minute of this meeting can be founding in supporting document ‘Inchinnan Community Council Meeting Minutes (03/09/24)’ and reference to the project can be found in item 6.1. The project, and its connection to Teucheen Wood, was also raised during a meeting with advisors from Scottish Forestry as part of their assistance with the Trust’s Woodland Management Plan for Teucheen Wood. It was advised that the Trust include reference of this project in our management plan and engage further with Scottish Forestry upon the completion of the Community Asset Transfer, to explore options for funding support. 5.1.4 Have you contacted local staff? If yes, please provide details of who The Trust has been in contact with Sandra Inrig (Community Asset Transfer and Regeneration Programme Manager), who has supported the Trust with our two previous Community Asset Transfers and has provided guidance for this project also. Renfrewshire Council’s planning department was contacted regarding this piece of land during the creation of the access pathway into Teucheen Wood (originating from Greenock Road) in 2022. During conversations with planners the Trust raised its intentions to acquire this community asset in the future. 5.1.5 Have you contacted any other communities that may be affected? The landowner of the farmland to the east of the site has been informed of the Trust’s intentions and is supportive of our plans to transfer the land into community ownership. 5.1.6 Any other relevant information Details of the work already undertaken by our members, volunteers, and Friends of Teucheen Wood can be found both on the Trust’s website and social media platforms. Section 6: Funding 6.1 Please outline how you propose to fund the price or rent you are prepared to pay for the land, and your proposed use of the land. You should show your calculations of the costs associated with the transfer of the land or building and your future use of it, including any redevelopment, ongoing maintenance, and the costs of your activities. All proposed income and investment should be identified, including volunteering and donations. If you intend to apply for grants or loans you should demonstrate that your proposals are eligible for the relevant scheme, according to the guidance available for applicants. Page 34 of 286
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23 6.1.1 Please show your calculations of the costs associated with the transfer of the land or buildings and your future use of it, including any redevelopment, ongoing maintenance, and the costs of your activities. All proposed income and investment should be identified, including volunteering and donations. The Trust aims to complete the planning and administrative elements of the project in 2025. Project delivery of onsite enhancements are planned to be introduced across 2026, with the site opening to the public in 2027. The Trust, having completed a Community Asset Transfer process previously for India Tyres Playing Fields, is familiar with funding available to support the transfer process - legal and planning. The Trust has consulted Paths for All on our pathway requirement and although they no longer fund pathway creation they do consult and support with the installation specifications. The Trust has positive relationships with The National Lottery (TNL), and the heritage fund is a prospective funder for 'Teucheen 2.0' which creates an accessible alternative for those seeking the green prescription but unable to access the challenging terrain of Teucheen Wood. As always with IDT, our staff and volunteer army engage in all stages of our project work - including our Volunteer Wildlife Consultant, Andy Monaghan, who will give his time and expertise to the ecological aspects of the project. Trust staff will oversee project development and delivery, budget and costings, and manage work on-site (by both contractors and volunteers). 6.1.2 Please also supply details of what funding you have received so far, and any conditions attached. None 6.1.3 Details of funding you have applied for but are still waiting on a decision / response None 6.1.4 Details of other funding i.e. voluntary donations, borrowing etc None 6.1.5 Any other relevant information Page 35 of 286
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24 None Page 36 of 286
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25 Section 7: Other Supporting Documentation To enable the Council to fully consider your application, the following supporting documentation must be submitted as part of your application:- • A copy of your organisation’s Constitution, Articles or Association or other governing rules as appropriate; • A detailed business case (that is proportionate to the nature of the asset transfer request); • A financial projection of income and expenditure for at least three full financial years following the date of this request; • A copy of your organisation’s most recent audited accounts, where available (or a financial projection covering the current financial year where the applicant has been operating for less than one year); • Annual reports (where these are available). Applicants are advised to refer to the Scottish Government Community Asset Transfer Guidance for Community Transfer Bodies for further details of what information should be included in these supporting documents. https://www.gov.scot/publications/asset-transfer- under-community-empowerment-scotland-act-2015-guidance-community-9781786527509/ Page 37 of 286
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26 Declaration and Signature Two office-bearers (board members, charity trustees or committee members) of the community transfer body must sign the form. They must provide their full names and home addresses for the purposes of prevention and detection of fraud. This form and supporting documents will be made available online for any interested person to read and comment on. Personal information will be redacted before the form is made available. We, the undersigned on behalf of the community transfer body as noted at section 1, make an asset transfer request as specified in this form. We declare that the information provided in this form and any accompanying documents is accurate to the best of our knowledge. “I understand that the details provided will be used by Renfrewshire Council for the purpose of assessing the asset transfer request and may be shared with Council Officers and Elected Members for the purposes of providing support in making the application or other purposes as appropriate. Further information on how the Council looks after personal information can be found here : https://www.renfrewshire.gov.uk/article/2201/Privacy-policy 1. Name: Maggie Morrison Address: India of Inchinnan, Greenock Road, Inchinnan PA4 9HL Date: 11/06/2024 Position: Senior Development Officer Signature: 2. Name: Alison Cush Address: 69 Banchory Avenue, Inchinnan PA4 9QE Date: 11/06/2024 Position: Director Signature: Page 38 of 286
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28 Checklist of accompanying documents To check that nothing is missed, please list any documents which you are submitting to accompany this form. Section 1 – you must attach your organisation’s constitution, articles of association or registered rules ‘IDT Articles of Association’ [PDF] Section 2 – any maps, drawings, or description of the land requested. ‘Excerpt from LDP Background Paper 2 (Housing Site Assessment)’ [PDF] Section 3 – note of any terms and conditions that are to apply to the request Section 4 – about your proposals, their benefits, any restrictions on the land or potential negative consequences, and your organisation’s capacity to deliver. ‘TANS CAT – Habitat Restoration & Creation Outline’ [PDF] ‘TANS CAT – Site Concept Map’ [JPEG] ‘TANS CAT – Project Costings/Financial Overview’ [XLSX] Section 5 – evidence of community support Community consultation: ‘TANS CAT – Community Consultation Overview’ [PDF] ‘TANS CAT – Community Consultation Data’ [XLSX] ‘TANS CAT – Residents Letter’ [PDF] Page 40 of 286
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29 ‘Inchinnan Community Council Meeting Minutes (03/09/24)’ [PDF] Community involvement with maintenance of site: ‘Friends of Teucheen Wood – Hedgerow Planting & Wildflower Verge’ [PDF] Section 6 – funding Section 7 – Supporting Documentation IDT Finances: ‘IDT 2023-24 Financial Accounts’ [PDF] ‘IDT Financial Report 2024’ [PDF] Teucheen Wood Management: ‘ECRPT 13177 Teucheen Wood WMP_Final_R1.1’ [PDF] Page 41 of 286
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Amount Guidance support Community Asset Transfer (CAT) purchase price 1 £ Renfrewshire Council Legal fees for land purchase via CAT 7,500 £ Harper MacLeod Planning permission fees 300 £ RC Planning Professional fees for planning 500 £ Glasgow Architecture Pathway creation 25,000 £ Paths for All Wildflower planting 1,500 £ Andy Monaghan Vegetation planting (trees and shrubs) 2,000 £ Glasgow Airport Wader scrape excavation 200 £ Andy Monaghan, RSPB 4 benches 2,000 £ Glasdon 4 interactive interpretation boards 1,600 £ Sneddon Signs Miscellaneous tools/materials 500 £ Andy Monaghan Project cost 41,101.00 £ The Trust aims to complete the planning and administrative elements of the project in 202 introduced across 2026, with the site opening to the public in 2027. The Trust, having com Tyres Playing Fields, is familiar with funding available to support the transfer process - leg The Trust has consulted Paths for All on our pathway requirement and although they no l the installation specifications. The Trust has positive relationships with The National Lotte 'Teucheen 2.0' which creates an accessible alternative for those seeking the green prescrip Wood. As always with IDT, our staff and volunteer army engage in all stages of our project work - who will give his time and expertise to the ecological aspects of the project. Trust staff wi costings, and manage work on-site (by both contractors and volunteers). Teucheen Accessible Nature Space - Project Costi Project costings 1 Page 47 of 286
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Intended Funder Timescales Inchinnan DT Completed by end of 2025 Sustainable communities Fund Completed by end of 2025 Sustainable Communities Fund Completed by end of 2025 Sustainable Communities Fund Completed by end of 2025 The National Lottery (Heritage Fund) Completed in 2026 Mushroom Trust Completed in 2026 Mushroom Trust Completed in 2026 The National Lottery (Heritage Fund) Completed in 2026 Flightpath Fund Completed in 2026 Flightpath Fund Completed in 2026 The National Lottery (Heritage Fund) Completed in 2026 25. Project delivery of onsite enhancements are planned to be mpleted a Community Asset Transfer process previously for India gal and planning. onger fund pathway creation they do consult and support with ery (TNL), and the heritage fund is a prospective funder for ption but unable to access the challenging terrain of Teucheen - including our Volunteer Wildlife Consultant, Andy Monaghan, ll oversee project development and delivery, budget and ings 2025/26 2 Page 48 of 286
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Teucheen Wood Woodland Management Plan December 2023 Page 50 of 286
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Teucheen Wood Woodland Management Plan Client: Inchinnan Development Trust Document number: 13177 Project number: 175322 Status: FINAL R1 Author: Steven Duncan Reviewer: Peter Dolling and Douglas Blease Date of issue: 8 December 2023 Filename: D "K:\175322 Teucheen Woodland\Outputs\Issued" EnviroCentre Limited Office Locations: Glasgow Edinburgh Inverness Banchory Registered Office: Craighall Business Park 8 Eagle Street Glasgow G4 9XA Tel 0141 341 5040 info@envirocentre.co.uk www.envirocentre.co.uk This report has been prepared by EnviroCentre Limited with all reasonable skill and care, within the terms of the Contract with Inchinnan Development Trust (“the Client”). The report is confidential to the Client, and EnviroCentre Limited accepts no responsibility of whatever nature to third parties to whom this report may be made known. No part of this document may be reproduced or altered without the prior written approval of EnviroCentre Limited. EnviroCentre Limited is registered in Scotland under no. SC161777. VAT no. GB 348 6770 57. Page 51 of 286
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Inchinnan Development Trust December 2023 Teucheen Wood; Woodland Management Plan i EXECUTIVE SUMMARY EnviroCentre were commissioned by the Inchinnan Development Trust (IDT) to collate existing knowledge garnered from recent and ongoing study of habitats and species at Teucheen Wood, Inchinnan, Renfrewshire to compile a Woodland Management Plan (WMP). This management plan is a draft concept version of a proposed woodland management plan that will This Woodland Management Plan is a dynamic document with the ability to change to meet evolving objectives. The purpose of this draft concept plan is to inform stakeholders of key future priorities. The aim of the WMP is: "To manage an area of lowland mixed deciduous woodland, which affords the community an accessible and quality resource, enhancing local biodiversity, and increasing the resilience of the woodland against threats from adjacent land use and climate change." The aim shall be achieved by the following objectives: 1. Actively and positively managing the woodland edge (perimeter trees); 2. Facilitate community access, engagement, and volunteering within the woodland environment; 3. Enrich woodland composition and age structure to promote biodiversity; 4. Control and eradication of non-native invasive and pest species within the woodland; and 5. Monitor flora, fauna and tree health associated with the woodland over time. Teucheen Woodland is to be managed as continuous cover woodland, with selective thinning of hazardous trees around the woodland boundary and main path network, and enrichment to protect and enhance existing and future habitats, engage the community interest, present learning opportunities, and provide age and structural diversity with attention to native cover. Constraints and opportunities relating to the objectives are explored in Section 4.5. Management actions relevant to each objective are detailed in Section 4.6. A proposed monitoring regime laid out in Section 5 gives the woodland owners a structured way to plan and organise the sustainable management of the woodland in order to satisfy the objectives over the next 5-year period. Page 52 of 286
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Inchinnan Development Trust December 2023 Teucheen Wood; Woodland Management Plan ii Contents Executive Summary ............................................................................................................................................... i 1 Introduction ................................................................................................................................................... 1 1.1 Terms of Reference ............................................................................................................................. 1 1.2 Scope .................................................................................................................................................... 1 1.3 Report Usage ....................................................................................................................................... 1 2 Woodland Description ................................................................................................................................. 3 2.1 Site Description .................................................................................................................................... 3 2.2 Constraints and Designations ............................................................................................................ 3 2.3 History of Management ....................................................................................................................... 3 2.4 Species Present and Age Profile ....................................................................................................... 4 2.5 Ecological Significance ....................................................................................................................... 4 2.6 Water & Soil .......................................................................................................................................... 5 2.7 Public Access ....................................................................................................................................... 5 2.8 Woodland Protection ........................................................................................................................... 6 3 Stakeholder Engagement.......................................................................................................................... 11 4 Aim and Objectives .................................................................................................................................... 13 4.1 Vision ................................................................................................................................................... 13 4.2 Aim ....................................................................................................................................................... 13 4.3 Management Objectives ................................................................................................................... 13 4.4 Management Strategy ....................................................................................................................... 14 4.5 Constraints and Opportunities ......................................................................................................... 14 4.6 Management Actions ........................................................................................................................ 18 5 Monitoring Regime ..................................................................................................................................... 22 Appendices A Woodland Boundary Plan B Constraints and Designation Plan C Footpath Plan D Woodland Condition Plan E Stakeholder Consultation/Engagement Record Tables Table 2-1: Exotic Plants/Invasive and Non-native Species Identified within the Woodland ....................... 6 Table 4-1: Constraints and Opportunities ....................................................................................................... 15 Table 4-2: Management Actions ....................................................................................................................... 18 Table 5-1: Proposals to Facilitate Community Access and Engagement ................................................... 22 Table 5-2: Proposals for Control and Eradication Of Non-Native Invasive and Pest Species Within the Woodland ............................................................................................................................................................. 23 Table 5-3: Proposals for Monitoring of Flora and Fauna Associated with the Woodland ......................... 24 Table 5-4: Proposals to Enrich Woodland Composition and Age Structure to Promote Biodiversity .... 25 Table 5-5: Proposals for Perimeter Management .......................................................................................... 26 Page 53 of 286
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1 1 INTRODUCTION 1.1 Terms of Reference EnviroCentre Limited were commissioned by the Inchinnan Development Trust (IDT) to collate existing knowledge garnered from recent and ongoing study of habitats and species at Teucheen Wood, Inchinnan, Renfrewshire to compile a Woodland Management Plan. 1.2 Scope The purpose of this draft concept plan is to inform stakeholders of key future priorities: • To manage trees in proximity to residential properties; • To ensure the Teucheen Wood meets its potential to host outdoor recreation and community engagement activities; • To communicate the intended aim and future objectives regarding the Teucheen Woodland habitat; • To prescribe the intended practical management actions; and • To provide a timeline to achieve objectives and review the aim. This management plan is a draft concept version of a proposed woodland management plan that will be finalised upon stakeholder agreement. The draft concept plan shall be considered a working document with the ability to change to meet evolving objectives as determined by: • The priorities of the community which owns the woodland; • Consultation with stakeholders; • Adaptation to externalities (e.g., social, political, and environmental pressures); • Adoption of new environmental Good Management Practices and consideration of inputs from professionals; and • Assessment of successes and failures of the implemented actions and objectives over time. Whilst this plan sets out a >20-year vision, the currently set objectives guide the first 10-years' actions. The plan has scope for annual review for adaptation and it is recommended that this plan is fully revised every 5 years to gauge the efficacy of the aim, objectives, actions, and opportunities within the context of the site status, challenges, opportunities and allowing for advances in understanding and technology. 1.3 Report Usage The information and recommendations contained within this report have been prepared in the specific context stated above and should not be utilised in any other context without prior written permission from EnviroCentre. Whilst the Client has a right to use the information as appropriate, EnviroCentre Limited retains ownership of the copyright and intellectual content of this report. Any distribution of this report should be controlled to avoid compromising the validity of the information or legal responsibilities held by both the Client and EnviroCentre Limited (including those of third-party copyright). EnviroCentre Limited does not accept liability to any third party for the contents of this report unless written agreement is secured in advance, stating the intended use of the information. Page 54 of 286
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2 EnviroCentre Limited accepts no liability for use of the report for purposes other than those for which it was originally provided, or where EnviroCentre has confirmed it is appropriate for the new context. Page 55 of 286
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3 2 WOODLAND DESCRIPTION 2.1 Site Description Teucheen Woodland, approximately centred on Ordnance Survey National Grid reference (OSNGR) NS 48279 69005, is a 5.85 hectare (ha) area of predominant lowland deciduous woodland, a Scottish Biodiversity List (SBL) and Renfrewshire Biodiversity Action Plan Priority Habitat. The woodland is of pre 19th Century origin, with evidence of replanting early in the 20th Century. The site is bounded by a dry-stone retaining wall, which acts like a ha-ha boundary with a drop of 1-2m to the surrounding fields, suggesting that the woodland was part of a more extensive 18th-century designed landscape. The site has a central mound that protrudes c. 30m above sea level (asl) and slopes downwards gently on all aspects, with a minimum altitude of 18m (asl). Residential land use borders the site: Beardmore Cottages to the south, Banchory Avenue and Balmoral Crescent to the west, and a new Gilchrist Gardens (CALA Homes) development to the north. Arable fields abut the woodland to the east. Appendix A displays the boundary of Teucheen Woodland. 2.2 Constraints and Designations This section should be considered in conjunction with the Constraints and Designations Plan in Appendix B. No statutory designated sites fall within the Teucheen Woodland site boundary. The woodland has a non-statutory designation as a SINC (Site of Importance for Nature Conservation). Teucheen Wood is included in the Ancient Woodland Inventory as a Long-Established woodland of Plantation Origin (LEPO). Teucheen Wood is part of a wider Tree Preservation Order (TPO) that also encompasses the adjacent Northbar woodland. All non-emergency work on trees greater than 7cm in diameter (measured at 1.5m above ground level) must be approved by Renfrewshire Council prior to work commencement. The woodland is located within a green belt zone. 2.3 History of Management The northern woodland boundary was subject to recent arboricultural operations targeted to alleviate constraints with the adjacent Gilchrist development following a lack of design consideration for above- ground tree constraints. Thirty-seven trees comprising semi-mature and mature sycamore, ash and beech were subject to works including removal, crown reduction and/or limb reduction during September 2021. Minor felling and limb reduction of eleven trees within the woodland and woodland boundary was undertaken in April 2022. Trees were identified in the 2022 Woodland Condition Report1 that posed a 1 EnviroCentre Limited (February 2022) Report No. 9941 Teucheen Woodland Woodland Condition Report Page 56 of 286
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4 low, moderate, or high potential hazard to ground targets, including the unofficial path network and residential properties adjacent to the eastern and southern boundary. All tree remediation works to date have sought permission from the Renfrewshire Council Tree Officer, per the TPO's terms. Ecological investigation for roosting bats and nesting birds was undertaken before work. No active bat roosts or bird nests were identified within the trees subject to pruning/felling, and potential entrances were blocked to ensure no threat to protected species during felling operations. A holistic approach focusing on biodiversity gain is in use for tree management within the woodland. Habitat monoliths with strategic cuts to promote fungal colonisation were adopted where possible, along with standing and fallen deadwood material retained in the woodland to promote natural decomposition and biodiversity enhancement. Furthermore, potential bat roosting features, including rot holes and structural failures, were retained where possible with the intent to integrate into the woodland to increase potential bat habitat. It is anticipated that the increased light levels as a result of these works may promote increased natural regeneration at the woodland edge, which could positively benefit a range of species associated with woodland ecosystems and edge-habitat niches. 2.4 Species Present and Age Profile The woodland has a fully closed canopy, and few age classes are represented, with most trees being semi-mature or mature. The canopy includes up to 50% naturalised broadleaf species. The canopy layer comprises abundant2 mature and semi-mature sycamore (Acer psuedoplantanus), beech (Fagus sylvatica), and oak (Quercus spp.); frequent Scots pine (Pinus sylvestris), horse chestnut (Aesculus hippocastanum), common lime (Tilia x europaea); and occasional European larch (Larix decidua). The understory comprises sapling and early mature, sycamore, beech, and holly (Ilex aquifolium); while hawthorn (Crataegus monogyna), rowan (Sorbus aucuparia) and elder (Sambucus nigra) are also present occasionally. Hawthorn and holly are prevalent on the woodland edge. Canopy gaps are uncommon and shade-intolerant species such as birch (Betula sp.) and wild cherry (Prunus avium) are rare. The ground conditions are generally dry, excluding a small portion of the woodland to the south, near Beardmore Cottages, which has mesic conditions. The ground flora is sporadic, and much of the woodland floor is comprised of leaf litter due to the high degree of shade cast by the mature trees, in particular, the beech. Light and moisture levels determine the vegetative composition. Bluebell (Hyacinthoides non-scripta) are an important component of the ground flora and are locally dominant in patches, while other herbaceous species, including brambles (Rubus fruticosus agg.), raspberry (Rubus idaeus), wood sorrel (Oxalis acetosella), cleavers (Galium aparine), lesser celandine (Ficaria verna), and stinging nettle (Urtica dioica) occur frequently. Ivy (Hedera helix) is common on the woodland floor and as a climber. Occasionally occurring species include common mouse-ear (Cerastium fontanum), common comfrey (Symphytum officnale), and St. John's wort (Hypericum perforatum). High shade areas within the woodland consist primarily of ferns, including lady fern (Athyrium filix-femina), broad buckler fern (Dryopteris dilatate) and male fern (Dryopteris sp.). 2.5 Ecological Significance Teucheen woodland is a Scottish Biodiversity List (SBL)3 Priority Habitat Lowland Mixed Deciduous Woodland, which is a priority habitat type that includes a wide range of lowland woodland types on well-drained basic to acidic soils. This habitat is widespread within the Scottish lowlands and is considered to be important at a national (Scottish) level as it provides suitable resting, foraging, and 2 Abundance estimates are expressed as abundant (51-75%), frequent (26-50%), and occasional (11-15%). 3 Joint Nature Conservation Committee (JNCC), UK Biodiversity Action Plan (UKBAP) Priority Habitats & Species, Available at: UK BAP List of UK Priority Species | JNCC Resource Hub (Accessed December 2023) Page 57 of 286
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5 commuting habitat for numerous nationally and internationally important species including badger (Meles Meles), pipistrelle bats (Pipistrellus sp.), brown long-eared bat (Plecotus auritus), West European hedgehog (Erinaceus europaeus), Starling (Sturnus vulgaris), Tree Pipit (Anthus trivialis), Tree sparrow (Passer montanus), Bullfinch (Pyrrhula pyrrhula), Song Thrush (Turdus philomelos), and Barn Owl (Tyto alba). Furthermore, it can support important flowing plant, bryophyte, fungal and lichen assemblages, which in turn support a rich diversity on invertebrates. Bluebell are listed in the Wildlife and Countryside Act 1981 - Schedule 8 and are important at a national (UK) level. 2.6 Water & Soil The woodland is located on neutral, non-calcareous, brown earth soils typical of the Scottish Lowlands that are predominantly free draining. The soil characteristics displayed on Scotland's' Soil Map4 are listed below: • The mineral topsoil within the woodland has a moderate capacity to store rainfall, and there is a moderate risk of saturation in certain circumstances that may lead to runoff; • The soils are highly suitable for phosphorus retention and have a high organic carbon concentration available for plants; • The subsoil within the woodland is moderately vulnerable to compaction, and the topsoil has a high risk of compaction, indicating access for forest management vehicles should be considered with caution; and • The risk of soil leaching is low as the soils are deep with low permeability due to the medium texture and thick organic surface layer. 2.7 Public Access This section should be considered in conjunction with the Footpath Plan Appendix C. There are no core paths, formal access points, or signage within the woodland. The main point of access for pedestrians is adjacent to Beardmore Cottages, to the south of the woodland. There is evidence of historic access at the north-western corner; however, this access has been blocked. The existing paths comprise a network of unsurfaced desire lines eroded into the woodland floor. The desire lines are informal, blocked in places by windthrow, and range from c. 3m wide to narrow trails suitable for walking single-file. The network forms a main path circuit within the northern half of the woodland. Additional routes radiate outwards, one of which follows the eastern boundary adjacent to the field. To the west, informal desire lines lead to the gardens of neighbouring homes along Banchory Avenue, Balmoral Crescent, and Beardmore Cottages. A few residents have informally extended their garden space, and some garden waste has been left in the wood. The expansion of the woodland path network is not a priority at the time of the production of this management plan, and unlimited access throughout the woodland for recreation is discouraged as the woodland is to be managed for biodiversity alongside community access. 4 Scotland's' Soil Map, available at https://map.environment.gov.scot/Soil_maps/?layer=10# (Accessed December 2023) Page 58 of 286
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6 2.8 Woodland Protection 2.8.1 Plant Health The woodland is generally in a healthy condition but is dependent on a restricted range of tree species and age classes. Chalara ash dieback (Hymenoscyphus fraxineus) is present within the woodland's ash trees. Remedial felling of dead and dangerous trees may be required. This fungus causes leaf loss and crown dieback in affected trees. Consequently, it is recommended that ash are not included in any planting schedules, and the existing ash on site will be inspected and monitored for Chalara ash dieback as part of the tree auditing process. Ash trees determined to be infected with Chalara shall be managed in line with the Forestry Commission's best practice. Brittle cinder (Kretzschmaria deusta) is a native fungus present within the woodland, noted on a sycamore tree near the southern entry point to the woodland. This fungus colonises the lower stem and roots of broadleaved trees and can result in the sudden breakage of an apparently healthy tree. Broadleaved trees surrounding the path network should be monitored for brittle cinder fungus, and remedial felling of dead and dangerous trees may be required. Honey fungus (Armillaria spp.) is a group of native fungi also present within the woodland. Accumulations of toadstools are present around the base of infected broadleaves, which have a network of fungal strands present between the bark and wood. Certain honey fungus species can invade and kill trees, especially saplings. The exotic plants and/or Invasive Non-native Species (INNS) identified within the woodland are displayed in Appendix D and described in Table 2.1, below. Table 2-1: Exotic Plants/Invasive and Non-native Species Identified within the Woodland Common Name Scientific Name Description Cherry Laurel Prunus laurocerasus Cherry laurel is an evergreen shrub or small to medium-sized tree, growing to 5 to 15m tall. Its rapid growth, coupled with its evergreen habit and its tolerance of drought and shade, often allow it to out-compete and kill off native plant species. The seeds are spread by birds; therefore, the plants can easily spread to a wide area. The plant is allelopathic and can inhibit growth of neighbouring plants. A single cherry laurel shrub up to 4m tall is located on the north-western corner of the woodland and is likely a garden escapee. Common Periwinkle Vinca minor Common periwinkle carpets the ground with dense growth, shiny evergreen leaves, and conspicuous purple flowers. It prefers shaded, well-drained to moist conditions. It can quickly outcompete local flora due to its dense carpet-forming growth habitat. Common periwinkle carpets are present to the south of the woodland where the ground condition is mesic. Page 59 of 286
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7 Common Name Scientific Name Description Few-flowered Leek Allium paradoxum Few-flowered leek is a garden escapee, and once established in the wild it can spread very rapidly if conditions suit. Global warming is increasing the area of land suitable for colonisation, and it is highly invasive in areas that are suitably mild. Few-flowered leek is present in the south of the woodland. Montbretia Crocosmia x crocosmiiflora Monbretia grows as flattened tufts on long, parallel-sided leaves up to 60cm tall. The leaves are up to 3cm wide and 50cm long. The flowers are orange and grouped into branched spikes. It is a garden escapee that spreads by rhizomes and rarely by seed. It can regenerate from underground corns (bulb-like structures). It is widespread in the west of Scotland and can quickly overwhelm local flora due to its dense growth. Rhododendron Rhododendron sp. Rhododendron is a tall, evergreen, dense shrub with woody stems native to southern Europe and southwest Asia. It can grow up to 10m high and often grows in dense stands where it out-competes native plants and tree seedlings for light. Rhododendron propagates both vegetatively and via seed. Established plants spread by suckering, where lateral horizontal growth of the branches touch the ground and root. A single plant may cover many metres of ground with thickly interlaced, impenetrable branches. Each flower head can produce between three and seven thousand seeds, and a single large shrub can produce several million seeds yearly. Rhododendron seeds are tiny and easily wind dispersed. Seedlings have difficulty becoming established in areas where there is already continuous ground cover from native plants. Establishment is best in disturbed areas where the native vegetation has been in some way disrupted, providing an opening in the plant cover. Treatment of rhododendron within the woodland began in winter 2022/23. Two areas of rhododendron were treated – one shrub occupying approximately 4m2 at the southwestern corner and one shrub occupying approximately 15m2 in the south of the woodland, east of the access path from the Beardmore Cottages access point. Follow-up management action is required (e.g. treatment, manual removal of root mass, or re-growth monitoring). Rockspray Cotoneaster Cotoneaster horizontalis Rockspray cotoneaster is a dense, slow-growing, evergreen shrub that reaches 2-3 feet tall and 6-8 feet wide. Cotoneaster can dominate areas, out-competing and killing off native plant species and creating dense thickets. They can form extensive root systems which are difficult to remove. The seeds are spread by birds; therefore, the plants can easily spread to a wide area. Two instances of rockspray cotoneaster are present within the woodland. One 15m2 stand is located at the north-western corner a second 4m2 shrub is located on the southern boundary. Both are likely garden escapees. Page 60 of 286
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8 Common Name Scientific Name Description Snowberry Symphoricarpos albus Snowberry is a deciduous shrub forming arching thickets up to 3m high, with dull green leaves 2-4cm long and flowers in dense, pink terminal spikes; it is generally found in woodland and hedges. Its vigorous suckering habit causes it to readily spread from its original planting and then produces dense thickets, which out-compete other less vigorous plants; the dense foliage will provide good cover for small mammals and birds. A single snowberry shrub covering 2m2 is located at the southwestern corner of the site. Spanish bluebell Hyacinthoides hispanica Spanish bluebells are pale blue to light pink in colour, as opposed to the deep blue of the native bluebell. The flowers are positioned around the stem, as opposed to dropping to one side. Leaves are broad, sometimes over 2.5cm. Spanish bluebells can hybridise with our native bluebells, changing native population genetics. Spanish bluebells and their hybrids displace bluebells in their native range. The extent of Spanish bluebell within the woodland is not known as a baseline survey was carried out outwith peak flowering season. Variegated Yellow Archangel Lamiastrum galeobdolon subsp. argentatum Variegated yellow archangel produces spreading stems (stolons) and can rapidly carpet areas, out-competing and killing off native plant species. The smallest stolon fragment with just one pair of leaves can grow into a new colony. The stolons will break readily if the plant is pulled up. It's usually found in shady habitats such as woodland edges, hedgerows, roadside banks, and stream sides. Three carpets of Variegated Yellow Archangel, covering up to 50m2 each, are located along the southern boundary of the woodland. INNS were generally more prevalent around woodland edges and exist in restricted stands, except for variegated yellow archangel and common periwinkle, which form continuous carpets. The identified INNS are considered to have a negative effect on the ancient woodland and woodland edge habitat on site. 2.8.2 Deer Ten recent5 records of roe deer (Capreolus capreolus) within 2km of the woodland were returned during a search of NBN Atlas6. The woodland, woodland edge and arable fields within the locale provide suitable habitat for roe deer, which are considered to be present at low densities and likely do not pose an issue to the woodland due to the frequency of human/dog activity within the woodland. Browsing from high densities of roe deer can have a negative impact on the ground flora and regenerating broadleaf trees, with species such as rowan and aspen being most palatable; however, the herbivory impact posed by roe deer on naturally regenerating trees is not considered to pose a significant impact due to their small population size. Roe deer are considered to have positive impacts 5 Records from within the last 10 years. 6 NBN Atlas, available at NBN Atlas - UK’s largest collection of biodiversity information (accessed November 2023) Page 61 of 286
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9 in the woodland through small-scale restructuring of the understory, creation of areas of bare ground, and depositing of droppings which provide benefits to invertebrates and in turn, other wildlife. Roe deer management within Renfrewshire local authority is generally low, with 155 animals culled during the 2016/2017 season7. 2.8.3 Grey Squirrel Nine recent records of grey squirrel (Sciurus carolinensis) within 2km of the woodland were returned during a search of NBN Atlas. No records of red squirrel (Sciurus vulgaris) were returned. Red squirrel are not known to be present in this area. The woodland provides year-round foraging for grey squirrels, including beech nuts, acorns, chestnuts, Scots pine cones, shoots, buds, and fungi. Grey squirrel density is not considered to be high within the woodland; however, bark stripping of broadleaved trees is evident, allowing pathogens to enter the tree's cambium. Grey squirrels particularly favour beech and sycamore bark, the dominant species within the woodland. Stripping is usually done in summer, and trees are often ring-barked and killed. The physical damage to trees posed by grey squirrels within the woodland should be monitored, and any new planting and natural regeneration should consider protective measures. There are no plans in the Saving Scotland's Red Squirrels project to cull grey squirrel populations in Central Scotland to restore red squirrel populations. 2.8.4 Climate Impact The uniform age and species structure is not conducive to high resilience to climate change. Work to encourage the regeneration of a wider range of tree species will not only benefit woodland users and wildlife but will increase resilience. Furthermore, young trees fix more atmospheric carbon than mature trees on account of their rate of growth. 2.8.5 Habitat Expansion There is an opportunity for the woodland to expand to the northeast, east, and southeast. The IDT aim to create habitat corridors or 'stepping stones' to aid dispersal between woodland blocks within the locale. These habitat corridors will not be managed exclusively as broadleaved woodland, and wildflower-rich grassland, scrub, wetland, and woodland will be created where appropriate. There is an opportunity to expand ownership to the adjacent Sandieland woodland, an area of TPO woodland c. 220m northeast of Teucheen. The habitat between these adjacent woodlands comprises hedgerows, isolated trees, wetlands, and open pasture. The land is not immediately available; however, IDT are in the process of acquiring a piece of land situated between these woodland blocks that would provide 'stepping stone' habitat allowing wildlife dispersal links through residential developments. A strip of land belonging to Renfrewshire council near the southern entrance of the woodland runs along the field boundary. IDT aim to request a community asset transfer and incorporate this strip into the woodland. The IDT are progressing with a community right to buy for the agricultural land to the east of Teucheen. 7 https://www.gov.scot/publications/management-wild-deer-scotland/pages/5/ Page 62 of 286
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10 2.8.6 Anti-social Behaviour Four mature boundary sycamore trees on the northern woodland edge displayed a growth response consistent with systemic herbicide poisoning through criminal vandalism. Evidence of drilled holes and surface saw cuts into the lower stems where herbicide had been applied was identified. The trees showed signs of significant decline and are likely to die. The woodland has been subject to a few minor open campfires during the 2022 and 2023 summer seasons and the burning of deadwood, reducing the abundance of this important invertebrate habitat. Littering levels are generally low within the woodland, and a few instances of dumped debris are on the woodland's western perimeter, potentially compressing soils within the tree's root plates and burying root collars/suffocating roots by limiting gaseous exchange, creating habitat for pests/pathogens. There is an issue with dogs off-leash defecating and causing disturbance to wildlife. Disposable dog waste bags have been left on the ground and tied to trees throughout the woodland. Page 63 of 286
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11 3 STAKEHOLDER ENGAGEMENT This WMP underwent two periods of stakeholder engagement to communicate management proposals and engage with interested parties. A Stakeholder Engagement/Consultation Record is presented in Appendix E. The WMP document was issued as a draft for comment version in February 2023. The draft for comment WMP was circulated within the local community by the IDT via social media. Feedback was received from the IDT Board of Directors, an IDT Volunteer Wildlife Consultant, and five residents of the CALA Gilchrist development. All feedback was considered individually, and the WMP was amended to incorporate the stakeholder's views, where appropriate. The IDT ran a woodland stakeholder's meeting on the 24 October 2023 was attended by IDT staff and directors, members of EnviroCentre Limited, and the local community, including neighbours with land adjoining the woodland. Representatives of Renfrewshire Council and Cala Homes (West) Ltd. could not attend. The focus of the meeting was to discuss the September 2023 version of the WMP and to allow attendees to provide feedback as part of the process of finalising the plan. A summary of the document was produced by IDT, providing a more accessible read, and was made available alongside the full WMP the week prior to the management meeting. Minutes of this meeting are available from the IDT upon request. All feedback was discussed during the meeting, and the WMP was amended to incorporate the stakeholder's views, where appropriate. 3.1.1 Current Stakeholders • Inchinnan Development Trust • Renfrewshire Council • Neighbouring residents • Anyone using or likely to use the woodland • Cala Homes (West) Ltd. and ultimate factor (neighbours) • Scottish Land Fund 3.1.2 Potential Stakeholders • Forestry and Land Scotland (FLS) • Woodland Trust • The Scottish Government's Forestry Grant Scheme • Local Councillors or community representatives • Woods in and Around Town (WIAT) • Public donors and fundraisers • All other funding sources 3.1.3 Optional Stakeholders/Information Resources • Reforesting Scotland8; • Native Woodland Discussion Group9; • Ancient Tree Forum10; 8 Reforesting Scotland – Restoring the land and the people 9 Native Woodlands Discussion Group – Ecology, management & history of native woodlands (nwdg.org.uk) 10 Ancient Tree Forum Page 64 of 286
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12 • Community Woodland Association11; • Making Local Woods Work12. 11 Community Woodlands Association (communitywoods.org) 12 Home (makinglocalwoodswork.org) Page 65 of 286
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13 4 AIM AND OBJECTIVES 4.1 Vision The long-term vision for the Teucheen woodland is to maintain a safe, biodiverse woodland environment to conserve local biodiversity and encourage public engagement through responsible access. Protection of the woodland through management and operations combined with monitoring will ensure a healthy woodland structure while maintaining and enhancing species diversity. The community trust owners are proud of the woodland and strive to protect the woodland and explore the opportunities it provides for the local community. The local community will be encouraged to join efforts to conserve, celebrate, and enhance the woods, develop community relationships, and safeguard the woodland. 4.2 Aim To manage an area of lowland mixed deciduous woodland, which affords the community an accessible and quality resource, enhancing local biodiversity and increasing the resilience of the woodland against threats from adjacent land use and climate change. 4.3 Management Objectives The aim shall be achieved by the following objectives: 1. Facilitate community access, engagement, and volunteering within the woodland environment; 2. Control and eradication of non-native invasive within the woodland; 3. Monitor flora, fauna and tree health associated with the woodland over time; 4. Enrich woodland composition and age structure to promote biodiversity; and 5. Actively and positively managing trees within the woodland edge (perimeter trees) and around the main path network. Please note that objectives are not listed in terms of priority. At present, the above vision, aim, and objectives meet the following strategies from the Renfrewshire Council's Local Biodiversity Action Plan (LBAP) 2018-2022: • People Power: Communication and Engagement Action Plan o PP21: Continue to support local community organisations playing an active role in biodiversity conservation, e.g. Castle Semple Volunteer Group, in their funding bids for their own projects which support the Biodiversity Action Plan. o PP22: Continue to encourage the formation of Friends groups covering Renfrewshire's parks, local nature reserves and other publicly managed greenspaces (e.g. woodlands) and support their efforts to enhance biodiversity. • Green Networks Action Plan o GN02: In relation to SPAs, SSSIs, SINCs, LNRs, nature reserves and other designated sites, ensure opportunities to maximise gains for biodiversity are identified, supported, and implemented as part of statutory functions. At the same time, seek opportunities to integrate geodiversity, create new habitats, enhance habitats, and form links between areas rich in biodiversity. Page 66 of 286
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14 o GN06: Identify, develop, and support strategic green network and landscape scale partnership projects to restore, create or reconnect habitats. o GN10: Implementing Renfrewshire Council's Access Strategy and the revision of the Renfrewshire Council Core Paths Plan take advantage of opportunities to encourage people to access sites rich in biodiversity and, where feasible, incorporate opportunities to create and enhance habitats. o GN12: Support community organisations’ efforts to create or enhance biodiversity rich habitats within existing publicly accessible greenspaces. 4.4 Management Strategy Teucheen Woodland is to be managed as continuous cover woodland, with selective thinning of hazardous trees around the woodland boundary and main path network, and enrichment to protect and enhance existing and future habitats, engage the community interest, present learning opportunities, and provide age and structural diversity with attention to native cover. 4.5 Constraints and Opportunities Constraints and opportunities relating to management objectives are identified in Table 4.1, overleaf. Page 67 of 286
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15 Table 4-1: Constraints and Opportunities Related Objective Feature/Issue Constraint Opportunity 1. Maintaining the current path network in a safe and useable condition with the intent to establish formal paths in the longer term Improving accessibility to the woodland may result in increased anti-social behaviour and/or vandalism. Increased numbers of woodland visitors can reduce biodiversity through disturbance. Increase the awareness of this woodland resource within the local area. Social benefits from woodland access improve individual well-being and physical health. Access to the main path network for those with limited mobility. Creating community resources within the woodland for projects such as Forest Schools, local members of wildlife societies, and wider interest groups. 2. Monitoring, treatment, and control of invasive species within the woodland Once invasive species become established and spread it can be difficult and costly to control or eradicate them. Dealing with invasive species waste may lead to further spread through if undertaken without adhering to strict protocol. Herbicide control may spread from the area they are used and contaminate the surrounding environment. Removing invasive plant species will have a positive impact on native plant species within the woodland. Controlling invasive species will contribute towards the restoration of the woodland. Removal of tall woody invasive species will reduce competition and reduce competition within the woodland understory to develop, improving the woodland structure. Removal will help reduce further future spread of invasive species within the locale. Page 68 of 286
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16 Related Objective Feature/Issue Constraint Opportunity 3. Working within a woodland designated as a TPO, SINC, a Long- Established woodland of Plantation Origin (LEPO), and qualifying as an SBL priority habitat: lowland mixed deciduous woodland Modification of a designated/priority woodland habitat. Spread of invasive species within an ecologically important priority habitat. Enhancement of a designated/priority woodland habitat in line with the strategies listed in the Renfrewshire Council LBAP. Safeguarding the social and ecological value of the woodland. 4. Enrichment planting of native species Introduction of tree pathogens from nursery stock. Accidental planting of non-native species. To increase tree species and age class diversity through natural seeding and planting. To increase the percent canopy cover of native tree species. To increase the variety of nesting, foraging, and commuting habitat available for faunal species. To increase 3-season pollinator habitat for invertebrates and to open new avenues for funding. To introduce winter greenery to promote year-round access. Page 69 of 286
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17 Related Objective Feature/Issue Constraint Opportunity 5. Targeted removal of hazardous trees within the woodland perimeter and around the main path network. Modification of the existing woodland perimeter structure and age class composition may be viewed negatively by stakeholders. Modification of the existing light regime within the perimeter area leading to an invasion of weedy and/or INNS species. Felling/reduction of individual trees considered hazardous to the main footpath and neighbouring residents. Public safety during felling/pruning operations. Opening the woodland to future windthrow. Advantageous growth of the understorey into canopy gaps may reduce the recreational capacity of the woodland. Improving public safety within the woodland perimeter and main path network. Use of less intensive forestry techniques. Enhancement of the woodland structure, age class, and species diversity through natural seeding and planting. To increase the variety of nesting, foraging, and commuting habitats available for faunal species. To manage the woodland edge sympathetically to reduce hazards (i.e. potential windblow and deadwood) to neighbouring properties. To prevent encroachment of gardens into woodland through the utilisation of dense, shrubby species. Retention of appropriate arisings to increase deadwood levels (including standing where feasible). Offsetting costs of infrastructure constructing rustic style fences and gates by utilising felled timber, and/or selling of timber, firewood, and slab wood locally. Page 70 of 286
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18 4.6 Management Actions The management actions relevant to each objective are displayed in Table 4-2, below. Table 4-2: Management Actions Objective Facilitating community access and engagement. Timeline 1. Actions A. Provide access to the main path circuit within the woodland by maintaining the current path network in a safe and useable condition via clearance of windblow, management of surface water flow over paths, and management of encroaching vegetation. Twice a year B. Establish woodland path edges using cut/deadwood and/or willow fencing to restrict human/dog access into wild areas Ongoing C. Enhance the infrastructure within the woodland for the growing local population so that all-weather, year- round access is possible via the long-term establishment of formal paths using low-impact path-building technology to avoid excavating roots, installation of bench seats at intervals along the main network, signage and waymark posts, and a locked tool store. Year 1- 4 D. By maintaining tree safety via regular tree condition monitoring, especially in areas of heavy public use. Annual E. Utilise a team of volunteer directors to lead the stewardship of the woodland by undertaking practical management tasks and other opportunities, such as promoting the wood and raising funds. Ongoing F. Monitoring the impact of anti-social behaviour and unauthorised access within the woodland and consultation with the local authority/Police Scotland with aims of reducing this. Ongoing Page 71 of 286
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19 Objective Control and eradication of non-native invasive and pest species within the woodland Timeline 2. Actions A. Regular monitoring of grey squirrel impact on established and planted trees. Annual B. Regular monitoring of tree stock near the pathway, public spaces, and boundary perimeter for decay pathogens (i.e., brittle cinder fungus) that could result in a greater risk of tree failure. Annual C. Production of an invasive non-native species monitoring plan detailing a strategy to control and eradicate those identified within the woodland, follow-up actions, map extents of spread, and engage relevant contractors. Year 1-2 Objective Monitor flora and fauna associated with the woodland. Timeline 3. Actions A. Monitoring of native bluebell cover. Annual B. Monitoring of breeding birds within the woodland and woodland edge. Two per annum C. Monitoring of butterfly diversity within the woodland and woodland edge. Two per annual D. Undertake Lowland Mixed Deciduous Woodland habitat condition monitoring. Biennial Page 72 of 286
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20 Objective Enrich woodland composition and age structure to promote biodiversity Timeline 4. Actions A. Targeted thinning of hazard trees near the main path network (particularly ash trees displaying symptoms of ash dieback) to encourage the regeneration of native trees. All trees targeted for removal due to health and safety concerns will be reduced to a safe monolith and enhanced for biodiversity, where possible. Year 2-4 B. Avoidance of damage to the woodland during harvesting, extraction, and other woodland operations through the use of a conscientious contractor that can avoid heavy machinery and retain material within the woodland where feasible. Ongoing C. Implement a Planting Plan to instruct quantity and dispersal of new stock. This plan will promote species enrichment by planting native species where canopy gaps are created through targeted felling and degradation of ash trees. Tree species requiring an increased light regime including English oak, rowan, wild cherry Scots pine, and silver birch will be planted in newly formed canopy gaps. Species tolerant of semi- shade conditions, including hazel, holly, and common alder will be planted beneath the canopy. Species requiring intermediate shade levels, including sessile oak, hawthorn, and elder will be planted where light conditions are appropriate. Ongoing D. Existing native tree regeneration within the woodland, including oak, wild cherry, and Scots pine should have tree guards installed to protect from trampling, browsing, and competing vegetation. Tree guards should be removed once the trees are old enough to withstand browsing. Ongoing Page 73 of 286
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21 Objective Perimeter Management Timeline 5. Actions A. The woodland edge should undergo annual condition monitoring to advise targeted tree felling and/or canopy reductions where required. Annual B. Where hazardous trees are noted, certain trees on the woodland edge should undergo targeted restructuring through carefully prescribed arboricultural operations. Restructuring will promote natural regeneration, create habitat niches whilst reducing significant or long-term concerns over shading and risks to neighbouring gardens. Healthy trees will not be removed from the woodland edge. As required by condition monitoring assessment C. Supplementary planting near the boundary should prioritise native low-growing species of local providence and could incorporate hazel (Corylus avellana), hawthorn (Crataegus monogyna), blackthorn (Prunus spinosa), crab apple (Malus sylvestris), and elder. These dense, sharp hedge species will deter people from passing from the woodland into neighbouring gardens and provide privacy for adjacent residents. Staggered from the boundary (15-20m back), moderate height species should be incorporated, including silver birch (Betula pendula), rowan, wild cherry. Fruit and berry producing species are infrequent within the woodland and increasing the total cover is particularly important for biodiversity. Supplementary planting will be situated so that the predicted mature height of the planting stock will taper towards the rear gardens of adjacent residencies. Planting will only be undertaken in canopy/boundary gaps created by the removal of hazardous trees. Annual D. Removal of litter/fly tipping along the western boundary of the woodland to avoid compaction of tree root plates and reduce the likelihood of future dumping. Imminent E. The boundary edge of the woodland and TPO should be appropriately defined, and markers should be established due to inaccuracies between current boundary information and historic boundary information. Imminent F. Restriction of access from the woodland's residential boundaries to existing desire lines through the installation of boundary fencing to reduce erosion to footpaths and disturbance to establishing boundary hedgerow planting. Year 1 Page 74 of 286
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22 5 MONITORING REGIME The proposed monitoring regime (see Tables-5-1 to 5-5, below) gives the woodland owners a structured way to plan and organise the sustainable management of the woodland in order to satisfy the management objectives over the next 5 year period. Table 5-1: Proposals to Facilitate Community Access and Engagement Management Objective/Action Indicator of Success Method of Assessment Frequency of Assessment Responsibility Results 1A Path circuit maintenance Improved able-bodied accessibility to woodland Site walkover survey Ongoing Volunteer network Functional permeable path circuit with access from Beardmore Cottages to the south. 1B Establish woodland path boundaries to reduce access into wild areas Reduced human outwith the main path network Site walkover survey Ongoing Volunteer network Reduction of disturbance (i.e., vegetation trampling, campfires, dog fouling, littering) within importance areas for biodiversity. 1C Enhancement of woodland infrastructure Improved accessibility to woodland Site walkover survey Year 5 IDT Functional formal permeable path network (i.e. corduroy paths or boardwalk over damp areas and exposed tree roots) to improve drainage and reduce tripping hazards. Provision of adequate public resting areas for inclusive access within the main path network, including formalised benches, and felled logs suitable for sitting. 1D Tree maintenance Absence of risk trees near public areas Tree condition monitoring walkover survey Annual IDT/Arboriculturist Reduction in overall hazard posed by trees through prolonged tree risk management. Page 75 of 286
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23 Management Objective/Action Indicator of Success Method of Assessment Frequency of Assessment Responsibility Results within public areas 1E Maintaining volunteer stewardship Growth of volunteer group. Monitoring public engagement Ongoing Volunteer network Increased stewardship of the woodland and completion of management tasks resulting in social and biodiversity gains. 1F Monitoring impact of anti- social behaviour Reduction in litter/vandalism within woodland Site walkover survey Ongoing Volunteer network Increased public pride for woodland and improved biodiversity. Table 5-2: Proposals for Control and Eradication of Non-Native Invasive and Pest Species Within the Woodland Management Objective/Action Indicator of Success Method of Assessment Frequency of Assessment Responsibility Results 2A Grey squirrel monitoring Observable damage to existing and new tree stock. Woodland condition monitoring walkover survey Ongoing Volunteer network The results of ongoing monitoring will assess if squirrels are disrupting the natural processes within the woodland and advise the need for tree protection. 2B Tree pathogen monitoring Quantity of tree infections adjacent to public areas. Tree condition monitoring walkover survey Annual IDT/Arboriculturist The results of ongoing monitoring will identify risk trees and anticipate requirements for felling of dead and dangerous trees. 2C INNS Management Reduction of INNS and exotic species within the woodland Woodland condition monitoring walkover survey Annual IDT/Experienced botanist/woodland manager. Production of an INNS management plan to advise of management and/or removal of INNS from the woodland. Page 76 of 286
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24 Table 5-3: Proposals for Monitoring of Flora and Fauna Associated with the Woodland Management Objective/Action Indicator of Success Method of Assessment Frequency of Assessment Responsibility Assessment Results 3A Increase bluebell cover Increased % cover of native bluebell within the woodland Field survey in relation to baseline data. Annual (during bluebell flowering period) Volunteer network Results of ongoing monitoring will identify if habitats can be managed in a way that positively impacts bluebell cover. 3B Improve woodland habitats for birds Increased observations of bird species abundance and diversity within the woodland Breeding bird survey Two per annum Experienced ornithologist Results of ongoing monitoring will identify the need for species-specific habitat management and provision for species- specific bird boxes. 3C Improve woodland habitats for butterflies, in particular, Speckled Wood and Purple Hairstreak Increased observations of invertebrate species abundance and diversity within the woodland Butterfly survey Two per annum Experienced surveyor Results of ongoing monitoring off woodland, woodland edge, and areas of new planting will identify the need for species-specific habitat management and provision of specific food plants. 3D Undertake habitat condition monitoring The completion of an initial baseline site condition assessment following common standard monitoring guidance13 Field survey in relation to baseline data. Biennial Experienced botanist A quantitative measure of woodland condition that can be repeated to advise future conservation actions. 13 Common Standards Monitoring Guidance for Woodland Habitats (jncc.gov.uk) Page 77 of 286
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25 Table 5-4: Proposals to Enrich Woodland Composition and Age Structure to Promote Biodiversity Management Objective/Action Indicator of Success Method of Assessment Frequency of Assessment Responsibility Results 4A Targeted thinning of hazard trees within the woodland Reduction of hazard trees within main public areas Woodland condition monitoring walkover survey Annual IDT/Arboriculturist Creation of canopy gaps within the closed canopy woodland, creating opportunities for the introduction of shade-intolerant and semi-tolerant tree species. 4B Avoidance of damage to the woodland during tree operations Absence of examples of poor cutting techniques within the woodland Tree condition monitoring walkover survey Annual Arboriculturist Reduction of anthropogenic tree damage within the woodland. 4C Supplementary tree planting within woodland Native-species composition within woodland Woodland condition monitoring walkover survey Annual Volunteer network Improved structural and species diversity within the woodland. 4D Protection of native tree regeneration Reduction of browsing, trampling, and competition on naturally regenerating tree saplings Woodland condition monitoring walkover survey Annual Volunteer network Increased natural regeneration of native tree species within the woodland for the prosperity of biodiversity within the woodland and to increase the resilience of the woodland against climate change. Page 78 of 286
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26 Table 5-5: Proposals for Perimeter Management Management Objective/Action Indicator of Success Method of Assessment Frequency of Assessment Responsibility Results 5A Perimeter Tree Hazard Reduction Annual inspection resulting in no recommended works Tree condition monitoring walkover survey Annual IDT/ Arboriculturist Production of monitoring report, including recommended tree works. Note: All tree works require council approval under the existing TPO. 5B Perimeter Area Restructuring of northern, western, and southern woodland boundary (eastern field boundary will be retained as a mature feature) Removal of hazardous tree from the perimeter Tree condition monitoring walkover survey Year 1-4, then on an ad hoc basis going forward IDT/ Arboriculturist Restructured woodland edge as a response to pruning/felling of hazard trees will result in locally reduced canopy height along the woodland perimeter. 5C Perimeter Area Supplementary Planting Shrub/small tree density/diversity increase at perimeter Visual assessment of suitable planting areas in line with a formal Planting Plan Annual Volunteer network Enrichment of woodland edge and habitat connectivity. 5D Litter Removal Reduction of % cover of litter/fly- tipping waste within the woodland Site walkover survey Monthly Volunteer network Cleaner woodland for biodiversity and the public. Page 79 of 286
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27 5E Establish Woodland Boundary Accurately mark the legal boundary of TPO woodland on the ground and reinstate with markers Site walkover survey Year 1 Volunteer network Clear visual markers will establish the TPO woodland boundary and prevent encouragement. 5F Restrict informal access on the residential boundaries Erection of fencing at the woodland's residential boundaries to restrict informal access to the woodland's desire lines. Site walkover survey Year 1 Volunteer network Limiting damage and disturbance (trampling, soil erosion, and fly-tipping) to the boundary hedgerow/shrub planting. Page 80 of 286
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28 APPENDICES Page 81 of 286
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29 A WOODLAND BOUNDARY PLAN Page 82 of 286
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Do not scale this map Client Project Title Status Revision Legend Scale ApprovedDrawn DateDrawing No. Checked @ A3 Rev Date InitialsAmendment Inchinnan Development Trust Teucheen Woodland Woodland Boundary Plan Click 'Add item' then 'Add map' and resize to !t this box. Following that go into map properties and do the following: Add frame: line border Add appearance: Grid Type Solid. Use appropriate intervals e.g. 500.00 is 0.5km squares 1000.00 is 1km squares. There should be at least one fully visible square in each box. Draw co-ordinates. Left: vertical ascending Right: vertical descending. Set co-ordinate precision to 0 decimal places. Double click scale and select map from the dropdown menu in the properties box. Right click map and go to 'item properties' to choose scale: Round numbers preferred. Manually add scale bar to the right of the scale text. Add copyright/licence attribution text for basemaps and open data to the box below and include on map layout. See word doc in G:\04_Licences\Licence info for mapping.doc for guide. Delete this text box when no longer required. SD FINAL 175322-GIS002 09 JAN 2023 PD PD - - - - - Imagery Source: Bing Maps. Image courtesy of Ordnance Survey © 2023 TomTom Woodland Boundary Page 83 of 286
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30 B CONSTRAINTS AND DESIGNATION PLAN Page 84 of 286
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Do not scale this map Client Project Title Status Revision Legend Scale ApprovedDrawn DateDrawing No. Checked @ A3 Rev Date InitialsAmendment Inchinnan Development Trust Teucheen Woodland Constraints and Designations Plan Click 'Add item' then 'Add map' and resize to t this box. Following that go into map properties and do the following: Add frame: line border Add appearance: Grid Type Solid. Use appropriate intervals e.g. 500.00 is 0.5km squares 1000.00 is 1km squares. There should be at least one fully visible square in each box. Draw co-ordinates. Left: vertical ascending Right: vertical descending. Set co-ordinate precision to 0 decimal places. Double click scale and select map from the dropdown menu in the properties box. Right click map and go to 'item properties' to choose scale: Round numbers preferred. Manually add scale bar to the right of the scale text. Add copyright/licence attribution text for basemaps and open data to the box below and include on map layout. See word doc in G:\04_Licences\Licence info for mapping.doc for guide. Delete this text box when no longer required. SD FINAL 175322-GIS003 16 SEPT 2023 PD PD - - - - - Imagery Source: Bing Maps. Image courtesy of Ordnance Survey © 2023 TomTom Woodland Boundary Ancient Woodland (Long-Established Woodland of Plantation Origin) Site of Importance for Nature Conservation (SINC) Tree Preservation Order (TPO) Green Belt Page 85 of 286
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31 C FOOTPATH PLAN Page 86 of 286
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Do not scale this map Client Project Title Status Revision Legend Scale ApprovedDrawn DateDrawing No. Checked @ A3 Rev Date InitialsAmendment Inchinnan Development Trust Teucheen Woodland Footpath Plan Click 'Add item' then 'Add map' and resize to t this box. Following that go into map properties and do the following: Add frame: line border Add appearance: Grid Type Solid. Use appropriate intervals e.g. 500.00 is 0.5km squares 1000.00 is 1km squares. There should be at least one fully visible square in each box. Draw co-ordinates. Left: vertical ascending Right: vertical descending. Set co-ordinate precision to 0 decimal places. Double click scale and select map from the dropdown menu in the properties box. Right click map and go to 'item properties' to choose scale: Round numbers preferred. Manually add scale bar to the right of the scale text. Add copyright/licence attribution text for basemaps and open data to the box below and include on map layout. See word doc in G:\04_Licences\Licence info for mapping.doc for guide. Delete this text box when no longer required. SD FINAL 175322-GIS005 12 SEPT 2023 PD PD - - - - - Imagery Source: Bing Maps. Image courtesy of Ordnance Survey © 2023 TomTom Woodland Boundary Path Type Desire Lines Main Path Core Path Page 87 of 286
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32 D WOODLAND CONDITION PLAN Page 88 of 286
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Do not scale this map Client Project Title Status Revision Legend Scale ApprovedDrawn DateDrawing No. Checked @ A3 Rev Date InitialsAmendment Inchinnan Development Trust Teucheen Woodland 2022 Woodland Condition Survey Plan Click 'Add item' then 'Add map' and resize to #t this box. Following that go into map properties and do the following: Add frame: line border Add appearance: Grid Type Solid. Use appropriate intervals e.g. 500.00 is 0.5km squares 1000.00 is 1km squares. There should be at least one fully visible square in each box. Draw co-ordinates. Left: vertical ascending Right: vertical descending. Set co-ordinate precision to 0 decimal places. Double click scale and select map from the dropdown menu in the properties box. Right click map and go to 'item properties' to choose scale: Round numbers preferred. Manually add scale bar to the right of the scale text. Add copyright/licence attribution text for basemaps and open data to the box below and include on map layout. See word doc in G:\04_Licences\Licence info for mapping.doc for guide. Delete this text box when no longer required. SD FINAL 175322-GIS006 10 JAN 2023 PD PD - - - - - Imagery Source: Bing Maps. Image courtesy of Ordnance Survey © 2023 TomTom Woodland Boundary Constraints Cherry Laurel Rhododendron Rockspray Cottoneaster Snowberry Variegated Yellow Arcangel Dumped Debris Fallen Tree Blocking Trail Page 89 of 286
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33 E STAKEHOLDER CONSULTATION/ENGAGEMENT RECORD Work Proposal Individual/Or ganisation Date Contacted Date Feedback Received Response Action Rhododendron removed from woodland. Change Rhododendron Management actions to follow-up actions (e.g. treatment, manual removal or root mass or re-growth monitoring) IDT March 2023 March 2023 September 2023 WMP update Table 2-1 amended to reflect change of INNS status. Invasive non-native Few-flowered leek was recorded within the woodland. IDT March 2023 March 2023 September 2023 WMP update Few-flowered Leek was added to Table 2-1. Need for roe deer monitoring should be removed from WMP due to the positive influence small populations of roe deer have on the woodland, i.e. small-scale restructuring of the understory, creation of bare ground area and deposition of droppings. IDT Volunteer Wildlife Consultee March 2023 March 2023 September 2023 WMP update Roe deer have been removed from annual monitoring of pest species. Section 2.8.5 does not reflect the various projects that IDT have planned under their wider 'Nature Network and Habitat Connectivity' project taking place across Inchinnan. IDT and IDT Volunteer Wildlife Consultee March 2023 March 2023 September 2023 WMP update Various nearby habitat creation projects (active and proposed) were added to Section 2.8.5. Section 2.8.6 does not include IDT concerns regarding impacts of dogs off lead. IDT March 2023 March 2023 September 2023 WMP update Section 2.8.6 was updated to include impacts posed by dogs and Objective 2B concerns reducing dog access beyond the main path network Page 90 of 286
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34 Section 4.1 should be revised to put greater emphasis on IDT's aims for nature conservation and biodiversity gain. IDT March 2023 March 2023 September 2023 WMP update Section slightly revised and biodiversity aims mentioned in first sentence. Concern over the scale of proposed restructuring of woodland edges and the impact on the woodland and wildlife. Preference for selective areas of restructuring instead. IDT and IDT Volunteer Wildlife Consultee March 2023 March 2023 September 2023 WMP update WMP objectives and aims amended so that IDT will longer be undertaking a full restructure of the woodland boundary edges as this is deemed too intensive of a strategy. There will be no full-scale removal of trees on the edges of the woodland boundary. Restructuring of the woodland edge will still be possible where trees are identified and removed for safety. Neighbouring resident request for significant boundary restructuring to allow fruit and veg beds in garden. Concern over high winds on boundary trees creating hazard. Local Resident March 2023 March 2023 September 2023 WMP update Emphasis put on that planting in the gaps created by removal of trees will prioritise lower growing species, reducing shading/leaf fall/tree hazards adjacent to housing. Woodland will undergo an annual tree condition assessment of boundary trees and trees adjacent to the main path network to identify hazards for remediation. Neighbouring resident's requests for large-scale boundary restructuring to reduce the amount of abscission, gutter maintenance and shading in gardens and also reduce any health and safety fears. Local Residents March 2023 March 2023 September 2023 WMP update Emphasis put on that planting in the gaps created by removal of trees will prioritise lower growing species, reducing shading/leaf fall/tree hazards adjacent to housing. Woodland will undergo an annual tree condition assessment of boundary trees and trees adjacent to the main path network to identify hazards for remediation. IDT notes need for a clear definition of the woodland boundary due to inaccuracies between current boundary Local Resident March 2023 March 2023 September 2023 WMP update Action 5E added relating to this. Page 91 of 286
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35 information (provided in the land deeds) and historic boundary information. Resident notes concern over the conflict of between management of the woodland for people and biodiversity. Suggests formation of fencing so that people keep to pathways. Local Resident March 2023 March 2023 September 2023 WMP update Action 1B rephrased to clarify meaning. Positive response regarding the woodland being utilised for forest schools. Concern regarding car parking. Local Resident March 2023 March 2023 N/A N/A Concern regarding cyclists using woodland and the impact on people, dogs, and wildlife. Local Resident March 2023 March 2023 September 2023 WMP update Removal of opportunity relating to linking the woodland path network to existing cycle routes. IDT prefer to keep the woodland with limited access points to prevent the woodland being used as a short cut. Concern that the woodland will be used as cover for potential crimes. Resident March 2023 March 2023 September 2023 WMP update Woodland edge planting following tree removals will prioritise dense, sharp hedgerow species which will prevent movement between the woodland and gardens and increase privacy. Concerns regarding the creation of hard surface impermeable paths within the woodland as areas of the path network can become extremely waterlogged. IDT March 2023 March 2023 September 2023 WMP update The main path network will incorporate a variety of permeable surfaces, including wood chip and corduroy paths and boardwalk where appropriate. Annual butterfly surveys should be incorporated into the management plan. IDT Volunteer Wildlife Consultee March 2023 March 2023 September 2023 WMP update Action 3C butterfly survey has been included in the WMP. A question was raised regarding the plans to deter access to desire paths within the woodland and if this Resident October 2023 October 2023 November 2023 WMP update The woodland is to be managed as an area of importance for biodiversity (SINC, TPO, and Priority Page 92 of 286
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36 contradicts the aim of Teucheen Wood being a community woodland as it restricts movement and deters dog walkers. Habitat). Unlimited access throughout the woodland is at odds with this aim. A question was raised regarding the possibility of re-establishing a historic access path which once ran along the southwest boundary of the woodland (parallel to Beardmore Cottages). Resident October 2023 October 2023 November 2023 WMP update The expansion of the woodland path network is not a priority at the time of the production of this management plan. Options for extending the path network will be explored during the subsequent 5- year period (2028 onwards). Request for the southwestern woodland to be managed so that this area of woodland is easier to traverse and allow for forest school groups to move around the woodland more easily. Resident October 2023 October 2023 November 2023 WMP update Efforts towards removing invasive non-natives will help to open the southwestern side of the woodland for forest schools. There is no intention to manage thickets of bramble and thorny plants as these are foraging and resting resources for birds and hedgehogs. Unlimited access through the woodland for recreation is discouraged at the woodland is to be managed for biodiversity. The option of rotational use of the woodland (i.e areas of the woodland/path network are temporarily open to the public on a rotational basis) was suggested as a management action Resident October 2023 October 2023 November 2023 WMP update Expansion of the woodland access not a priority as of the production of this management plan. Options for rotational use of the woodland will be explored during the subsequent 5-year period (2028 onwards). Request for benches at more regular intervals to improve access. Resident October 2023 October 2023 November 2023 WMP update Action 1C pertains to the provision of more benches and other seating options (felled tree stumps). Concerns were raised regarding the woodland becoming a park and losing the 'wild' feeling of the woodland. Resident October 2023 October 2023 November 2023 WMP update The provision of picnic tables has been removed from the WMP as this may encourage anti-social behaviour, vandalism and changes the feel of the woodland Page 93 of 286
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Financial Statements for the Year Ended 31 March 2024 for Inchinnan Development Trust Ltd Page 94 of 286
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Inchinnan Development Trust Ltd Contents of the Financial Statements for the Year Ended 31 March 2024 Page Income Statement 1 Balance Sheet 2 Detailed Income and Expenditure Account 4 Detailed Balance Sheet 5 Page 95 of 286
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Inchinnan Development Trust Ltd Income Statement for the Year Ended 31 March 2024 2024 2023 £ £ TURNOVER 86,556 85,263 Staff costs (45,320) (45,627) Depreciation and other amounts written off assets (137) (137) Other charges (41,256) (39,499) Taxation - - DEFICIT (157) - Page 1 Page 96 of 286
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Inchinnan Development Trust Ltd (Registered number: SC659896) Balance Sheet 31 March 2024 2024 2023 £ £ £ £ FIXED ASSETS 78,638 78,775 CURRENT ASSETS 48,958 39,353 CREDITORS Amounts falling due within one year (48,841) (39,216) NET CURRENT ASSETS 117 137 TOTAL ASSETS LESS CURRENT LIABILITIES 78,755 78,912 RESERVES 78,755 78,912 NOTES TO THE FINANCIAL STATEMENTS 1. STATUTORY INFORMATION Inchinnan Development Trust Ltd is a private company, limited by guarantee, registered in Scotland. The company's registered number and registered office address are as below: Registered number: SC659896 Registered office: 27 Ballater Drive Inchinnan Renfrew PA4 9QD 2. AVERAGE NUMBER OF EMPLOYEES The average number of employees during the year was 2 (2023 - 2). The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2024. The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2024 in accordance with Section 476 of the Companies Act 2006. The directors acknowledge their responsibilities for: (a) ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and (b) preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company. Page 2 continued... Page 97 of 286
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Inchinnan Development Trust Ltd (Registered number: SC659896) Balance Sheet - continued 31 March 2024 The financial statements have been prepared in accordance with the micro-entity provisions. The financial statements were approved by the Board of Directors and authorised for issue on ............................................. and were signed on its behalf by: .................................................................... A L Cush - Director Page 3 Page 98 of 286
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Inchinnan Development Trust Ltd Detailed Income and Expenditure Account for the Year Ended 31 March 2024 2024 2023 £ £ £ £ Turnover Grants 83,326 81,634 Donations - 192 Employers allowance 3,111 3,401 Bank Interest 119 36 86,556 85,263 Expenditure Insurance 951 803 Wages 41,361 41,343 Social security 3,111 3,401 Pensions 848 883 Post and stationery 93 236 Travelling - 42 Computer costs - 201 Sundry expenses 371 862 Accountancy 1,424 1,050 Subscriptions 133 45 Rent 2,400 6,737 Payroll costs 446 294 Professional fees 7,404 2,891 Training - 180 Woodland expenses 11,919 12,666 Office Equipment - 754 Volunteer expenses - 373 Consulting 3,513 12,365 Project costs 12,602 - Depreciation of tangible fixed assets Computer equipment 137 137 86,713 85,263 NET DEFICIT (157) - This page does not form part of the statutory financial statements Page 4 Page 99 of 286
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Inchinnan Development Trust Ltd Detailed Balance Sheet for the Year Ended 31 March 2024 2024 2023 £ £ FIXED ASSETS Land 78,500 78,500 Computer Equipment 138 275 78,638 78,775 CURRENT ASSETS Bank account no. 1 48,083 36,963 Bank account no. 2 875 2,390 48,958 39,353 CREDITORS Amounts falling due within one year Deferred income (47,791) (38,166) Accrued expenses (1,050) (1,050) (48,841) (39,216) NET CURRENT ASSETS 117 137 TOTAL ASSETS LESS CURRENT LIABILITIES 78,755 78,912 NET ASSETS 78,755 78,912 RESERVES Income and expenditure account 78,755 78,912 This page does not form part of the statutory financial statements Page 5 Page 100 of 286
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INCHINNAN DEVELOPMENT TRUST – FINANCIAL REPORT - December 2024 IDT financial report on year to 31st March 2024 for the 2024 Annual General Meeting Full accounts are on the IDT website – hard copies are available for inspection. Hard copies of the Statement of Income and Balance Sheet are available for AGM attendees. Overview Our turnover for the year to 31st March 2024 was up slightly compared to the previous year due to increased funding for salaries. Income £ 86,556 (£ 85,263) Expenditure £ 86,713 (£ 85,263) Our deficit for the year was £157. IDT requires reserves to manage project cash-flow (especially where grant is paid in arrears) and to insure against unexpected funding gaps in the future. This reflects our expectation stated in last years report to AGM that we anticipated a balanced budget on the year. Breakdown of expenditure and income Page 101 of 286
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INCHINNAN DEVELOPMENT TRUST – FINANCIAL REPORT - December 2024 Project for Current Financial Year (2024-25) We anticipate a balanced budget with turnover of approximately £90k comprising income from The National Lottery – Community Fund towards salary costs. Other income on the year will come from funders associated with the India tyres playing fields (ITPF) project - SFA and Renfrewshire Council 3g pitch fund, and Sustainable communities Fund supporting the Trusts work with Community asset transfer projects. Additional income is expected to be secured from Scottish Forestry for Teucheen wood enhancements in alignment with the Woodland Management Plan. Page 102 of 286
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2 ___________________________________________________________________ To: Infrastructure, Land & Environment Policy Board Community Asset Transfer Subcommittee On: 19 March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Asset Transfer Request – Former Falcon Day Centre, 1 Falcon Crescent Paisley PA3 1NS ___________________________________________________________________ 1. Summary 1.1. The purpose of this report is to ask the Community Asset Transfer (CAT) Subcommittee to approve the Transfer of the former Falcon Day Centre to Pachedu Multi Cultural Hub Ltd under Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act). 2. Recommendations 2.1 It is recommended that the CAT Subcommittee:- (i) Consider the Community Asset Transfer request attached; (ii) Agree to the sale of the asset at the discounted price of £1,000 offered subject to the proposed conditions at section 8 of this report; and (iii) Authorise the Head of Economy and Development and the Head of Corporate Governance to conclude the sale of the asset in accordance with the Act and on such terms as required to protect the Council’s interest. 3. Background 3.1. Part 5 of the Community Empowerment (Scotland) Act 2015 provides the right for community bodies to request outright ownership, short or long term lease or other rights over any land or property owned or leased by the Council. Page 103 of 286
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3 3.2. The Act requires local authorities to assess requests transparently against a specified list of criteria, and to agree the request unless there are reasonable grounds for refusal. 3.3. The CAT Officer Panel met to consider this request on the 04/03/2025. In accordance with the revised Scheme of Delegation (September 2022), the Panel agreed to recommend the request be approved by the ILE CAT Subcommittee. 4. Former Falcon Day Centre (UPRN: 123047855) 4.1. The former Falcon Day Centre is a detached single storey brick building with pitched metal clad roofs and a continuous bank of patent glazing over an atrium between the two sections of the building. 4.2. Constructed circa 1989, the asset has been used until recently by the Health and Social Care Partnership (HSCP) as a day care facility for the elderly. The building accommodates various multi-purpose rooms along with kitchens, offices, toilets, a hair salon and plant/storage areas. The total site extends to 2651m2 (0.66 acres) with internal space of 602m2. 4.3. Owned by Renfrewshire Council, the asset is accessed from Ferguslie Park Avenue and is adjacent to Engage Renfrewshire and the Tannahill Centre. The site includes several parking spaces and a vehicle drop-off and turning area. Additional public parking is available opposite and behind the facility. 4.4. The HSCP vacated the premises last year and the site was declared surplus by the ILE Board on 6th November 2024. 4.5. As part of the Strategic Property Review, building costs (utilities, rates and maintenance/compliance) were recorded as circa £41,500 per annum (2022/23). If the CAT request is successful, this represents a saving to the Council of over £200,000 in the first 5 years. 4.6. While no recent condition survey has been undertaken, it is known that repairs/replacement is required to all roof surfaces and that a replacement boiler and central heating system will be required at estimated costs in excess of £400,000. 4.7. The asset has been valued by the Estates team with a market value in its current condition of circa £150,000. 4.8. A site plan and location map is attached to this report as Appendix 2. 5. Pachedu Multi Cultural Hub 5.1. Pachedu Multicultural Hub Limited (PMCH) is a company limited by guarantee incorporated on 13/02/2025 (SC837581). The company has been set up to hold and manage the assets of Pachedu Charity which has operated from the Tannahill Centre in Paisley since 2016 and is registered and regulated by OSCR (SC046488). 5.2. As a company limited by guarantee, PMCH qualify as a Community Transfer Body (CTB) under Part 5 of the Community Empowerment (Scotland) Act Page 104 of 286
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4 2015 and as such are entitled to seek asset transfer under the Act. Their Memorandum & Articles of Association have been checked and confirmed as fully compliant. 5.3. The charitable objects of PMCH are listed as: • the advancement of citizenship and community development; • the advancement of health, both mental and physical; • the promotion of equality and diversity; and • the provision of recreational activities for the Community. Capacity to Deliver 5.4. Pachedu Charity has operated in Paisley since 2016. In 2023/24 the organisation recorded 587 separate engagements with individuals and families. 5.5. The organisation has grown steadily from 2 part time staff and about 30 service users in 2016 when it was registered to 8 paid staff members, 40 volunteers, 68 registered members and 810 service users in 2024-2025. As a result, the charity has outgrown the 2 office areas it rents in the Tannahill Centre and is forced to deliver some projects on a satellite basis in other parts of Paisley and beyond. 5.6. PMCH is led by a 3-Member Board of Trustees supported by eight staff and 40 volunteers. The Chairperson of the Board is also the CEO of the West of Scotland Regional Equality Council (WSREC) and has extensive experience in managing and renovating business and community facilities. 5.7. The group is very-well connected and respected by a wide range of organisations and have letters of support from both local and national organisations. 6. Community Asset Transfer Request 6.1. PMCH are seeking full ownership of the asset and have offered to pay £1,000 in addition to wide-ranging benefits to the local community and diverse cultures across Renfrewshire. 6.2. If successful, the group propose a programme of refurbishment works to bring the building to an acceptable standard and to meet the requirements of their myriad projects and proposed tenants. 6.3. The Falcon Centre will be used as a base for all of Pachedu’s projects and activities. In addition, the group propose to let space to local organisations and have a model based on anchor tenancies delivering a range of services to the local community including, vocational training, creche facilities and cultural events. 6.4. Proposals include: Page 105 of 286
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5 • Celebrate cultural diversity through vibrant, educative, informative and socially engaging events like Rediscover Africa, Africa Day, Refugee Week and Black History Month to name a few; • Support local economic growth by creating opportunities for entrepreneurs and artisans through social enterprise activities like the café offering authentic African food and other ventures narrated in the business plan; • Promote holistic well-being by offering mindfulness sessions, creative arts, and music to reduce stress and improve mental health; • Empower youth through workshops, educational programs, and leadership opportunities that encourage them to explore their cultural identities and develop new skills. • Promote inclusivity by providing accessible spaces for community events and gatherings, ensuring equal opportunities for all members of the community to participate and benefit. 6.5. A full copy of the CAT request and detailed business plan is attached to this report. Community Engagement 6.6. A community consultation exercise was carried out to determine support for the asset transfer and proposals over November and December 2024. 6.7. PMCH propose ongoing consultation with the local and cultural communities to ensure the hub provides the range of services which meet the community’s needs’. 6.8. Letters of support for the hub proposal from Ferguslie Community Development Trust, Remode Renfrewshire and See Me are attached to this report. Benefits, Sustainability and Best Value 6.9. The asset transfer request identifies a number of potential benefits, these include: • Economic Development – creation of a new social enterprise; development of space for other organisations to grow; prospect of new employment, training and volunteering opportunities. • Regeneration – re-purposing of a building declared surplus and transformation into a vibrant community space, promoting regeneration of the area and attracting visitors and new businesses and avoiding environmentally costly demolition. • Public Health – provision of mindfulness sessions, creative arts, and community support groups promoting mental health and well-being; encouraging physical activity and healthy eating; host health education sessions, raising awareness about physical and mental health challenges, especially within marginalised groups who may face cultural or linguistic barriers to accessing mainstream services. Page 106 of 286
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6 • Social Wellbeing – providing a gathering space for shared cultural experiences and strengthening social connections; hosting cultural events, art exhibitions, and shared projects bringing people together from diverse backgrounds and fostering mutual respect, understanding, and social harmony; provide safe spaces for groups to meet. • Environmental Wellbeing – development of a garden space to promote environmental awareness and sustainability including "grow-your-own" initiatives, helping to improve food security while fostering a connection with nature. • Reduction in Inequalities – designed with inclusivity at its core, ensuring people with disabilities, minorities, and disadvantaged individuals have equal access to all services and activities; the hub will provide culturally sensitive programs tailored to the needs of diverse ethnic communities, empowering marginalised groups and fostering a more inclusive society. 6.10. In terms of sustainability, the asset transfer request re-purposes a surplus asset for community benefit. 6.11. The asset transfer request meets the requirements for best value to the council in terms of • Governance and Accountability – a community controlled asset and organisation regulated by OSCR. • Use of resources – securing the future and development of an existing resource for future generations. • Partnership and collaborative working – PMCH actively seek to work in partnership with local and national organisations ant to work collaboratively for the benefit of the local community. • Working with Communities – PMCH has 9 years experience of working in the Ferguslie Park area and fostering relationships for community benefit. Validation, Representations, Responses 6.12. The CAT request was validated on 17/01/2025 and published on the Council Website. Notices were placed on site and all close neighbours and interested parties, including Elected Members and the Community Council, were informed directly in accordance with the CAT legislation. 6.13. No formal representations were received. CAT Panel Recommendation 6.14. The CAT Panel met to consider this application on 04/03/2025. 6.15. The Panel felt that a lot of thought had gone into the business plan which demonstrated a viable business case for the asset transfer proposal. 6.16. Following discussion, the Panel understood the model of anchor tenants as opposed to short-term lets and noted that the asset will become the centre for Pachedu’s own projects as well as offering opportunities for other organisations to deliver their services. Page 107 of 286
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7 6.17. It was confirmed that the childcare provision referred to in the business plan will be a creche facility while parents participate in other activities and will provide cultural activities for children. 6.18. Finally, it was agreed that the CAT offered a valid purpose for the former day centre. 6.19. Following extensive discussion, the Panel agreed to recommend approval of the asset transfer to the CAT Subcommittee. 7. Subsidy Control 7.1. Discount conferred as a result of asset transfer constitutes as financial assistance under the Subsidy Control Act 2022 and must be included in the calculation for Minimal Financial Assistance (MFA). 7.2. Under the Act, financial assistance is only considered a subsidy where it satisfies all four ‘limbs’ of the test within the regime and where the recipient of the assistance is an enterprise (any person, or groups of persons under common control that is engaged in an economic activity, which means, offering goods and services on a market). 7.3. The transfer of the former Falcon Day Centre to Pachedu Multi Cultural Hub Ltd. does not satisfy one or more of the limbs, namely “the financial assistance has, or is capable of having, an effect on competition or investment within the UK, or on trade or investment between the UK and another country or territory, or both”. 7.4. Pachedu Multi Cultural Hub Ltd is not considered an enterprise under the Act in that it does not provide goods or services on the market. 8. Proposed Terms and Conditions 8.1. A full title check and any associated burdens or servitudes to be fully explored by the Council and passed to the purchaser, as required, in the Minute of Agreement. ___________________________________________________________________ Implications of the Report 1. Financial – Asset is assessed as having a market value of £150,000. CTB is proposing to pay a discounted price of £1,000. Discount is off-set against wider community benefits and savings to the Council of over £41,500 per annum plus estimated repair and maintenance costs of over £400,000. 2. HR & Organisational Development – None. 3. Community Planning Our Renfrewshire is well – the CAT supports the wellness and resilience of our citizens and communities by creating a new community resource supporting our migrant and diverse communities.. Page 108 of 286
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8 4. Legal (a) The CAT request and CTB comply with the requirements of Part 5 of The Community Empowerment (Scotland) Act 2015. (b) A formal offer from the CTB must be received within 6 months of decision to approve. (c) Sale must be concluded within 6 months of a formal offer being submitted by the CTB. 5. Property/Assets – Report seeks approval to dispose of the asset reference 123047855. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. 9. Procurement – Not applicable. 10. Risk – None. 11. Privacy Impact – Not applicable. 12. Climate Risk – Not applicable. 13. Children’s Rights - This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – not applicable. _________________________________________________________ List of Background Papers (a) None. _________________________________________________________________ Author: Sandra Inrig – 0141 487 1447 or 07974 071238. sandra.inrig@renfrewshire.gov.uk Page 109 of 286
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1 COMMUNITY EMPOWERMENT (SCOTLAND) ACT 2015 ASSET TRANSFER REQUEST FORM IMPORTANT NOTES: This is a standard asset transfer request form which can be used to make a request to Renfrewshire Council. For assets owned by other relevant authorities, please refer to that authority’s own website. You do not need to use this form to make an asset transfer request but using a form will help you to make sure you include all the required information. You should read the asset transfer guidance provided by the Scottish Government before making a request. All forms and guidance documents are available to download from the Council’s Website You are strongly advised to discuss your proposals with the Council before making an asset transfer request. You can do this by contacting the CAT Single Point of Contact at communityassettransfer@renfrewshire.gov.uk. When completed, this form must be sent to: - The CAT Single Point of Contact Regeneration and Place Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1TT Or submitted by email to: communityassettransfer@renfrewshire.gov.uk Received 14/01/2025 Page 111 of 286
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2 This is an asset transfer request made under Part 5 of the Community Empowerment (Scotland) Act 2015 in relation to property owned, leased or managed by Renfrewshire Council. Section 1: Information about the community transfer body (CTB) making the request 1.1 Name of the CTB making the asset transfer request Pachedu Multi Cultural Hub Ltd 1.2 CTB address. This should be the registered address (if you have one) or main correspondence address. Postal address: The Tannahill centre, 76 Blackstoun road, Paisley, PA3 1NT 1.3 Contact details. Please provide the name and contact address to which correspondence in relation to this asset transfer request should be sent. Contact name: Postal address: The Tannahill centre, 76 Blackstoun road, Paisley, PA3 1NT Postcode:PA3 1NT Email: Telephone: X We agree that correspondence in relation to this asset transfer request may be sent by email to the email address given above. (Please tick to indicate agreement). You can ask the relevant authority to stop sending correspondence by email, or change the email address, by telling them at any time, as long as 5 working days’ notice is given. Renfrewshire Council takes the privacy of your personal data very seriously. For more information see our Privacy Policy. (Please tick to indicate agreement). X We agree that information provided in this asset transfer request, including contact details, may ONLY be forwarded to relevant officers within Renfrewshire Council for the purposes of assessment and/or in order to provide specialist support to further the asset transfer request as appropriate. Contact details will only be forwarded with your consent for an explicit purpose. (Please tick to indicate agreement). Page 112 of 286
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3 1.4 Please mark an “X” in the relevant box to confirm the type of CTB and its official number, if it has one. X Company (with no fewer than 20 members) and its company number SC837581 Scottish Charitable Incorporated Organisation (SCIO) (with no fewer than 20 members) and its charity number is Community Benefit Society (BenCom), (with no fewer than 20 members) and its registered number is X Unincorporated organisation (no number) Pachedu Registered Charity SC046488 Please attach a copy of your constitution, Articles of Association or registered rules. 1.5 Has the organisation been individually designated as a community transfer body by the Scottish Ministers? No X Yes ☐ Please give the title and date of the designation order: 1.6 Does the organisation fall within a class of bodies which has been designated as community transfer bodies by the Scottish Ministers (i.e. those listed above at 1.4)? No ☐ Yes X If yes what class of bodies does it fall within? Company Limited by Guarantee Page 113 of 286
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4 Section 2: Information about the land and rights requested 2.1 Please identify the land / property to which this asset transfer request relates. You should provide a street address or grid reference and any name by which the land or building is known. If you have identified the land on the relevant authority’s register of land, please enter the details listed there. It may be helpful to provide one or more maps or drawings to show the boundaries of the land requested. If you are requesting part of a piece of land, you must attach a map and give a full description of the boundaries of the area to which your request relates. If you are requesting part of a building, please make clear what area you require. A drawing may be helpful. Details of Property: - Address: -1 Falcon Crescent, Paisley Postcode:- PA3 1NS Community Area:- Ferguslie 2.2 Please provide the UPRN (Unique Property Reference Number), if known. If the property has a UPRN you will find it in the relevant authority’s register of land. UPRN:- 123047855 Page 114 of 286
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5 Section 3: Type of request, payment and conditions 3.1 Please tick what type of request is being made: for ownership (under section 79(2)(a)) - go to section 3A for lease (under section 79(2)(b)(i)) – go to section 3B for other rights (section 79(2)(b)(ii)) - go to section 3C 3A – Request for ownership What price are you prepared to pay for the land requested: Proposed price: - £1000 Please attach a note setting out any other terms and conditions you wish to apply to the request. 3B – request for lease What is the length of lease you are requesting? How much rent are you prepared to pay? Please make clear whether this is per year or per month. Proposed rent: £ per month / year (delete as appropriate) Please attach a note setting out any other terms and conditions you wish to be included in the lease, or to apply to the request in any other way. 3C – request for other rights What are the rights you are requesting? Do you propose to make any payment for these rights? Yes ☐ No ☐ If yes, how much are you prepared to pay? Please make clear what period this would cover, for example per week, per month, per day? Proposed payment: £ Please attach a note setting out any other terms and conditions you wish to apply to the request. x Page 115 of 286
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6 Section 4: Community Proposal 4.1 Please set out the reasons for making the request and how the land or building will be used. This should explain the objectives of your project, why there is a need for it, any development or changes you plan to make to the land or building, and any activities that will take place there. 4.1.1 Objectives of the Project: Pachedu has operated as an unicorporated registered charity since 2016 (SC046488). We have set up Pachedu Multicultural Hub Ltd as a company limited by guarantee to act as the umbrella company for all of Pachedu’s activities. Pachedu Multicultural Hub Ltd (heinafter referred to as PMC) will own and manage assets providing accommodation for Pachedu Charity’s myriad projects. The primary objective of Pachedu Multicultural Hub Ltd’s (PMC’s) asset transfer request for Falcon Day Care Centre is to establish a multi-cultural hub that serves as a cultural connector and community focal point, fostering cultural enrichment, social cohesion, economic development and community integration in a community that is growing more and more culturally diverse and to provide a base for Pachedu’s registered charity to grow and deliver its myriad projects. The multicultural centre will also provide opportunities to: Celebrate cultural diversity through vibrant, educative, informative and socially engaging events like Rediscover Africa, Africa Day, Refugee Week and Black History Month to name a few. These sessions showcase diverse ethnic cuisine, music, and arts, which will educate and promote intercultural understanding. The cultural activities will also increase the number of events at the community’s disposal during the year. Strengthen community engagement by providing a space where residents from diverse backgrounds can come together to share experiences and build relationships. Support local economic growth by creating opportunities for entrepreneurs and artisans through social enterprise activities like the café offering authentic African food and other ventures narrated in the business plan. Promote holistic well-being by offering mindfulness sessions, creative arts, and music to reduce stress and improve mental health. Empower youth through workshops, educational programs, and leadership opportunities that encourage them to explore their cultural identities and develop new skills. Promote inclusivity by providing accessible spaces for community events and gatherings, ensuring equal opportunities for all members of the community to participate and benefit 4.1.2 Why there is a need for your Project The project addresses several needs within the Ferguslie Park community and broader Renfrewshire region: The project is essential because it addresses pressing needs within the Ferguslie Park community in Paisley, Renfrewshire, which has been identified as Scotland's most deprived area by the Scottish Index of Multiple Deprivation (SIMD). This ranking underscores the severe challenges faced by residents with greater instances faced by minority ethnic communities, including cultural isolation, economic hardship, and health inequalities. The project's focus on community empowerment, inclusivity, well-being and providing targeted interventions to address these issues. Page 116 of 286
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7 Pachedu Charity currently operate from 2 offices inside the Tannahill centre. The organisation has seen a steady growth from 2 part time staff and about 30 service users in 2016 when it was registered to 8 paid staff members, 40 volunteers, 68 registered members and 810 service users in 2024-2025. As a result the organisation has outgrown the limited space in the Tannahill centre and projects are having to resort to satellite stations like Foxbar Youth centre for their weekly youth group gathering of between 30 to 40 teenagers. In 2020 diverse ethnic communities accounted for 2.8% of the total population in Renfrewshire and recent indications suggest that this percentage has significantly risen with Renfrewshire becoming a holding point for asylum seekers, a steady increase of students coming from abroad and families coming through Certificate of Sponsorship jobs, students coming from abroad and being absorbed by the job market upon conclusion and refugees who have settled after being given immigration status. Migrant communities residing in Renfrewshire face isolation due to cultural barriers, making it essential to create culturally sensitive spaces where diverse ethnic groups can connect and integrate. SIMD Domains show that: Renfrewshire is more deprived compared to the Scotland average for Employment, Crime, Housing and Income. These social and economic inequalities can impact on self-esteem, happiness and participation in local communities and lead to poorer physical and mental health. Marginalised diverse ethnic communities need safe spaces and platforms where they can interact amongst themselves as well as with various other communities thereby fostering mutual understanding and reducing social division. The local community requires avenues for economic empowerment, especially for marginalized groups who can benefit from small business support and social enterprise initiatives. Last year Business gateway supported Pachedu to train 17 participants in business startup essentials with outcomes including increased awareness, direct expert access, and community network formation. This was well received and a lot more service users would be interested in taking part. The Falcon Day centre would be an ideal space to scale this up. Upscale the culturally sensitive mindfulness and creative arts activities they offer to reduce stress and enhance overall well-being. Youth support in developing cultural identities and skills, especially in a society where they face racism, stereotyping, and pressures from dual cultural experiences. Last year 2 of our young people had the opportunity to sit on a panel answering questions at Scotland’s Duke of Edinburgh National Conference and 6 more had the opportunity to put across their views in a Scottish Parliamentary discussion around smoking and vaping. Inclusivity: There is a recognised gap in inclusive community spaces where everyone, regardless of socioeconomic background or ethnicity, can participate in activities that celebrate diversity and promote community empowerment. To have such a space would affirm Renfrewshire Council’s commitment to its remit for equality and diversity. It will foster a sense of belonging, reduces inequalities, and empower individuals to contribute to a more cohesive and thriving community. Pachedu Multicultural Hub will provide a dedicated space for the delivery of activities and services designed to: 1. To reduce isolation 2. Promote cultural diversity and equality of opportunity 3. Bridge generational and diverse cultural backgrounds Page 117 of 286
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8 4. Enhance the capacity of minority ethnic communities to advance their health and socio- economic activities The need for these services is reflected in the following national and regional socio- demographic trends (see Annex 2 for further detail). 4.1.3 Development / changes / modifications required There are several changes and modifications that will be necessary for the successful implementation of the cultural hub. We are going to be guided by surveyors on what to do to achieve what we need to. Some of the changes are as follows: Physical Space Renovation: The Falcon Day Care Centre will need modifications to create suitable spaces for diverse cultural activities, including an artisan market, café, event space, and rooms for workshops, counselling, and mindfulness sessions. Accessibility Improvements: The centre should be made fully accessible to people with disabilities and those with limited mobility to ensure inclusivity. Technology and Equipment Upgrades: The cultural hub will require modern technological infrastructure for hosting workshops, digital training, and community events. Employment and Entrepreneurial Support Facilities: Spaces should be allocated for training and mentoring local entrepreneurs, providing them with resources like internet access, business development workshops, and networking spaces. The interior of the Falcon Day Care Centre will require further modification/adaption to accommodate proposed activities which include an event/exhibition space (artisan markets, craft fairs, corporate events, and social functions), a café area, and meeting rooms suitable for delivery of one to one and group workshops. Internal modifications include: • Technology / Equipment Upgrades – To ensure the space is fit for purpose the building will be require upgrading re: interior wiring/cabling/internet connectivity etc. • Cultural Adaptations – To provide a welcoming, safe space. Signage will be required in multiple languages and décor will reflect diverse cultures. • Multi-use Space – To ensure the Centre can accommodate a diverse range of activities from health and wellbeing sessions, youth activities, training workshops and business support, the existing lounge areas (6no.) will be refurbished as meeting rooms/classrooms, serviced office space suitable for sub-let. • Kitchen and Café Space – The existing kitchen/server will be equipped to accommodate diverse culinary needs. Outdoor space has potential to be developed in the following ways: • Outdoor play area – Establishing a secure outdoor play area will provide a ‘free-flow’ space suitable for use by an on-site creche. • Community Garden – Grounds adjacent to the building offer potential to be developed as a community garden to encourage physical and mental well-being and promote healthy- eating and nutrition through ‘grow-your-own’ initiatives. Current Condition / Falcon Day Centre – In October 2010, Renfrewshire Council commissioned Drivers Jonas Deloitte to conduct a Building Maintenance and Condition Survey on the Falcon Day Centre. At the time of the survey, the following defects were noted: Page 118 of 286
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9 • Roof – Steel roof sheets showed evidence of surface corrosion generally • Entrance-ways – Front and rear entrances showed evidence of water ingress (internal staining) where flashing required repair • Windows – Window gaskets were of poor condition and perished and would require replacement in the long term. As the Deloitte Condition Survey is now more than 10 years old, Pachedu Multicultural Hub will commission a new Building Condition Survey and Mechanical and Electrical Survey to identify Urgent and Necessary works required (see Phase 2 below). 4.1.4 Activities that will take place PCM and Pachedu Charity's projects at the Falcon Day Centre will bring a multitude of benefits to the local community, fostering social cohesion, cultural enrichment, economic growth, and overall well-being. Pachedu Multicultural Hub will operate as a social enterprise, providing a dedicated space for the delivery of activities and services designed to reduce isolation, promote cultural diversity and equality of opportunity, bridge generational and diverse cultural backgrounds and enhance the capacity of minority ethnic communities to advance their health and socio- economic activities. Evidence of need for these services is reflected in the national, regional and local socio-demographic trends. Activities at the centre will include meeting room hire, event space/venue hire, serviced office lets/co-working space, short-term lets to sole traders (crafts, hair and beauty), sub-lets to ‘anchor’ tenants, and sensory centres. By offering a diverse range of cultural activities, including cuisine, music, arts, and mindfulness practices, our cultural hub will celebrate the rich tapestry of cultural heritage present within the community. This will not only educate and inspire residents about different cultures but also promote intercultural understanding and appreciation. The cultural hub will serve as a gathering place where residents from diverse backgrounds can come together to connect, share experiences, and build meaningful relationships to strengthen social bonds and foster a sense of belonging within the community. The establishment of social enterprise activities within the cultural hub, such as a café or artisan market, will create economic opportunities for local entrepreneurs and artisans. By providing a platform for them to showcase and sell their products, we contribute to local economic growth and support small businesses. Our mindfulness sessions and cultural activities will promote holistic well-being by offering residents opportunities for relaxation, self-expression, and personal growth. Engaging in creative arts, music, and mindfulness practices can enhance mental health, reduce stress, and improve overall quality of life for individuals in the community. Through workshops, performances, and educational programs, the cultural hub will provide valuable learning experiences for youth, empowering them to explore their cultural identity, develop new skills, and pursue their passions. Additionally, the hub will offer volunteer and leadership opportunities, promoting youth engagement and civic participation. By providing rental space for community events and celebrations, the cultural hub empowers residents to organise and host their own gatherings, strengthening community ties and promoting inclusivity. See also : Proposed Use of The Falcon Day Centre in Development plan of Falcon Day Centre Page 119 of 286
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10 4.1.5 If the asset is to be used by the public it would be helpful if you could provide details of letting’s policy and opening times Day to Day Operation of the Pachedu Multicultural Hub – The intention is to operate the Hub as follows: • Hours of operation - The Hub will open weekdays between 09:00-16:00 with evening activities (i.e. youth clubs, network meetings) taking place between 18:00-20:00. Weekend opening will be dependent on bookings / scheduled events. • Staffing – Once fully operational, Pachedu Multicultural Hub will employ staff to manage the day-to-day operation of the facility (See Phase 3 below). In the interim, Pachedu will provide volunteers to carry out general duties (e.g. reception, bookings, venue hire) with other tasks overseen by Pachedu staff and senior management team. • Building / Grounds Maintenance – Pachedu Multicultural Hub will contract with local suppliers to carry out building maintenance, cleaning and grounds maintenance. • Security / Emergency Contacts – Existing metal, roller shutters will be retained and maintained to secure the building. The existing alarm system will be checked and updated as required. Key-holders will be identified. • Carparking – Visitor parking (including disability parking) will be re-installed (new signage). • Exterior Lighting – Existing PIR security lighting will be retained/renewed to provide additional security for staff when vacating premises afterhours. • Community Engagement – Communication with neighbouring residents/businesses will be maintained through regular leaflets / flyers. Feedback from residents will be addressed by the Board of Directors and Pachedu senior management team. 4.1.6 What provision will be provided for people with disabilities? Ramped access is located either side of the building with street level access available at the front and rear. All exterior windows/doors are secured by metal roller shutters. Mature hedging and trees run along the perimeter of the site with a small, grassed area at the rear of the building. Disabled carparking and a vehicle turning / drop-off point is situated at the front of the building. 4.1.7 Any other relevant information? Page 120 of 286
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11 Benefits of the proposal 4.2 Please set out the benefits that you consider will arise if the request is agreed to. This section should explain how the project will benefit your community, and others. Please refer to the guidance on how the relevant authority will consider the benefits of a request. Please explain how the project will benefit your community by detailing how your project will promote or improve:- 4.2.1 Economic Development / Income Generation: Key to the project’s long-term sustainability will be income generation through meeting room hire, event space/venue hire, serviced office lets/co-working space, short-term lets to sole traders (crafts, hair and beauty) and sub-lets to ‘anchor’ tenants. Pachedu Charity will be the principle tenant with funded projects paying to use the space. Please see the five-year financial forecast which has been prepared as part of the Development Plan accompanying this application. The Hub will provide space to engage with more people and to grow/develop services / activities which support New Scots in the following ways: • Reduce isolation – The Multicultural Hub will provide a welcoming space for delivery of activities to address social isolation, enabling residents from diverse backgrounds to come together and share experiences/build relationships. • Promote cultural diversity – The Hub will be developed as a venue for cultural events, displays and exhibitions designed to promote cultural enrichment through cooking, music, and arts. • Advancing health and wellbeing – The Hub will provide a space for delivery of mental health and well-being activities including mindfulness, creative arts and music to reduce stress and improve wellbeing. • Advancing economic growth - The Hub will support economic growth by creating opportunities for artisans, sole traders and social entrepreneurs through networking events, business mentoring workshops, artisan markets. • Bridging generational and cultural backgrounds – The Hub will provide a space for delivering activities which empower/encourage youth from diverse backgrounds to explore their cultural identities and develop new skills through workshops, educational programs, and leadership opportunities. • Regeneration – The above outcomes will also contribute to local regeneration by turning a vacant building into a well maintained and vibrant community-owned asset. • Public Health – Once acquired, the former Falcon Day Centre will become a venue for health and wellbeing activities including neurodiversity support for families. • Social Wellbeing – The Hub will improve access to drop-in support services for individuals and families to reduce social isolation and improve social wellbeing. • Environmental benefits – As part of developing the Falcon Day Centre, an Energy Audit will be commissioned to identify carbon reduction measures / improve use of green technology. Refurbishment of the Centre will reflect consideration of environmental sustainability and circular economy standards. • Equalities, diversity and inclusion – The development of a dedicated multicultural space will raise awareness of equalities, diversity and inclusion in Renfrewshire and beyond. Page 121 of 286
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12 4.2.2 Regeneration: The project will help revitalise Ferguslie Park by: • The Falcon Centre has been declared surplus by the Council and is currently lying empty. In this proposal, the building will be transformed into a vibrant community space, promoting regeneration of the area and attracting visitors and new businesses. The potential of the nursery, community restaurant and sensory are viable propositions. • The cultural hub will encourage local engagement and community ownership of the project, empowering residents to participate in regeneration efforts. • The influx of visitors to the hub, especially for cultural events and artisan markets, will stimulate the local economy, benefiting nearby businesses and services. 4.2.3 Public Health: The project will promote better public health by: • Mindfulness sessions, creative arts, and community support groups will promote mental health and well-being, helping to reduce stress, anxiety, and isolation. Pachedu’s community crafted mental health and well-being toolkit will the pivot upon which these initiatives will be anchored. • The community garden, alongside wellness programs, will encourage physical activity and healthy eating by offering gardening opportunities and nutritional workshops. The hub will be used for the expansion of the intergenerational health and wellbeing activities which have been held in partnership with One Ren. • The hub will host health education sessions, raising awareness about physical and mental health challenges, especially within marginalised groups who may face cultural or linguistic barriers to accessing mainstream services. This will include bespoke sessions in partnership with organisations like Prostate Scotland. 4.2.4 Social / Well-being: The hub will improve social cohesion and well-being through: • By providing a gathering space for shared cultural experiences, the hub will strengthen social connections, creating a sense of belonging and reducing feelings of isolation within the community. • Cultural events, art exhibitions, and shared projects will bring people from diverse backgrounds together, fostering mutual respect, understanding, and social harmony. Pachedu have key calendar events that include Rediscover Africa, Africa Day and Black History month event to name a few. • The hub will provide safe spaces for groups like the Pachedu Men's Group, women’s empowerment programs, and youth development initiatives, allowing them to engage meaningfully in the community and boost their confidence. 4.2.5 Environmental / Well-being / Environmental Benefits: The project will promote environmental sustainability and well-being by: • The development of a garden space will promote environmental awareness and sustainability. It will provide opportunities for "grow-your-own" initiatives, helping to improve food security while fostering a connection with nature. Page 122 of 286
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13 • The project will help maintain and enhance green spaces, improving the area's aesthetic appeal and contributing to residents’ physical and mental well-being. • Through workshops and community events, the hub will educate local residents about sustainable practices, such as recycling, gardening, and reducing food waste. 4.2.6 Does your project contribute to the reduction in inequalities? Please detail how: Yes, the project is designed to reduce inequalities by: • The hub will provide culturally sensitive programs tailored to the needs of diverse ethnic communities, empowering marginalised groups and fostering a more inclusive society. • By offering job opportunities, business development support, and spaces for entrepreneurs, the project will help reduce economic disparities, especially for individuals from migrant and refugee backgrounds. • The hub will be designed with inclusivity at its core, ensuring people with disabilities, minorities, and disadvantaged individuals have equal access to all services and activities. • By offering leadership training, volunteer opportunities, and educational programs, the project will help reduce gender and age-related inequalities, especially among youth and women from minority communities. The project Women, Included, Connected and Empowered (WICE) will lead on these 4.2.7 Any other relevant information: The project aligns with broader goals of social justice, community empowerment, and environmental sustainability. Through strategic partnerships with organizations like the Scottish Refugee Council and West of Scotland Regional Equality Council, the cultural hub will address pressing social issues such as marginalization, unemployment, and health inequities, ensuring that the community thrives both socially and economically. Restrictions on use of the land 4.3 If there are any restrictions on the use or development of the land, please explain how your project will comply with these. Restrictions might include, amongst others, environmental designations such as a Site of Special Scientific Interest (SSI), heritage designations such as listed building status, controls on contaminated land or planning restrictions. No restrictions on the use or development of the land have been identified Renfrewshire Council Planning Department will be consulted on future uses and change of use applied for if required. Negative consequences 4.4 Please identify any potential risks which may occur if your request is agreed to? How would you propose to minimise these? You should consider any potential negative consequences for the local economy, environment, or any group of people and explain how you could reduce these. We do not foresee any negative consequences for the local economy, environment or any group of people. In contrast, the transfer of Falcon Day Centre to Pachedu Multicultural Hub is overwhelmingly positive. As detailed above, transfer of the asset makes use of an empty building and creates a centre for community activity, integration and the celebration Page 123 of 286
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14 of diversity as well as contributing to the local economy and promoting environmental awareness and sustainability. Pachedu Multicultural Hub will dedicate itself to continued community engagement by hosting open consultation events and regular community forums to provide opportunities for dialogue and involvement in shaping activities and services. These efforts will ensure that all community members feel included and valued. The move will build on previous initiatives that successfully fostered cross-cultural interactive activities between diverse ethnic groups and the host community. By creating a space that is inclusive and welcoming to all, we aim to deepen community relationships and bridge any perceived divides. The hub will focus on delivering services and activities that benefit the entire community, regardless of background. Key areas of focus include: Reducing Isolation: Hosting social activities and support services that bring people together. Promoting Cultural Diversity and Equality of Opportunity: Offering educational workshops and cultural exchange programs. Bridging Generations and Cultures: Facilitating intergenerational and intercultural dialogue through events and partnerships. Advancing Community Health and Socioeconomic Opportunities: Providing training, health workshops, and support for entrepreneurial initiatives. Sustainability and Environmental Impact: The project will adopt sustainable practices to ensure minimal negative environmental consequences, such as promoting recycling, energy efficiency, and green spaces. By proactively addressing potential concerns through these strategies, we are confident that the project will not only mitigate risks but also enhance community cohesion, aligning with Renfrewshire Council’s strategic outcomes of fostering a fairer, greener, and more innovative community. There is the potential for perceived competition between the Pachedu Multicultural Hub, the Tannahill Centre and proposals to develop St Ninian’s Church Hall as a community hub. The Tannahill Centre, currently the only community facility, is oversubscribed. We believe that Ferguslie Park can support all three centres and will work with the management teams of both the Tannahill Centre and St Ninians to build on and exploit the unique offerings of each site. Capacity to deliver 4.5 Please show how your organisation will be able to manage the project and achieve your objectives. This could include the skills and experience of members of the organisation, any track record of previous projects, whether you intend to use professional advisers, etc. Have you / your organisation managed projects or owned / leased land previously? Please provide details of: 4.5.1 Skills and experience of members of the organisation • Pachedu Multicultural Hub is led by 3-Member Board of Trustees supported by eight staff and 40 volunteers. Page 124 of 286
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15 • Our board chair who is also the CEO of the West of Scotland Regional Equality Council (WSREC) currently manages a property that they use as their office which was acquired in her first year in the organisation. She oversaw the renovations that were done to make the new building viable. Her experience will be very valuable in the management of the Centre. • During 2023-24 Pachedu recorded 587 engagements with individuals and families. Pachedu aims to develop a portfolio of services to attract people both within and out with Renfrewshire. Pachedu has successfully delivered advocacy initiatives, health and wellbeing programmes, networking and employment support, and cultural activities. Funders include: National Lottery Community Fund, Corra Foundation, OneRen and Renfrewshire Council. The table below summarises the outputs delivered between April 2023 and August 2024. 4.5.2 Engagement with Professional Advisors Activities undertaken to date have involved the following advisor-led services: • Governance – Incorporation of the limited company was undertaken with support from Arachas3 and Engage Renfrewshire (Renfrewshire’s Third Sector Interface organisation). • Funding – The funding strategy outlined in Section 5 has been informed by the work of Funding and Development Officers with Engage Renfrewshire / Renfrewshire Council’s Invest in Renfrewshire Communities Team. • Community Asset Transfer – Advisor-led support provided by Community Ownership Support Service (COSS) and Renfrewshire Council’s Community Asset Transfer Programme Manager • Professional Services – For the development of the Falcon Day Centre we will engage a range of professional services including: • Building Surveyors, Mechanical & Electrical Engineers • Energy advisors (energy audit) • Architectural services to RIBA Stage 2 (Royal Institute of British Architects) • Roofing / Glazing contractors • Green Economy – As part of reviewing the environmental impact of the CAT proposal, Pachedu Multicultural Hub will engage with Renfrewshire Council’s Green Economy Officer • Financial management / procedures – Accountancy support and payroll services will be provided by GNTax Accounting Services Ltd. • Business Development – Moving forward, Directors recognise the need for specialist support to develop a robust business plan. Grant funding will be secured to commission a business development consultant during Phase 2 (outlined above). 4.5.3 Do you currently lease / manage a property from Renfrewshire Council? If yes, please provide details? NO Page 125 of 286
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16 4.5.4 Please detail how you plan to maintain the asset Once fully operational, Pachedu Multicultural Hub will employ staff to manage the day-to-day operation of the facility. In the interim, Pachedu will provide volunteers to carry out general duties (e.g. reception, bookings, venue hire) with other tasks overseen by Pachedu staff and senior management team. Pachedu Multicultural Hub will contract with local suppliers to carry out building maintenance, cleaning and grounds maintenance. 4.5.5 Any other relevant information? Section 5: Level and nature of support 5.1 Please provide details of the level and nature of support for the request, from your community and, if relevant, from others. This could include information on the proportion of your community who are involved with the request, how you have engaged with your community beyond the members of your organisation and what their response has been. You should also show how you have engaged with any other communities that may be affected by your proposals. 5.1.1 How many people are members of your organisation? Are they in agreement with this application? We have about 21 members who have all been contacted regarding the application. Every one of them agrees with this application. The 3 board members were consulted, and they are all in agreement with this application 5.1.2 Have you consulted with other local stakeholder groups and agencies? Please provide evidence. We consulted with local stakeholder groups such as The Tannahill Centre Management, Darkwood Crew, Ferguslie Men’s Group, The Elderly Forum, The Engage Renfrewshire, and the Ferguslie Library. We also consulted a local Councillor. Majority of those consulted are in support with one reservation that it might bring racial divide within the community. Those supporting the proposal in the survey mentioned that it will be great to have more opportunities for multicultural events within the community. We shared an online survey targeting Tannahill Centre service users and currently we have received 26 responses, all supporting the application. We also have physical surveys completed amounting to 90 making a total of 116 respondents of whom are from the indigenous local population, our service users and volunteers, all supporting the proposal. A sample of both empty form and completed physical and online forms will be added as appendix. 5.1.3 Have you been in contact with local staff? If yes, please provide details of who We contacted the Tannahill staff through one of the Managers, Paul Irwirn, Engage Renfrewshire senior management staff (Iain Cunningham and Jane Hamilton). The Engage team has been very supportive in helping us to get the best service to ensure our plan to register as a CLG is done in a perfect and timely manner. We have been in contact with Page 126 of 286
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17 Renfrewshire Council staff, Sandra Inrig and Tania Morlan, both of whom have been giving us every necessary support. 5.1.4 Have you contacted any other communities that may be affected? The Tannahill centre is currently oversubscribed to the point that we do rent for spaces outside the centre for some of our activities/events. The successful CAT application will create opportunities for other users. It will as well give other groups opportunity to get spaces in the centre. Further consultations are still ongoing with the Ferguslie Housing Association, our landlord and other relevant stakeholders. 5.1.5 Any other relevant information We are still planning to contact other local councillors and continue to consult stakeholder groups in the upcoming Renfrewshire Wellbeing Network meeting towards the end of January Page 127 of 286
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21 6.1.3 Details of funding you have applied for but are still waiting on a decision / response Engage Renfrewshire - £30,000 for Community Mental Health and Wellbeing. BBC Children in Need fund - £15,000 6.1.4 Details of other funding i.e. voluntary donations, borrowing etc None 6.1.5 Any other relevant information None Section 7: Other Supporting Documentation To enable the Council to fully consider your application, the following supporting documentation must be submitted as part of your application: - • A copy of your organisation’s Constitution, Articles or Association or other governing rules as appropriate; • A detailed business case (that is proportionate to the nature of the asset transfer request); • A financial projection of income and expenditure for at least three full financial years following the date of this request; • A copy of your organisation’s most recent audited accounts, where available (or a financial projection covering the current financial year where the applicant has been operating for less than one year); • Annual reports (where these are available). Applicants are advised to refer to the Scottish Government Community Asset Transfer Guidance for Community Transfer Bodies for further details of what information should be included in these supporting documents. https://www.gov.scot/publications/asset-transfer- under-community-empowerment-scotland-act-2015-guidance-community-9781786527509/ Page 131 of 286
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22 Declaration and Signature Two office-bearers (board members, charity trustees or committee members) of the community transfer body must sign the form. They must provide their full names and home addresses for the purposes of prevention and detection of fraud. This form and supporting documents will be made available online for any interested person to read and comment on. Personal information will be redacted before the form is made available. We, the undersigned on behalf of the community transfer body as noted at section 1, make an asset transfer request as specified in this form. We declare that the information provided in this form and any accompanying documents is accurate to the best of our knowledge. “I understand that the details provided will be used by Renfrewshire Council for the purpose of assessing the asset transfer request and may be shared with Council Officers and Elected Members for the purposes of providing support in making the application or other purposes as appropriate. Further information on how the Council looks after personal information can be found here : https://www.renfrewshire.gov.uk/article/2201/Privacy-policy 1. Name Address Date Position Signature 2. Name Address Date Position Signature Page 132 of 286
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23 Checklist of accompanying documents To check that nothing is missed, please list any documents which you are submitting to accompany this form. Section 1 – you must attach your organisation’s constitution, articles of association or registered rules Section 2 – any maps, drawings or description of the land requested Section 3 – note of any terms and conditions that are to apply to the request Section 4 – about your proposals, their benefits, any restrictions on the land or potential negative consequences, and your organisation’s capacity to deliver. Section 5 – evidence of community support Section 6 – funding Section 7 – Supporting Documentation Page 133 of 286
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FALCON DAY CENTRE DEVELOPMENT PLAN Prepared by Pachedu Multicultural Hub Ltd (SC837581) January 2025 Contact Details: Pachedu Multicultural Hub Ltd The Tannahill Centre, Blackstoun Road, Paisley. Email: info@pachedu.org Page 134 of 286
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1 | P a g e Contents Executive Summary ................................................................................................................................. 2 Section 1 – Overview of Pachedu Multicultural Hub Limited ................................................................. 3 Section 2 – Development Plan for Pachedu Multicultural Hub .............................................................. 4 Section 3 - Evidence of Need ................................................................................................................ 15 Section 4 - Fit with Local, Regional and National Strategies ................................................................. 17 Section 5 - Project Costs and Funding Strategy .................................................................................... 20 Section 6 – Sustainability and Income Generation ............................................................................... 24 Annex 1 – Overview of Pachedu ........................................................................................................... 29 Annex 2 – Evidence of Need ................................................................................................................. 35 Annex 3 – Fit with National Strategies .................................................................................................. 39 Annex 4 – Value Per Square Meter ....................................................................................................... 42 Annex 5 - Current Provision / Displacement ......................................................................................... 44 Annex 6 – Financial Forecast ................................................................................................................. 47 Page 135 of 286
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2 | P a g e Executive Summary In January 2025, Pachedu Multicultural Hub Limited (SC837581) was formed with the aim of establishing a viable and sustainable multicultural hub to promote cultural diversity, equality of opportunity and enhance the capacity of minority ethnic communities to advance their health and socio-economic activities. The creation of a multicultural hub is the vision of Pachedu, a registered charity operating in Ferguslie Park, Paisley. Pachedu (which in the Shona dialect means ‘Amongst ourselves’) was formed to promote diversity, equality, tolerance and dignity for all by increasing the capacity of diverse minorities and other marginalised groups in Renfrewshire and beyond to be more visible and pro-active in shaping their communities. Between 2023-24, Pachedu reported 587 engagements with individuals and families across Renfrewshire. Half-yearly monitoring for 2024-25 shows the number of individual engagements recorded is currently 810. Growth in demand for Pachedu services has increased year on year since the organisation’s formation in 2016. In November and December 2024, a community consultation exercise was undertaken to determine support for the development of the Pachedu Multicultural Hub, with the former Falcon Day Centre in Ferguslie Park identified as a suitable asset for development. Following positive community feedback, Pachedu made preparations for the submission of a Community Asset Transfer Request for the acquisition of the Falcon Day Centre (currently owned by Renfrewshire Council) with Pachedu Multicultural Hub Limited as the eligible Community Transfer Body. Pachedu Multicultural Hub will operate as a social enterprise, providing a dedicated space for the delivery of activities and services designed to reduce isolation, promote cultural diversity and equality of opportunity, bridge generational and diverse cultural backgrounds and enhance the capacity of minority ethnic communities to advance their health and socio- economic activities. Evidence of need for these services is reflected in the national, regional and local socio-demographic trends. Development of the Pachedu Multicultural Hub will be undertaken over three phases. • Phase 1 – Feasibility, conveyancing and survey work • Phase 2 – Refurbishment works to building exterior / interior • Phase 2/3 – Facility management and income generation External funding will be required to progress these activities and other forms of support will be explored including community benefits, crowd-funding and social investment. Key to the project’s long-term sustainability will be income generation through meeting room hire, event space/venue hire, serviced office lets/co-working space, short-term lets to sole traders (crafts, hair and beauty), sub-lets to ‘anchor’ tenants. A five-year financial forecast has been prepared as part of this Development Plan. Page 136 of 286
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3 | P a g e Section 1 – Overview of Pachedu Multicultural Hub Limited In January 2025, Pachedu Multicultural Hub Limited was established (SC837581) Limited Company No Share Capital) in response to need identified by Pachedu for a community space dedicated to the promotion of cultural diversity, equality of opportunity and the enhanced health and socio-economic wellbeing of minority ethnic communities living in Renfrewshire and beyond. More information about the work of Pachedu (OSCR Registration SC046488) is detailed in Annex 1. Demand for Pachedu services has increased year on year since the organisation’s formation in 2016. Pachedu (which in the Shona dialect means ‘Amongst ourselves’) aims to promote diversity, equality, tolerance and dignity for all by increasing the capacity of diverse minorities and other marginalised groups in the West of Scotland to be more visible and pro-active in shaping their communities. Between 2023-24, Pachedu reported 587 engagements with individuals and families across Renfrewshire. Half-yearly monitoring (December 2024) shows the number of individual engagements recorded is currently 810. Pachedu Multicultural Hub - Pachedu operates from two small offices within The Tannahill Centre in Ferguslie Park. It is evident to the Board and senior management team that Pachedu has outgrown these premises and requires additional space to maintain delivery of services. During 2024, Pachedu Senior Management Team met with Renfrewshire Council to discuss the acquisition of the former Falcon Day Centre as a multicultural hub. In November and December 2024, Pachedu carried out a community consultation exercise to determine support for this proposal. Following a positive response, Pachedu (with support from Engage Renfrewshire and paralegal firm Arachas3) established Pachedu Multicultural Hub Ltd to take forward the project through Renfrewshire Council’s Community Asset Transfer Process. Governance and Leadership – Members of Pachedu’s current volunteer Board are the registered Directors for Pachedu Multicultural Hub Limited. This approach has enabled the company to adopt Pachedu’s existing decision-making and reporting structures. Director meetings will follow the same structure and frequency as Pachedu Board meetings and minutes will be available on request. It is anticipated, additional Directors will be recruited to support the ongoing activities of the Company. The table below provides an overview of the knowledge, skills and experience of each director. Company Director Skills, Knowledge and Expertise Ghzala Khan Experienced Advocate for equalities and human rights for over 20 years Currently Chief Executive of West of Scotland Regional Equality Council (WSREC). Instrumental in delivering activities around capacity building of minority ethnic communities. Experienced in building networks involving private, public and voluntary organisations. Page 137 of 286
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4 | P a g e Nadeem Hanif An experienced consultant with expertise in building capacity of voluntary sector organisations led by people with lived experience of belonging to an ethnic minority community. Currently commissioned by The Council of Ethnic Minority Voluntary Organisations (CEMVO) to deliver capacity building support re: governance, funding, organisational policies and procedures. Previous roles include Knowledge and Learning Manager (The National Lottery Community Fund) and Project Manager (West of Scotland Regional Equality Council). Dr. Mohammed Ishaq Experienced researcher / consultant specialising in Equality, Diversity and Inclusion. Currently an Associate Professor in Human Resource Management at the University of the West of Scotland (UWS). A Fellow of the Chartered Management Institute and an Academic Fellow of the Chartered Institute of Personnel and Development (CIPD). Has been a board member with PACHEDU since 2017. Reporting Structures – Pachedu Multicultural Hub Limited will adopt the existing reporting structures operated by Pachedu. Pachedu’s Operational Manager will provide regular updates to the Board through: • Written reports – Incl. project progress reports which review key performance indicators, delivery timescales, project finances etc. • Verbal updates – Pachedu senior management team will provide verbal updates to directors as part of day-to-day decision-making • Quarterly Project Progress and Financial Monitoring – Pachedu senior management team will inform Board discussion re: project cashflow, grants secured, financial projections etc. Pachedu senior management team will continue to provide ongoing support to this project. Staffing and Volunteers – At the time of writing, no staff are employed by Pachedu Multicultural Hub Limited. However, the Board is aware that the successful operation of the Pachedu Multicultural Hub will require full/part-time staff. This has been reflected in the asset development plan and financial forecast detailed in Annex 6. In addition, Pachedu’s existing network of volunteers will support the day-to-day activities of the Multicultural Hub. It is anticipated that the new facility will create volunteering opportunities in administration, reception, facilities management etc. Section 2 – Development Plan for Pachedu Multicultural Hub In 2024, Pachedu consulted with service-users, partner organisations and wider community to gauge support for the creation of a multicultural hub. Consultation activities included: • Survey – During November 2024, we gave questionnaires to attendees of Pachedu events (including those attending weekly food market) to determine their support for the CAT Application. 90 responses were received made up of members of the indigenous local population, our service users and volunteers with Majority of those consulted supporting Page 138 of 286
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5 | P a g e the application and one reservation that it might bring racial divide within the community. Those supporting the proposal in the survey mentioned that it will be great to have more opportunities for multicultural events within the community. • Online survey – In December 2024 we shared an online survey targeting Tannahill Centre service users and currently we have received 26 responses, all supporting the application. In response to feedback from the community, Pachedu senior management met with Renfrewshire Council to discuss the acquisition of the former Falcon Day Centre as a multicultural hub. The Falcon Day Centre (Location and Description) – The Falcon Day Centre is situated in the neighbourhood of Ferguslie Park close to The Tannahill Centre, Engage Renfrewshire and Glencoats Primary School.1 The area falls within SIMD Data Zone SO1012068 and is part of Electoral Ward 4, Paisley North West which incorporates Castlehead, Shortroods, St Mirren Park (an 8,000 seated stadium, home to St Mirren Football Club) and Glasgow Ailrport. The Falcon Day Centre operated as a Renfrewshire Council adult day-care service. However, the COVID-19 Pandemic impacted service delivery and in March 2024, members of Renfrewshire’s Health and Social Care Partnership Integration Joint Board agreed to permanently close the facility. At the time of writing, the centre is unoccupied.2 The Falcon Centre is a single storey building (circa 1990). The footprint of the building covers 602sqm. A Building Condition Survey undertaken in 2010 describes the exterior / interior of the building as follows: The building accommodates various lounge and dining areas, along with kitchens, offices, toilets, bedrooms , hair salon and plant/ storage areas. There is a ground bearing concrete floor throughout, with cavity brick walls to the external elevations, finished in reconstituted stone blockwork. The roofs are pitched with a profiled metal cladding system and tiled covering, although there is pitched continuous bank of patent glazing at the intersection. Rainwater gutters and downpipes are of uPVC. The external doors are predominantly of glazed aluminium construction, the main entrance doors are electrically powered. The windows are powder coated aluminium frames with single glazing. Internally the floors are finished in a combination of sheet carpet and sheet vinyl. Internals walls are of masonry construction. Walls and ceilings have a painted and papered plasterboard finish. Internal doors are all solid core, with a painted finish.3 1 The Falcon Day Centre address is Darkwood Crescent, Paisley, PA3 1NS. 2 Paisley Daily Express: Former day centre for elderly in Paisley could be declared 'surplus' to requirements - Daily Record 3 Building Maintenance and Condition Survey, Falcon Day Centre for the Elderly. Drivers Jonas Deloitte. March 2011. Page 139 of 286
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6 | P a g e Figure 1 – Image courtesy of Google Maps - Falcon Day Centre (Top). Ramped access is located either side of the building with street level access available at the front and rear. All exterior windows/doors are secured by metal roller shutters. Mature hedging and trees run along the perimeter of the site with a small, grassed area at the rear of the building. Disabled carparking and a vehicle turning / drop-off point is situated at the front of the building. An additional overflow carpark is accessed via Darkwood Crescent. Figure 2 - Falcon Day Centre, Main Entrance (image courtesy of Paisley Daily Express) Page 140 of 286
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7 | P a g e Figure 3 – Falcon Day Centre, Ramped access and Grounds Proposed Use of The Falcon Day Centre – Pachedu Multicultural Hub propose to develop the Falcon Day Centre as a multicultural hub for the delivery of activities and services designed to reduce isolation, promote cultural diversity and equality of opportunity, bridge generational and diverse cultural backgrounds and enhance the capacity of minority ethnic communities to advance their health and socio-economic activities. Key to the Hub’s sustainability will be income generation through: • Meeting room hire • Event space / venue hire • Serviced office lets / Co-working space • Short-term lets to sole traders (hair salon) • Sub-lets to long-term ‘anchor’ tenants (3no.) The table below outlines how existing space within the Falcon Day Centre will be utilised to accommodate activities outlined above. Space Proposed Use Main entrance To provide street level access to building and welcoming drop-in space Central circulation space A multiuse space suitable for events, conferences, exhibitions and gatherings. Propose to open adjoining servery area to create a large events space. Workshop (1no.) Will be used to extend the central circulation space for events, displays and exhibitions. In-house hair salon space Space to be retained. The Limited Company propose to commercialise space by offering chair rental agreements to self- Page 141 of 286
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8 | P a g e employed hairdressers (approx. 6no.). Future opportunities include delivery of hair and beauty training (in partnership with West College Scotland) Toilets and Wet Rooms (2no.) Toilet facilities will be retained. Proposal to renovate 1no. wet room to provide additional storage space. Staff Room / Offices (4no.) To be refurbished as a sensory space for delivery of Pachedu’s Opuruiche Karungi project providing activities / support for families with neurodiversity needs Lounge / Bedroom (Meeting Rooms) (6no.) Rooms to be renovated for use by anchor tenants and general meeting room hire/lets. There are 4no. Large meeting rooms and 2no. Small meeting rooms. Space will be available for sublet to anchor tenants (including Pachedu) and community lets. Servery / Kitchen To be renovated as a training kitchen and providing catering for events, conferences, corporate events etc. Kitchenette / Laundry Room To be retained with potential to provide auxiliary services / business development opportunities. Stores (8no.) To be retained to provide secure storage of equipment throughout the building Plant room (2no.) To be retained. Exterior Grounds Exterior space to be developed (in line with current guidelines) to provide an out-door play space for an on-site creche Page 142 of 286
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9 | P a g e Figure 4 - Falcon Day Centre, Floor Plan Page 143 of 286
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10 | P a g e Day to Day Operation of the Pachedu Multicultural Hub – The intention is to operate the Hub as follows: • Hours of operation - The Hub will open weekdays between 09:00-16:00 with evening activities (i.e. youth clubs, network meetings) taking place between 18:00-20:00. Weekend opening will be dependent on bookings / scheduled events. • Staffing – Once fully operational, Pachedu Multicultural Hub will employ staff to manage the day-to-day operation of the facility (See Phase 3 below). In the interim, Pachedu will provide volunteers to carry out general duties (e.g. reception, bookings, venue hire) with other tasks overseen by Pachedu staff and senior management team. • Building / Grounds Maintenance – Pachedu Multicultural Hub will contract with local suppliers to carry out building maintenance, cleaning and grounds maintenance. • Security / Emergency Contacts – Existing metal, roller shutters will be retained and maintained to secure the building. The existing alarm system will be checked and updated as required. Key-holders will be identified. • Carparking – Visitor parking (including disability parking) will be re-installed (new signage). Staff will be encouraged to use parking bays accessed via Darkwood Crescent. This parking area will provide overspill carparking for events. On-street parking is available along Ferguslie Park Avenue. • Exterior Lighting – Existing PIR security lighting will be retained/renewed to provide additional security for staff when vacating premises afterhours. • Community Engagement – Communication with neighbouring residents/businesses will be maintained through regular leaflets / flyers. Feedback from residents will be addressed by the Board of Directors and Pachedu senior management team. Building Modifications and Adaptations - The interior of the Falcon Day Care Centre will require further modification/adaption to accommodate proposed activities which include an event/exhibition space (artisan markets, craft fairs, corporate events, and social functions), a café area, and meeting rooms suitable for delivery of one to one and group workshops. Internal modifications include: • Technology / Equipment Upgrades – To ensure the space is fit for purpose the building will be require upgrading re: interior wiring/cabling/internet connectivity etc. • Cultural Adaptations – To provide a welcoming, safe space. Signage will be required in multiple languages and décor will reflect diverse cultures. • Multi-use Space – To ensure the Centre can accommodate a diverse range of activities from health and wellbeing sessions, youth activities, training workshops and business support, the existing lounge areas (6no.) will be refurbished as meeting rooms/class rooms, serviced office space suitable for sub-let. • Kitchen and Café Space – The existing kitchen/servery will be equipped to accommodate diverse culinary needs. Outdoor space has potential to be developed in the following ways: • Outdoor play area – Establishing a secure outdoor play area will provide a ‘free-flow’ space suitable for use by an on-site creche. Page 144 of 286
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11 | P a g e • Community Garden – Grounds adjacent to the building offer potential to be developed as a community garden to encourage physical and mental well-being and promote healthy- eating and nutrition through ‘grow-your-own’ initiatives. Current Condition / Falcon Day Centre – In October 2010, Renfrewshire Council commissioned Drivers Jonas Deloitte to conduct a Building Maintenance and Condition Survey on the Falcon Day Centre. At the time of the survey, the following defects were noted: • Roof – Steel roof sheets showed evidence of surface corrosion generally • Entrance-ways – Front and rear entrances showed evidence of water ingress (internal staining) where flashing required repair • Windows – Window gaskets were of poor condition and perished and would require replacement in the long term. As the Deloitte Condition Survey is now more than 10 years old, Pachedu Multicultural Hub will commission a new Building Condition Survey and Mechanical and Electrical Survey to identify Urgent and Necessary works required (see Phase 2 below). Figure 5 – Falcon Day Centre - Roof Corrosion (left), Perished Window Gaskets (right). Development Timescales – The proposal to acquire and develop the Falcon Day Centre as a Multicultural Hub will be delivered over three phases. An overview of the key milestones and activities for each phase are detailed in the table below. Sources of funding identified to cover costs associated with each phase of delivery are detailed in Section 5 (Project Costs and Funding Strategy). Phase 1 - 2025 Detail of activities to be undertaken January - June • Incorporation completed (governance) • CAT Request submitted to Renfrewshire Council (January 2025) • Funding applications submitted to Sustainable Communities Fund and Scottish Land Fund • Formal approval of CAT Request by Renfrewshire Council Board (March 2025) Page 145 of 286
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12 | P a g e • Funding secured. Feasibility study and surveys commissioned (Building Condition / Mechanical & Electrical / Asbestos Report / Energy Audit) • Solicitor appointed (conveyancing) Expenditure Total Cost (incl. VAT) Notes Governance £500 To cover cost of governance support incl. Company House Registration Surveys / Reports £10,000 Building Condition Report (£2,500), Mechanical & Electrical Report (£2,500), Asbestos Report (£2,500), Energy Audit (£2,500) Architectural Feasibility Study £5,000 To identify modifications/adaptations required to make building fit for purpose Conveyancing Fees £3,000 To conclude acquisition of the Falcon Day Centre through Community Asset Transfer Disbursements/Consents £1,000 As advised SUBTOTAL £19,500 Community Consultation (ongoing) £500 To inform proposals for community use of the building. Costs to be covered by Pachedu reserves TOTAL £20,000 Phase 2 - 2025 Detail of activities to be undertaken July - December • Purchase of Falcon Day Centre from Renfrewshire Council • Commission business consultancy support • Findings from survey work addressed (Urgent/Necessary) • Insurances obtained • Licences, permissions and consents obtained • Renewal of security/fire alarm systems • Building health and safety measures updated • Interior space redecoration / refurbishment • Upgrade key items of equipment • Telecoms / Broadband installed • Letting policies developed / finalised • 1st Anchor Tenant on site (Pachedu Charity) • Pachedu commence delivery of services onsite Expenditure Total Cost (incl. VAT) Note Business Development Consultant 12,000 Specialist support re: Market Research, Business Development, Contractual agreements, Lettings policies Page 146 of 286
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13 | P a g e Roof £50,000 Urgent work identified (roof corrosion) through Building Condition Report Building Exterior £10,000 Urgent / Necessary work identified (window gaskets) through Building Condition Report Plant £5,000 Urgent / Necessary work identified through Mechanical & Electrical Survey Building Security £2,500 Urgent / Necessary work identified through Mechanical & Electrical Survey Fire Alarm System £1,000 Urgent / Necessary work identified through Mechanical & Electrical Survey Health & Safety Measures £1,000 Facilities Management Requirements Building Interior Modifications / Adaptations £2,500 Identified through Architectural Feasibility Study to identify modifications/adaptations based on proposed use of building and reflecting national care standards / commercial building regulations, fire regulations etc. Telecoms and Broadband Installation £250 Insurances, Licences, Permissions, Consents £1,000 Incl. Building & Contents Insurance Building Interior décor, Fixtures and fittings, Signage £8,000 Incl. fixtures and fittings required for anchor tenant(s)space, Hair Salon, Meeting Rooms, Co- working Space, Classroom/Workshop space, Kitchen SUBTOTAL £93,250 Phase 3 - 2026 Detail of activities to be undertaken January – December • Secure 2nd / 3rd Anchor Tenant • Launch hair salon and business incubation space (serviced office space/desk-hire) • Recruitment and selection of Facility Manager (FT @ £20k and Business Development Manager (@ £25k pro-rata) Expenditure Total Cost (incl. VAT) Notes Recruitment & Selection Costs £250 Admin costs associated Facility Officer (Full time post) Salary + Employer Costs £14,000 6 months costs covering June to December based on annual salary (£20k) Page 147 of 286
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14 | P a g e Business Development Officer (Part-time post) Salary + Employer Costs £12,504 8 months costs covering May to December based on annual salary (£25k pro-rata). Development of outdoor space (for use by Creche) £5,000 To ensure outdoor space is fit for purpose as an early learning childcare space (creche outdoor play area) SUBTOTAL £31,879 Project Timescales Post Phase 3 – During 2026, Pachedu Multicultural Hub will recruit additional staff to lead / manage the day-to-day operation of the Hub. These staff posts are likely to include a full-time facilities manager and a part-time business development manager. Part-time support staff may also be recruited (admin, reception, caretaking). Anticipated Outcomes - The Hub will provide space to engage with more people and to grow/develop services / activities which support New Scots in the following ways: • Reduce isolation – The Multicultural Hub will provide a welcoming space for delivery of activities to address social isolation, enabling residents from diverse backgrounds to come together and share experiences/build relationships. • Promote cultural diversity – The Hub will be developed as a venue for cultural events, displays and exhibitions designed to promote cultural enrichment through cooking, music, and arts. • Advancing health and wellbeing – The Hub will provide a space for delivery of mental health and well-being activities including mindfulness, creative arts and music to reduce stress and improve wellbeing. • Advancing economic growth - The Hub will support economic growth by creating opportunities for artisans, sole traders and social entrepreneurs through networking events, business mentoring workshops, artisan markets. • Bridging generational and cultural backgrounds – The Hub will provide a space for delivering activities which empower/encourage youth from diverse backgrounds to explore their cultural identities and develop new skills through workshops, educational programs, and leadership opportunities. • Regeneration – The above outcomes will also contribute to local regeneration by turning a vacant building into a well maintained and vibrant community-owned asset. • Public Health – Once acquired, the former Falcon Day Centre will become a venue for health and wellbeing activities including neurodiversity support for families. • Social Wellbeing – The Hub will improve access to drop-in support services for individuals and families to reduce social isolation and improve social wellbeing. • Environmental benefits – As part of developing the Falcon Day Centre, an Energy Audit will be commissioned to identify carbon reduction measures / improve use of green technology. Refurbishment of the Centre will reflect consideration of environmental sustainability and circular economy standards. • Equalities, diversity and inclusion – The development of a dedicated multicultural space will raise awareness of equalities, diversity and inclusion in Renfrewshire and beyond. Page 148 of 286
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15 | P a g e Engagement with Professional Advisors – Activities undertaken to date have involved the following advisor-led services: • Governance – Incorporation of the limited company was undertaken with support from Arachas3 and Engage Renfrewshire (Renfrewshire’s Third Sector Interface organisation). • Funding – The funding strategy outlined in Section 5 has been informed by the work of Funding and Development Officers with Engage Renfrewshire / Renfrewshire Council’s Invest in Renfrewshire Communities Team. • Community Asset Transfer – Advisor-led support provided by Community Ownership Support Service (COSS) and Renfrewshire Council’s Community Asset Transfer Programme Manager has informed the development of the Community Asset Transfer Request for the Falcon Day Centre. • Green Economy – As part of reviewing the environmental impact of the CAT proposal, Pachedu Multicultural Hub will engage with Renfrewshire Council’s Green Economy Officer • Financial management / procedures – Accountancy support and payroll services will be provided by GNTax Accounting Services Ltd. • Business Development – Moving forward, Directors recognise the need for specialist support to develop a robust business plan. Grant funding will be secured to commission a business development consultant during Phase 2 (outlined above). • Professional Services – The proposed development of the Falcon Day Centre will require support from a range of professional services including: • Building Surveyors, Mechanical & Electrical Engineers • Energy advisors (energy audit) • Architectural services to RIBA Stage 2 (Royal Institute of British Architects) • Roofing / Glazing contractors Section 3 - Evidence of Need Pachedu Multicultural Hub will provide a dedicated space for the delivery of activities and services designed to: 1. To reduce isolation 2. Promote cultural diversity and equality of opportunity 3. Bridge generational and diverse cultural backgrounds 4. Enhance the capacity of minority ethnic communities to advance their health and socio- economic activities Evidence of need for these services is reflected in the following national and regional socio- demographic trends (see Annex 2 for further detail). National Socio-Demographics - 2022 Census data indicates Renfrewshire is now the 9th largest local authority area in Scotland. A high-level population estimate released in September 2023 indicated a 5.1% increase (183,874) based on 2011 Census data (174,908). Scottish Government analysis of 2011 and 2022 Census data indicates broader demographic Page 149 of 286
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16 | P a g e changes likely to increase demand for activities delivered across the four themes identified above. • Number of people living alone – Across Scotland, the number of people living alone increased by over 100,000 compared to 2011 Census data. With older people more likely to live alone than young people. • Mental Health – Across Scotland, the number of people reporting a mental health condition increased from 4.4% in 2011 to 11.3% in 2022. Young people were more likely to report a mental health condition than older people. Of the 11.3% of people reporting a mental health condition, 17.5% were aged 25-30 and 15.4% were aged 16-24. • Migration – Almost half of people born overseas had been living in the UK for more than 10 years. Countries of birth of people born outside the UK were commonly Poland, India and Pakistan. An extract from Scotland’s Census 2022 - Demography and migration | Scotland's Census) indicated ‘Countries in the top ten that saw the biggest increase in people since 2011 were Poland (up 20,100), India (up 14,200) and Nigeria (up 11,800)’.4 Figure 6 - Scotland's 2022 Census - The most common country of birth of people born outside the UK (Scottish Government - Scotland’s Census 2022 - Demography and migration | Scotland's Census) Local Area Profile – At a local level, 2022 Census data for Paisley Northwest indicates the following: • Total Population – The 2022 Census reported 19,944 individuals living in Paisley Northwest • Households – A total of 10,231 households were recorded. The total number of one-person households was 5,035. • General Health – 14,964 individuals reported having very good or good general health. The number of individuals reporting their general health as bad or very bad was 1,868. • Health conditions - 4,084 individuals reported having a long-term health condition. 3,056 individuals reported having a mental health condition. 2,223 individuals reported having a physical disability. 4 Scotland’s Census 2022 - Demography and migration | Scotland's Census) Page 150 of 286
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17 | P a g e • Economic Activity – The number of people identified as economically active (excluding full time students) was 9,585. The number of people identified as economically inactive was 6,125 of which 44% were retired and 21% were long term sick or disabled. • Country of birth – Census data shows the number of individuals reported their country of birth as follows: EU Country (1,397) Non-EU Country (39), Africa (724), Middle East and Asia (687), Americas and Caribbean (121), Antartica and Oceania (25) In summary, it is anticipated national, regional and local socio-demographic trends highlighted above will increase demand for services and activities which address social isolation, improve physical and mental health and wellbeing in ways which reflect the needs of diverse communities. The development of a Multicultural Hub in Renfrewshire will respond to this need. Section 4 - Fit with Local, Regional and National Strategies Pachedu Multicultural Hub will have a positive impact on Renfrewshire Council’s strategic aims and ambitions. Annex 3 provides further detail of fit with Scottish Government strategies including National Strategy for Economic Transformation, Culture Strategy and New Scots Refugee Integration Strategy. Renfrewshire Council Plan 2022-27 – The local authority’s strategic plan for Renfrewshire aims to create ‘a fairer Renfrewshire built on innovation, wellbeing and opportunity."5 5 Renfrewshire Council Plan 2022-27 Page 151 of 286
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18 | P a g e Underpinning each strategic area is the vision to improve outcomes for children and families. The Plan identifies 5 strategic outcomes: place, economy, fair, green, and living our values. Pachedu Multicultural Hub will contribute towards these priorities in the following ways: Place – Working together to enhance wellbeing across our communities Outline “We want everyone to have access to nature, transport links, good shops and places to eat, exercise, healthcare and cultural, play and learning opportunities within their local communities”6 Hub The Hub will provide a dedicated space for delivery of health and wellbeing activities, cultural activities and activities to support learning and skills development. Economy – A stronger, inclusive and sustainable economy Outline “Creating sustainable employment opportunities…ensuring that all people can benefit from the inclusive growth in Renfrewshire” 7 Hub The Hub will create business development opportunities, provide support for start-ups, sole traders and facilitate the development of early-stage social enterprise activities. Fair – Nurturing bright, happy, and healthy futures for all Outline “Nobody should be scared about their futures, their safety, their health, or their wellbeing. Where you live shouldn't determine how long you live”.8 Hub The Hub will provide safe and secure space for delivering activities which encourage physical health and wellbeing and support active lives of service users and the wider community. The Hub will also off space for cultural and social events which bring the wider community together, increase social inclusion, connectedness and wellbeing. Green – Leading Renfrewshire to Net Zero Outline “We want to end Renfrewshire's contribution to climate change within a generation. We are committed to working towards net zero by 2030 for the whole of Renfrewshire to ensure a safer, healthier, greener, and fairer place for everyone to live, work and spend time in”.9 Hub Consideration will be given to the environmental impact of proposed development. An energy audit will be commissioned to identify green energy options which support Renfrewshire’s 2030 net zero target. Renfrewshire Health and Social Care Partnership Plan 2022-25 – The table below sets out the key themes for Renfrewshire’s Health and Social Care Partnership. RHSCP Themes Fit with Pachedu Services / Activities 6 Renfrewshire Council Plan 2022-27 7 Renfrewshire Council Plan 2022-27 8 Renfrewshire Council Plan 2022-27 9 Renfrewshire Council Plan 2022-27 Page 152 of 286
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19 | P a g e Healthier Futures Prevention and Early Intervention The Hub will host health education sessions, raising awareness about physical and mental health challenges, especially within marginalized groups who may face cultural or linguistic barriers to accessing mainstream services. Connected Futures Community Support, Mental Health The Hub will provide space for activities which promote good mental health and reduce stress, anxiety, and isolation e.g. creative arts, music and mindfulness sessions Enabled Futures Access to clinically safe and specialist services With inclusivity at its core, the Hub will provide an accessible space for individuals to access to outreach services and activities. Empowered Futures Healthy and Active Living The Hub will provide space for delivery of activities which support healthy and active living e.g. use of outdoor space for community gardening, use of kitchen for food nutrition classes. Renfrewshire Economic Strategy 2020-2030 - https://www.renfrewshire.gov.uk/media/10488/Renfrewshires-Economic-Strategy-2020- 2030/pdf/Renfrewshires_Economic_Strategy_2020-2030.pdf?m=1568663422430 Pachedu Multicultural Hub will help to address challenges identified in Renfrewshire Council's Economic Strategy (2020-2030). Challenge Response Retaining / attracting people to live, learn and work in Renfrewshire The Hub will address this by: Supporting Community Empowerment and Inclusivity - Providing rental space for community events, gatherings and celebrations to strengthen community ties. Facilitating Community Engagement and Social Cohesion – Providing space to connect, promote shared cultural experiences and build relationships. A strong and inclusive economy The Hub will contribute to a strong and inclusive economy by: Creating Economic Opportunities - The establishment of social enterprise activities within the cultural hub, such as a café or artisan market, will create economic opportunities for local entrepreneurs and artisans. Economic Empowerment – Through employment and volunteering opportunities. Provision of business development support and space for start-ups and sole traders. Skills Development – Providing space for leadership training, volunteer opportunities, and educational programmes which reduce gender and age-related inequalities, especially among youth and women from minority communities. Page 153 of 286
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20 | P a g e Foster new business The Hub will Foster Entrepreneurship - The Space will be used to foster new business development, incubate start-ups and develop sole trader opportunities. The Making of Ferguslie Plan – ‘The Making of Ferguslie is a plan that sets out a vision for the future of Ferguslie Park over the next 5 to 10 years. Developed in partnership with the local community, the plan sets out a range of actions to reimagine underused land, improve greenspaces, and support community initiatives’.10 The priorities, ambitions and aspirations of the local community outlined in the plan were gathered through a series of engagement events with local people over 2020 and 2021’11. The table below outlines how the Pachedu Multicultural Hub will contribute to the community’s vision for Ferguslie Park. Principle Cultural Hub – Fit with Five Principles (Making of Ferguslie Park) Enhanced Environment Reimagining vacant and underused land / improving local environment Reviving a Vacant Building - The vacant Falcon Day Care Centre will be revitalised as a community space, promoting regeneration, attracting visitors and new business to the area. Outdoor space - The outdoor space will be developed with potential to include a community garden to promote environmental awareness, sustainability, connection with nature. Environmental Education - Through workshops and community events, the Hub will provide space to learn about sustainable practices, such as recycling, gardening, and reducing food waste. Community Empowerment Community Asset Transfer – As a community asset, the Hub will contribute to local regeneration activities. Cultures, Heritage, Social Values Stimulating Local Economy – The Hub will provide space for cultural events and artisan markets which will support the local economy. Section 5 - Project Costs and Funding Strategy Activities to develop the Pachedu Multicultural Hub will be undertaken over three phases. • Phase 1 – Feasibility, conveyancing and survey Work • Phase 2 – Refurbishment works to building exterior / interior (scale of works to be informed by findings from survey work undertaken in Phase 1) • Phase 3 – Facility Management / Income generation (incl. creation of new staff posts) 10 Renfrewshire Council, Making of Ferguslie Plan 11 Renfrewshire Council, Making of Ferguslie Report Page 154 of 286
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21 | P a g e Phase 1 – Conveyancing / Survey Work - The table below details cost of Phase 1 activities and sources of funding identified. In January 2025, Pachedu held preparatory discussions with the Scottish Land Fund (SLF). Based on feedback from SLF, Pachedu Multicultural Hub will apply to the Scottish Land Fund for a Stage 1 Technical Grant to contribute towards the activities/costs detailed below. The average Technical Grant award of £10k to support eligible activity e.g. feasibility studies, business plans, valuations and surveys. In addition to the Scottish Land Fund, a Revenue application will be submitted to Renfrewshire Council’s Sustainable Communities Fund. The acquisition value has not been detailed below, as this will be covered by a Scottish Land Fund Stage 2 Grant. Phase 1 Expenditure Total Cost Funding Source Building Condition Report £2,500 Scottish Land Fund Technical Grant / National Lottery Community Fund Sustainable Communities Fund / Renfrewshire Council Mechanical & Electrical Report £2,500 As above RIBA Stage 2 Architectural Feasibility Study £5,000 As above Energy Audit £2,500 As above Asbestos Report £2,500 As above Conveyancing Fees £3,000 As above Permissions/Consents £2,000 As above Ongoing Community Engagement Activities / Costs to be covered by Pachedu SUBTOTAL £20,000 Phase 2 – Refurbishment Works - The table below details cost of Phase 2 activities and sources of funding identified. It is anticipated the outcome of Phase 1 will identify Urgent / Necessary works required to ensure the asset (former Falcon Day Centre) is fit for purpose. It is also assumed that aspects of the building fabric identified as being of concern in 2010 (i.e. roof corrosion, water ingress, perished window gaskets) are now likely to require urgent replacement/repair. Pachedu Multicultural Hub will seek estimates from local contractors to help with detailed calculation of Phase 2 costings. Where possible, Pachedu Multicultural Hub will cover the cost of Phase 2 activities through grant funding. Therefore, during Phase 2, a second application to support building repair / refurbishment works will be submitted to the Sustainable Communities Fund. However, the organisation is aware of the need to mitigate against the risk of funding not being secured. To ensure the project does not stall at this stage, Pachedu Multicultural Hub has approached Foundation Scotland to discuss fit with their Social Investment Fund. The fund can invest between £10,000 and £250,000 per Page 155 of 286
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22 | P a g e organisation and up to 25% of this can be in the form of a non-repayable grant (with the remainder as a repayable loan). Phase 2 Expenditure Total Cost Sources of Funding Roof - Urgent / Necessary works £50,000 Sustainable Communities Fund (Renfrewshire Council) Building Exterior – Urgent / Necessary works £10,000 Sustainable Communities Fund Plant – Urgent / Necessary works £5,000 Energy Business Scotland Building Security – Urgent / Necessary works £2,500 Sustainable Communities Fund Fire Alarm System – Urgent / Necessary works £1,000 Sustainable Communities Fund Health & Safety Measures £1,000 Facilities Management Requirements Building Interior Necessary Refurbishment works Modifications / Adaptations £2,500 FCC Scottish Action Fund Telecoms and Broadband Installation £250 Pachedu contribution (Reserves) Insurance (Building & Content Licences, Permissions, Consents) £1,000 Pachedu contribution (Reserves) Scottish Land Fund Technical Grant Interior décor and signage (Circulation Area, Sensory Room, Meeting rooms) Fixtures/Fittings: Sensory Room £8,000 Awards for All – National Lottery Community Fund Regular Grant / The Garfield Weston Foundation Millward Charitable Trust (UK) Business Development Consultant - Market Research, Income Generation, Paralegal Support (preparing sublet agreements/letting policy) 12,000 Scottish Land Fund National Lottery Community Fund Sustainable Communities Fund SUBTOTAL £93,250.00 Phase 3 – Facility Management / Business Incubator Space - The table below details cost of Phase 3 activities. During this phase, Pachedu Multicultural Hub plan to: • Recruit staff to support day to day management of the facility • Develop space to accommodate 2-3 start-up social enterprises (anchor tenant space), sole-trader opportunities (hairdressing salon) and co-working space. At time of writing, the organisation is in discussion with two potential anchor tenants (a creche provider and a constructions skills academy). Page 156 of 286
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23 | P a g e At the time of writing, Pachedu Multicultural Hub anticipate staffing costs will be incurred part-way through Phase 3 with costs covered by a combination of income generation and grants secured. Phase 3 - Expenditure Total Cost Sources of funding Recruitment & Selection Costs - Facilities Manager £250 Pachedu contribution (Reserves) Salary + Employer Costs – Facilities Manager (6 months) £14,000 Income generation activities Awards for All – National Lottery Community Fund Regular Grant / The Garfield Weston Foundation Millward Charitable Trust (UK) Business Development Officer (Part-time post) Salary + Employer Costs £12,504 Scottish Land Fund Income generation activities Regular Grant / The Garfield Weston Foundation Millward Charitable Trust (UK) Development of outdoor space (for use by Creche) £5,000 FCC Scottish Action Fund Regular Grant / The Garfield Weston Foundation Millward Charitable Trust (UK) SUBTOTAL £31,879 Funding Sources – Further detail about the funding sources identified is provided below: • Pachedu – The registered charity will become the first anchor tenant to occupy space within the Hub. This will enable the Company to generate income from the outset. • Sustainable Communities Fund – Intermediate awards between £10k-£25k for feasibility studies or business plans for property developments or community asset transfers and project management costs. Submission dates for 2025 applications to be confirmed. • Scottish Land Fund Technical Grant – Stage One funding between £2.5k-£30k (average grant award is £10,000). Grant will cover 100% of costs relating to specialist advice and/or professional fees including the preparation of feasibility studies and business plans, valuations and surveys as well as some costs towards community engagement. Scottish Land Fund operates a rolling submission process. • FCC Scottish Action Fund - Grants from £2k to £40k. To support environmental and community-based projects that are within 10 miles of any landfill site or transfer station in Scotland and are for the benefit of the public. This fund supports refurbishment of an existing community building i.e. Internal fitting costs (kitchens; toilets; floor coverings; decorating; lighting; heating; renewable energy technology). The next application round opens 26th February 2025 and closes 14th May 2025. Last Round opens 3rd September 2025 and closes 19th November 2025. Applicants will be notified of outcome within 2 weeks of the Board Meeting. Page 157 of 286
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24 | P a g e • Millward Charitable Trust (UK) - Applications can be submitted at any time. Millward Charitable Trust makes grants to organisations involved with community buildings, facilities and open spaces, social welfare projects, including the performing arts. Other sources of funding/support – Pachedu Multicultural Hub will also explore funding / support available through the following: • Crowdfunding / Fundraising – Fundraising will provide flexibility to meet unexpected costs associated with the project. • Social Investment – As the project progresses, Directors will review social investment options. Potential sources of social investment include Foundation Scotland’s Social Investment Fund and Social Investment Scotland • Community Benefits – Once trading as a social enterprise, the organisation will be eligible to apply for financial and in-kind support through Renfrewshire’s community benefits programme facilitated by Engage Renfrewshire and will register for support through NHS Scotland’s Community Benefit Portal. Section 6 – Sustainability and Income Generation Pachedu Multicultural Hub will generate income through meeting room hire, event space / venue hire, serviced office lets/co-working space, short-term lets to sole traders/freelance hair and beauty practitioners and longer-term sub-lets to ‘anchor’ tenants. Ongoing discussions with community groups, sole traders and start-up social enterprises will inform the development of these income streams. Meeting Room and Venue Hire (Community / Corporate) – The table below details the projected income (Year 2) from lettable space within the Hub suitable for meeting room hire. Space Usage Projected Income (Yr2) Central circulation space (incl. kitchen servery) A multiuse space suitable for events, conferences, exhibitions and gatherings, offering half day and full day hire to community groups and corporates £4,800 Classroom (G19) A classroom with AV and WiFi suitable for use as a workshop / training room available for hire by community groups and corporates. Will also provide additional breakout space for large events / conferences. £5,900 Events, Exhibitions & Displays – The Hub will provide space for Pachedu to extend its current programme of cultural events, artisan markets and food fairs with income generated though stall hire, ticket sales and kitchen sales. Page 158 of 286
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25 | P a g e Space Usage Projected Income (Yr2) Central circulation space (incl. kitchen servery) A multiuse space suitable for indoor ticketed events e.g. hosting artisan markets (price per stall holder), evening events (arts, music, culture) £4,100 Serviced office lets / Co-working space – The table below details the projected income from lettable space within the Hub suitable for desk-hire/serviced office space (telephone / photocopying / secure storage) Space Usage Projected Income (Yr2) Lounge areas (G34, G35) To be developed as co-working space providing serviced office accommodation. Half day and full day desk hire £5,000 Supporting Sole Traders (Hair and Beauty / Hairdressing Salon) - As shown on the floorplan above, the Falcon Day Centre includes an on-site hair salon. This space will be retained to provide freelance hairdressers/barbers with an opportunity to rent a chair on a half-day (4hr) or full-day (7hr) basis. There is potential to accommodate up to four chairs with two basins for hair washing. It is anticipated the salon will be open 5-days a week between 10:00 to 16:00. (Half day / Full day hours reflect set-up and clear-up of salon space). Opportunities to provide hair and beauty training in collaboration with West College Scotland will be explored. The table below details the projected income from this activity. Space Usage Projected Income (Yr2) In-house hair salon space Space to be retained to offer freelance hairdressers/barbers half-day / full day chair rental £6,700 Anchor Tenants – There is scope to sub-let space to support the growth of local social enterprises. Pachedu Multicultural Hub has received expressions of interest from a creche- provider and a constructions skills training provider. Further work is required to assess the financial viability of these proposals. • Anchor Tenant#1 (Pachedu) – Accommodation within the Hub will be sub-let to Pachedu (Charity). The table below reflects current estimates based on current estimates re: value per square meter. Page 159 of 286
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26 | P a g e Space Usage Annual Rental (Yr2) Room (G15) Room to be refurbished as a sensory space for delivery of Pacedu’s Opuruiche Karungi project providing activities / support for families with neurodiversity needs £12,700 Room (G19) To be used for delivery of Pachedu projects: • Pachedu Men’s Group • JEANS Employability Project • WICE (Women Included Connected & Empowered) • Kodzero Youth Group • Connected & Empowered Network (Daily charge @ £18) Circulation Area (G20) To be used as a general drop-in space / networking area to support delivery of: • WICE (Women Included Connected & Empowered) • Kodzero Youth Group • Connected & Empowered (Daily Charge @ £57) Staff Room (G20) and Office (G34) For use by Pachedu staff (Daily charge @ £8 / £18) • Anchor Tenant#2 (Creche) – The table below reflects projected income from space available for sub-let as a creche. Pachedu Multicultural Hub is aware that a successful sub-let will be dependent on identifying the level of demand for childcare within the local community. Projected income is based on value per sqm (see Annex 4 for more detail). Space Usage Annual Rental (Yr2) Lounges (G13, G14) Rooms to be refurbished for use by an anchor tenant. This space would be suitable for sublet as a creche space. £12,000 Toilet Block and Storage Room (G11, G10, G12, G09, G08) Toilets to be refurbished to provide suitable space for use by creche. Lockable storage space to be provided Outdoor Space Outdoor space to rear of Hub to be developed as an out-door play space in line with National Care Standards for Early Learning & Childcare Subject to an additional service charge • Anchor Tenant#3 (Training Centre) – The table below identifies space suitable for sub-let to a third anchor tenant. An early-stage social enterprise (Ethnic Construction Skills Page 160 of 286
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27 | P a g e Development) has expressed interest in leasing space within the Hub to develop a construction skills training centre. Further discussion is required to determine the viability of this proposal. Projected income from sublet is based on value per sqm (see Annex 4 for more detail). Space Usage Annual Rental (Yr2) Offices, (G41, G43, G37) Rooms (3no.) to be refurbished for use by anchor tenant (Ethnic Construction Skills Development) as offices and training/workshop space. £13,200 Circulation Space (G42) To be retained to provide separate access to anchor tenant space. Will enable anchor tenant to operate out with opening hours of the Hub. Access point leads to additional carparking area (Darkwood Crescent). Storerooms (incl. laundry space) (G39, G40, G42a, G38) Storage rooms (4no.) to be retained for use by anchor tenant Toilet (G37a) Toilet facility to be retained for use by anchor tenant with general access to main toilet block adjacent to central area for training course participants. Classroom (G19) Available for half-day / full-day hire by anchor tenant as required (charged at community rate) Shop / Kitchen Servery Training participants will have access to light refreshments available to purchase via the shop/kitchen servery. 5-year Financial Forecast – A 5-year financial forecast is detailed in Annex 5 and outlined below. The organisation will continue to update the financial forecast as costs are confirmed. Pachedu Multicultural Hub will engage a business development professional (see Phase 2 above) to assist with development of a robust business plan (incl. costing and pricing, income generation/maximisation). Table: Summary / Financial Projections – Pachedu Multicultural Hub Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Income £129,673 £75,583 £84,801 £88,703 £92,909 £102,200 Expenditure £130,118 £70,505 £86,580 £89,177 £91,852 £94,608 Balance -£445 £5,078 -£1,779 -£474 £1,057 £7,592 Key considerations – The organisation is mindful that these financial projections require more detailed consideration as outlined below: Page 161 of 286
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28 | P a g e • Value Per Square Meter – As a first step to assessing the financial viability of the proposal, the organisation has sought to identify the value per square meter of lettable space.12 Annex 4 details current calculations. Figures are based on 552sqm of lettable space. This exercise has helped the organisation to consider how internal space can be best used to generate income. This exercise will be repeated as the project develops. • Architectural Feasibility Study – As indicated above, maximising space available for lets will contribute towards the financial viability of the Hub. Therefore, an architectural feasibility study is required. This will help the organisation to ensure the asset is fit for purpose. • Existing Floor Plan / Use of Circulation Space (G02) – The Value Per Square Meter analysis demonstrates further work is required to identify how the Circulation Space (G02) can be better utilised to generate income. As part of the architectural feasibility study, a measured survey will be undertaken to inform sqm calculations. End. 12 Community Ownership Support Service Community Hubs Handbook Page 162 of 286
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29 | P a g e Annex 1 – Overview of Pachedu Pachedu (which in the Shona dialect means ‘Amongst ourselves’) was formed in 2016 to promote diversity, equality, tolerance and dignity for all by increasing the capacity of diverse minorities and other marginalised groups in the West of Scotland to be more visible and pro- active in shaping their communities. The organisation was established following a conversation between friends about the challenges and barriers experienced by migrant communities from the global south who found themselves marginalised in their new communities of settlement. The organisation now delivers a range of community-based activities designed to support the needs of diverse minority ethnic communities living in Renfrewshire and beyond. Core services relate to health and wellbeing, employability, cultural awareness, and support for families. Legal Form and Governance – Pachedu is registered with OSCR as an Unincorporated Association (OSCR Registration Number SC046488). Constitution – Pachedu’s Constitution (updated / signed in 2021) sets out the objects of the organisation, which are: • To reduce isolation • To promote cultural diversity and equality of opportunity • To bridge generational and diverse cultural backgrounds • To enhance the capacity of minority ethnic communities to advance their health and socio-economic activities Current Delivery – Pachedu currently operates from hired office space within The Tannahill Centre, Blackstoun Road, Paisley. The Tannahill Centre is owned / managed by Ferguslie Park Housing Association. Pachedu office hours are 09:00 to 16:00 and activity is delivered over weekdays and weekends. The table below provides an overview of Pachedu’s current programme of activities: Activity Summary School of African Cultures • To address stigma and stereotyping about Africa and African people • Support children and young people from African backgrounds to connect with, learn about and take pride in their African heritage, history and culture • Activities delivered through weekly sessions/homework clubs aimed at children/young people Rediscover Africa • Pachedu’s flagship annual summer event (June) and forms part of Scottish Refugee Council’s annual “Refugee Festival Scotland”. • The event is an opportunity to foster integration, bring together the African diaspora community and the local indigenous community, breakdown barriers and change the narrative around Africa and Africans. • The event includes cultural performances and speaker events and inter-community activities designed to challenge/change the Africa narrative Page 163 of 286
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30 | P a g e Strategic Partners / Stakeholders / Funders include: Scottish Refugee Council, Arnold Clark, Inspiring Families Network, Renfrewshire Council WICE (Women Included Connected & Empowered) • Aims to support women by tackling barriers and increasing engagement in a culturally sensitive and appropriate environment. • Activities include a weekly sewing classes (Stitches of Unity) • Host Business Development workshops to foster entrepreneurship and self-employment opportunities Strategic Partners / Stakeholders / Funders include: West of Scotland Regional Equality Council, CEMVO Scotland, Business Gateway, Engage Renfrewshire Kodzero Youth Group • Supporting young people from diverse minority communities through building self-esteem and pride in their dual identities to ensure successful, sustainable and enduring integration rather than assimilation/loss of cultural identity. • Addressing challenges from racism, prejudice and stereotyping • Mentoring to inspire, inform, support young people through teambuilding, goal setting and sharing experiences • Access to development and training opportunities e.g. The Duke of Edinburgh’s Award, The King’s Trust Scotland (formerly The Prince’s Trust Scotland), modern apprenticeships etc. Strategic Partners / Stakeholders / Funders include: The Duke of Edinburgh’s Award, Prince’s Trust Scotland, National Lottery Community Fund, Celebrating Renfrewshire Fund Pachedu’s Men’s Group • Safe space for men from diverse minority communities to discuss/share challenges and opportunities faced. • Point of contact/engagement with male asylum seekers currently housed in hotel accommodation in Renfrewshire. • Online and face-to-face support, information sharing and signposting sessions tackling physical and mental health challenges • Weekly drop-ins and social activities (e.g. football, bowling etc.) Strategic Partners / Stakeholders / Funders include: Scottish Refugee Council, West of Scotland Regional Equality Council, Renfrewshire Refugee Employment Support Coordination Group, Prostate Cancer UK JEANS Employment & Employability Project • Named in memory of a Pachedu member who passed away in 2022, this initiative provides: • New Scots and others from diverse minority backgrounds in Renfrewshire with employability advice, support and signposting. • Raises employer awareness of skills, knowledge and experience available among diverse minority communities. Page 164 of 286
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31 | P a g e • Offers support with writing CVs, cover letters and job applications, job search, signposting to training/upskilling opportunities, • Hosts Business Development workshops to foster entrepreneurship/self-employment opportunities. Strategic Partners / Stakeholders / Funders include: Business Gateway, Princes Trust Scotland, CEMVO Scotland, The WiseGroup, NHS24, West of Scotland Regional Equality Council, Scottish Refugee Council, Renfrewshire Refugee Employment Support Coordination Group Advocacy & Support Group • Engagement with local/national government to challenge the “deficit model” narrative around diverse minority communities • Support integration of New Scots, including refugees and asylum seekers • Advice on accessing benefits, housing, education, employment, health services • Reporting hate crimes • Signposting (immigration status, visas, etc.) Strategic Partners / Stakeholders / Funders include: Scottish Refugee Council, West of Scotland Regional Equality Council, Renfrewshire Citizen’s Advice Bureau, Renfrewshire Council. Connected & Empowered (One to one support / Mental Health Toolkit / Community Garden) • Online and face-to-face information sharing and signposting sessions addressing physical and mental health challenges, e.g. diabetes, prostrate cancer, menopause, breast cancer. • Pachedu Mental Health Toolkit - Resource for individuals and health practitioners providing culturally appropriate and sensitive advice and guidance on mental health. • Pachedu Community Garden – located at Sherwood Greenlaw, the garden provides opportunities for members to grow familiar non- native plants and vegetables which can contribute to a healthier, more traditional diet. Fosters community engagement through sharing recipes and food related stories and traditions. Strategic Partners / Stakeholders / Funders include - ENGAGE Renfrewshire, Renfrewshire Health and Social Care Partnership, Renfrewshire Anti-Stigma Alliance, West of Scotland Regional Equality Council, Scottish Refugee Council, See-Me Scotland, RAMH (Recovery Across Mental Health) Family Support • Neurodivergence support for families through provision of culturally sensitive/linguistically appropriate services to diverse ethnic families with children diagnosed with neurodiversity. Page 165 of 286
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32 | P a g e • Empowering families through knowledge, skills, and resources to improve the overall wellbeing • Foster community engagement and awareness about Neurodiversity and related challenges within diverse ethnic communities Track Record - Pachedu is led by three volunteer Board members supported by eight staff and 40 volunteers. During 2023-24 Pachedu recorded 587 engagements with individuals and families. Pachedu aims to develop a portfolio of services to attract people both within and out with Renfrewshire. Pachedu has successfully delivered advocacy initiatives, health and wellbeing programmes, networking and employment support, and cultural activities. Funders include: National Lottery Community Fund, Corra Foundation, OneRen and Renfrewshire Council. The table below summarises the outputs delivered between April 2023 and August 2024. Core Activity No. supported Details Employability 17 Individuals supported to attend Business Gateway Training Employability 15 Young persons supported in our mentorship program Employability 9 People received support with job search, cv writing and interview skills. Employability 2 Trained on Food hygiene with certificate as community chefs Employability 5 Student offered placement, 4 finished June 23, 1 to finish June 24. Employability 14 New volunteers were recruited within the year, while 13 volunteers and 6 staff have participated in various trainings on capacity building, management, funding, volunteering, mental health, employment, education Employability 30 Young people (The visionaries) Health & Wellbeing 4 People attended in Trauma Informed Care and Practice Training. Health and Wellbeing 116 Participated in3 health & wellbeing physical activity (social football) Health & Wellbeing 173 Participated in 8 diverse topics on mental health awareness sessions. Health & Wellbeing 12 Participated in our gardening training and therapy activities. Health & Wellbeing 25 Attended the launch of Mental Health Toolkit for ethnic minority toolkit- Health & Wellbeing 180 Culturally diverse Mental health awareness sessions Page 166 of 286
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33 | P a g e Health & Wellbeing 50 Gardening activities Promoting Cultural Diversity 200 Attended Rediscover Africa event that offered a varied programme of activities, such as African drumming, the African Culture and History Quiz Promoting Cultural Diversity 250 Africa day event Promoting Cultural Diversity 305 Rediscover Africa event Reduce social isolation 8 People supported during the stitches of unity project (sewing) Reduce social isolation 12 Participated in the Get Sense Media Literacy workshop. Total 1,427 Governance and Leadership – Pachedu is led by three volunteer Board members. A profile of their skills and experience is outlined in the table below. Board meetings are held regularly and discussion follows an agreed agenda. Board minutes are available on request. In accordance with the organisation’s signed Constitution, an AGM is held in XX each year. Board Member Skills, Knowledge and Expertise Ghzala Khan Chair Experienced Advocate for equalities and human rights for over 20 years Currently Chief Executive of West of Scotland Regional Equality Council (WSREC). Instrumental in delivering activities around capacity building of minority ethnic communities. Experienced in building networks involving private, public and voluntary organisations. Nadeem Hanif Vice Chair An experienced consultant with expertise in building capacity of voluntary sector organisations led by people with lived experience of belonging to an ethnic minority community. Currently commissioned by The Council of Ethnic Minority Voluntary Organisations (CEMVO) to deliver capacity building support re: governance, funding, organisational policies and procedures. Previous roles include Knowledge and Learning Manager (The National Lottery Community Fund) and Project Manager (West of Scotland Regional Equality Council). Dr. Mohammed Ishaq Board Member Experienced researcher / consultant specialising in Equality, Diversity and Inclusion. Currently an Associate Professor in Human Resource Management at the University of the West of Scotland (UWS). A Fellow of the Chartered Management Institute and an Academic Fellow of the Chartered Institute of Personnel and Development (CIPD). Has been a board member with PACHEDU since 2017. Page 167 of 286
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34 | P a g e Staffing and Volunteers – Day to day activities of the organisation are delivered by 8 staff supported by a core team of 40 volunteers. The table below provides an outline of key staff/volunteer roles and responsibilities: Staff/Volunteer Role Remit and Responsibilities Reporting to Johannes Gonani Operations Manager Board Sandrine Manoka Office and Admin Manager Operations Manager Ogechi Agboror Human Resources and Training Support Office and Admin Manager / Programme Officer Youth Work Kate Eboh IT and Marketing Office and Admin Manager / Programme Officer Youth Work Regine Bews Director, School of African Studies Operations Manager Syvia Tambunan (Volunteer) Programme Officer, School of African Studies Director, School of African Studies Bisola Adedeji (Volunteer) Programme Officer, School of African Studies Director, School of African Studies Chinenye Anameje Health and Wellbeing Officer and Volunteer Coordinator Operations Manager Ramatu Umar Bako (Volunteer) WICE Programme Officer: Engagement & Participation Health and Wellbeing Officer and Volunteer Coordinator Charity Garba (Volunteer) WICE Programme Officer: Women & Advocacy Health and Wellbeing Officer and Volunteer Coordinator Japhet Chapo (Volunteer) Men’s Club Coordinator Health and Wellbeing Officer and Volunteer Coordinator Gregor D Smart Project Lead – Jean’s Job Club Operations Manager Adefunke Bakare Programme Officer – Youth Work Operations Manager Chinedu Achunine Opuruiche Karungi Programme Officer, Neurodiversity Operations Manager Page 168 of 286
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35 | P a g e Annex 2 – Evidence of Need National Socio-Demographics - 2022 Census data indicates Renfrewshire is now the 9th largest local authority area in Scotland. A high-level population estimate released in September 2023 indicated a 5.1% increase (183,874) based on 2011 Census data (174,908). Scottish Government analysis of 2011 and 2022 Census data indicates broader demographic changes likely to increase demand for activities delivered across the four themes identified above. • Number of people living alone – Across Scotland, the number of people living alone increased by over 100,000 compared to 2011 Census data. With older people more likely to live alone than young people. • Mental Health – Across Scotland, the number of people reporting a mental health condition increased from 4.4% in 2011 to 11.3% in 2022. Young people were more likely to report a mental health condition than older people. Of the 11.3% of people reporting a mental health condition, 17.5% were aged 25-30 and 15.4% were aged 16-24. • Migration – Almost half of people born overseas had been living in the UK for more than 10 years. Countries of birth of people born outside the UK were commonly Poland, India and Pakistan. ‘Countries in the top ten that saw the biggest increase in people since 2011 were Poland (up 20,100), India (up 14,200) and Nigeria (up 11,800)’. Figure 7 - Scotland's 2022 Census - The most common country of birth of people born outside the UK (Scottish Government - Scotland’s Census 2022 - Demography and migration | Scotland's Census) Page 169 of 286
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36 | P a g e Renfrewshire Socio-Demographics - For Renfrewshire, national socio-demographic trends reported in the 2022 Census are reflected as follows: • Households – The number of households in Renfrewshire increased by 7.2% compared with 2011 Census data. The total number of households recorded were 86,721 of which 33,851 were one person households. The percentage of households in Renfrewshire with dependent children was 23.6%. • General Health – 40,028 people in Renfrewshire reported having a long-term health condition. The number of people reporting their general health as bad or very bad totalled 13,967. • Economic Activity – 2022 Census data showed 89,877 people in Renfrewshire were economically active. 77,897 people were employed either full or part-time. 10% of those identified as being economically active were self-employed. Employment by industry sector indicated the top three sectors were Human Health and Social Work, Retail, and Public Administration. 37% of people who reported being in employment the week before the Census were employed in these three sectors. • Ethnic Group Classifications – Totals per ethnic group classification were: o 173,839 - White o 4,982 - Asian, Asian Scottish, Asian British o 2,162 - African o 1,131 – Other Ethnic Groups Figure 8 - 2022 Census - Local Authority Area (Renfrewshire) Country of Birth. Source Scottish Government, SuperWEB2(tm) - Table View Renfrewshire Health and Wellbeing - The Diversity & Equality Alliance in Renfrewshire (DEAR) group and Renfrewshire Council have undertaken more detailed analysis of 2022 Census data in relation to health and wellbeing trends in Renfrewshire. Nationally, 7.6% of the population report having bad or very bad health. In Renfrewshire, 19 areas report rates above the national average. Areas reporting the highest number of 44% 2%18% 27% 7%2% 2022 Census Country of Birth (Renfrewshire) EU Country Non EU Country Africa Middle East and Asia Americas and Carribean Antartica and Oceania Page 170 of 286
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37 | P a g e individuals with bad / very bad health were Johnstone North West (12.7%), Linwood South (12.4%), Paisley Gallowhill and Hillington (11.4%), Paisley Ferguslie (11.0%). Across the Glasgow City Region (comprising eight local authority areas), Renfrewshire’s neighbouring local authority areas, Inverclyde and Glasgow, rank highest for % of population reporting long-term health conditions, physical disability and mental health. The table below provides a further detail. Neighbouring Local Authority Areas % Long-term Illness, disease, condition % Mental Health condition % Physical Disability % Blind or partially vision impaired East Renfrewshire 19.7% 7.5% 7.8% 2.3% Glasgow 20.1% 14.4% 10.6% 2.4% Inverclyde 23.9% 13.1% 12.7% 3.1% Local Area Profile / – The Falcon Day Centre is in Electoral Ward 4, Paisley North West. 2022 Census data for Paisley North West indicates the following socio-demographic characteristics: • Total Population – The 2022 Census reported 19,944 individuals living in Paisley Northwest • Households – A total of 10,231 households were recorded. The total number of one-person households was 5,035. • General Health – 14,964 individuals reported having very good or good general health. The number of individuals reporting their general health as bad or very bad was 1,868. • Health conditions - 4,084 individuals reported having a long-term health condition. 3,056 individuals reported having a mental health condition. 2,223 individuals reported having a physical disability. • Economic Activity – The number of people identified as economically active (excluding full time students) was 9,585. The number of people identified as economically inactive was 6,125 of which 44% were retired and 21% were long term sick or disabled. • Country of birth – Census data shows the number of individuals reported their country of birth as follows: EU Country (1,397) Non-EU Country (39), Africa (724), Middle East and Asia (687), Americas and Caribbean (121), Antartica and Oceania (25) Page 171 of 286
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38 | P a g e Impact on Pachedu Services – In summary national, regional and local socio-demographic trends highlighted above are likely to generate increased demand for services and activities which address social isolation, improve physical and mental health and wellbeing in ways which reflect the needs of diverse communities. The development of a Cultural Hub in Renfrewshire will enable Pachedu to respond to this growing need. Page 172 of 286
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39 | P a g e Annex 3 – Fit with National Strategies National Strategy for Economic Transformation (NSET) - The diagram below sets the Vision, Ambition and five Programmes for Action for Scotland's economic transformation by 2032. 13 This proposal fits with a Fairer, Wealthier and Greener Scotland and will contribute towards the achievement of all five Programmes for Action in the following ways: • Entrepreneurial people and culture – The Multicultural Hub will provide a dedicated space for sole traders to establish and develop their business. The Hair Salon will provide up to 40 chair rentals per month enabling freelance hair and beauty practitioners to develop their customer base. The Co-working space will provide desk hire to support entrepreneurial growth and artisan markets will support those in the creative sector. The Hub will accommodate longer-term sublets to social enterprises which will promote the culture and values of social entrepreneurship within the local community. • New Market Opportunities – The Hub will provide a culturally sensitive space to develop services which meet the need of emerging markets, for example health and wellbeing initiatives which target older people. • Skilled Workforce – The Hub will support delivery of employability initiatives including Pachedu’s Job Club, networking events and youth training activities. • Fairer and More Equal Society – events hosted within the Multicultural Hub will raise awareness of cultural diversity and promote equality of opportunity. Culture Strategy for Scotland (February 2020) – This Scottish Government strategy sets out three main ambitions: • Strengthening culture • Transforming through culture • Empowering through culture 13 Source – Scotland’s National Strategy for Economic Transformation Page 173 of 286
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40 | P a g e This project will contribute to these ambitions in the following way: • Strengthening culture – Space to accommodate a diverse range of cultural activities, including cuisine, music, arts, and mindfulness practices,. The Hub will celebrate the rich tapestry of cultural heritage present within the community. This will not only educate and inspire residents about different cultures but also promote intercultural understanding and appreciation. • Transforming through culture – Provision of rental space for community events and celebrations, the cultural hub empowers residents to organize and host their own gatherings, strengthening community ties and promoting inclusivity. The Hub will be accessible to all members of the community, regardless of background or socioeconomic status, ensuring that everyone has the opportunity to participate and benefit from its offerings. • Empowering through culture - Through workshops, performances, and educational programs, the Hub will provide valuable learning experiences for youth, empowering them to explore their cultural identity, develop new skills, and pursue their passions. Additionally, the Hub will create volunteer and leadership opportunities, promoting youth engagement and civic participation. New Scots Refugee Integration Strategy 2024 – The New Scots Strategy reflects Scottish Government’s ambition for a fair and equal Scotland, where people’s rights are respected and protected, and everyone is empowered to reach their full potential’.14 The table below sets out how the development of a Cultural Hub will contribute the achievement of the Scottish Government’s six strategic outcomes: New Scots Integration Strategic Outcomes How will Pachedu Cultural Hub contribute towards these outcomes New Scots live in safe, welcoming communities Fostering Social Bonds - By providing a gathering space for shared cultural experiences, the Hub will strengthen social connections, creating a sense of belonging and reducing feelings of isolation within the community. New Scots access well co-ordinated services Coordinated Services - The Hub will provide a space for coordinated service delivery to engage New Scots living in Renfrewshire. New Scots understand their rights and responsibilities Empowering Marginalized Groups - The Hub will provide safe spaces for groups such as Pachedu’s Men's Group, women’s empowerment programmess, and youth development initiatives, allowing them to engage meaningfully in the community and boost their confidence. 14 New Scots Refugee Integration Strategy Page 174 of 286
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41 | P a g e Supporting Intercultural Integration Celebrating Diversity - Cultural events, art exhibitions, and shared projects will bring people from diverse backgrounds together, fostering mutual respect, understanding, and social harmony. Promoting Cultural Inclusivity - The hub will provide culturally sensitive programs tailored to the needs of diverse ethnic communities, empowering marginalized groups and fostering a more inclusive society. Page 175 of 286
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42 | P a g e Annex 4 – Value Per Square Meter The table below details the current cost per day of each room based on annual running costs of £71k. A full analysis is provided in Appendix 1. Space15 Usage Cost per day Central circulation space (Room G02) A multiuse space suitable for events, conferences, exhibitions and gatherings, offering half day and full day hire to community groups and corporates £57 Kitchen / Servery For delivery of cooking classes and catering space for events, workshops, conferences £11 Workshop / Class Room (G19) A classroom with AV and WiFi suitable for use as a workshop / training room available for hire by community groups and corporates. Can also provide additional breakout space for large events / conferences. £18 Co-working space (Rooms G34, G35) To be developed as co-working space providing serviced office accommodation. Half day and full day desk hire £13-£18 In-house hair salon space (Rooms G03, G05 and toilet G04) Space to be retained to offer freelance hairdressers/barbers half-day / full day chair rental £8-£11 Space Usage – Anchor Tenant #1 / Pachedu Cost per day Anchor Tenant #1 / Rooms G15, G34, G20 with use of toilet block and storage (Rooms G21, G22) Rooms to be refurbished for use for use by Pachedu for delivery of activities. £8-£18 Space Usage – Anchor Tenant #2 Cost per day Rooms G13, G14 Rooms to be refurbished for use by an anchor tenant. This space would be suitable for sublet as a creche. £15-£18 15 Room numbers are detailed on the floorplan for the Falcon Day Centre – See Annex Page 176 of 286
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43 | P a g e Toilet Block and Storage Room (Rooms G11, G10, G12, G09, G08) Toilets to be refurbished to provide suitable space for use by creche with baby changing facility. Lockable storage space to be provided £10 Outdoor Space Outdoor space to rear of Hub to be developed as an out-door play space in line with National Care Standards for Early Learning & Childcare Will reflect grounds maintenance costs Space Usage – Anchor Tenant #3 Cost per day Offices (Rooms G41, G43, G37) Rooms (3no.) to be refurbished for use by anchor tenant as offices and training/workshop space. £13-£18 Circulation Space (G42) To be retained to provide separate access to anchor tenant space. Will enable anchor tenant to operate out with opening hours of the Hub. Access point leads to additional carparking area (Darkwood Crescent). £7 Storerooms (incl. laundry space) (G39, G40, G42a, G38) Toilet (G37a) Storage rooms (4no.) to be retained for use by anchor tenant. Toilet facility to be retained for use by anchor tenant with general access to main toilet block adjacent to central area for training course participants. Cleaning to be undertaken by anchor tenant. £3-£6 Page 177 of 286
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44 | P a g e Annex 5 - Current Provision / Displacement Current Provision - The table below sets out the current facilities located within / close by the community of Ferguslie Park, Paisley. This assessment of current provision identifies a gap in provision for a dedicated multicultural hub delivering a varied programme of events, conferences, training as well as targeted provision of support to individuals and families from diverse minority communities. Facility Description Activities / Services Delivered Tannahill Centre Address: 76 Blackstoun Road, Paisley PA3 1NT. Operated by Ferguslie Park Housing Association. Opening Hours are 10:00 - 16:30 weekdays. Facilities include: Community Kitchen available Community Room hire Large Hall hire Ferguslie Library (see below) Pricing structure Volunteering opportunities, Community events programme (seasonal) St Ninian’s Church Hall This asset is subject of a Community Asset Transfer request submitted by Ferguslie Community Development Trust (FCDT) Pachedu understands FCDT propose to develop the facility as a community centre providing space for event hire / meeting room hire. Target market will be community groups based in Ferguslie Park and surrounding areas Building is not currently in use Ferguslie Library Located within the Tannahill Centre and operated by OneRen. The facility is open 6 days a week from 09:15 to 17:00pm with late night opening on Tuesday (20:00). Internet access, Printing and photocopying, Ferguslie Sports Centre Address: 106 Blackstoun Road, Paisley PA3 1EX. The Ferguslie Sports Centre is operated by OneRen and is open weekday evenings and weekend for bookings only. Fitness for Ferguslie operate a volunteer-run fitness gym within the facility between 09:30- 11:30 and 18:30-20:30 Monday to Friday. The Sculpture House Address: 6 Blackstoun Road, Paisley PA3 1NB. Building is owned by OneRen and leased to The Sculpture House Artist Collective. 5no. artists in residence. Delivery includes evening classes and arts- based events 1 no. meeting room available for hire by community groups / Available on request. Page 178 of 286
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45 | P a g e Ferguslie Dye Gardeners – meet fortnightly (free drop-in session) Glencoats Primary School Address: Falcon Crescent, Paisley. PA3 1NS Non-Denominational Primary School. Families First operates from Glencoats Primary School. Service provides information and support to parents with children aged 0 to 8 years. Areas include employment, financial advice and energy advice, cooking on a budget, baby massage. Activities also delivered in the Tannahill Centre. St Fergus’ Primary School Address: 1 Bankfoot Road, Paisley. PA3 1LA Denominational Primary school Open during term time Glencoats Park Glencoats Drive, Paisley PA3 1 Green space managed by Renfrewshire Council. Location of events organised by Pals of the Privies Engage Renfrewshire Address: 10 Falcon Crescent, Paisley PA3 1NS. Engage Renfrewshire is the Third Sector Interface organisation for Renfrewshire (OSCR Registration SC018453). Meeting room is available for hire RAMH (Recovery Across Mental Health) Address: 41 Blackstoun Road, Paisley PA3 1LU. This is the registered office for RAMH (SC010430). Board Room available on request Potential for Displacement – The organisation foresees limited impact on current provision as the result of developing the Pachedu Multicultural Hub: • The Tannahill Centre – Whilst the Centre also provides short and long-term meeting-room lets, the asset operates as a community centre hosting community-based recreational activities. In contrast, Pachedu Multicultural Hub will accommodate service-delivery agencies. • St Ninian’s Church Hall – The organisation is supportive of Ferguslie Community Development Trust’s proposal to develop St Ninian’s Church Hall as a community facility. The organisation will consult with the Trust to ensure plans for the Multicultural Hub are complementary to the development of St Ninian’s as a community-managed asset. • Support for minority communities in Renfrewshire – The impact of this project on current support for minority communities in Renfrewshire has also been considered. The organisation and foresees the Multicultural Hub will complement the following activities: o In-REN (Integration Network Renfrewshire) – In-REN is a forum ensuring that ethnically diverse communities’ voices are being heard and involved in local services and decisions. IN-Ren has also been informed by the Black Lives Matter movement and health inequalities highlighted by the pandemic. The forum is hosted by Engage Renfrewshire. As a member of In-REN, Pachedu is keen to Page 179 of 286
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46 | P a g e ensure the Multicultural Hub supports the aim and objective of the forum and its members. o DEAR Group (Diversity, Equality Alliance in Renfrewshire) – Membership includes 22 public and voluntary sector organsations interested in all things Diversity and Equality. As a member of the DEAR Group, Pachedu contributes to the development of the DEAR agenda within Renfrewshire. o REEM (Renfrewshire Effort to Empower Minorities) – A registered charity (SC042438) operating in Paisley. How are activities similar / different to Pachedu? o Sewing2gether All Nations (SCIO) – Originally a project delivered by Mossvale Church, Sewing2gether All Nations is now a registered SCIO offering creative upcycling workshops, language cafe, life skill training and practical support to refugees and asylum seekers who wish to practise English and build new friendships. Opportunities for collaboration will be explored. o Association of African Communities in Renfrewshire / African Heritage Centre Scotland - Desk research suggests these groups are no longer active in Renfrewshire. Page 180 of 286
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47 | P a g e Annex 6 – Financial Forecast See Excel Spreadsheet ‘Pachedu Financial Forecast’ Page 181 of 286
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SUMMARY - PACHEDU MULTICULTURAL HUB YEAR1 YEAR2 YEAR3 YEAR4 YEAR5 YEAR6 INCOME £129,673 £75,583 £84,801 £88,703 £92,909 £102,200 EXPENDITURE £130,118 £70,505 £86,580 £89,177 £91,852 £94,608 BALANCE -£445 £5,078 -£1,779 -£474 £1,057 £7,592 Page 182 of 286
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Financial Forecast PACHEDU MULTICULTURAL HUB MIDPOINT MIDPOINT Notes YEAR 1 Annual Income (estimated) from full opening MONTH1 MONTH2 MONTH3 MONTH4 MONTH5 MONTH6 MONTH7 MONTH8 MONTH9 MONTH10 MONTH11 MONTH12 YR1 SUBTOTAL MONTH13 MONTH14 MONTH15 MONTH16 MONTH17 MONTH18 MONTH19 MONTH20 MONTH21 MONTH22 MONTH23 MONTH24 YR2 SUBTOTAL YEAR3 YEAR3 NOTES YEAR4 YEAR4 NOTES YEAR5 YEAR5 NOTES YEAR6 YEAR6 NOTES Fundraising / Donations 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ £ 1,008 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 84£ 1,008£ 1,108.80£ 1,219.68£ 1,341.65£ 1,475.81£ Event Space - Community Hire @ £70 per half day / evening -£ -£ -£ -£ -£ -£ -£ -£ 70£ 70£ 140£ 140£ £ 420 210£ 210£ 210£ 210£ 210£ 210£ 210£ 210£ 280£ 280£ 280£ 280£ 2,800£ 3,360.00£ Growth at 20% 4,032.00£ Growth at 20% 4,838.40£ Growth at 20% 5,322.24£ Growth at 10% Kitchen (Café) - Community Group Hire @ £25 per half day / evening -£ -£ -£ -£ -£ -£ -£ -£ 50£ 50£ 50£ 50£ £ 200 75£ 75£ 75£ 75£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 1,100£ 1,320.00£ Growth at 20% 1,584.00£ Growth at 20% 1,900.80£ Growth at 20% 2,090.88£ Growth at 10% Event Space - Corporate Hire @ £100 per half day / evening -£ -£ -£ -£ -£ -£ -£ -£ 100£ -£ -£ 100£ £ 200 -£ -£ -£ 100£ -£ 100£ -£ -£ 200£ -£ 200£ -£ 600£ 720.00£ Growth at 20% 864.00£ Growth at 20% 1,036.80£ Growth at 20% 1,140.48£ Event Space with Kitchen (Café) - Corporate Hire @ £50 per half day / evening -£ -£ -£ -£ -£ -£ -£ -£ 50£ -£ -£ 50£ £ 100 -£ -£ -£ 50£ -£ 50£ -£ -£ 100£ -£ 100£ -£ 300£ 360.00£ Growth at 20% 432.00£ Growth at 20% 518.40£ Growth at 20% 570.24£ Artisan Markets @ £10.00 per stall / Minimum 10 stalls (Circulation space plus kitchen/café half-day rate @ £95) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 100£ £ 100 100£ 100£ 100£ 100£ 100£ 100£ 200£ 200£ 200£ 300£ 300£ 300£ 2,100£ 2,520.00£ Growth at 20% 2,898.00£ Growth at 15% 3,332.70£ Growth at 20% 3,665.97£ Ticketed Events - Cultural Events, Displays, Exhibitions @ £5.00 per ticket -£ -£ -£ -£ -£ -£ -£ -£ -£ 250£ -£ -£ £ 250 -£ 250£ -£ 250£ -£ -£ -£ 250£ -£ 250£ -£ -£ 1,000£ 1,200.00£ Growth at 20% 1,380.00£ 1,518.00£ 1,669.80£ Ticketed Event - Café Income (average £5 sale) -£ -£ -£ -£ -£ -£ -£ -£ -£ 250£ -£ -£ £ 250 -£ 250£ -£ 250£ -£ -£ -£ 250£ -£ 250£ -£ -£ 1,000£ 1,200.00£ Growth at 20% 1,380.00£ Growth at 15% 1,518.00£ Growth at 10% 1,669.80£ Growth at 10% Classroom / Workshop - Community Group Hire @£40 per half day -£ -£ -£ -£ -£ -£ -£ -£ 320£ 320£ 320£ 320£ £ 1,280 320£ 320£ 320£ 320£ 320£ 480£ 480£ 480£ 480£ 480£ 480£ 480£ 4,960£ 5,952.00£ Growth at 20% 6,547.20£ Growth at20% 7,201.92£ Growth at 10% 7,922.11£ Growth at 10% Classroom / Workshop - Corporate Hire @£50 per half day -£ -£ -£ -£ -£ -£ -£ -£ 50£ -£ 50£ 50£ £ 150 -£ 50£ 50£ -£ -£ 50£ 50£ 50£ 100£ 100£ 100£ 100£ 650£ 780.00£ Growth at 20% 858.00£ Growth at 10% 943.80£ Growth at 10% 1,038.18£ Growth at 10% Classroom / Workshop with Kitchen/Catering - Corporate Hire @ £2.50 per delegate minimum 10 delegates = £25.00 -£ -£ -£ -£ -£ -£ -£ -£ 25£ -£ -£ 25£ £ 50 -£ 25£ 25£ -£ -£ 25£ 25£ 25£ 50£ 50£ 50£ 50£ 325£ 390.00£ Growth at 20% 429.00£ 471.90£ 519.09£ Co-working Space - Community Hire @ £20 per half day desk x 4 desks (10 half days x 4 desks = 40 bookable slots per week) -£ -£ -£ -£ -£ -£ -£ -£ 160£ 160£ 160£ 160£ £ 640 320£ 320£ 320£ 320£ 320£ 320£ 480£ 480£ 480£ 480£ 480£ 480£ 4,800£ 5,760.00£ Growth at 20% 6,912.00£ 7,603.20£ Growth at 10% 8,363.52£ Growth at 10% Co-working Space - Provision of Admin Services @ £5 per month. Services include photocopying, printing, access to desk and IT, support with social media word processing etc -£ -£ -£ -£ -£ -£ -£ -£ 10£ 10£ 10£ 10£ £ 40 10£ 10£ 15£ 15£ 15£ 15£ 20£ 20£ 20£ 20£ 20£ 20£ 200£ 240.00£ Growth at 20% 288.00£ Growth at 20% 316.80£ Growth at 10% 348.48£ Growth at 10% Tenant#1 Pachedu Monthly Rental @ £1,065 per month -£ -£ -£ -£ -£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ £ 7,455 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 1,065£ 12,780£ 14,058.00£ 15,463.80£ 17,010.18£ 18,711.20£ Tenant#2 - Monthly Rental @ £1,000 per month -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ 1,000£ £ 2,000 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 1,000£ 12,000£ 13,200.00£ Growth at 10% 14,520.00£ Growth at 10% 15,972.00£ Growth at 10% 17,569.20£ Growth at 10% Tenant#3 - Monthly Rental @ £1,100 per month -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 1,100£ 1,100£ £ 2,200 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 1,100£ 13,200£ 14,520.00£ Growth at 10% 15,972.00£ Growth at 10% 17,569.20£ Growth at 10% 19,326.12£ Growth at 10% Hairdressing Salon / 2no. Chair Rentals @ £20 per day (maximum 40 days per month) -£ -£ -£ -£ -£ -£ -£ -£ -£ 240£ 240£ 240£ £ 720 320£ 320£ 320£ 320£ 320£ 320£ 360£ 360£ 360£ 360£ 360£ 360£ 4,080£ 4,896.00£ Growth at 10% 5,385.60£ Growth at 10% 5,924.16£ Growth at 10% 6,516.58£ Growth at 10% Hairdressing Salon / 2no. Chairs Rental @ £10 per half-day (maximum 80 half days per month) -£ -£ -£ -£ -£ -£ -£ -£ -£ 120£ 120£ 120£ £ 360 160£ 160£ 160£ 200£ 200£ 200£ 200£ 200£ 300£ 300£ 300£ 300£ 2,680£ 3,216.00£ Growth at 10% 3,537.60£ Growth at 10% 3,891.36£ Growth at 10% 4,280.50£ Growth at 10% GRANTS / SCOTTISH LAND FUND TECHNICAL GRANT (Phase 1) -£ -£ 19,000£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ 19,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ GRANTS / SUSTAINABLE COMMUNITIES FUND (Phase 2) -£ -£ -£ 93,250£ -£ -£ -£ -£ -£ -£ -£ -£ £ 93,250 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ GRANTS / NATIONAL LOTTERY COMMUNITY FUND (Phase 3) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ 10,000£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 10,000£ 10,000.00£ 5,000.00£ -£ -£ GRANTS / OTHER -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ TOTAL INCOME -£ -£ 19,084£ 93,334£ 84£ 1,149£ 1,149£ 1,149£ 1,984£ 2,619£ 4,339£ 4,614£ 129,673£ 4,764£ 5,339£ 14,844£ 5,459£ 4,834£ 5,219£ 5,374£ 5,874£ 5,919£ 6,219£ 6,019£ 5,719£ 75,583£ 84,800.80£ 88,702.88£ 92,909.27£ 102,200.19£ Page 183 of 286
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GENERAL RUNNING COSTS PACHEDU MULTICULTURAL HUB MIDPOINT YEAR 1 Expenditure Pachedu Multicultural Hub Phase 1 (Jan-Jun 2025) MONTH1 MONTH2 MONTH3 MONTH4 MONTH5 MONTH6 MONTH7 MONTH8 MONTH9 MONTH10 MONTH11 MONTH12 YR1TOTAL MONTH13 MONTH14 MONTH15 MONTH16 MONTH17 MONTH18 MONTH19 MONTH20 MONTH21 MONTH22 MONTH23 MONTH24 YR2 SUBTOTAL YEAR3 YEAR3 NOTES YEAR4 YEAR4 NOTES YEAR5 YEAR5 NOTES YEAR6 YEAR6 NOTES Governance -£ -£ -£ 500£ -£ -£ -£ -£ -£ -£ -£ -£ £ 500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Architectural Feasibility Study -£ -£ -£ 5,000£ -£ -£ -£ -£ -£ -£ -£ -£ £ 5,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Community Engagement Events -£ -£ -£ 500£ -£ -£ -£ -£ -£ -£ -£ -£ £ 500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Building Condition Report -£ -£ -£ 2,500£ -£ -£ -£ -£ -£ -£ -£ -£ £ 2,500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Energy Audit -£ -£ -£ 2,500£ -£ -£ -£ -£ -£ -£ -£ -£ £ 2,500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Mechanical & Electrical -£ -£ -£ 2,500£ -£ -£ -£ -£ -£ -£ -£ -£ £ 2,500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Asbestos Report -£ -£ -£ 3,000£ -£ -£ -£ -£ -£ -£ -£ -£ £ 3,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Conveyancing -£ -£ -£ 3,000£ -£ -£ -£ -£ -£ -£ -£ -£ £ 3,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ SUBTOTAL - PHASE1 -£ -£ -£ 19,500£ -£ -£ -£ -£ -£ -£ -£ -£ £ 19,500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Pachedu Multicultural Hub Phase 2 (Jul-Dec 2025) MONTH1 MONTH2 MONTH3 MONTH4 MONTH5 MONTH6 MONTH7 MONTH8 MONTH9 MONTH10 MONTH11 MONTH12 YR1TOTAL MONTH13 MONTH14 MONTH15 MONTH16 MONTH17 MONTH18 MONTH19 MONTH20 MONTH21 MONTH22 MONTH23 MONTH24 YR2TOTAL YEAR3 YEAR4 YEAR5 YEAR6 Permissions / Licences / Consents -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Building Health and Safety Measures -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Building Condition / Roof Repair and Window Replacement -£ -£ -£ -£ -£ -£ -£ -£ 60,000£ -£ -£ -£ £ 60,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Mechanical & Electrical / Plant Upgrade -£ -£ -£ -£ -£ -£ -£ -£ 5,000£ -£ -£ -£ £ 5,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Mechanical & Electrical / Fire and Security System Upgrade -£ -£ -£ -£ -£ -£ -£ -£ 3,500£ -£ -£ -£ £ 3,500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Architectural Feasibility / Adaptations & Modifications -£ -£ -£ -£ -£ -£ -£ -£ 2,500£ -£ -£ -£ £ 2,500 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Telecom Installation Fee -£ -£ -£ -£ -£ -£ -£ 250£ -£ -£ -£ -£ £ 250 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Fixtures and Fittings - Sensory Room -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Fixtures and Fittings - Creche -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Fixtures and Fittings - Coworking Space & Classroom -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Fixtures and Fittings - Anchor Tenant Space -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Internal decoration -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Fixtures and Fittings - Hair Salon -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Kitchen Equipment / Café Space -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Internal decoration -£ -£ -£ -£ -£ -£ -£ -£ 1,000£ -£ -£ -£ £ 1,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Business Development Consultant -£ -£ -£ -£ 12,000£ -£ -£ -£ -£ -£ -£ -£ £ 12,000 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ SUBTOTAL - PHASE2 -£ -£ -£ -£ 12,000£ 1,000£ -£ 1,250£ 79,000£ -£ -£ -£ 93,250£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Pachedu Multicultural Hub Phase 3 (Jan-Jun 2026) MONTH1 MONTH2 MONTH3 MONTH4 MONTH5 MONTH6 MONTH7 MONTH8 MONTH9 MONTH10 MONTH11 MONTH12 YR1TOTAL MONTH13 MONTH14 MONTH15 MONTH16 MONTH17 MONTH18 MONTH19 MONTH20 MONTH21 MONTH22 MONTH23 MONTH24 TOTAL YEAR3 YEAR4 YEAR5 YEAR6 Admin Costs - HR / Recruitment for Hub staff -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ 250£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 250£ -£ -£ -£ -£ Hub Staff - Facilities Officer / Salary (full-time) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ 1,667£ 1,667£ 1,667£ 1,667£ 1,667£ 1,667£ 1,667£ 11,669£ 20,000.00£ 20,600.00£ increase of 3% 21,218.00£ Increase of 3% 21,854.54£ Hub Staff - Facilities Operative / Employer costs -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ 333£ 333£ 333£ 333£ 333£ 333£ 333£ 2,331£ 3,996.00£ 4,115.88£ increase of 3% 4,239.36£ Increase of 3% 4,366.54£ Hub Staff - Business Development Officer / Salary (Part-time) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ 1,250£ 1,250£ 1,250£ 1,250£ 1,250£ 1,250£ 1,250£ 1,250£ 10,000£ 15,000.00£ 15,450.00£ 15,913.50£ 16,390.91£ Hub Staff - Business Development Officer / Employer costs -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ 313£ 313£ 313£ 313£ 313£ 313£ 313£ 313£ 2,504£ 4,992.00£ 5,141.76£ 5,296.01£ 5,454.89£ Secure Outdoor Play Area - Installation -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ 5,000£ -£ -£ -£ -£ -£ -£ -£ 5,000£ -£ -£ -£ -£ SUBTOTAL - PHASE 3 -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 250£ -£ 6,563£ 3,563£ 3,563£ 3,563£ 3,563£ 3,563£ 3,563£ 3,563£ 31,754£ 43,988.00£ 45,307.64£ 46,666.87£ 48,066.88£ EXPENDITURE - PHASE 4 (FULL OPERATION) YR1TOTAL YEAR3 YEAR4 YEAR5 YEAR6 Premises Office Rental (Tannahill Centre @ £500 per month) 500£ 500£ 500£ 500£ 500£ 500£ 500£ -£ -£ -£ -£ £ 3,500 Admin Costs - HR / Recruitment (Chief Executive / Facilities Operative#2) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ 150£ -£ -£ -£ -£ -£ -£ -£ -£ 150£ -£ 300£ 309.00£ Increase of 3% 318.27£ Increase of 3% 327.82£ Increase of 3% 337.65£ Admin Costs - Indemnities & Insurance -£ -£ -£ -£ -£ -£ 100£ 100£ 100£ 100£ 100£ 100£ £ 600 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 1,200£ 1,236.00£ Increase of 3% 1,273.08£ Increase of 3% 1,311.27£ Increase of 3% 1,350.61£ Volunteer Costs -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ Admin Costs - Printing, post and stationery @ £50 per quarter 50£ -£ -£ 50£ -£ -£ 50£ -£ -£ 50£ -£ -£ £ 200 50£ -£ -£ 50£ -£ -£ 50£ -£ -£ 50£ -£ -£ 200£ 206.00£ Increase of 3% 212.18£ Increase of 3% 218.55£ Increase of 3% 225.10£ Admin Costs - Membership of Associations / Affiliations (Detail here) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ Admin Costs - Telephone and Broadband (Monthly) -£ -£ -£ -£ -£ -£ -£ -£ 194£ 194£ 194£ 194£ £ 776 194£ 194£ 194£ 194£ 194£ 194£ 194£ 194£ 194£ 194£ 194£ 194£ 2,328£ 2,397.84£ Increase of 3% 2,469.78£ Increase of 3% 2,543.87£ Increase of 3% 2,620.18£ Admin Costs - Website -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ Admin Costs - Card Machine (Café) (Worldpay) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - 20£ 20£ 20£ 20£ 20£ 20£ 20£ 20£ 20£ 20£ 20£ 20£ 240£ 247.20£ Increase of 3% 254.62£ Increase of 3% 262.25£ Increase of 3% 270.12£ Pachedu Kitchen Supplies 10£ 10£ 10£ 10£ 10£ 10£ 25£ 25£ 25£ 25£ 25£ 25£ £ 210 25£ 25£ 25£ 10£ 10£ 10£ 25£ 25£ 25£ 25£ 25£ 25£ 255£ 262.65£ Increase of 3% 270.53£ Increase of 3% 278.65£ Increase of 3% 287.00£ Utilities (£21K / 12 = £1,750pm) -£ -£ -£ -£ -£ -£ -£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ £ 8,750 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 1,750£ 21,000£ 21,630.00£ Increase of 3% 22,278.90£ Increase of 3% 22,947.27£ Increase of 3% 23,635.69£ Water -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ Vehicle - Running Costs -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ Professional Fees / Services - Accountancy / Legal (based on monthly invoice amount) 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ £ 3,132 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 261£ 3,132£ 3,225.96£ Increase of 3% 3,322.74£ Increase of 3% 3,422.42£ Increase of 3% 3,525.09£ Professional Services - Building Maintenance -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 1,000£ 1,236.00£ Increase of 3% 1,273.08£ Increase of 3% 1,311.27£ Increase of 3% 1,350.61£ Professional Services - Grounds Maintenance -£ -£ -£ -£ -£ -£ -£ -£ 100£ -£ 100£ -£ 200£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 100£ 1,200£ 1,236.00£ Increase of 3% 1,273.08£ Increase of 3% 1,311.27£ Increase of 3% 1,350.61£ Professional Services - Cleaning -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ 400£ 400£ 400£ 400£ 400£ 400£ 2,400£ 4,944.00£ Increase of 3% 5,092.32£ Increase of 3% 5,245.09£ Increase of 3% 5,402.44£ Compliance Testing (£5500 / 12 = £458pm) Year 1 costs covered by works/upgrades detailed in Phase 2 (see above) -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - 458£ 458£ 458£ 458£ 458£ 458£ 458£ 458£ 458£ 458£ 458£ 458£ 5,496£ 5,660.88£ Increase of 3% 5,830.71£ Increase of 3% 6,005.63£ Increase of 3% 6,185.80£ Banking Charges -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ Social Investment Loan Repayments -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ £ - -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ Increase of 3% -£ Increase of 3% -£ Increase of 3% -£ SUBTOTAL - PHASE4 821£ 771£ 771£ 821£ 771£ 771£ 936£ 2,136£ 2,430£ 2,380£ 2,430£ 2,330£ 17,368£ 2,958£ 3,058£ 3,008£ 3,043£ 2,993£ 2,993£ 3,458£ 3,408£ 3,408£ 3,458£ 3,558£ 3,408£ 38,751£ 42,592£ 43,869£ 45,185£ 46,541£ TOTAL EXPENDITURE 821£ 771£ 771£ 20,321£ 12,771£ 1,771£ 936£ 3,386£ 81,430£ 2,380£ 2,430£ 2,330£ 130,118£ 2,958£ 3,058£ 3,258£ 3,043£ 9,556£ 6,556£ 7,021£ 6,971£ 6,971£ 7,021£ 7,121£ 6,971£ 70,505£ 86,580£ 89,177£ 91,852£ 94,608£ Page 184 of 286
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Pachedu Multicultural Hub Worked example of pricing space Centre opening (weeks per annum) 50 Centre opening (days per annum) 5 Centre opening Total number of days 250 Building - Total Space SQM 602 Unlettable - G07 Toilet Block 10 Unlettable - G16 Plant Room 10 Unlettable - G17 Plant Room 10 Unlettabe - G25, G26, G24, G27, G28, G29, G30 - Kitchen Auxiliary Rooms 20 Total Unlettable Space 50 Building - Total Lettable Space SQM 552 Running Costs - Total Per Annum 70,505£ Total Costs divided by Total Lettable Space 127.73£ Each sqm meter of lettable space costs Pachedu this amount per year USAGE Lettable Space / Rooms SQM Total Cost Per Annum Cost Per Day (Total Cost / Total No. of Days) General Notes PACHEDU G15 Lounge (Sensory Room) 35 4,470.43£ 17.88£ PACHEDU G20 Staff Room 15 1,915.90£ 7.66£ PACHEDU G21 Toilet 5 638.63£ 2.55£ PACHEDU G22 Toilet 5 638.63£ 2.55£ PACHEDU G20 Store 5 638.63£ 2.55£ YR2 SUBLETS PACHEDU G34 Lounge 35 4,470.43£ 17.88£ PACHEDUTOTAL 12,772.64£ £12,780.00 ANCHOR#1CRECHE G14 Lounge (Creche) 35 4,470.43£ 17.88£ ANCHOR#1CRECHE G13 Lounge (Creche) 30 3,831.79£ 15.33£ ANCHOR#1CRECHE G12, G11, 10, G09 Toilet Block (Creche) 20 2,554.53£ 10.22£ ANCHOR#1TOTAL 10,856.75£ £12,000.00 HIRE G02 Circulation Space 110 14,049.91£ 56.20£ HIRE G19 Classroom / Workshop 35 4,470.43£ 17.88£ HIRE G33 Kitchen and G31, G32 Servery 20 2,554.53£ 10.22£ HIRETOTAL 21,074.86£ HAIRSALON G03 Hair Salon 20 2,554.53£ 10.22£ HAIRSALON G05 Store (Salon Waiting Room) 15 1,915.90£ 7.66£ HAIRSALON G04 Toilet adjacent to Hair Salon 5 638.63£ 2.55£ HAIRSALONTOTAL 5,109.06£ £6,760.00 COWORKING G35 Lounge 35 4,470.43£ 17.88£ COWORKING G36 Office 25 3,193.16£ 12.77£ COWORKINGTOTAL 7,663.59£ £5,000.00 ANCHOR#2TRAINING G37 Visiting Services / Office 10 1,277.26£ 5.11£ ANCHOR#2TRAINING G43 Office 35 4,470.43£ 17.88£ ANCHOR#2TRAINING G41 Bedroom 25 3,193.16£ 12.77£ ANCHOR#2TRAINING G39 Storage Room 5 638.63£ 2.55£ ANCHOR#2TRAINING G40 Storage Room 5 638.63£ 2.55£ ANCHOR#2TRAINING G38 Laundry Room 10 1,277.26£ 5.11£ ANCHOR#2TRAINING G42 Circulation Space 12 1,532.72£ 6.13£ ANCHOR#2TOTAL 13,028.10£ £13,200.00 TOTAL LETTABLE SPACE (SQM) 552 70,505.00£ HAIRSALON Workings Out Annual Cost Per SQM £ 5,109.06 Monthly Cost £ 425.75 Weekly Cost £ 106.44 No. of Chairs 4 Cost per Chair per week £ 26.61 Cost per Chair per day £ 5.32 No. of full days per week 20 2 10 No. of full days per mont 80 2 40 No. of half days per week 40 2 20 No. of half days per mont 160 2 80 Page 185 of 286
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WHO WHAT DESCRIPTION EQUIPMENT AVAILABLE PRICE per hour Station Seven, Johnstone Main Hall Ground floor / Seats up to 80 delegates / 90m2 multi-purpose space Cinema screen / sound system / various table layout options and chairs Standard £40 Partner £30 Community £20 Muster Room Ground floor / Board room style meeting room seats up to 10 people. Flat screen TV monitor / AV setup / large windows Standard £30 Partner £25 Community £15 Old Cell Room Ground floor / Meeting space for two people suitable for one to one interviews / counselling sessions etc. No AV equipment Standard £25 Partner £20 Community £10 The Wing First floor / seats 20 people. Suitable as a training space TV and AV set up Standard £40 Partner £30 Community £20 The Nurture Room First floor. Private office space. Seats 2-3 people. Suitable for interviews, counselling sessions, one to one meetings, office space No AV equipment Standard £25 Partner £20 Community £10 The Shed External space in outbuilding. Seats groups up to 20 people Has its own facilities re: toilets / kitchen Standard £40 Partner £30 Community £20 Thornhill Athletic Academ, Johnstone Adult Hall Hire Rate £32 Youth Hall Hire Rate £27 Indoor Fusbal Rate £27-£32 Badminton Rate £15 Birthday Party Package (Children / Basic) Rate £150 Birthday Party Main Hall Hire (Children) Rate £30 per hour (minimum 3 hours) Youth party Main Hall Hire Rate £30 per hour (minimum 3 hours) Tannahill Centre Glass Room Commercial £30 Social Enterprise £10 Community £5 Hall / + 1no. Glass Room Commercial £45 Social Enterprise £15 Community £8 Hall / + 1no. Glass Room Weekend Commercial £200 Weekend Community £100 Hall / + 2no. Glass Rooms Commercial £70 Social Enterprise £20 Community £12 Hall / + 2no. Glass Rooms Weekend Commercial £250 Weekend Community £150 Board Room / Community Room Commercial £30 Social Enterprise £20 Community £15 Page 186 of 286
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Without Anchor Tenants WEEKDAYS / DAYTIME (10:00 - 17:00) WEEKDAYS / EVENING (17:00- 21:00) WEEKEND (By appointment / 10:00-21:00) Room Hours available per Week (7 hours x 5 days) Bookings @ 60% Hourly Rate Community Group Price Total per week Total per month Subtotal per annum Max availability per Week (4 hours x 5 days) Bookings @ 60% Community Group Price Total per week Total per month Subtotal per annum Max availability per Weekend (11 hours x 2 days) Bookings @ 60% Community Group Price Total per week Total per month Subtotal per annum Total per annum Room G37 35 21 £10 £210 £840 £10,080 20 12 £10 £120 £480 £5,760 22 13.2 £10 £132 £528 £6,336 £22,176 Room G41 35 21 £10 £210 £840 £10,080 20 12 £10 £120 £480 £5,760 22 13.2 £10 £132 £528 £6,336 £22,176 Room G43 35 21 £10 £210 £840 £10,080 20 12 £10 £120 £480 £5,760 22 13.2 £10 £132 £528 £6,336 £22,176 Store G39 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Store G40 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Laundry / Sto 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 £630 £2,520 £30,240 £360 £1,440 £17,280 £396 £1,584 £19,008 £66,528 Without Anchor Tenants WEEKDAYS / DAYTIME (10:00 - 17:00) WEEKDAYS / EVENING (17:00-21:00) WEEKEND (By appointment / 10:00-21:00) Room Hours available per Week (7 hours x 5 days) Bookings @ 50% Hourly Rate Community Group Price Total per week Total per month Subtotal per annum Max availability per Week (4 hours x 5 days) Bookings @ 50% Community Group Price Total per week Total per month Subtotal per annum Max availability per Weekend (11 hours x 2 days) Bookings @ 50% Community Group Price Total per week Total per month Subtotal per annum Total per annum Room G37 35 17.5 £10 £175 £700 £8,400 20 10 £10 £100 £400 £4,800 22 11 £10 £110 £440 £5,280 £18,480 Room G41 35 17.5 £10 £175 £700 £8,400 20 10 £10 £100 £400 £4,800 22 11 £10 £110 £440 £5,280 £18,480 Room G43 35 17.5 £10 £175 £700 £8,400 20 10 £10 £100 £400 £4,800 22 11 £10 £110 £440 £5,280 £18,480 Store G39 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Store G40 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Laundry / Sto 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 £525 £2,100 £25,200 £300 £1,200 £14,400 £330 £1,320 £15,840 £55,440 Without Anchor Tenants WEEKDAYS / DAYTIME (10:00 - 17:00) WEEKDAYS / EVENING (17:00- 21:00) WEEKEND (By appointment / 10:00-21:00) Room Hours available per Week (7 hours x 5 days) Bookings @ 40% Hourly Rate Community Group Price Total per week Total per month Subtotal per annum Max availability per Week (4 hours x 5 days) Bookings @ 40% Community Group Price Total per week Total per month Subtotal per annum Max availability per Weekend (11 hours x 2 days) Bookings @ 40% Community Group Price Total per week Total per month Subtotal per annum Total per annum Room G37 35 14 £10 £140 £560 £6,720 20 8 £10 £80 £320 £3,840 22 8.8 £10 £88 £352 £4,224 £14,784 Room G41 35 14 £10 £140 £560 £6,720 20 8 £10 £80 £320 £3,840 22 8.8 £10 £88 £352 £4,224 £14,784 Room G43 35 14 £10 £140 £560 £6,720 20 8 £10 £80 £320 £3,840 22 8.8 £10 £88 £352 £4,224 £14,784 Store G39 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £10 £0 £0 £0 £0 Store G40 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £10 £0 £0 £0 £0 Laundry / Sto 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 £420 £1,680 £20,160 £240 £960 £11,520 £264 £1,056 £12,672 £44,352 Without Anchor Tenants WEEKDAYS / DAYTIME (10:00 - 17:00) WEEKDAYS / EVENING (17:00- 21:00) WEEKEND (By appointment / 10:00-21:00) Room Hours available per Week (7 hours x 5 days) Bookings @ 30% Hourly Rate Community Group Price Total per week Total per month Subtotal per annum Max availability per Week (4 hours x 5 days) Bookings @ 30% Community Group Price Total per week Total per month Subtotal per annum Max availability per Weekend (11 hours x 2 days) Bookings @ 30% Community Group Price Total per week Total per month Subtotal per annum Total per annum Room G37 35 10.5 £10 £105 £420 £5,040 20 6 £10 £60 £240 £2,880 22 6.6 £10 £66 £264 £3,168 £11,088 Room G41 35 10.5 £10 £105 £420 £5,040 20 6 £10 £60 £240 £2,880 22 6.6 £10 £66 £264 £3,168 £11,088 Room G43 35 10.5 £10 £105 £420 £5,040 20 6 £10 £60 £240 £2,880 22 6.6 £10 £66 £264 £3,168 £11,088 Store G39 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Store G40 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Laundry / Sto 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 £315 £1,260 £15,120 £180 £720 £8,640 £198 £792 £9,504 £33,264 Without Anchor Tenants WEEKDAYS / DAYTIME (10:00 - 17:00) WEEKDAYS / EVENING (17:00- 21:00) WEEKEND (By appointment / 10:00-21:00) Room Hours available per Week (7 hours x 5 days) Bookings @ 10-20% Hourly Rate Community Group Price Total per week Total per month Subtotal per annum Max availability per Week (4 hours x 5 days) Bookings @ 10-20% Community Group Price Total per week Total per month Subtotal per annum Max availability per Weekend (11 hours x 2 days) Bookings @ 10-20% Community Group Price Total per week Total per month Subtotal per annum Total per annum Room G37 35 3.5 £10 £35 £140 £1,680 20 0 £10 £0 £0 £0 22 0 £10 £0 £0 £0 £1,680 Room G41 35 3.5 £10 £35 £140 £1,680 20 2 £10 £20 £80 £960 22 2.2 £10 £22 £88 £1,056 £3,696 Room G43 35 7 £10 £70 £280 £3,360 20 4 £10 £40 £160 £1,920 22 4.4 £10 £44 £176 £2,112 £7,392 Store G39 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Store G40 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 Laundry / Sto 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 0 0 £0 £0 £0 £0 £0 £140 £560 £6,720 £60 £240 £2,880 £66 £264 £3,168 £12,768 Page 187 of 286
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Ferguslie Community Development Trust 51 Glencoats Drive Paisley PA3 1RP John.Mcintyre@FCDT.org.uk 07388344495 Date: 10/02/2025 To Whom It May Concern, I am writing on behalf of the Ferguslie Community Development Trust (FCDT) to express our strong support for Pachedu Amongst Ourselves' application for the asset transfer of the Falcon Day Care Centre through Renfrewshire Council's Asset Transfer Programme. This letter serves to endorse the proposal to transform the Falcon Day Care Centre into a vibrant multi-cultural community hub, centrally located in the heart of the Ferguslie Park Housing Estate. Ferguslie Park is a community rich in diversity and resilience, yet it faces significant socio-economic challenges. The establishment of a multicultural centre within the Falcon Day Care Centre is a visionary initiative that aligns with our mission to foster community cohesion, inclusivity, and empowerment. This new hub will not only serve the immediate residents of Ferguslie Park but will also extend its benefits to the wider Renfrewshire area. The Falcon Day Care Centre has long been a cornerstone of our community, providing essential services and support to our elderly population. Its transformation into a multicultural hub will build on Page 188 of 286
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this legacy, creating a space where people from all backgrounds can come together to share experiences, celebrate diversity, and access a range of services and activities. This initiative is particularly timely as it addresses the growing need for inclusive spaces that promote cross-cultural understanding and collaboration. Pachedu Amongst Ourselves has demonstrated a commendable commitment to community development and cultural integration. Their proposal for the Falcon Day Care Centre includes a comprehensive plan to offer a variety of programs and services, such as educational workshops, cultural events, health and wellness activities, and support services for marginalized groups. These initiatives will significantly enhance the social fabric of our community, providing opportunities for personal growth, social interaction, and mutual support. Furthermore, the collaboration between FCDT and Pachedu Amongst Ourselves exemplifies the spirit of partnership and mutual support that is essential for the success of community projects. We are confident that this asset transfer will lead to a thriving community hub that will serve as a model for other communities facing similar challenges. In conclusion, Ferguslie Community Development Trust wholeheartedly supports Pachedu Amongst Ourselves' asset transfer application for the Falcon Day Care Centre. We believe that this project will have a profound and positive impact on our community, fostering a sense of belonging and unity among all residents. Thank you for considering this application. We look forward to the successful realization of this important community initiative. Yours sincerely, John McIntyre Chairperson Ferguslie Community Development Trust Page 189 of 286
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Kelly Espindola Project manager Remode Renfrewshire 20/01/2025 To Whom It May Concern, I am writing to offer my strong support for Pachedu's application for an asset transfer. Remode has had the privilege of working alongside Pachedu on several occasions, and we’ve always been impressed by the welcoming and inclusive atmosphere they create within the community. Each event we've attended or partnered with Pachedu has been a success, thanks to the genuine connection they foster with the people they serve. Their events are not only well-attended but also reflect the heart of the community, offering a space where everyone feels valued and included. We believe that if Pachedu were to have their own dedicated community space, it would allow them to significantly expand the incredible work they’re already doing. With a permanent space, they could provide even more programmes and resources to the community, reaching even more individuals and creating a lasting positive impact. For these reasons, we wholeheartedly support their application. If you would like any further details or information, please don’t hesitate to get in touch. Best regards, Kelly Espindola kelly@remodeyouth.org Page 190 of 286
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Monique Campbell Programme Manager See Me 17/02/2025 To whomsoever it may concern, I am writing to express my strong support for Pachedu’s application for an asset transfer. See Me has had the privilege to work with Pachedu over the last two years and have witnessed their outstanding work and commitment to promote diversity, tolerance and dignity for humanity. Pachedu has demonstrated community strength, resilience and continues to impact people’s lives positively. Through their events, meetings and workshops which are very well-attended and loved by participants, they have created a meaningful change in the community. We believe, if Pachedu is granted this asset transfer, they would be able to make a bigger impact. This opportunity would not only benefit them but the wider community, and it would ensure that the services are available for future generations. I would support this application and urge you to consider the positive impact it would bring. Yours sincerely, Monique Campbell Programme Manager See Me Page 191 of 286
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2 ___________________________________________________________________ To: Infrastructure, Land & Environment Policy Board Community Asset Transfer Subcommittee On: 19 March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Asset Transfer Request – Beechwood Community Centre, Shortroods Road, Paisley PA3 2QY ___________________________________________________________________ 1. Summary 1.1. The purpose of this report is to ask the Community Asset Transfer (CAT) Subcommittee to approve the Transfer of Beechwood Community Centre to Your Community, Your Space under Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act). 2. Recommendations 2.1 It is recommended that the CAT Subcommittee:- (i) Consider the Community Asset Transfer request attached; (ii) Subject to the proposed conditions at section 8 of this report, agree to the sale of the asset at the discounted price of £5,000 offered; and (iii) Authorise the Head of Economy and Development and the Head of Corporate Governance to conclude the sale of the asset in accordance with the Act and on such terms as required to protect the Council’s interest. 3. Background 3.1. Part 5 of the Community Empowerment (Scotland) Act 2015 provides the right for community bodies to request outright ownership, short or long term lease or other rights over any land or property owned or leased by the Council. Page 193 of 286
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3 3.2. The Act requires local authorities to assess requests transparently against a specified list of criteria, and to agree the request unless there are reasonable grounds for refusal. 3.3. The CAT Officer Panel met to consider this request on the 04/03/2025. In accordance with the revised Scheme of Delegation (September 2022), the Panel agreed to recommend the request be approved by the ILE CAT Subcommittee. 4. Beechwood Community Centre (UPRN: 123089028) 4.1. Beechwood Community Centre is a single storey brick building with flat roofs located on Shortroods Road in the heart of the Shortroods community. The whole of the asset extends to 2,700m2 (0.67 acres) or thereabouts and contains a single building with an internal area of 950m2. 4.2. Owned by Renfrewshire Council, the asset is held on the Housing Revenue Account. Housing have had an opportunity to comment on the request had have not raised any objections to the transfer, 4.3. The asset was built in 1971 and was extended in 2004. Since opening, the asset has operated as a community centre providing lettable space to community groups for a variety of activities and as a hub for local events including serving as a Polling Station. 4.4. The building is accessed through a gate on Shortroods Road with adjacent recessed car parking including disabled spaces for use by users of the centre and local residents. 4.5. Shortroods Road, including the parking spaces, is adopted and maintained by the Council. The road makes up 2 sides of a square with Fullerton Street and New Inchinnan Road enclosing dwelling homes and providing access to the Beechwood Community Centre, Shortroods MUGA (not included in the asset transfer request) and the main road leading to Paisley, the airport and M8 motorway. 4.6. A full site plan E3518 showing the location and boundary of the asset is attached to this report as Appendix 2. 4.7. Initially operated by the Council, the asset became self-managed in 1999 and a lease agreed with Shortroods Resource Centre, a company limited by guarantee set up with the purpose of operating the community centre. Shortroods Resource Centre later changed its name to Beechwood Community Centre Ltd in January 2000. 4.8. In 2015, the asset passed to Renfrewshire Leisure Ltd (OneRen) under the long-term lease of leisure and cultural assets to the Leisure Trust but remained self-managed. 4.9. Utility costs (gas, electricity and water) are currently paid directly by One Ren, c. £18,000 in 2023/24. In addition, the Council provide a part-time caretaker at an annual cost of £15,500 (2023/24) and are responsible for all maintenance. All costs would transfer to a new owner if the transfer is successful creating a saving to the Council of over £33k per annum. Page 194 of 286
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4 4.10. A condition survey was undertaken by Brown + Wallace in November 2023 as part of the ongoing Strategic Property Review. At that time it was estimated that a budget of £725,206 would be required to restore and maintain the centre to an acceptable over the next 20-year period. This included the need for a full replacement roof and wiring to be carried out within 5 years. 4.11. In 2024, the directors of Beechwood Community Centre Ltd indicated their desire to dissolve the company and to terminate their lease with the Council. They have subsequently submitted formal notice and will quit the premises with effect from 30 April 2025. 4.12. The asset has been valued by the Estates team with a market value in its current condition of £100,000. 5. Your Community, Your Space 5.1. Your Community, Your Space (YCYS) was established as a Scottish Charitable Incorporated Organisation (SCIO), on 4 September 2024. 5.2. As a registered SCIO, YCYS qualify as a Community Transfer Body (CTB) under Part 5 of the Community Empowerment (Scotland) Act 2015 and as such are entitled to seek asset transfer under the Act. Their constitution has been checked and confirmed as compliant. 5.3. The organisation was formed exclusively to benefit the community of Shortroods in Paisley and as a vehicle for the asset transfer of Beechwood Community Centre The organisation’s charitable objects are listed as: • The prevention and relief of poverty through awareness campaign and training • The advancement of citizenship and Community development • The provision of recreational facilities, the organisation of recreational activities, with the objective of improving the conditions of life for the persons for whom the facilities and activities are primarily intended. • The promotion of equality and diversity within the wider Community. • The relief of those in need by reason of age, ill-health, disability, financial hardship or another disadvantage. Capacity to Deliver 5.4. As a new organisation, YCYS does not have a track record of delivering services, however, the trustees bring a wealth of experience both in terms of their professional expertise and in the delivery of community activities in Paisley since 2015. 5.5. The skills and experience of trustees includes business and financial management in the public, private and third sectors; community development; process and quality management; training and development; and property management. 5.6. As an independent registered charity YCYS has access to a wide range of funding opportunities to support the running costs and refurbishment of the Page 195 of 286
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5 asset and although not affiliated to RCCG, has access to funding through the wider church network. 6. Community Asset Transfer Request 6.1. YCYS are seeking full ownership of the asset and have offered to pay £5,000 in recognition of the benefits to the local community of keeping the centre open and restoring the centre to an acceptable standard. 6.2. If successful, YCYS propose to maximise the use of the Beechwood Community Centre for the benefit of the residents of Shortroods and wider area; to empower and connect the community through the management of the centre; and to support the physical, mental and social needs of the community. 6.3. Proposals include: • increase utilisation of the halls and spaces within the centre; • facilitation of groups and community activities; • provision of recreational facilities and activities; • provision of skills development opportunities, including, language and cultural sharing, culinary classes, ICT and health awareness; and • restoration of the centre as an inclusive and adaptable hub for the local community. 6.4. A full copy of the CAT request is attached to this report as appendix 1. Community Engagement 6.5. There is not currently an active Community Council in the Shortroods area, however, the group have sought to engage with groups and consult more widely. 6.6. YCYS have carried out a number of engagement activities and surveys regarding current and future use of the Beechwood CC as well as the proposed asset transfer. These include: • hosting 2 social events for local residents; • discussions with the existing Beechwood Management Committee and user groups; • discussions with Elected Members and local organisations; and • an open meeting with residents to contribute to the business planning and express any concerns. 6.7. In addition to above, the group conducted a survey with local residents. This was available online and via meetings and fliers between December 2024 and February 2025 and resulted in 179 responses. The survey sought views from Page 196 of 286
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6 residents on current and future use of the community centre and the types of activities sought. 6.8. A summary of all engagement activity undertaken is included in the full CAT request appended to this report and full details are provided in the attached Business Plan. Benefits, Sustainability and Best Value 6.9. The asset transfer request identifies a number of potential benefits, these include: • Economic Development – creating a space for local charities and community groups to deliver activity; bringing people into the Shortroods area; employment and training opportunities. • Regeneration – keeping the community centre open as a hub for local activity; investing in the fabric of the building to bring to an acceptable standard and securing the future. • Public Health – health awareness events and provision of activities to promote and support physical and mental health. • Social Wellbeing – creation of a space for people to come together reducing isolation and breaking down cultural barriers. • Environmental Wellbeing – improvements and utilisation of the external space in the centre in partnership with other local groups. • Reduction in Inequalities – focus on reducing differences between individuals and groups through activity and shared experiences. 6.10. In terms of sustainability, the asset transfer request offers a solution to keeping the Beechwood Community Centre open for residents and to developing it as a vibrant hub for a wide range of activity promoting inclusion and connectivity in this diverse community. 6.11. The asset transfer request meets the requirements for best value to the council in terms of: • Governance and Accountability – YCYS intend to recruit local members to serve on the Board and to have a say in the running of the centre for the local community; as a charity all revenue is reinvested in the assets and activities of the organisation which is regulated by OSCR. • Use of resources – securing the future and development of an existing resource for future generations. • Partnership and collaborative working – YCYS actively seek to work in partnership with local and national organisations ant to work collaboratively for the benefit of the local community. • Working with Communities – involving community members in the running of the centre; creation of volunteering opportunities; flexibility in services to meet changing demands. Page 197 of 286
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7 Validation, Representations, Responses 6.12. The CAT request was validated on 17/01/2025 and published on the Council Website. Notices were placed on site and all close neighbours and interested parties, including Elected Members and the Community Council, were informed directly in accordance with the CAT legislation. 6.13. 18 formal representations against the asset transfer were received from local residents and organisations. 6.14. Issues raised include: • Lack of transparency in the CAT process and consultation by the Council; • Concern that YCYS is not a local group and contradictions over its connection to other organisations, specifically the RCCG Zoe Parish and Pachedu; • Concern over the identity and intentions of YCYS; and • Criticism on how the centre has been run previously and that it was not run for local people. 6.15. In accordance with the legislation, YCYS have responded to all representations and both the representations and responses have been published on the Council website. 6.16. A copy of all representations received and the responses is attached to this report as appendix 4. CAT Panel Recommendation 6.17. The CAT Panel met to consider this application on 04/03/2025. 6.18. The Panel acknowledged that the business plan presented with the CAT request was quite prudent but expressed concern that a higher level of lets would be required to make the centre sustainable in the longer term with comparisons made to other self-managed halls. 6.19. It was also acknowledged that costs for essential repairs will have risen since the condition survey in 2023, however, it was agreed that repairs could be phased and that the group were being sensible in their approach. 6.20. It was agreed that the CAT offered a reasonable solution to keep the centre open for the local community and that the conditions of a CAT transfer in relation to future transfer of assets protected it for community benefit in the future. 6.21. The CAT Panel noted the opposing views of members of the community expressed in the representations and in particular concerns regarding connections with the Church and other organisations and recognise that the organisation will have to work with the community on this, over and above board membership places being offered. 6.22. Similarly, it was noted that the group will require to build up its relationships with local organisations and that this will take time. Page 198 of 286
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8 6.23. Finally, it was noted that the centre has previously been used as a Polling Station and that an alternative would need to be found if the asset transfer was approved. 6.24. Following extensive discussion, the Panel agreed to recommend approval of the asset transfer to the CAT Subcommittee. 7. Subsidy Control 7.1. Discount conferred as a result of asset transfer constitutes as financial assistance under the Subsidy Control Act 2022 and must be included in the calculation for Minimal Financial Assistance (MFA). 7.2. Under the Act, financial assistance is only considered a subsidy where it satisfies all four ‘limbs’ of the test within the regime and where the recipient of the assistance is an enterprise (any person, or groups of persons under common control that is engaged in an economic activity, which means, offering goods and services on a market). 7.3. The transfer of Beechwood Community Centre to Your Community, Your Space does not satisfy one or more of the limbs, namely “the financial assistance has, or is capable of having, an effect on competition or investment within the UK, or on trade or investment between the UK and another country or territory, or both”. 7.4. Furthermore, Your Community, Your Space is not considered an enterprise under the Act in that it does not provide goods or services on the market. 8. Proposed Terms and Conditions 8.1. It has been determined that the asset is built on land within the Housing Revenue Account (HRA). Sale of the asset is subject to the approval of Scottish Ministers as required. 8.2. A full title check and any associated burdens or servitudes to be fully explored by the Council and passed to the purchaser, as required, in the Minute of Agreement. 8.3. Sale subject to OneRen renouncing their lease of the building. ___________________________________________________________________ Implications of the Report 1. Financial – Asset is assessed as having a market value of £100,000. CTB is proposing to pay a discounted price of £5,000. Discount is off-set against wider community benefits and savings to the Council of over £33,000 per annum plus estimated repair and maintenance costs of over £725,000. 2. HR & Organisational Development – None. Page 199 of 286
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9 3. Community Planning Our Renfrewshire is well – the CAT supports the wellness and resilience of our citizens and communities by maintaining and building on a community resource. 4. Legal (a) The CAT request and CTB comply with the requirements of Part 5 of The Community Empowerment (Scotland) Act 2015. (b) A formal offer from the CTB must be received within 6 months of decision to approve. (c) Sale must be concluded within 6 months of a formal offer being submitted by the CTB. 5. Property/Assets – Cat requests seeks approval to dispose of the asset reference 123069028. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. 9. Procurement – Not applicable. 10. Risk – None. 11. Privacy Impact – Not applicable. 12. Climate Risk – Not applicable. 13. Children’s Rights - This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – not applicable. _________________________________________________________ List of Background Papers (a) None. _________________________________________________________________ Author: Sandra Inrig – 0141 487 1447 or 07974 071238. sandra.inrig@renfrewshire.gov.uk Page 200 of 286
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1 COMMUNITY EMPOWERMENT (SCOTLAND) ACT 2015 ASSET TRANSFER REQUEST FORM IMPORTANT NOTES: This is a standard asset transfer request form which can be used to make a request to Renfrewshire Council. For assets owned by other relevant authorities, please refer to that authority’s own website. You do not need to use this form to make an asset transfer request but using a form will help you to make sure you include all the required information. You should read the asset transfer guidance provided by the Scottish Government before making a request. All forms and guidance documents are available to download from the Council’s Website You are strongly advised to discuss your proposals with the Council before making an asset transfer request. You can do this by contacting the CAT Single Point of Contact at communityassettransfer@renfrewshire.gov.uk. When completed, this form must be sent to: - The CAT Single Point of Contact Regeneration and Place Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1TT Or submitted by email to: communityassettransfer@renfrewshire.gov.uk Received 17/01/2025 Page 203 of 286
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2 This is an asset transfer request made under Part 5 of the Community Empowerment (Scotland) Act 2015 in relation to property owned, leased or managed by Renfrewshire Council. Section 1: Information about the community transfer body (CTB) making the request 1.1 Name of the CTB making the asset transfer request Your Community Your Space 1.2 CTB address. This should be the registered address (if you have one) or main correspondence address. Postal address: Paisley. PA1 1.3 Contact details. Please provide the name and contact address to which correspondence in relation to this asset transfer request should be sent. Contact name: Postal address: , Paisley Postcode: PA1 Email: Telephone: X We agree that correspondence in relation to this asset transfer request may be sent by email to the email address given above. (Please tick to indicate agreement). You can ask the relevant authority to stop sending correspondence by email, or change the email address, by telling them at any time, as long as 5 working days’ notice is given. Renfrewshire Council takes the privacy of your personal data very seriously. For more information see our Privacy Policy. (Please tick to indicate agreement). X We agree that information provided in this asset transfer request, including contact details, may ONLY be forwarded to relevant officers within Renfrewshire Council for the purposes of assessment and/or in order to provide specialist support to further the asset transfer request as appropriate. Contact details will only be forwarded with your consent for an explicit purpose. (Please tick to indicate agreement). Page 204 of 286
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3 1.4 Please mark an “X” in the relevant box to confirm the type of CTB and its official number, if it has one. Company (with no fewer than 20 members) and its company number is X Scottish Charitable Incorporated Organisation (SCIO) (with no fewer than 20 members) and its charity number is SC053549 Community Benefit Society (BenCom), (with no fewer than 20 members) and its registered number is Unincorporated organisation (no number) Please attach a copy of your constitution, Articles of Association or registered rules. 1.5 Has the organisation been individually designated as a community transfer body by the Scottish Ministers? No X Yes ☐ Please give the title and date of the designation order: 1.6 Does the organisation fall within a class of bodies which has been designated as community transfer bodies by the Scottish Ministers (i.e. those listed above at 1.4)? No ☐ Yes X If yes what class of bodies does it fall within? Scottish Charitable Incorporated Organisation (SCIO) Page 205 of 286
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4 Section 2: Information about the land and rights requested 2.1 Please identify the land / property to which this asset transfer request relates. You should provide a street address or grid reference and any name by which the land or building is known. If you have identified the land on the relevant authority’s register of land, please enter the details listed there. It may be helpful to provide one or more maps or drawings to show the boundaries of the land requested. If you are requesting part of a piece of land, you must attach a map and give a full description of the boundaries of the area to which your request relates. If you are requesting part of a building, please make clear what area you require. A drawing may be helpful. Details of Property: - Beechwood Community Centre Address: - Shortroods Road, Paisley, Renfrewshire Postcode:- PA3 2QY Community Area:- Paisley North West 2.2 Please provide the UPRN (Unique Property Reference Number), if known. If the property has a UPRN you will find it in the relevant authority’s register of land. UPRN:- 123069028 Page 206 of 286
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5 Section 3: Type of request, payment and conditions 3.1 Please tick what type of request is being made: for ownership (under section 79(2)(a)) - go to section 3A for lease (under section 79(2)(b)(i)) – go to section 3B for other rights (section 79(2)(b)(ii)) - go to section 3C 3A – Request for ownership What price are you prepared to pay for the land requested: Proposed price: - £5,000 Please attach a note setting out any other terms and conditions you wish to apply to the request. 3B – request for lease What is the length of lease you are requesting? Not Applicable How much rent are you prepared to pay? Please make clear whether this is per year or per month. Proposed rent: £ per month / year (delete as appropriate) Please attach a note setting out any other terms and conditions you wish to be included in the lease, or to apply to the request in any other way. X Page 207 of 286
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6 3C – request for other rights What are the rights you are requesting? Do you propose to make any payment for these rights? Yes ☐ No ☐ If yes, how much are you prepared to pay? Please make clear what period this would cover, for example per week, per month, per day? Proposed payment: Please attach a note setting out any other terms and conditions you wish to apply to the request. Page 208 of 286
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7 Section 4: Community Proposal 4.1 Please set out the reasons for making the request and how the land or building will be used. This should explain the objectives of your project, why there is a need for it, any development or changes you plan to make to the land or building, and any activities that will take place there. 4.1.1 Objectives of the Project: The project is targeted at utilising the Beechwood Community Centre within the Shortroods community to drive YCYS’s mission of empowering and connecting with the local community through support services aimed at addressing physical, mental and other social needs. (i.e., skills development programmes, provision of recreational facilities and activities, language classes, culinary classes, health awareness programmes etc.) Additionally, YCYS plans to increase utilisation of the hall/room by hiring and offering sublets to individuals, local charities and social enterprises, ensuring the centre remains a vibrant, multi-purpose resource for the community. The transfer of the Beechwood Community Centre to Your Community Your Space (YCYS) is aimed at also securing the long-term sustainability of the centre which has successfully been managed and has remained one of the core attractions to the community since its incorporation in 1971 YCYS aim to build on the existing legacy as an inclusive and adaptable community hub. 4.1.2 Why there is a need for your Project This project is part of YCYS’s strategic initiative targeted at addressing some of the specific demographic and social needs of the local population within the Shortrood community based on demographic trends, cultural diversity, and identified community needs as highlighted in the 2022 census data. The age distribution within the community is diverse, with approximately 14.8% under 15 years, 65.9% between ages 16 and 59, and 19.3% aged 65 and over. This varied age range indicates a need for services catering to youth, working-age adults, and the elderly. Furthermore, as a community with a growing multicultural representation, with the majority identifying as White followed by Asian, African/Caribbean and other mixed/multiple ethnic groups, this growing diversity underscores the importance of an inclusive community space that addresses the needs of various cultural backgrounds. This project will play a pivotal role in providing support services, educational programs, and recreational activities that will enhance the quality of life, promote social cohesion and help reduce socio economic challenges faced in the community i.e. drug abuse, crime, juvenile delinquencies etc. This project will address the current underutilization of the Beechwood Community Centre, ensuring that the space can be fully functional and more effectively serve the varied needs of the community. we aim to maximize its potential and create a vibrant hub that supports a wide range of activities and services tailored to meet the evolving needs of the local community and overall fostering a more connected and resilient community. 4.1.3 Development / changes / modifications required We are not making any structural changes to the building. Regarding the condition survey report carried out by the Renfrewshire Council in November 2023, some level of modifications and changes will be required in some parts of the facility over a period of 20 Page 209 of 286
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8 years. However, within the first 5 years of operation, areas requiring priority refurbishment will be worked on including roof repairs, replacement of defective ceiling tiles, replacement of defective and damaged internal and external bricks, windows and doors, redecoration of internal surface finishes, repairs of paths and paved pedestrian areas, upgrade of central heating system and insulation. Replacement of LED lighting in selected areas and wall mounted lighting on building external wall, fitting of fire alarm system, Central WIFI Equipment and CCTV and PIR Detection System. See attached Condition Survey Report for further details. 4.1.4 Activities that will take place 1. We will engage in a broad range of activities which include art and craft classes, language classes, fitness classes, health workshops and seminars, game activities, tea parties, availability of the venue for multicultural events and other skill acquisition initiatives. 2. We will partner with other community groups to use a portion of the outside space of the community centre for community gardening. This will create local green spaces that promote physical activity, mental relaxation and social interaction. This will support health and well being as community members engage in healthy outdoor activities that foster a connection with nature and participate in a shared productive endeavour, 3. Increase the utilization of the centre for various events/activities that will contribute to community wealth building. This will help create opportunities for economic and social development. This will support local initiatives and foster economic resilience. 4. Community-based activities such as open days for health awareness campaigns aimed at addressing different health related issues, we will partner with both private and public sectors during our periodic community events for vital information sharing sessions that will be beneficial to different age groups within the community and in turn enhance the overall quality of life of the community members. 4.1.5 If the asset is to be used by the public it would be helpful if you could provide details of letting’s policy and opening times. The facility will be opened for business as follows: Monday – Friday – 8am to 9pm Saturday – Sunday- 9am to 3pm We will maintain the existing letting policy and continue all remaining Lets. During the first year of operation we will undertake a review of the letting policy and arrangements and will consult with user groups and others regarding any necessary adjustments based on market comparison. 4.1.6 What provision will be provided for people with disabilities? Our aim is to ensure that the facility is accessible to everyone and everyone can benefit from the services provided at the centre. In view of this, we look to ensure that the current facilities that can aid people with disabilities at the centre are fully functional while we also Page 210 of 286
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9 look to introduce more equipment that will support their needs. Below are specific areas of focus; • Ramps & Elevator: The facility currently has ramps and elevator for easy movement and access to all levels of the building. • Wide hallways & doorways: These are wide enough to accommodate wheelchairs and other mobility aids. • Parking: accessible public parking is available immediately outside the centre. Dedicated Restroom: There is a large restroom with facilities that will aid wheelchair users. • Staff Training: Staff will be trained to be aware of different disabilities and how to render effective and respectful assistance to them. • Communication: We will provide communication in different accessible format i.e., large print, audio, braille etc to meet the need of those requiring it. 4.1.7 Any other relevant information? Benefits of the proposal 4.2 Please set out the benefits that you consider will arise if the request is agreed to. This section should explain how the project will benefit your community, and others. Please refer to the guidance on how the relevant authority will consider the benefits of a request. Please explain how the project will benefit your community by detailing how your project will promote or improve: - 4.2.1 Economic development / income generation The future of a community-managed facility in the neighbourhood of Shortroods, Paisley will be secured – The Beechwood Community Centre (formerly Shortroods Resource Centre) has operated as a community-managed facility since 1998. Your Community Your Space will build on this legacy. Your Community Your Space will actively promote the Beechwood centre as a community venue and social events space to increase hall/room hire and extend the range of activities delivered in the Centre. Your Community Your Space will also offer sublets to local charities and social enterprises. These anchor tenants will contribute to the longer-term sustainability of the facility. Income generated through the above will be used to employ full and part-time staff and support regeneration activities within the local area. 4.2.2 Regeneration The activities of YCYS at the Beechwood Community Centre are designed to address disadvantages and support social regeneration in the community. This is to be achieved through the provision of holistic community support services that address physical, mental health, educational and social wellbeing of different ages, ethnicities, and economic statuses Page 211 of 286
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10 will foster a sense of belonging, reduce isolation and in the long run promote social inclusion. Also, YCYS’s structured activities around physical fitness, art and educational programs offers the young people of Paisley a positive outlet to contribute to the community, keep them engaged and subsequently reduce the instances of anti-social behaviour and other forms of youth delinquencies. The range of programs at the centre is also tailored to support different vulnerable groups which includes the children, young people, elderly, minority groups and disabled persons. The activities and events at the centre are targeted at meeting their unique needs while also making adequate provision for facilities and equipment for ease of movement within the centre and the privilege to fully utilise the full benefits of activities and events. The CAT request is to ensure that a valuable community resource is protected from closure, maintained and developed for continuous use. 4.2.3 Public Health At the core of the operations of the Beechwood Centre is the need to create a safe space for people in the community to come together, interact and form meaningful connections. This potentially creates an avenue to socially connect, reduce tension, loneliness and generally promote the overall community’s quality of life. Also, with the available game facilities and the inclusion of other game and sporting facilities, this will help improve physical fitness of users of the facility. Also, the various mental health support activities, awareness classes alongside recreational activities will further enhance both the physical and mental well-being of the community and also boost productivity within the community. Furthermore, with our community-based activities such as open days for health awareness campaigns aimed at addressing different health related issues, community members are adequately equipped with necessary information needed to make informed healthy decisions. Also, we will be partnering with local health service providers, local council etc. to offer our facilities available for health screenings for different health conditions. This initiative will help reduce the long term health complications and the effects they have on the health care system. 4.2.4 Social / Wellbeing With the goal of making the community centre a hub for social connections through its broad range of activities which include tea parties, art and craft classes, language classes, fitness classes, health workshops and seminars, game activities, availability of the venue for multicultural events and other skill acquisition initiatives, we will through these activities drive social interactions among community members and thereby provide improved physical and mental health of the community. With our activities centred around all age groups, this will be used as an avenue to integrate with different age groups and to foster a sense of inclusion for all groups and essentially drive the overall social well-being of members. The Beechwood community centre also through its workshops, classes and skill acquisition programs will provide opportunities for personal growth/development of participants and empowers them to contribute positively to their community. Through the volunteering arrangements with different individuals during activities and events, the volunteering team will benefit from the opportunity to give back to their community, provide social connections and also foster a sense of purpose through their collective support to different project. Through our engagement with supporting multicultural events and activities, we will be using the centre as a platform to promote diversity and inclusion, knowledge of different cultures and to drive Page 212 of 286
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11 social harmony among the different rich cultural backgrounds among the community and Paisley in general. The centre also provides opportunities for minority groups to voice their concerns and positive drive collective social changes and to reduce the impact of inequalities. 4.2.5 Environmental / Wellbeing / Environmental Benefits We will partner with other community groups to use the external space for community gardening. This will create local green spaces that promote physical activity, mental relaxation and social interaction. This will support health and well-being as community members engage in healthy outdoor activities that foster a connection with nature and participate in a shared productive endeavour 4.2.6 Does your project contribute to the reduction inequalities. Please detail how. YCYS’s focuses on reducing differences between individuals and groups. This will be achieved through our programmes which are targeted at promoting social, health and economic inclusion of the local population including the elderly, adults and the youths irrespective of ethnicity, origin, religion or any status providing equal opportunities for members of the community and also making the facilities at the centre available for the community. 4.2.7 Any other relevant information Restrictions on use of the land 4.3 If there are any restrictions on the use or development of the land, please explain how your project will comply with these. Restrictions might include, amongst others, environmental designations such as a Site of Special Scientific Interest (SSI), heritage designations such as listed building status, controls on contaminated land or planning restrictions. No restrictions on the use or development of the land have been identified. Page 213 of 286
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12 Negative consequences 4.4 Please identify any potential risks which may occur if your request is agreed to? How would you propose to minimise these? You should consider any potential negative consequences for the local economy, environment, or any group of people and explain how you could reduce these. We have not identified any potential risks. Beechwood Community Centre is the only dedicated community space in the Shortroods area. We plan to ensure the centre is open and available to all groups and individuals wishing to organise activity preventing the need for groups to deliver their activity outside of the area and to offer a wide programme of activities to meet local needs. The Community Council have space within the grounds of the Community Cnetre for a memorial garden. We will work with the community to ensure continued access to the garden through a formal agreement. Capacity to deliver 4.5 Please show how your organisation will be able to manage the project and achieve your objectives. This could include the skills and experience of members of the organisation, any track record of previous projects, whether you intend to use professional advisers, etc. Have you / your organisation managed projects or owned / leased land previously? Your Community, Your Space has been set up by the RCCG Zoe Parish Paisley as an independent charity and benefits from the extensive experience of the church in owning leasing and managing property and projects. RCCG has leased/managed various properties in Paisley since 2015 and the church bought recently bought their own building in Paisley Town Centre. The Chairperson of the board have both previous and current experience in the management of similar projects and currently manages the building owned by the church. Other Trustees have a broad range of skills and experience which will be utilised for the successful management of the property and its activities. Page 214 of 286
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13 Please provide details of: - 4.5.1 Skills and experience of members of the organisation We currently have a total of 7 board of trustees. Mr. Edmund Abekhe, an accomplished administrative professional with over 20 years’ experience in both non-profit and other business sector who is also the current chairman of the board of trustees. He worked with Scottish Widows, Edinburgh as a Data and Pension Administrator and holds an MSc Degree in Logistics and Supply Chain from University of the West of Scotland. He currently leads as the senior pastor of the Redeemed Christian Church of God, Zoe Parish and has over the years built a vast experience in pastoral care, community outreach and organizational leadership. He has an extensive background in spiritual guidance, combined with his commitment to social welfare and community development. Mr. Biodun Adeyole, is a seasoned healthcare professional with over 20 years experience in pharmaceutical sales and marketing. He has varied and rich experience around product development, territory management, export business, and development of Standard operating procedures within reputable pharmaceutical organisations. He also provides strategic insight into market opportunities development. Mr, Abiodun brings on board his expertise in process management to the successful running of the centre. Chinedu Achunine is a Management Consultant, Trainer, Business Coach, Human Resources Consultant and Facilitator with over 15 years of Business and Management Consulting experience He has also consulted and worked in the Third Sector for over 5 years and has a post-graduate degree in Quality Management. Mr. Chinedu brings on board his expertise in training development to the aspect of the vision of the business in training, awareness and other skill acquisition programmes in the centre. The other directors also have a vast experience in healthcare, social work, treasury management, housing/ facility management which are significant experiences that will be applied to the successful management of the facility. Also, we are open to having members of the community join in as members and directors of the organization to further broaden and strengthen the existing skillsets that will be useful in serving the need of the community. We are in talks with a current user of the centre, The Rainbow Buddies to come on board of the organisation bringing along her wealth of experience in managing mothers and children. We look to engage more residents using same approach to further drive a community led centre where everyone feels a sense of belonging to the sustainability of the centre. 4.5.2 Do you intend to use professional advisors? We have appointed business consultants who we are working with to prepare a full feasibility and business case as part of this asset transfer request. As part of this we will undertake an energy audit of the building in order to inform future works. We have been provided with a copy of the Condition Survey undertaken by Brown + Wallace on behalf of Renfrewshire Council in November 2023. The information on the condition of the building and essential Page 215 of 286
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14 repairs from this report have been used to inform the business case. If our asset transfer request is approved, we will seek to undertake further investigations and will appoint an architect and surveyor to carry out detailed condition survey of the property, engage with contractors and consultants to give cost estimates for repairs, replacements and upgrades and appoint a property valuer to determine the current market value of the asset and its potential Social value. When the asset transfer request is approved, we will engage appropriate conveyancing solicitors to act on our behalf in negotiations with the Council. 4.5.3 Do you currently lease / manage a property from Renfrewshire Council? If yes, please provide details No 4.5.4 Please detail how you plan to maintain the asset? We have developed a business plan (attached) detailing our proposals for developing the Beechwood Centre over several phases and providing income and expenditure projections. Generally, we expect that the centre will be run from revenue from lets and the activities taking place in the centre. We are in discussions with existing users of the centre regarding ongoing use and expect to agree anchor tenancies with at least one of the groups using the centre on a daily basis. To make the centre a safe, functional and welcoming space for the use of the community members, we will implement policies and code of conducts around regular inspections of the building, equipment and other facilities to identify potential areas of risk and necessary mitigation of such risk, we will also ensure compliance with health and safety regulations. Renovations and repairs will be through a gradual process funded through proceeds from activities at the centre and grant options available to us. We will also ensure our letting policies are inclusive of health and safety regulations that all tenants are expected to abide by. We will also introduce periodic monitoring and evaluation schedules to ensure compliance with policies. Also, we will introduce feedback systems that will afford users of the facilities to make complaints, suggestions and other recommendations on areas of improvement. 4.5.5. Any other relevant information? None Page 216 of 286
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15 Section 5: Level and nature of support 5.1 Please provide details of the level and nature of support for the request, from your community and, if relevant, from others. This could include information on the proportion of your community who are involved with the request, how you have engaged with your community beyond the members of your organisation and what their response has been. You should also show how you have engaged with any other communities that may be affected by your proposals. 5.1.1 How many people are members of your organisation? Are they in agreement with this application? In line with our constitution, we have 30 registered members which was subscribed to via an online application form that each member had to fill. They are all in agreement with the CAT application. We however look to increase membership as we progress with the project and full operations of the centre commences. All members are also in agreement with this application. 5.1.2 Have you consulted with other local stakeholder groups and agencies? Please provide evidence. We have consulted with various local stakeholders which include; council members, residents, local schools, religious bodies, associations and agencies and we have indicated our intention to take over the management of the centre and our vision of creating a vibrant community hub that caters to the social needs of the residents. We also recently organised a Christmas party at the centre and we invited residents of the community to the party and also used the opportunity to carry out a survey targeted at eliciting important information needed to render our support services in line with the need of residents. We have a survey launched on the 22nd of December which is still running in January with a view to reaching more of the local community. To date we have received 62 responses with 75% majority of them have used the centre or plan future use of the Centre. Page 217 of 286
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16 In terms of the type of activity that people wanted to see, the biggest demand was for more community events (43% of respondents) followed by keep fit (42%) and cultural activities (31%). See full breakdown below. The general consensus among of the members of the association which currently stands at 30 and the Board of Trustees (7) are in support of the CAT Application Feedback from current personnel at the Centre included “I know the guests that attended from the local community had a great time and thoroughly enjoyed themselves socializing with yourselves”. 5.1.3 Have you contacted local staff? If yes, please provide details of who Throughout the CAT application process we have engaged with the existing Management Committee and staff and have sought to incorporate the legacy of their work to maintain and build on existing uses of the centre within our application. We have also spoken to users of the Centre including Rainbow Buddies with whom we have been able to discuss anchor tenancy and becoming part of the management group for the centre. Throughout the process we have also been in contact with the 4 Ward Councillors, the Council’s Economic Development Team through Tania Morlan and the Council’s dedicated CAT officer, Sandra Inrig. 5.1.4 Have you contacted any other communities that may be affected? We spoke and contacted some of the local residents of Shortroods who were also in attendance at the Christmas party event. They also completed our survey showing support for the CAT Application. We are also speaking to St James Primary School Parent Council. Consultations and on- going consultations are being made with STAR Project, Mossvale Church as well as other church communities around the subject matter. These consultations are continuing. Page 218 of 286
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17 5.1.5 Any other relevant information Section 6: Funding 6.1 Please outline how you propose to fund the price or rent you are prepared to pay for the land, and your proposed use of the land. You should show your calculations of the costs associated with the transfer of the land or building and your future use of it, including any redevelopment, ongoing maintenance and the costs of your activities. All proposed income and investment should be identified, including volunteering and donations. If you intend to apply for grants or loans you should demonstrate that your proposals are eligible for the relevant scheme, according to the guidance available for applicants. 6.1.1 Please show your calculations of the costs associated with the transfer of the land or buildings and your future use of it, including any redevelopment, ongoing maintenance and the costs of your activities. All proposed income and investment should be identified, including volunteering and donation: Once the site is operational, we will work towards sustainability through events and room hire but will be careful to balance the need to generate income with the necessity of ensuring that what is provided in the community is open to all in the community, regardless of income. The projections shows a reasonable grants/ fundraising target of £35.000 in Year 1 (tapering to £10,000 in Year 2 and none beyond Year 3, though it is likely that some fundraising will be needed) with modest surpluses generated through grants. In reality the different trading activities as shown in the table below and grants will make up the mix of income as is standard for such a facility. A summary of the financial trajectory is set out below. Year 1 Year 2 Year 3 Year 4 Year 5 Total Income Trading £90,440 £132,083 £143,675 £143,675 £143,675 £653,548 Grants £35,000 £10,000 £0 £0 £0 £45,000 Total £125,440 £142,083 £143,675 £143,675 £143,675 £698,548 Expenditure £120,983 £132,909 £136,279 £137,352 £138,447 £665,969 Surplus/Deficit £4,458 £9,174 £7,396 £6,323 £5,228 £32,579 Page 219 of 286
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19 6.1.5 Any other relevant information None Clothworkers Foundation Main grants funding for capital costs (including purchase of fixtures and equipment as well as building purchase or renovation) – usually over £10,000. Say £10,000 Garfield Weston Foundation Can fund up to 10% of capital costs Say £20,000 The Weir Charitable Trust Includes a focus on “Recreational facilities: the provision or organisation of recreational facilities (buildings, pitches or similar) with the aim of improving the conditions of life for the people for whom the facilities are primarily intended. This is only in relation to facilities which are primarily intended for people who need them due to age, ill- health, disability, financial hardship or other disadvantage.” Up to £25,000 Page 221 of 286
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20 Section 7: Other Supporting Documentation To enable the Council to fully consider your application, the following supporting documentation must be submitted as part of your application:- • A copy of your organisation’s Constitution, Articles or Association or other governing rules as appropriate; • A detailed business case (that is proportionate to the nature of the asset transfer request); • A financial projection of income and expenditure for at least three full financial years following the date of this request; • A copy of your organisation’s most recent audited accounts, where available (or a financial projection covering the current financial year where the applicant has been operating for less than one year); • Annual reports (where these are available). Applicants are advised to refer to the Scottish Government Community Asset Transfer Guidance for Community Transfer Bodies for further details of what information should be included in these supporting documents. https://www.gov.scot/publications/asset-transfer- under-community-empowerment-scotland-act-2015-guidance-community-9781786527509/ Page 222 of 286
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21 Declaration and Signature Two office-bearers (board members, charity trustees or committee members) of the community transfer body must sign the form. They must provide their full names and home addresses for the purposes of prevention and detection of fraud. This form and supporting documents will be made available online for any interested person to read and comment on. Personal information will be redacted before the form is made available. We, the undersigned on behalf of the community transfer body as noted at section 1, make an asset transfer request as specified in this form. We declare that the information provided in this form and any accompanying documents is accurate to the best of our knowledge. “I understand that the details provided will be used by Renfrewshire Council for the purpose of assessing the asset transfer request and may be shared with Council Officers and Elected Members for the purposes of providing support in making the application or other purposes as appropriate. Further information on how the Council looks after personal information can be found here : https://www.renfrewshire.gov.uk/article/2201/Privacy-policy 1. Name Mr. Edmund Abheke Address Flat 6, 10 Orr Square, Paisley PA1 2DL Date 16/01/2025 Position Chairperson Signature 2. Name Address Date Position Signature Page 223 of 286
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22 Checklist of accompanying documents To check that nothing is missed, please list any documents which you are submitting to accompany this form. Section 1 – you must attach your organisation’s constitution, articles of association or registered rules Section 2 – any maps, drawings or description of the land requested Section 3 – note of any terms and conditions that are to apply to the request Section 4 – about your proposals, their benefits, any restrictions on the land or potential negative consequences, and your organisation’s capacity to deliver. Section 5 – evidence of community support Section 6 – funding Section 7 – Supporting Documentation Page 224 of 286
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Business Plan Asset Transfer of The Beechwood Centre Your Community Your Space February 2025 v3 Page 225 of 286
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Contents 1. Introduction and Background ....................................... 3 1.1 Background and Original Drivers .................................... 3 1.2 The Organisation ............................................................. 3 1.3 About the Community ...................................................... 3 1.4 About the Asset ................................................................ 4 1.5 How this Business Plan was developed : Methodology 8 2. Evidence of Need and Community Consultation ........ 10 2.1 Community Survey ........................................................ 10 2.2 Competitive analysis and Asset Mapping ................... 16 2.3 Statistics and Demographics ....................................... 19 2.4 Community Event 1 ...................................................... 24 2.5 Community Event 2 ...................................................... 24 2.6 Stakeholder Interviews................................................. 25 2.7 Current User Group Session ........................................ 26 3. What We Will Do and Our Outcomes .......................... 26 3.1 Vision and Mission ....................................................... 26 3.2 Key Activities and Services .......................................... 27 3.3 Existing Groups ............................................................. 28 3.4 Broad Social Outcomes ................................................ 29 3.5 Monitoring and Evaluation ........................................... 30 4. Governance and Management .................................... 32 4.1 Governance and Legal Structure ................................. 32 4.2 Volunteers ..................................................................... 34 4.3 Future Aspirational Staffing ......................................... 34 4.4 Operation, Policy and procedures ............................... 36 4.5 Board Skill set ............................................................... 37 4.6 Risk Mitigation .............................................................. 38 5. Marketing ..................................................................... 40 5.1 Approach ....................................................................... 40 5.2 Brand and Name .......................................................... 40 5.3 Marketing channels ...................................................... 40 5.4 Marketing Strategy ....................................................... 42 6. Financial Sustainability ............................................... 43 6.1 Capital Renovation ....................................................... 43 6.2 Income Generation and Sustainability ........................ 44 Appendices ....................................................................... 46 Appendix 1 : Fit With Strategy ............................................ 47 Appendix 2 : Cash Flow Projections ................................... 50 Page 226 of 286
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3 Beechwood Centre – Business Plan February 2025 1. Introduction and Background 1.1 Background and Original Drivers The Beechwood Centre is a Local Authority owned centre that is managed by a local management committee. The existing management committee was set up well over 30 years ago and they have a lease with the council. At the moment the individuals are passionate about the future of the centre but there are only two individuals left who are in their 80s and 90s. Despite their efforts and support from the Council, endeavours to secure new board members has not been successful. The two remaining committee members plan to dissolve the organisation and have given notice to the Council about that. This will end in April 2025. Due to pressure on local authority resources, without a local committee, there is a risk to the centre. That will leave a gap in Shortroods that the Your Community Your Space (YCYS) organisation are proposing to fill. This will ensure community control continues but under a new and fresh organisation which is younger and has a broader skills set. Crucially YCYS already had local representation and has a key objective to ensure local residents are members and serve on the committee. 1.2 The Organisation Your Community Your Space (YCYS) is a new Scottish Charitable Incorporated Organisation, (SC053549). The Organisation has been formed to benefit the Community of Paisley and has the following charitable purposes 1. The prevention and relief of poverty through awareness campaign and training 2. The advancement of citizenship and Community development 3. The provision of recreational facilities, the organisation of recreational activities, with the objective of improving the conditions of life for the persons for whom the facilities and activities are primarily intended. 4. The promotion of equality and diversity within the wider Community 5. The relief of those in need by reason of age, ill-health, disability, financial hardship or another disadvantage It has an open membership. 1.3 About the Community The Beechwood area of Paisley, located in Renfrewshire, Scotland, is a vibrant community known for its welcoming atmosphere and diverse range of activities. At the heart of this community is the Beechwood Community Centre. Beechwood is also home to several recreational spaces, including the nearby Osprey Playpark, which provides a safe and enjoyable environment for children. The area is well-connected, with easy access to public transportation and local amenities, making it convenient for residents and visitors alike. Page 227 of 286
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4 Beechwood Centre – Business Plan February 2025 Beechwood's location in Paisley places it within reach of the town's rich cultural heritage. Paisley is known for its historic architecture, including the stunning Paisley Abbey, and its vibrant arts scene. The town frequently hosts events and festivals, adding to the lively atmosphere of the Beechwood area. The area has higher levels of deprivation than the national average and lower levels of educational achievement. The proportion of children and young people is higher than the regional and national averages. There is also a higher proportion of those aged between 16-64 years compared to regional and national levels and a lower proportion of those aged 65+ (10.9% in Paisley North compared to 19.5% across Scotland). The proportion of socially rented dwellings in the area is higher than the national average (37.2% compared to 22.5% across Scotland). 50% of households in Paisley North are occupied by one person compared to the national average of 37.1% and there is a potential element of isolation and loneliness in the area. There are four datazones that fall within the 10% most deprived in Scotland, showing multiple deprivation as all the domains fall within the 20% most deprived, except for geographic access to services which falls within the 20% least deprived in Scotland. 1.4 About the Asset The Beechwood Centre is a substantial centre of 950m2 with a small amount of outside space. There is a large hall with a stage and a small hall. A kitchen serves the whole centre and there is a circulate space and additional 5 offices / lettable meeting rooms. The asset was constructed in the 1970s. There are storage spaces throughout. Page 228 of 286
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5 Beechwood Centre – Business Plan February 2025 Page 229 of 286
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6 Beechwood Centre – Business Plan February 2025 Location The Centre is in the midst of the community, well placed near other facilities, between the town centre and the airport; Conditions Survey A conditions survey was undertaken by Brown and Wallace in Page 230 of 286
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7 Beechwood Centre – Business Plan February 2025 November 2023. At that time there was an estimated figure of £725,206 to “restore and maintain Beechwood Community Centre to an acceptable condition, (subject to regular and cyclical maintenance), over the next 20-year period.” The building overall was given a C rating which is poor and costs may have escalated since then. This will be seriously considered by YCYS before taking on the asset. Year one requires an estimated £120,100. Page 231 of 286
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8 Beechwood Centre – Business Plan February 2025 1.5 How this Business Plan was developed : Methodology The consultation into a new future for the centre has taken place between December 2026 and February 2025. Posters were distributed round the community, send to all stakeholders and published on the Shortroods Facebook pace which has nearly 4000 followers. Feasibility Study phase Description Raising Awareness, December 2024 The survey and the concept of the new governance arrangements were launched at a Christmas event at the end of December. Community Survey Survey available online and in paper format throughout the festive period and into February. There have been 149 individual responses some of which will represent family groups. Though the age range varies, the biggest proportion of responses are from people between 25 and 64. Community event A Christmas event took place in the community to allow people to come together as well as thinking about the nature of community. Around 100 people attended. This attracted a range of local people as well as visitors linked to Your Community Your Space. Statistical Profile Prepared using demographic data, (including SIMD, the up to date census results and health statistics) into a complete appraisal of the area. Policy Review A review of policy and strategy was undertaken, both national and local level. Page 232 of 286
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9 Beechwood Centre – Business Plan February 2025 Asset mapping and competitive analysis Competitive and partnership analysis of the sector and area to understand the local market. We considered how the Beechwood Centre sits withing the wider context and what the gap is likely to be. Site visit A visit took place to the centre and a full tour was given by the staff team Meeting the current committee A meeting took place with the current committee to gauge their views and to clarify their position regarding the future of the centre. Public meetings A public meeting took place where over 60 people attended to give their views on the centre, It was felt that an evening meeting may give an additional opportunity so that was also held. User Group meeting A meeting of some of the user groups took place to agree a commitment to future use and to give views on the future of the centre. Focus group with Council officers A focus group took place with interested Council officers representing employability, Community Wealth Building, Regeneration, Property and Community Learning and Development Stakeholder interviews 1:1 stakeholder interviews took place with key individuals from local elected members to local community groups and activists. Financial modelling A financial test was undertaken to ascertain whether the project could be financially viable in principle. Fundability test Research into potential funding for renovation and upgrade was undertaken to ensure this project is fundable and not a liability to the community. We also looked at what to use the building for in the Draft Business plan Following discussion with the group, this draft business plan was put together to support a CAT application with a full business plan to be completed by mid-March, during which time the bulk of the research and further modelling will be done. Page 233 of 286
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10 Beechwood Centre – Business Plan February 2025 2. Evidence of Need and Community Consultation 2.1 Community Survey A survey was carried out from December 2024 – February 2025 and made available via an online form, as well as paper copies left in public places. The survey was shared with community groups, stakeholders, on social media and flyers. 149 responses were recorded. Respondent Characteristics Respondents were asked about their connection to Beechwood Community Centre and Shortroods, and most respondents either use the centre or live locally and don’t use the centre. • 44% of respondents use the Beechwood Community Centre. • 41% live locally and don’t use the centre. • Other respondents were a visitor (14%) and only 1% of respondents answered as a someone who works at the centre or as a stakeholder or partner. Respondents were also asked to provide their age and most (74%) are aged between 25-64. There were fewer responses from children and young people, as well as those over 65. Page 234 of 286
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11 Beechwood Centre – Business Plan February 2025 Views on the community Respondents were asked to rate Shortroods as a place to live, work, play or visit on a scale from 1-5, with 1 indicating Excellent and 5, Very poor. Overall, satisfaction rates for Shortroods were poor, particularly as a place to live. • Shortroods was rated poorly as a place to live; 32% gave a rating of poor and 27%, a rating of very poor. • It is also poorly rated as a place to visit; 20% gave a rating of poor and 25%, a rating of very poor. Results were similar for Shortroods as a place to work. • As a place to play and have leisure time, opinions were more equally divided as 46% said that Shortroods is either excellent or good as a place to play compared to the 41% that said it is poor or very poor. Comments could also be left in response to this question. Most of the comments mentioned the lack of facilities in the area, the strong sense of community and how a revitalised centre that is open and inclusive to all could bring positive change to the community. Some examples of what people said are below: “It is essential to keep the central community hub, and it should have a committee to ensure it is used to meet all the community needs and bring all nationalities together.” “The is a strong community spirit in Shortroods Area, they work hard to gather money and create events i.e. Easter, bonfire night and Christmas for the children of the community to enjoy. It’s a shame as it stands that the local schools, nurseries and events can’t make use of the community centre at the moment to help support with events.” “Our community is a great place. Although there is not a lot of leisure facilities in the area. As all the land around has been sold off for houses.” Page 235 of 286
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12 Beechwood Centre – Business Plan February 2025 “Shortroods has a very tight knit community who uses the centre regularly. It is absolutely needed and provides a number of services locally that people would otherwise have to travel and spend money having to get to when most of us don't have the extra for such things.” Current use of Beechwood Community Centre Respondents were asked how often they currently use the centre and although the majority of respondents (69%) use the centre, few use it on a regular basis. For example, of the 69% who use the centre, only 16% use it weekly and 5% use it fortnightly. 28% said they rarely use the centre and 30% have never used the centre. Respondents were also asked what activities they currently use Beechwood Community Centre for and most respondents (47%) use the centre for family parties. This was followed by children’s activities, which 36% of respondents use the centre for and meeting (27%). Comments could also be left in response to this question. Some comments mentioned how there is not much happening at the centre currently and Christmas party was also mentioned which was referring to event held by Your Community Your Space in late December last year. Page 236 of 286
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13 Beechwood Centre – Business Plan February 2025 Future use of Beechwood Community Centre Respondents were asked what activities they would like to see in the future at Beechwood Community Centre. The most popular activity was more community events as 66% of respondents selected this option. This was followed by better facilities for children and young people (52%) and wellbeing and fitness class (50%). Respondents could also suggest activities and below is a summary of the suggestions: Other suggestions: • Community choir • Sports/fitness classes e.g. Zumba, dancing, boxing, gymnastics. • Employability support • Film night Views on potential outcomes of developing the centre Respondents were asked whether they agree or disagree that the development of services and the building at Beechwood Community Centre would bring positive outcomes. The majority of respondents agreed with all of the potential outcomes. For example, 96% agree that it would give people of all ages more to do and 95% agree that it would strengthen parent and families. Social Impact 96% agree or strongly agree that a better centre will give people more to do. 92% agree or strongly agree that this will give the area a better economic future 92% agree or strongly agree that people will be less isolated 91% agree or strongly agree that it will give people more access to work and training 91% agree or strongly agree that it will get people more active Page 237 of 286
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14 Beechwood Centre – Business Plan February 2025 Future involvement in Beechwood Community Centre A couple questions were asked about getting involved in the centre, specifically booking rooms or volunteering. Only 18% said they would be interested in booking rooms or renting more permanent space. Some of the groups that showed interest included: • Paisley North Community Council • Dance class • Reading group • Keep fit group • Yoga group Page 238 of 286
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15 Beechwood Centre – Business Plan February 2025 There was more interest in volunteering at the centre as 37% said they would like to support activity in the centre. Additionally, 15% said they would help with fundraising and 8% would like to be on the board. 22% would not volunteer and a further 35% were unsure. Views on community ownership of Beechwood Community Centre Respondents were asked if they support the community ownership of the Church building. The majority, 76%, do. Some comments of support included: “I would love to work with the people actively involved in the community to form a group dedicated to providing events for the families of our community to enjoy together, make memories.” “The centre should stay with the people in the area/community.” “It’s about time someone with a more holistic community approach takes over.” 17% are unsure about community ownership of the building. Some of the reasons for this are concerns about financial viability and not having enough information about Your Community, Your Space. Some comments are below: “Could be tricky to pay the bills.” “Could be expensive.” “Not enough information has provided on the group and their intentions of using the beechwood.” Page 239 of 286
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16 Beechwood Centre – Business Plan February 2025 Final comments 14 comments were submitted and below are some examples. “We cannot let the community centre close. We need to work together to keep it open and to meet the needs of the whole community.” “The Beechwood is a very spacious building that can easily house different groups and event at the same time, there should be a warm space 7 days a week and also a place where people/families can access help and information.” “The community centre should be available for all ages.” “Needs to keep community alive” 2.2 Competitive analysis and Asset Mapping Competitive analysis This section looks at organisations, businesses and venues in and around the Shortroods area which provide similar services to those proposed for Beechwood Community Centre. It is important to consider the impact of competition and how Beechwood Community Centre can avoid negative impact on existing organisations and businesses. The full map of potential competitors and partners can be viewed in more detail via Google MyMaps. It should be noted that most of these establishments and organisations existed when Beechwood Community Centre was running as a community centre. The ideas proposed for the Asset Transfer Request of Beechwood Community Centre are: • Community-based activities; • Employability services; • Safe and affordable community space; • Offer sublets to local charities and social enterprises. Page 240 of 286
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17 Beechwood Centre – Business Plan February 2025 Other community based activities in the area: Star Project The STAR Project, established in 1999, is the most significant delivery agency in the immediate area. It is an award-winning community organisation. The map shows its vicinity to the Beechwood centre and Star are highly active in the area. Its mission is to deliver long-lasting positive social outcomes by building safer, more connected, and resilient communities. The project focuses on tackling the impacts of poverty, deprivation, and associated stigma through a systemic approach to building resilience. The STAR Project works with individuals and families who face significant challenges. It facilitates opportunities and aspirations, boosts life chances, engenders community ownership, and celebrates success. The project's unique wraparound approach allows it to see the person, not just a label or statistic, making people feel safe, accepted, and ready to realize their potential. Page 241 of 286
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18 Beechwood Centre – Business Plan February 2025 In a recent impact study, the STAR Project supported nearly 9000 unique individuals through around 24,000 engagements. These engagements were categorized into several key areas: 1. Wellbeing 2. Creativity 3. Connections The STAR Project addresses food insecurity through dignified food and essentials support. It offers counselling, workshops, campaigns, befriending and children and young people’s activities. Connections are being build and the aspiration of YCYS is to work more closely with Star as a key local player. Winter Connections (a network of local places and spaces offering free activities to community in winter). Organisations in the area hosting a Winter Connections programme include: • STAR Project Winter Connections Drop-In. The drop-in provides free soups, biscuits and hot drinks as well as games and creative session. Tuesdays from 6-8pm. • Winter Warmth and Wellbeing at Just Dive In CIC. Crafting, floating and swimming sessions for older adults. Monday-Saturday from 12-4pm. • Youth Club at Twist and Hit Cheerleaders. A drop-in Saturday night youth club for young people up the age of 18 years. Saturdays from 7-9pm. • P1-P7 Youth Club ran by Renfrewshire Rainbow Buddies at Beechwood Community Centre. Providing a range of activities including sports, crafts and wellbeing sessions. Tuesdays from 6-7:30pm. • The Warm Place with Home-Start at Find Your Feet Hub. Running different groups including a perinatal group, family group, parents wellbeing group and dad’s group. Monday-Saturday from 10-12:30pm. Street Stuff provide a range of free activities to young people across Renfrewshire. Activities include football, basketball and dancing. They also have youth buses equipped with Wi-Fi, PS4 fames and iPads. Street Stuff runs a session at the Beechwood MUGA on Thursdays from 6:30- 9:30pm. The Mossy Café is a volunteer run coffee shop and alternative meetings venue at Mossvale Community Church. The café is open three days a week (Tuesday, Wednesday and Friday) from 10am-12:30pm. On Thursdays from 10am-12pm, the café is used to host The All Nations Welcome Café which is a space for refugees and asylum seekers with food, activities and games, English conversation and writing coaching and signposting. This is just a flavour of community activity and is not meant to be an exhaustive list. Spaces to hire in the area: • Caledonia Bowling Club has a main hall with a capacity of 100 people that is available for private hire like birthdays. • Mossvale Community Church has a hall that has been hired for weekly classes like Zumba and Baby Sensory. These groups no longer run from the hall. The hall has also been used to host seasonal craft markets, music events and birthday parties. • Twist and Hit Cheerleaders have one room available for hire at £20 per hour. • The FYF Charity Hub The Find Your Feet Charity Hub is a building in the heart of Paisley that’s home to local charities and community groups with meeting rooms, office space and a community garden available to all. Current tenants: Page 242 of 286
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19 Beechwood Centre – Business Plan February 2025 • Home-Start Renfrewshire and Inverclyde • Renfrewshire Carers Centre • We Are With You • Who Cares? Scotland • Humble HUB • Action for Children • Create Paisley • Apple Clinic 4U • Migrant Help • Renfrewshire Council Children’s Services • Karis Massage Therapies • Transform Therapies • CJC Recruit 2.3 Statistics and Demographics Demographic Report This demographic report provides a summary of key data on the community in Shortroods and the surrounding area. Notes on boundaries and availability of data Your Community, Your Space defines their community as those living in Shortroods and the surrounding area. The community council, Paisley North has been used as the boundary for this demographic report as it covers Shortroods and the surrounding area. The red outline in the image above shows the Paisley North community council boundary. As Census data is not published for community council areas, we have gathered data from the closest fitting Output Areas. Output Areas are the smallest area for which Census data is published. Each one consists of several postcodes with a maximum population of 60. The blue shaded area shows the closest fitting Output Areas to the Paisley North community council area. It is important to note that some Output Areas have not been selected because although some of the households within them are within the Community Council boundary, they also contain many households outside the boundary. Page 243 of 286
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20 Beechwood Centre – Business Plan February 2025 Unless otherwise noted, the data presented in this report is from the 2022 Census. When referring to the Scottish Index of Multiple Deprivation (SIMD) Index, data is gathered from the closest fitting datazones. Datazones are small area geographies, designed to have roughly standard populations of 500 to 1000 residents and are composed of Output Areas. • Demographics: The total population of Paisley North community council area is 5,747. The demographic profile of Paisley North is younger than average for Renfrewshire and Scotland. For example, the proportion of children and young people is higher than the regional and national averages. There is also a higher proportion of those aged between 16-64 years compared to regional and national levels and a lower proportion of those aged 65+ (10.9% in Paisley North compared to 19.5% across Scotland). • Housing: There are 2,993 households in the Paisley North community council area, most of which are either a flat, maisonette or apartment (59.8%) which is higher than the national average of 34.4%. 40% of dwellings are owned in the Paisley North area, followed by 36.5% of dwellings that are socially rented. The proportion of socially rented dwellings in Paisley North is higher than the national average (37.2% in Paisley North compared to 22.5% across Scotland). Household composition in Paisley North is similar to the national averages, but there is a higher proportion of one-person households and lone-parent families. For example, 50% of households in Paisley North are occupied by one person compared to the national average of 37.1%. 18.7% 70.3% 10.9% 16.4% 63.6% 20.1%16.1% 64.4% 19.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% aged 0-15 working age (16-64) aged 65 and over Population distribution Paisley North Scotland Renfrewshire Council Page 244 of 286
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21 Beechwood Centre – Business Plan February 2025 • Economic Activity: 63.5% of adults over 16 are economically active and 31.6% are economically inactive, which is similar to the national average. Of those who are economically active, 42.3% work full-time and 12.8% part-time. 6.3% are self-employed and 2.2% are unemployed but available for work. • Health, disability and caring: 15% of people have a mental health condition in Paisley North which is higher than the national average. 10% of people have a physical disability which is just above the national average of 9.7%. 11.9% are unpaid carers; 5.3% provide unpaid care up to 19 hours a week, 2% from 20- 34 hours and 2.5% 50 or more hours. • Vehicle access: 40.5% of households in Paisley North do not own a car which is lower than the national average of 26.4%. This could indicate an increased reliance on public transport. Additionally, the SIMD (see below) shows low deprivation associated with the domain for geographic access to services which measures the mean travel time (in minutes) to key services by car or public transport, meaning that access to public transport is good in Paisley North. 50.0% 14.0% 7.0% 6.8% 6.1% 3.4% 3.9% 37.1% 17.4% 7.0% 9.3% 3.3% 2.5% 4.7% 0% 10% 20% 30% 40% 50% 60% All one-person households All couples with no children All couples with one dependent child All couples with 2+ dependent children Lone parent families with one dependent child Lone parent families with two or more children Other household types (e.g. all students) Household types Scotland Paisley North Page 245 of 286
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22 Beechwood Centre – Business Plan February 2025 Education: A lower proportion of people have a qualification in further education or at a degree level in Paisley North compared to the averages across Scotland. 17.1% 21.8% 10.0% 7.0% 16.8% 27.8% 16.7% 18.9% 11.1% 7.6% 13.2% 32.5% 0% 5% 10% 15% 20% 25% 30% 35% No qualifications Lower school qualification Upper school qualification Apprenticeship Further education and sub-degree higher education Degree level or higher Highest level of education Scotland Paisley North Page 246 of 286
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23 Beechwood Centre – Business Plan February 2025 Scottish Index of Multiple Deprivation (SIMD) The Scottish Index of Multiple Deprivation (SIMD) measures the level of deprivation across 6,976 data zones in Scotland. The SIMD combines data across seven domains: income, employment, education, health, geographic access to services, housing and crime. Areas coloured red on the map below are ranked as most deprived, through to orange, blue and dark blue (least deprived). There are six datazones covering Paisley North which are S01012153, S01012154, S01012155, S01012156, S01012157 and S01012158. • There are four datazones that fall within the 10% most deprived in Scotland, showing multiple deprivation as all the domains fall within the 20% most deprived, except for geographic access to services which falls within the 20% least deprived in Scotland. Geographic access to services is measured by mean travel time (in minutes) to key services by car or public transport. Key services includes GP, petrol station, post office, primary school, retail centre and secondary school. Due to the fact that Paisley North is an urban area close to centre of Paisley with train and bus links, this is why this domain ranks as least deprived. • The other two datazones (shaded in orange and yellow covering the northern side of Paisley North) fall within the 40% most deprived in Scotland, showing varied levels of deprivation across the domains. For example, the datazone, S01012158, falls within the 10% most deprived for crime, however the domains for income and employment show lower levels of deprivation, falling within the 60-70% least deprived in Scotland. Page 247 of 286
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24 Beechwood Centre – Business Plan February 2025 2.4 Community Event 1 At the end of December a community event took place to engage with local people. The survey was launched at this event and the focus was on building trusted relationships with local people. The event was a positive and had an excellent turn out from Your Community representatives and local residents. In the summer, Your Community Your Space delivered a community BBQ and they are committed to offering social events that will draw people in. The lack of community events and parties in the current centre was an issue raised by local people. 2.5 Community Event 2 Two public meetings took place, one in the afternoon and in on the evening to accommodate people with different commitments. Around 75 people attended over both events including the current committee, representatives of local organisations and elected members. The following were the key findings; • Local people value the centre and feel it is a vital part of the local community. It is full of memories for locals and needs to be at the heart of the community long term going forward. • There was a desire for the centre to be run by local people • The current committee pointed out that they would welcome replacement trustees. • Existing activity should be protected. • The centre needs to be open for local people with things that they want to do. • There was a feeling that parties were not held often and the current committee had had experience of significant damage. Going forward a system needs to be found to protect the hall from damage but to open up for events and parties. • Parties are not only important to celebrate family events but can generate an income. • The centre needs to cover it costs in a demanding economy, but must also be affordable for local groups. • The biggest demand was for multi-purpose community services such as dance classes, youth activity and lunch clubs, though events was in significant demand. • The main concern in the community was identified as poverty and those on a low income who struggle to work. It was seen as important to ensure that the centre was open and available to those who are in this situation. Page 248 of 286
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25 Beechwood Centre – Business Plan February 2025 2.6 Stakeholder Interviews This has included one to one interviews as well as the focus group at Renfrewshire Council and discussions on site. Interviewees were as follows: • Renfrewshire Council (Employability) • Renfrewshire Council (Community Wealth Building) • Renfrewshire Council (Property) • Renfrewshire Council (Community Learning and Development) • Three elected members • Two members of the existing committee • Star project • Mossvale Community Church • Renfrewshire Rainbow Buddies • Bingo Group Need in the Community • Stakeholders indicated that buses won’t go into the area due to crime and a new community facility could create positivity. • Big need is youth and families work • Though there is high levels of deprivation, the community has not communicated a need for employability support. Governance • This has been a self -managed hall for over 30 years. The Council have a cleaner there but the other staff are employed by the local management group. • There was a suggestion that private sector representatives could be recruited to the board to strengthen the governance and skill set. • Some stakeholders are keen for the centre to be run by local people. • Local people would like to know more about Your Community Your Space Usage and activity • It is felt locally and by some groups that this is a “closed” centre and needs to be more welcoming to local groups. • The church and bowling club are active and this has attracted local people whereas the Beechwood has not been so open and easy to access. • Thought the current committee have had to deal with damage and poor behaviour, the community feels that young people should be allowed to meet there and social events and parties should happen. • There is lack of space in the joint campus and the school could use a new centre. • Digital support could be built on in the existing IT suite • There was demand for children’s work and after school club to return to the centre • Most stakeholders would like to see more groups operating • Exercise and keep fit Page 249 of 286
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26 Beechwood Centre – Business Plan February 2025 Support • Engage Renfrewshire and the Council are willing to continue to support the centre. • Stakeholder were clear that this will be challenging to operate and expensive and will need external support to succeed. • A local group may be willing to look after the building till a solutions is found Funding and Finance • The new group will need to ensure income from lets but this will be challenging when people locally are struggling financially. • A consistent pricing policy is needed that is fair and affordable but that also starts to cover costs. 2.7 Current User Group Session Of the key use groups attended a focus groups to discuss how they felt about the change. They had met representatives of Your Community Your Space and were encouraged by their commitment to secure space for existing community groups. There was a great deal of affection for the centre and a feeling that there was a significant social impact to vulnerable services users and members. The groups were supportive of a new commit bringing new energy and new activity. 3. What We Will Do and Our Outcomes 3.1 Vision and Mission Page 250 of 286
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27 Beechwood Centre – Business Plan February 2025 VISION This community will be cohesive, mutually supportive and strong, addressing poverty and giving everyone the best start in life. MISSION To create a community space that has something for everything to bring the community together through events and community activity and to address individual issues through locally based services. KEY OBJECTIVES 1. To create a community controlled asset that has high occupancy rates with services for people of all ages and circumstances. 2. To secure control of that asset from Renfrewshire Council on behalf of the local community. 3. To establish Your Community Your Space as an effective geographically bound, locally controlled organisation 4. To work towards the majority of people on the board being from the geographical boundary set out in the constitution 5. To operate the new charity to a high standard, with clear policies and procedures. 6. To agree a way forward that is financially viable. To set out a pricing policy that is affordable and fair and will ensure all costs are covered. 7. To upgrade the building with external funding while not committing to a major renovation or extension. 3.2 Key Activities and Services Generally the vision is to cover the following areas. The biggest demand in the survey is for more community events (66% of respondents) followed by better facilities for children (52%), keep fit (50%) and cultural activities (45%) Community Events The space will be used for a range of community events. These could be seasonal, such as Christmas, Easter and Halloween. But they could also be themed, such as “Summer Nights”, themed meals and donations based film and drama nights. The big hall is an ideal space for small performances, with good acoustics, an atmospheric interior and an existing stage area. The stage will be a well-used space for drama, pantomimes and concerts. Target number of beneficiaries per year: 1000 – locals Family Events One of the most popular demands was to use the space for weddings, funerals and other family and community celebrations such as children’s parties. These will also be a good income generator. The hall will need to be renovated and “dressed” for such events. This will be a hub for family events from first communions to funeral teas, birthday parties to weddings. Page 251 of 286
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28 Beechwood Centre – Business Plan February 2025 Target number of beneficiaries per year: 1500 local people Wellbeing There are already a range of wellbeing activities and this will be a focus on the future usage of the centre. This will range from keep fit and zumba classes to mental health awareness and support groups. Yoga is an example of current activity. Target number of beneficiaries per year: 500 local people Training and Learning A lower proportion of people have a qualification in further education or at a degree level in Paisley North compared to the averages across Scotland. There is a need for upskilling the local population and providing a range of learning sessions. The next phase or research will flesh out what this could look like. Target number of beneficiaries per year: 750 local people Anchor tenants Your Community Your Space is keen to build a model where the Beechwood is a supportive space that hosts a small number of anchor tenants. This facilitates quality community development by providing an affordable, well run space for existing groups to be based from (see section 3.3). All existing organisations and activities will continue but will fit within the above thematic areas. The Beechwood OAP Bingo meets twice weekly and this and the Monday club is there to reduce social isolation for example. 3.3 Existing Groups Existing groups will continue and these include; Mondays: Monday Club 13.00 - 15.00pm Cheerleading Classes 18.00 - 21.00pm Yoga 18.30 - 20.00pm (not currently booked) Tuesdays: Ballroom Dancing 13.30 - 15.30pm Cllr Surgery 17.00 - 18.00pm (1st Tuesday every month) Taekwondo 18.30 - 19.30 pm Youth Club (primary school age) 18.00 - 19.30pm Wednesdays: Housing Regeneration Prog 14.00 - 16.00pm Irish Dance Class 18.30 - 20.30pm Councillors Surgery 18.30 - 19.30pm (3rd Wednesday of every month) Mixed Martial Arts 18.00 - 20.00pm O.A.P. Bingo 19.30 - 21.00pm Page 252 of 286
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29 Beechwood Centre – Business Plan February 2025 Thursdays: Yoga 19.00 - 20.00pm (not currently booked) Fridays: MP Surgery 12.45 - 13.45pm (Last Friday Of Every Month) Friday Bingo 19.30 - 21.00pm Also Available for booking parties, Social Events 3.4 Broad Social Outcomes In a simple format, the list below illustrates the impact that this project will have on the community based on the findings of the research. YCYS anticipate the following outcomes will be achieved as a result of acquiring the Beechwood Community Centre: The future of a community-managed facility in the neighbourhood of Shortroods, Paisley will be secured – The Beechwood Community Centre (formerly Shortroods Resource Centre) has operated as a community-managed facility since 1998. Your Community Your Space will build on this legacy. Your Community Your Space will actively promote the Beechwood as a community venue and social events space to increase hall/room hire and extend the range of activities delivered in the Centre. Your Community Your Space will also offer block bookings to local charities, informal community groups and social enterprises. Small businesses such as dance classes will be welcome too. These anchor tenants will contribute to the longer-term sustainability of the facility. Income generated through the above will be used to employ full and part-time staff and support regeneration activities within the local area. More people will have an opportunity to participate in community-based activities which improve their social and physical wellbeing – Asset transfer will enable YCYS to invest in the provision of community-based activities designed to: • Deliver positive changes in mental and physical health and well-being. • Reduce health harming behaviours, anxiety, social isolation, depression, suicide, dementia, and Alzheimer’s • Build capital, connectedness, and sense of belonging YCYS will deliver a range of community-based and community open-day events each year. More people with have access to services which increase their employability opportunities – Asset transfer will enable YCYS to provide a range of learning and employment opportunities. More people will have access to a safe and affordable community-space – Asset transfer will enable YCYS to create a safe place for the community to meet and participate in a wide range of activities. Beechwood Community Centre will contribute to Renfrewshire’s 2030 net-zero target - YCYS will identify and implement carbon reduction measures which support Renfrewshire’s bold ambition to achieve net zero by 2030. YCYS will commission an Energy Audit to identify carbon reduction measures best suited to the Beechwood Community Centre. Impact on People and the Community 1. There will be reduced isolation and reduced loneliness. This is particularly focussed on older people with services such as the Monday Club. 2. Stronger community cohesion and increased mutual support. When things like weather or a future pandemic hits, the centre will be the core support network for the community. It will act as the central resilience centre. Page 253 of 286
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30 Beechwood Centre – Business Plan February 2025 3. People who have limited educational achievement and low employment opportunities will have better job prospects. 4. People with poor health will have enhanced wellbeing. 5. Through services, events and parties, families will be stronger. The Beechwood Centre offers impacts on many levels because changing impacts will happen with new user groups and new services over time. With an underlying emphasis on bringing local people together in a welcoming, warm environment around community and family events, the centre will continue to be the hub of the community. We estimate reaching 1000 individuals per year who will be positively impacted. Impact on the Your Community Your Space This is a new organisation that will be established and strengthened over the coming months and years. We will reach out to local people to strengthen the board as it grows and develops. With more local people more local organisations represented, YCYS will become a strong locally representative group. Impact on the Environment A well-used building situated in the heart of Paisley North will be retained as a multi-purpose and friendly community space, open to everyone. Without a new vision, there is a danger that this building can deteriorate. New governance and more local control will bring innovation and new activity. The conditions survey indicated that there are roof leaks and other issues to repair. Though there is nothing structural, there is a need for a general upgrade of the whole facility. This will improve and protect the physical environment of this area, lifting the spirits of local people. This project makes good use of an existing building, protecting the embodied carbon. In the future a technical study will be done and there will be a vision for upgrading to the building but for now, the building will be utilised as it is so there is not a risk in needing to find capital grant funding. Impact on the Economy: The financial model shows that there is turnover of £ £653,548 over 5 years that will be spent locally. YCYS will commit to having a local supply chain, local to their operating area. This will ensure money will be reinvested back into the local community. 3.5 Monitoring and Evaluation Our objective is for Beechwood to become a robust, sustainable enterprise which achieves or exceeds the targets and outcomes set out. We are committed to making a significant difference to the community. The process is as follows: 1. Creating a baseline form which we can view change: There will be a clear baseline for reporting the evaluation findings: • The outcomes, set out in this business plan will be based on the findings of the research and the demographic report. • Targets agreed in the final business plan. • A logic model will be developed before the project is launched. 2. Gathering evidence: Page 254 of 286
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31 Beechwood Centre – Business Plan February 2025 Evidence will be sought from the following: • User groups and users: o An agreement to gather simple data will be a part of the lease agreement. o Recording details of the numbers and nature of people attending the activities, events, meeting space etc o User groups will host visits from the Facilities Manger to discuss the impact with attendees. o Customer Satisfaction Surveys – including regular user surveys which will be kept simple; but also, a bi-annual local survey to record wider benefit. • Sustainability: o The finances will be monitored by the board using management accounts. 3. Reporting Once appointed, the Facilities Manager will produce regular monitoring reports (these will be quarterly) and a detailed report annually. We will use impact data in our marketing of the facility. Page 255 of 286
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32 Beechwood Centre – Business Plan February 2025 4. Governance and Management 4.1 Governance and Legal Structure Current Committee The current committee is a company limited by guarantee with charitable status (SC020508). There are only two members left and this company will be wound down. A significant loss was shown in the most recent accounts which is a situation that will need to be turned round. In the accounts up to end of March 2024 there was £16,170 in reserves but this may be lower now. The current committee have worked hard over 30 years and feel it is time to “pass on the baton”. Your Community Your Space The organisation was established in July 2024 with the aim of creating an enabling environment for individuals and families through provision of holistic community support services that address physical, mental health, educational and social wellbeing. YCYS is governed by a Board of six Trustees, appointed by members of the organisation. There are currently 25 registered members. Your Community Your Space (YCYS) is a new Scottish Charitable Incorporated Organisation, (SC053549). 1. The Organisation has been formed to benefit the Community of Paisley and has the following charitable purposes 2. The prevention and relief of poverty through awareness campaign and training 3. The advancement of citizenship and Community development 4. The provision of recreational facilities, the organisation of recreational activities, with the objective of improving the conditions of life for the persons for whom the facilities and activities are primarily intended. 5. The promotion of equality and diversity within the wider Community 6. The relief of those in need by reason of age, ill-health, disability, financial hardship or another disadvantage Page 256 of 286
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33 Beechwood Centre – Business Plan February 2025 Local Control The community is identified as including “the Ward of Paisley Northwest”. Though the organisation legally covers the town of Paisley to allow for future expansion, it is clearly focussed on Paisley Northwest in which Shortroods sits. Full membership is “open to any individual aged 16 or over from the community who supports the purposes of the organisation”. This will ensure that membership and control lies with local people. There is also a provision for associate membership from local organisations which could include a future community council or organisations like Star. It is clear that the intention is to found the control of the organisation locally while ensuring there are good skills on the board to run a complex facility in challenging economic times. Trustees can be re-elected but must retire after three years. Governance and Strategic Management The board is aware of the amount of time, commitment and hard work that will be required to develop and manage the Beechwood Centre. As a new organisation, with founding directors and currently 25 members, the first priority is to undertake a recruitment campaign locally to get more local residents onto the board. A major membership drive will be the first priority. The target is to secure 100 members in year one and up to 250 in year two. At the moment the majority on the board are not local to Shortroods, (though some are), because it is new, but the target in year one is to ensure that the majority of seats on the board are taken by local residents while also ensuring there are the management skills on the board to enable it to be efficient, effective and compliant. We may develop a model where there is a senior strategic board with a local management committee involved in the day to day running of the centre but that will be confirmed as the governance evolves. Either way local people will be encouraged to control the centre that matters to them. Induction and on-going training will be provided with the support of Engage Renfrewshire. Financial Management An annual budget will be agreed by the board and this budget will be overseen by the Treasurer, who will provide a monthly report on actuals versus forecasts setting out any variances and the reasons for these. This system will enable the directors to assess how the site’s sustainability plan is proceeding and plan accordingly. External advice will be sought to understand the long term repair and maintenance burden of the building to ensure that enough money is being put into a sinking fund that will allow these repairs to be addressed through self-generated income, at least in part. Trading We anticipate that the majority of future activities at the building will constitute primary purpose trading under the charitable activities set out above. We will monitor the income generated from these activities, and if non-charitable purpose trading increases significantly (eg if commercial weddings grows), a trading subsidiary will be established – this will be a company limited by shares with all the shares owned by the charity. VAT VAT is complex and YCYS will commission a VAT assessment in preparation for taking control of the asset. Rental of space is particularly complex. Though the trading does go over the £90,000 VAT threshold, some of this may be exempt and a bespoke VAT assessment will be required. At the moment VAT has been factored in, but this will need to be checked by a VAT specialist. Page 257 of 286
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34 Beechwood Centre – Business Plan February 2025 4.2 Volunteers We envisage that volunteers will play an important role at the project, including work on day to day operations as well as help with awareness raising and fundraising. We will make sure that volunteers are given something back and hope to institute things like the Saltire Awards or similar. Volunteers will be given clear job roles, training and support with guidance from the local Third Sector Interface. The public meetings indicated a high level of passion about the centre and there is a hope that this will convert into volunteering. Staffing / Volunteer Structure – Currently 25 volunteers support the work of YCYS by carrying out roles such as the coordination of volunteers, delivery of community-based activities, provision of administrative support etc. As the organisation develops, YCYS intends to recruit staff in line with the Scottish Government’s Fair Work principles. In the community survey, 9 people said they would like to serve on the board, 17 to help with fundraising and 42 to help with activity in the centre. Some left contact details so this can become an initial cohort of volunteers. 4.3 Future Aspirational Staffing Two current staff are employed by the Beechwood Community Centre committee. Though that organisation will go, YCYS should take HR advice on the position of these and other staff. In principle, the vision is to set out a new staffing complement that is more developmental. We will take time to consider the staffing needs of the organisation and will recruit as appropriate. The proposed minimum staffing structure is shown in the diagram below. We envisage that the Facilities Manager will be part time and the cleaner/caretaker will be full time. Staffing will be kept to a minimum initially to ensure the sustainability of the building. To promote employability, we hope to use placements but this will depend on what employability programmes exist at the time. Organisational chart YCYS Board Facilities Manager Cleaner/caretakerVolunteers Employability placements Page 258 of 286
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35 Beechwood Centre – Business Plan February 2025 Job Roles will be as follows: Facilities Manager (part time) This post operates as the main member of staff of the centre. They will be responsible for the continued success of the facility and for generating lets. As Facilities Manager, they will take an overview of the building and line-manage other staff and volunteers. They will liaise with the board on the viability of the centre and any new activity. They will also have a lead role in overseeing the commercial outcomes and the sustainability of the facility. Responsibilities will include. Operations • Seeking new lets and user groups • Develop funded projects • Managing key partners and users of the space. • Booking events and managing the events calendar. • Fundraising and bid writing for grants • Financial stability. The Co-ordinator will be responsible for overseeing financial viability, balancing budgets with actuals and dealing with variables. People Management • The recruitment and induction of new staff and the on-going line management of the whole team as it may grow over time. • The recruitment and induction of volunteers and on-going volunteer development. Marketing and Communications • Overseeing and managing the communication strategy to promote the facility. • Updating facebook and the website and all social media platforms. Admin/Finance/ Tasks • Answering questions about the organisation by phone or email and being the first point of contact • Managing on-line data and filing systems • Overseeing policies and processes including compliance such as Health and Safety and Data Protection. • Scheduling meetings and taking notes • Updating computer records • Maintaining office correspondences • Recording financial transactions and undertaking bank reconciliations Cleaner/caretaker (full time) • Cleaning the building or supervising a team of cleaners • Setting up all spaces for all activity • Welcoming user groups and ensuring they have everything they need • Setting up, with support, more elaborate initiatives such as weddings. Page 259 of 286
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36 Beechwood Centre – Business Plan February 2025 • Inspecting the building, including heating, cooling, lighting and alarm systems to make sure they are in good working order • Performing basic repairs and maintenance tasks as required • Sourcing, booking and supervising contractors for major repairs • Monitoring cleaning materials, tools, and furniture and reordering as required • Adhering to the company’s safety policies to create a safe working environment for everyone Employability Placements The intention is to work with Council and other providers, under programme such as Noone Left Behind, to create work placements and employability placements where possible and fundable. The intention is to use the centre to increase skills and employability while enhancing the resources within the centre. 4.4 Operation, Policy and procedures As a new organisation, there will be the development of a full suite of policies and procedures, Training will be provided to new board members, staff and (where appropriate) volunteers on the use of these policies. This is not a comprehensive list and the COSS resource on facilities management will be used. The current committee and staff will have a lot of these in place and more and the full set of policies will be reviewed to ensure they are all compliant and fit with up to date guidance. These will discussed by and signed off by the new board. • Health and Safety Policy • Data Protection • Booking policy • Pricing policy • Environment and Net Zero Policy • Privacy Policy • Child Protection • Vulnerable Adult Protection • Grievance Policy • Membership Policy • Staffing Policy and employee handbook • Volunteering Policy • Recruitment and Training Policy • Fair Work • Equalities, Diversity and Inclusion Policy • Policy governing allocation of space • Conflict of Interest policy • Specific policies in relation to the events space (e.g. PRS licence) • Specific policies in relation to food and the kitchen, (e.g. food handling) The organisation will ensure it has all the appropriate insurances in place including Public liability, professional indemnity, building and contents, board indemnity and cyber security. A price for this has been estimated but will require quotes. Operations The following will need further discussion with the Trust but is the current thinking regarding the day to day operations of the centre. Opening hours 9am till 9pm, seven days a week is the long term aspiration. Initially the centre will be open when staff are available but additional staff, volunteers and a secure entry system can be used beyond that. Staffing One part time Facilities Manager and a full time cleaner/caretaker (could be a team rather than an individual). This will be supported by a team of committed volunteers. 10% has been added to the staffing budget to cover sickness and holidays. Page 260 of 286
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37 Beechwood Centre – Business Plan February 2025 Building access Having staffing 12 hours a day, 7 days a week is too expensive so some of the time will be operated by key pad entry, or by volunteers. Further technical assistance will be required to fund and install such a system so this will be in a second phase. Booking Booking on line using a bespoke software package and pre-payment for all spaces. Hallmaster is a popular choice but a full options appraisal will be done prior to opening. Booking can also be taken at the office and it is clear that human contact is vital for some users. There will be an emergency number with a caretaker on call at all times. Facilities management Largely delivered by the caretaker but with external contracts for things like PAT testing, legionella checking, fire safety checks, alarm checks etc. The Cleaner/Caretaker is likely to be a lead caretaker with some sessional staff to cover activities on a rota basis. Cash handling The Facilities Manager can do cash handling and there will be clear procedures in place for cashing up and to protect all staff. Some booking and payments will be done electronically. Events management Costed into all weddings and conferences will be additional session staff who will be there to prepare the space, be there for serving and for cleaning up. This will be a team of freelance individuals. Site Security Site security will include CCTV cameras and an alarm system. 4.5 Board Skill set YCYS is led by a Board of six Trustees with a wealth of experience and skills as outlined below. However as time goes by new directors from the local area will join the board. At the moment we have skills in administration and business, data management and enterprise, healthcare and wellbeing, nursing, architecture and experience within housing association. A skills audit will be done with new board directors when they are recruited. Page 261 of 286
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38 Beechwood Centre – Business Plan February 2025 4.6 Risk Mitigation Risk Impact Probability Existing Controls Action Required Lead Responsibility Renfrewshire Council turns down asset transfer request High Low to medium Full business plan Good community consultation Relationship with Council representatives. Existing meetings and discussion with Renfrewshire Council asset transfer dept. Responses to local concerns Strengthen the business plan Further community meetings and visits to build strong relationships Further research Robust cash flow projections. Appeal or re-application with more community support YCYS Board Loss of existing user groups High Low to Medium Discussion with current users who all want to stay. Further 1:1 engagement with current user groups at the next phase of research. YCYS board with support from consultants Unable to secure funding for the renovation Medium to High High Fundraising search Phased over 20 years Consideration of a soft loan Disaggregate elements and link with different funds. Consider use of more innovative sources of income such as loans, community shares and crowdfunding. Opening of funds such as RCGF YCYS Unable to recruit enough new board members to the new SCIO High Low Launch of the organisation Support from TSI Invites board membership in the current survey (9 volunteered) Marketing campaign Advertising during the asset transfer process when the publicity will be high Board Low demand for services/ activities from local people High Medium Building awareness; involving the community; consultation. Strong marketing throughout; developing partnership with other Facilities Manager if funded Page 262 of 286
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39 Beechwood Centre – Business Plan February 2025 Risk Impact Probability Existing Controls Action Required Lead Responsibility Continue to host existing services organisations and potential users throughout the initial period. Open days Local activists on the board to build loyalty Deals and good publicity Resistance from local people to YCYS perceived as not being locally based Medium Medium Early contact with local community Major comms plan in full and final business plan Recruit Shortroods residents to the board YCYS board Loss of Key Personnel, Volunteers and Board Members High Medium Developing succession planning; liaising with potential volunteers, new members of the Steering Group etc. Priority to recruit new members. Discussion with Council about existing staff position. Write a succession plan. Good terms and conditions for future staff. Good support for volunteers and staff Board Opposition from other community spaces who view this as competition Medium Low to medium Meeting community groups and listing during the consultation phase Strong asset mapping Communicate the desire to only fill gaps and work in partnership Joint work and joint marketing. Facilities Manager Page 263 of 286
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40 Beechwood Centre – Business Plan February 2025 5. Marketing 5.1 Approach The marketing strategy will focus on strengthening the reputation of Your Community Your Space as a new organisation – and one that includes genuine local representation. The “under new management” brand will need to be positive and there is a danger than a group viewed as being outwith the community could be negatively perceived. Full use will be made of a range of communication tools to ensure all potential users are aware of the facilities available and the chance of becoming a member. Promotion will be carried out through social media, local press and radio and use will be made of a dedicated website (to be developed). The marketing will have two key drivers; 1. To retain and grow the users of the centre. 2. To recruit new members to the YCYS organisation and board. 5.2 Brand and Name Crucial to the branding will be a new name and new visual identify for the building which, at the moment does not look welcoming. Though it is welcoming in reality, it may put off new users. A name will be chosen for the building so that it can be recognised easily. There is no agreement yet on a name but this will be discussed during the detailed business planning process. The brand will try to communicate the following messages; • New and exciting • For everyone • Attracting young people and families • Affordable • Locally controlled 5.3 Marketing channels Local Residents • Initially via the Shortroods Facebook place which has around 4000 followers. • Beechwood social media accounts (New sites will be set up from scratch – Facebook and Instagram in particular). This will be added to daily by the Facilities Manager with news, quotes, deals etc • A new website with professional photographs of the centre and activity there as well as a donations button and a booking option. Page 264 of 286
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41 Beechwood Centre – Business Plan February 2025 • Door to door leaflet drops in the first year • Flyers in public places • SMS system (or WhatsApp) to communicate with an increasing number of users • Membership drive in year one Community Groups • Distribution via networks such as Engage and the social enterprise network • New website • Engage Renfrewshire e-bulletin • RenSEN e-bulletin and RenSEN network events Corporates and weddings • Brochures • Mailing to wedding planners, undertakers, party planners etc • Regional network such as Glasgow Social Enterprise Network and regional Chambers of Commerce. • Business websites • Join Chamber of Commerce Page 265 of 286
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42 Beechwood Centre – Business Plan February 2025 5.4 Marketing Strategy Purchase and Securing Control Period (year one) Planning Phase Asset transfer Market Research and Pilot of activities Membership drive Consolidation Year (year two) Roll out of new brand Operating Bigger membership targets Growth (from year three) Increasing Footfall and Income Increase commercial bookings Review potential to extend offering New communications strategy Membership drive designed with targets Register on digital platforms especially Facebook (for local people), Instagram (for younger people) as well as X/twitter and Bluesky Develop new website Messaging directed at existing users to make them curious. Develop Brand and visual identity including signage Identify resources and funding for marketing. Join Chamber of Commerce Clarify monitoring tools for sales income/ targets Door to door leaflet drop to the community. Arrange official opening event Roll out social media strategy Email to all partners and stakeholders Advertising in newsletters Second door to door to advertise the launch Increase social media posts/ shares Quarterly newsletters via Mail Chimp First round of events Review marketing budget Develop database of customers for different services Agree marketing objectives and sales targets for each activity Updated communications strategy Conduct customer satisfaction survey Page 266 of 286
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43 Beechwood Centre – Business Plan February 2025 6. Financial Sustainability 6.1 Capital Renovation Further work will be done at the next phase to identify a clear funding strategy for the gradual renovation needs. A figure of £725,206 was given in November 2023 to upgrade the building which was felt to be in a poor state of repair. The report goes into some detail. This however is over 20 years. A year one figure is £120,100 and a year two figure is £172,720. At the moment the situation for large capital funding is not positive but some funds are suggested below. Fund Notes Target amount Sustainable Communities Fund Can fund capital for regeneration initiatives. There is no guarantee that this fund will be available at the same level as it is now. Say £100,000 CARES Will require an options appraisal and a costing Up to £80,000 and up to 80% of costs Scottish Landfill Communities Fund Object C : To provide, maintain or improve a public park or other public amenity. Circa £20,000 Clothworkers Foundation Main grants funding for capital costs (including purchase of fixtures and equipment as well as building purchase or renovation) – usually over £10,000. Say £10,000 Garfield Weston Foundation Can fund up to 10% of capital costs Say £20,000 The Weir Charitable Trust Includes a focus on “Recreational facilities: the provision or organisation of recreational facilities (buildings, pitches or similar) with the aim of improving the conditions of life for the people for whom the facilities are primarily intended. This is only in relation to facilities which are primarily intended for people who need them due to age, ill-health, disability, financial hardship or other disadvantage.” Up to £25,000 Page 267 of 286
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44 Beechwood Centre – Business Plan February 2025 6.2 Income Generation and Sustainability Once the site is operational, Your Community Your Space will work towards sustainability through events and room hire, but will be careful to balance the need to generate income with the necessity of ensuring that what is provided in the community is open to all in the community, regardless of income. There is no more than a 25% occupancy rate because this accommodates the need to use the space for events and block bookings. Key income generators are events, family parties, conferences and weddings. There is an aspiration for 2-3 anchor tenants and 2 have been built into the cash flow, though these need to be confirmed. Our full financial projections are shown in Appendix 5 in this Business Plan. We have shown 5 years altogether. The largest item of expenditure is salaries. The aspiration is to be sustainable without grants, though few centres are. Our cashflow projects show trading growing at a modest rate – occupancy rates are relatively low and are intended to be cautious. Use of Current let Hire Rates The projections show that with a reasonable grants/ fundraising target of £35.000 in Year 1 (tapering to £10,000 in Year 2 and none beyond Year 3, though it is likely that some fundraising will be needed), modest surpluses can be generated accumulating to over £30,000 by the end of year 5. We have aimed to show that there is a clear trajectory towards being sustainable and we believe that is possible in principle. In reality it is highly likely that grants and fundraising will be part of the mix of income as is standard for such a facility. BEECHWOOD COMMUNITY CENTRE LET CHARGES Groups/Meetings Large Hall/Extension Mon - Fri £25.00 per hr £20.00 per hr Local Community Groups Small Hall Mon - Fri £20.00 per hr £17.50 per hr Local Community Groups Small Rooms Mon - Fri £17.50 per hr £15.00 per hr Local Community Groups Commercial Lets Large Hall Small Hall Mon - Fri £25.00 per hr Mon - Fri £17.50 per hr Sat Afternoon £30.00 per hr Sat Afternoon £20.00 per hr Sun Afternoon £35.00 per hr Sun Afternoon £25.00 per hr Functions/Events Large Hall Extension Hall Fri Night £35.00 per hr Hire until 1am Sat Afternoon £30.00 per hr Sat Night £35.00 per hr Hire until 12am Sun Afternoon £35.00 per hr Maximum Numbers Attending Area Dinner Dance/Party Concert/Meeting Small Hall 40 20 40 Large Hall 200 140 200 Page 268 of 286
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45 Beechwood Centre – Business Plan February 2025 In the cashflow the level of grant funding required could be reduced if these cautious estimates are exceeded. At this level of trading it is not possible to afford a sinking fund. A summary of the financial trajectory is set out below. NB : VAT has been factored into the cash flow but a VAT assessment will be required and this may need to be adjusted. We have simply added on 20% whereas there will be some reclaim and might be partial exceptions. VAT exemptions may put the organisations below the VAT threshold but this will need to be checked. Change in the Model It should be noted that this is a model based on revitalising the centre and increasing occupancy rates by attracting existing and new groups to the centre and delivering family parties and community events. The building is currently not operating on a sustainable model so “status quo” is not enough. Growth will be required to stabilise and sustain the centre. This is a step change in the way the building works. Though it has not been factored in, grants should be sought for the early years. Year 1 Year 2 Year 3 Year 4 Year 5 Total Income Trading £90,440 £132,083 £143,675 £143,675 £143,675 £653,548 Grants £35,000 £10,000 £0 £0 £0 £45,000 Total £125,440 £142,083 £143,675 £143,675 £143,675 £698,548 Expenditure £120,983 £132,909 £136,279 £137,352 £138,447 £665,969 Surplus/Deficit £4,458 £9,174 £7,396 £6,323 £5,228 £32,579 Page 269 of 286
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46 Beechwood Centre – Business Plan February 2025 Appendices Page 270 of 286
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47 Beechwood Centre – Business Plan February 2025 Appendix 1 : Fit With Strategy Further work will be done to fit the work to the strategic framework when the direction of travel is clearer. National Scottish Government National Performance Framework Scotland’s National Performance Framework provides a vision for Scotland with broad measures of national wellbeing covering a range of economic, health, social and environmental indicators and targets. The Framework is intended to inform discussion, collaboration and planning of policy and services across Scotland, encompassing the public sector, businesses, civil society and communities. There are 11 national outcomes, of which the most relevant are: • Economy: We have a globally competitive, entrepreneurial, inclusive and sustainable economy. • Environment: We value, enjoy, protect and enhance our environment. • Communities: We live in communities that are inclusive, empowered, resilient and safe. Investment is to be focussed on deprived communities and disadvantaged rural areas. Place Principle, 2019 Adopted by the Scottish Government in 2019, and intended to provide a collective focus to support inclusive economic growth and create places which are both successful and sustainable. It recognises that: • Place is where people, location and resources combine to create a sense of identity and purpose, and is at the heart of addressing the needs and realising the full potential of communities. • A more joined-up, collaborative, and participative approach to services, land and buildings enables better outcomes for everyone and increased opportunities for people and communities. Community Empowerment (Scotland) Act 2015 / Land Reform Act (2016) Helps to empower community bodies through the ownership or control of land and buildings and by strengthening their voices in decision making around public services. There is a policy move to shift control of assets from the public and private sector to the people. Scotland's Social Enterprise Strategy, 2016-2026 The vision is that “Over the next decade social enterprise will be at the forefront of a new wave of ethical and socially responsible business in Scotland. It will become a far reaching and valued alternative and a key part of the Scottish way of doing business.” A third action plan is under development. A Wellbeing Economy Wellbeing Economy Governments (WEGo) and First Minister speech at Panmure House 2019. This sets out that an economy should be driven by the wellbeing of people and communities rather than only GDP. This has developed with the establishment of the Wellbeing Economy Alliance (https://weall.org/scotland) Community Wealth Building CWB is a model whereby locally based anchor institutions (such as local authorities, NHS, etc.) focus spend locally to encourage the development of local economies and to limit procurement spend leaking out of the area. The Scottish Government has bought into this concept and it is rolling out across local authorities. There are 5 key principles; Page 271 of 286
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48 Beechwood Centre – Business Plan February 2025 1. Plural ownership of the economy. 2. Making financial power work for local places. 3. Fair employment and just labour markets. 4. Progressive procurement of goods and services. 5. Socially productive use of land and property. Climate Emergency and Net Zero Recognition of the climate emergency and a need for “transformative change.” With an increasing focus on this as a cross cutting theme in Government is resulting in new policy areas and funding streams from Government and other bodies such as the Lottery distributors. There are policies at national level, Renfrewshire Council level and for the third sector. Scotland's National Strategy for Economic Transformation This maps out how Scotland will recover from covid in a way that is more than just getting into growth again. “The ambition of this strategy is not just to grow our economy but, in doing so, to transform our country’s economic model so that we build an economy that celebrates success in terms of economic growth, environmental sustainability, quality of life and equality of opportunity and reward.” Key objectives are to; 1. establish Scotland as a world-class entrepreneurial nation founded on a culture that encourages, promotes and celebrates entrepreneurial activity in every sector of our economy; 2. strengthen Scotland’s position in new markets and industries, generating new, well-paid jobs from a just transition to net zero; 3. make Scotland’s businesses, industries, regions, communities and public services more productive and innovative; 4. ensure that people have the skills they need at every stage of life to have rewarding careers and meet the demands of an ever-changing economy and society, and that employers invest in the skilled employees they need to grow their businesses; 5. reorient our economy towards wellbeing and fair work, to deliver higher rates of employment and wage growth, to significantly reduce structural poverty, particularly child poverty, and improve health, cultural and social outcomes for disadvantaged families and communities. Programme for Government John Swinney’s recent programme for Government has four strategic priorities; 1. Eradicating child poverty 2. Growing the economy 3. Tackling the climate emergency 4. Ensuring high quality and sustainable public services. We will ensure we work to those outcomes in our work. Page 272 of 286
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49 Beechwood Centre – Business Plan February 2025 Local Here is a coherent list of local strategies that align with YCYS Renfrewshire Council Plan 2022-27 o Aim: To create a fairer Renfrewshire built on innovation, wellbeing, and opportunity. o Strategic Outcomes: ▪ Place: Enhancing wellbeing across communities by providing access to nature, transport links, shops, places to eat, exercise, healthcare, cultural, play, and learning opportunities. ▪ Contribution: The Beechwood Centre will offer a vibrant space for community-based activities and services in Shortroods. ▪ Economy: Building an inclusive, green, and resilient economy by supporting citizens, especially those far from the job market, into fair work. ▪ Contribution: Creation of full and part-time jobs, room hire for community groups, sole traders, and corporates, and supply chain opportunities for local businesses. ▪ Fair: Nurturing bright, happy, and healthy futures for all, ensuring safety, health, and wellbeing regardless of where one lives. ▪ Contribution: Providing a safe and inclusive space for health and wellbeing activities. ▪ Green: Leading Renfrewshire to Net Zero by ending its contribution to climate change within a generation. ▪ Contribution: Implementing carbon reduction measures as part of the RIBA Stage 2 Study to meet the Net Zero target by 2030. Page 273 of 286
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50 Beechwood Centre – Business Plan February 2025 Appendix 2 : Cash Flow Projections Year 1 Year 2 Year 3 Year 4 Year 5 Total Income Trading £90,440 £132,083 £143,675 £143,675 £143,675 £653,548 Grants £35,000 £10,000 £0 £0 £0 £45,000 Total £125,440 £142,083 £143,675 £143,675 £143,675 £698,548 Expenditure £120,983 £132,909 £136,279 £137,352 £138,447 £665,969 Surplus/Deficit £4,458 £9,174 £7,396 £6,323 £5,228 £32,579 Core Staffing costs Core Posts Salary NI Pension FTE total Facilities Manager £30,000 £3,750 £1,500 0.5 £17,625 Cleaner/Caretaker /Welcome person £25,000 £3,000 £1,250 1.0 £29,250 Total £46,875 Page 274 of 286
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51 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year one Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Low in year one. Average one per month 1 1 2 1 1 1 1 2 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £0 £350 £350 £700 £350 £350 £350 £210 £420 £0 £0 £210 3,290 Let for events Weddings etc conferences and booked events Commercial Lets per day Whole venue £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 0 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £0 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 7,500 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 20% in year one (average of 2.4 hours per day) 10% 10% 10% 10% 15% 15% 15% 15% 15% 20% 20% 20% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £4,740 £4,740 £4,740 £4,740 £6,810 £6,810 £6,810 £6,810 £6,810 £8,880 £8,880 £8,880 79,650 Total income £4,740 £5,090 £5,090 £6,190 £7,910 £8,660 £8,660 £7,770 £8,730 £9,630 £8,880 £9,090 90,440 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core Link to staffing costs sheet £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 46,875 Cover for holidays and sickness 10.00% £391 £391 £391 £391 £391 £391 £391 £391 £391 £391 £391 £391 4,688 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one VAT estimate Needs a VAT assessment by a professional £948 £1,018 £1,018 £1,238 £1,582 £1,732 £1,732 £1,554 £1,746 £1,926 £1,776 £1,818 18,088 Total Overheads £13,231 £8,901 £8,901 £9,121 £9,465 £10,515 £9,615 £9,437 £12,629 £9,809 £9,659 £9,701 120,983 Operating Profit TOTAL PROFIT/LOSS -£8,491 -£3,811 -£3,811 -£2,931 -£1,555 -£1,855 -£955 -£1,667 -£3,899 -£179 -£779 -£611 -30,543 Revenue Grants And fundraising Revenue funding target £35,000 35,000 Operating Cash Flow without grants -£8,491 -£12,302 -£16,113 -£19,044 -£20,598 -£22,453 -£23,408 -£25,075 -£28,974 -£29,153 -£29,932 -£30,543 -30,543 with grants £18,018 -£16,113 -£19,924 -£21,974 -£22,153 -£24,308 -£24,363 -£26,742 -£32,873 -£29,332 -£30,711 -£31,153 4,458 Page 275 of 286
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52 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year two Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year two 20% 20% 20% 20% 23% 23% 23% 23% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £8,880 £8,880 £8,880 £8,880 £10,122 £10,122 £10,122 £10,122 £10,950 £10,950 £10,950 £10,950 119,808 Total income £9,945 £9,230 £9,230 £10,330 £11,222 £11,972 £11,972 £11,082 £12,870 £11,910 £11,160 £11,160 132,083 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 47,813 Cover for holidays and sickness 10.00% £398 £398 £398 £398 £398 £398 £398 £398 £398 £398 £398 £398 4,781 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £1,989 £1,846 £1,846 £2,066 £2,244 £2,394 £2,394 £2,216 £2,574 £2,382 £2,232 £2,232 26,417 Total Overheads £14,757 £9,994 £9,994 £10,214 £10,393 £11,488 £10,543 £10,365 £13,872 £10,530 £10,380 £10,380 132,909 Operating Profit TOTAL PROFIT/LOSS -£4,812 -£764 -£764 £116 £829 £484 £1,429 £717 -£1,002 £1,380 £780 £780 -826 Revenue Grants And fundraising Revenue funding target £10,000 10,000 Operating Cash Flow without grants -£4,812 -£5,576 -£6,340 -£6,224 -£5,395 -£4,910 -£3,481 -£2,764 -£3,766 -£2,386 -£1,606 -£826 -826 with grants £376 -£6,340 -£7,104 -£6,109 -£4,565 -£4,426 -£2,052 -£2,046 -£4,768 -£1,006 -£826 -£46 9,174 Page 276 of 286
Page 277
53 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year three Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year three 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 131,400 Total income £12,015 £11,300 £11,300 £12,400 £12,050 £12,800 £12,800 £11,910 £12,870 £11,910 £11,160 £11,160 143,675 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 48,769 Cover for holidays and sickness 10.00% £406 £406 £406 £406 £406 £406 £406 £406 £406 £406 £406 £406 4,877 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £2,403 £2,260 £2,260 £2,480 £2,410 £2,560 £2,560 £2,382 £2,574 £2,382 £2,232 £2,232 28,735 Total Overheads £15,259 £10,496 £10,496 £10,716 £10,646 £11,741 £10,796 £10,618 £13,960 £10,618 £10,468 £10,468 136,279 Operating Profit TOTAL PROFIT/LOSS -£3,244 £804 £804 £1,684 £1,404 £1,059 £2,004 £1,292 -£1,090 £1,292 £692 £692 7,396 Revenue Grants And fundraising Revenue funding target 0 Operating Cash Flow without grants -£3,244 -£2,440 -£1,635 £49 £1,453 £2,512 £4,517 £5,809 £4,719 £6,011 £6,704 £7,396 7,396 with grants -£6,488 -£1,635 -£831 £1,733 £2,857 £3,572 £6,521 £7,101 £3,629 £7,304 £7,396 £8,088 7,396 Page 277 of 286
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54 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year four Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year four 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 131,400 Total income £12,015 £11,300 £11,300 £12,400 £12,050 £12,800 £12,800 £11,910 £12,870 £11,910 £11,160 £11,160 143,675 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 49,744 Cover for holidays and sickness 10.00% £415 £415 £415 £415 £415 £415 £415 £415 £415 £415 £415 £415 4,974 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £2,403 £2,260 £2,260 £2,480 £2,410 £2,560 £2,560 £2,382 £2,574 £2,382 £2,232 £2,232 28,735 Total Overheads £15,348 £10,585 £10,585 £10,805 £10,735 £11,830 £10,885 £10,707 £14,049 £10,707 £10,557 £10,557 137,352 Operating Profit TOTAL PROFIT/LOSS -£3,333 £715 £715 £1,595 £1,315 £970 £1,915 £1,203 -£1,179 £1,203 £603 £603 6,323 Revenue Grants And fundraising Revenue funding target 0 Operating Cash Flow without grants -£3,333 -£2,618 -£1,904 -£309 £1,006 £1,976 £3,891 £5,094 £3,914 £5,117 £5,720 £6,323 6,323 with grants -£6,666 -£1,904 -£1,189 £1,286 £2,321 £2,946 £5,806 £6,296 £2,735 £6,320 £6,323 £6,926 6,323 Page 278 of 286
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55 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year five Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year five 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 131,400 Total income £12,015 £11,300 £11,300 £12,400 £12,050 £12,800 £12,800 £11,910 £12,870 £11,910 £11,160 £11,160 143,675 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 50,739 Cover for holidays and sickness 10.00% £423 £423 £423 £423 £423 £423 £423 £423 £423 £423 £423 £423 5,074 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £2,403 £2,260 £2,260 £2,480 £2,410 £2,560 £2,560 £2,382 £2,574 £2,382 £2,232 £2,232 28,735 Total Overheads £15,439 £10,676 £10,676 £10,896 £10,826 £11,921 £10,976 £10,798 £14,140 £10,798 £10,648 £10,648 138,447 Operating Profit TOTAL PROFIT/LOSS -£3,424 £624 £624 £1,504 £1,224 £879 £1,824 £1,112 -£1,270 £1,112 £512 £512 5,228 Revenue Grants And fundraising Revenue funding target 0 Operating Cash Flow without grants -£3,424 -£2,801 -£2,177 -£674 £550 £1,429 £3,252 £4,364 £3,094 £4,205 £4,717 £5,228 5,228 with grants -£6,849 -£2,177 -£1,554 £830 £1,774 £2,307 £5,076 £5,476 £1,823 £5,317 £5,228 £5,740 5,228 Page 279 of 286
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CAT Request for Beechwood Community Centre (YCYS) Representations Received and Responses (18) Published: 14/03/2025 NOTE – Only representations provided with a full name and address have been included. All representations have been reproduced in this format in their entirety, however, personal or identifying information has been removed or redacted. #1 #3 #5 #6 #7 #8 #9 #10 #11 #12 #13 #15 #16 #17 #18 Dear Renfrewshire Council, I am writing to formally express my concerns regarding the involvement of an external group in taking over a community centre within our local area. As a member of this community, I believe it is crucial that any changes to the management of local facilities are carried out with full transparency and proper engagement with the existing community groups and residents. One of my primary concerns is that the external group in question has no prior knowledge or connection to the established community groups that currently utilize the centre. This raises serious questions about their true intentions and whether their management would genuinely serve the interests of local residents. Additionally, there have been contradictions regarding the identity of the group, with references to either Pachedu or the Redeemed Church of Zoe. This lack of clarity is concerning, as it suggests a lack of transparency in their organizational structure and objectives. Understanding exactly who is taking over the centre and their intended purpose is essential for ensuring accountability and alignment with community needs. Another significant issue is the lack of proper local community consultation. Many residents and existing groups have not had adequate opportunities to provide input on this matter. A change of this magnitude should involve a thorough and inclusive consultation process, ensuring that the views of those who rely on the community centre are taken into full consideration before any decisions are made. I urge the council to reconsider any agreements with this external group until full transparency is achieved and the local community has been properly consulted. Our community centre should remain a resource that prioritizes and benefits the residents it was built to serve. I would appreciate a response from the council addressing these concerns and clarifying the steps that will be taken to ensure the interests of the local community are upheld. Thank you for your time and consideration. CTG Response Thank you for your comments. Your Community Your Space is a new wholly independent SCIO and are not part of any other organisation. Our membership is open, and anyone in the community of Shortroods can join and become involved. Page 281 of 286
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We are a genuinely community-based organisation and YCYS has an objective to ensure membership is from the local community who will then be involved in running this local centre. We are not an external group, but a new organisation set up to be a vehicle for the local community to manage the Beechwood Community Centre for the benefit of the people of Shortroods. We are unclear where the assumption has come from that YCYS is linked to Pachedu or the Redeemed Church of God Zoe Parish Paisley. Neither of these assumptions are true. As already noted, this is an independent community-based organisation which has no link to any church or other organisation. In terms of the purpose of the group and our intentions, we hope that these are clear from the business plan and the CAT application. Our intention is solely to manage the Beechwood Community Centre for the benefit of the local community. We have had to work to a relatively tight timescale but within that constraint, we have endeavoured to engage the community as much as we can by issuing a local survey with a good response rate, holding public meetings and continue with ongoing public consultation where there is ample opportunity for the community to express their views. We welcome these views and want to ensure that Beechwood Community Centre provides the types of activity that the community want now and for the foreseeable future. #2 To whom it may concern My concerns for the Beachwood if this other group takes over. They had couple of party's in the Beachwood Which is been a problem and the traffic around the area is really bad and they don't care parking in front of your house. I've lived in the area for 32 years and I don't want to leave the area. The Beachwood used to be great place for Christmas pantomime each year and my kids went to aftercare. But committee who ran it just run the place down refusing people with party's and clubs it's a shame for you to let this happen in the committee. But I don't think this new group since aren't from the area and think they do the same as old ones. I do think you should let star protect to take over as they help people around the area. Or let some of people of shortroods to take over get it way it used to be around here for the people to enjoy. This group is not from the area so should not take over the Beachwood for themselves. CTG Response The ideal scenario was for there to be a strong local management committee operating a sustainable centre. If this was the case, there would be no need for a new organisation. Unfortunately, the existing committee now has only two individuals who are older and have served for over 30 years. Despite their efforts no local people are willing to volunteer to take on that responsibility. As a result, a new model needs to be found to protect the centre for the community. Your Community Your Space cannot comment on how the centre has been run previously. We have established YCYS to maximise the potential for the centre to provide the activities requested by the local community. Hence our name, it is your community, and the centre is your space. Page 282 of 286
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We invite local people to become members of this exciting new organisation and to join the board to help manage the organisation and have your say in how the centre is run, types of activity, etc. Our plan is to continue hosting the groups who currently use the centre and to build on this, offering the opportunity for parties, events and activities as identified by the local community. The Star project are an independent company and registered charity who we want to work in partnership with for the benefit the community. #4 I would like the community centre to be run by people in the community new board members to be elected, not a religious group. Thanks CTG Response Your Community Your Space is not a religious group. It is an independent charity set up to serve the community of Shortroods through the management of the Beechwood Community Centre. As previously commented, membership of YCYS is open to all members of the Shortroods community and we actively encourage people to come forward to be members and to serve on the board to develop the Centre to meet local needs. #12 Dear Renfrewshire Council I would like to express my concerns about an apparent asset transfer of the beechwood community in Shortroods Road Paisley , to an external group out with this area, as a member of this community for the past 54years i feel the whole community should have been made aware of this from the outset and not 6month down the line. This group are out with this area and do not know the community and what this community needs, there has been no proper consultation regarding this, apart from a short meeting on Monday 10th Feb at 3.30pm when everyone was at work which isnt good enough, i would ask for this to be put on hold until the whole community has been properly informed and to give local community groups to have their say. Many Thanks CTG Response Your Community Your Space welcomes the involvement of local people. Though timescales have been tight, we have worked hard to meet local people, issue a survey and spend time in the community to listen to views. #14 Dear Renfrewshire Council, Re: The Beechwood Community Centre, Shortroods We are writing to formally express our concerns regarding the involvement of an external group applying for an asset transfer to take over the Beechwood Community in Shortroods, Paisley. As a community development organisation embedded within the Shortroods community for over 25 years, we believe any changes to the management of local facilities must be carried out with full Page 283 of 286
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transparency and appropriate engagement with the existing community groups and residents. One of our primary concerns is that the external group, Your Community, Your Space, has no connection to the established community groups in the area, or indeed, the area itself. Despite being instructed by the Community Asset Transfer Team to contact local organisations, they have made no effort to contact us or, to our knowledge, any other groups in the area. This raises serious questions about their true intentions and whether their management would genuinely serve the interests of the community. Further, they have misrepresented their lack of contact with organisations by stating that at least one, who had never spoken to them, would sit on their management committee. In addition they state (C.A.T. page 16 – 5.1.4) that they are ‘having ongoing consultations with STAR Project and Mossvale Church’. This is simply untrue. Their business plan (page 11) shows a lack of understanding of our organisation by stating that we offer a Winter Connections Drop-In on a Tuesday between 6 and 8 in the evening. This is just one, very small activity we provide. By not doing their due diligence and finding out what we do, they cannot carry out a competitor analysis appropriately. Our service provision is vast and substantial and includes community support that runs at a minimum, 5 days a week for 8 hours a day. To look at their business plan, it would appear that no services currently operate in the area. Additionally, there have been contradictions regarding the group's identity, with references to either Pachedu or the Redeemed Church of Zoe. The lack of clarity is concerning, as it suggests an issue with transparency in their organisational structure and objectives. Understanding who is taking over the centre and its intended purpose is essential for ensuring accountability and alignment with community needs. Another significant issue is the lack of local community consultation. Many residents and existing groups have not had adequate opportunities to provide input. A change of this magnitude should involve a thorough and inclusive consultation process, ensuring that the views of those who rely on, or wish to use, the community centre are fully considered before any decisions are made. Alongside concerned residents, we attended their open meeting, facilitated by Community Enterprise, and were disappointed by Your Community, Your Space’s responses to pertinent questions concerning their lack of transparency. For example, there was a disparity between what the operating hours of the centre would be, which groups could access it and how it would be staffed. The group was unable to answer any of these questions. They were also asked at the open meeting ‘Why The Beechwood, why Shortroods?’, the Chairperson of the group then stated that he ‘likes community centres’, and just happened to be driving past it, and decided he would enquire about its availability. We left the open meeting sharing the residents' concerns. Several residents have now committed to establishing a group to take over the centre, and we have confirmed that we would support this. We cannot, Page 284 of 286
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in good conscience, support an organisation taking over such a vital resource in an area that lacks community space when there has been no evidence that it will benefit the community. We urge the council to reconsider agreements with the organisation Your Community, Your Space until full transparency is achieved, and the local community has been properly consulted. Our community centre should remain a resource that prioritises and benefits the residents it was built to serve. We would appreciate the council's response to address these concerns and clarify the steps that will be taken to ensure the interests of the local community are upheld. Thank you for your time and consideration. Kind regards CTG Response Thank you for your comments. As previously indicated, YCYS is not an external organisation but a new organisation that has been established specifically to serve the Shortroods community. Our only focus is the operation of the Beechwood Community Centre ensuring that it offers activity that the community want and continues to benefit the local community. YCYS understands that building relationships in a community takes time and care which it is committed to doing. The draft business plan had to be submitted quickly but a fuller business plan is being developed at the moment which will reflect the work of local organisations more closely following that period of consultation. The outline business plan published with the application has now been updated to reflect our most recent consultations and the work of other local organisations. Our consultation within the local community continues throughout this process and beyond and our business plan will also continue to be updated to reflect findings from these consultations. Remaining is our absolute commitment to the Shortroods community and our objective of having the Beechwood Community Centre available for bookings and offering activity that meets the community’s objectives 6 days a week. Page 285 of 286
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