6. DirApp - FINAL - CIF Cabinet Report combined with 4 x appendices - 12.11.25.docx
North Ayrshire Council · 2 December 2025
Back to Cabinet — 2 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
NORTH AYRSHIRE COUNCIL 2 December 2025 Cabinet (Education) Title: Proposals for Community Investment Fund (CIF) Expenditure Purpose: To determine applications by Locality Partnerships to allocate CIF funding to proposed projects. Recommendation: That Cabinet: a) Reviews the applications from the Irvine, Kilwinning, North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Impact Arts (see Appendix 1); c) Approves the CIF application in relation to PRYDE (see Appendix 2); d) Approves the CIF application in relation to Cycling Without Age (see Appendix 3); and e) Approves the CIF application in relation to Ardrossan Bowling Club (see Appendix 4). 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals continue to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific needs of the local community, and which have been developed based on local circumstances and opportunities. 2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities
Page 2
they have identified through Locality Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. A further £3m was added to the funding in 2021, to be distributed among localities as follows: 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Environmental Sustainability and Climate Change Strategies And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and Locality Value of CIF from first funding allocation (2017-18) Expenditure to date Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Total balance available Irvine £754,000 £958,358 £290,000 £580,000 £665,642 Kilwinning £286,000 £347,190 £120,000 £240,000 £298,810 Three Towns £598,000 £1,243,651 £240,000 £480,000 £74,349 Garnock Valley £390,000 £521,103.04 £150,000 £300,000 £318,896.96 North Coast £468,000 £823,711 £170,000 £340,000 £154,289 Arran £104,000 £125,079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £4,019,092.04 £1,000,000 £2,000,000 £1,580,907.96
Page 3
• Include measurable outcomes and can report to NAC on outcomes on a regular basis. 2.3 The proposal development and application process has been agreed as follows: • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed applications at appendices 1, 2 , 3 and 4 have been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. Each application is summarised in turn below. 2.5 The Irvine Locality Partnership The allocation and funds committed to date are outlined in the table below. The Irvine Locality Partnership CIF allocation to date: £1,624,000 Irvine Digital Officer £84,604 Vineburgh & Fullarton Community Enablers £100,000 Irvine New Town Mens Shed £10,000 Irvine Harbourside Mens Shed £10,000 Irvine Youth Hub £100,000 Irvine Tennis Club £100,000 INPUT £60,000 Children's 1st £97,580 CHAP £91,534 BABCA Community Garden £12,777 Fullarton Outdoor Gym £100,000 Turning Point - Pathways to Progress £96,112 Micah Project £50,000 Irvine Cricket Club £49,500 Balance £665,642 2.6 Proposal: Impact Arts (£87,652) (See Appendix 1) 2.6.1 Impact Arts are a Company Limited by Guarantee with Charitable Status which works to tackle inequalities in Scotland through creativity and art, including through visual and digital arts and music. They specialise in working with individuals living in poverty and using the arts to make them feel connected, improve their wellbeing and increase their life chances. 2.6.2 Within Irvine, they have operated programmes for many years from their base in Bank Street. This includes work with children, families, young people and parents.
Page 4
2.6.3 Impact Arts are seeking funding to produce between two and four murals as a ‘Community Canvas’ project. This would link in closely to their existing programmes and build on learning from other resident co-designed community arts based programmes. It will involve consultation sessions, volunteering opportunities, and opportunities for young people to be involved in creating art. The installation of the designs by professional artists will also offer two young people the opportunity of paid employment as Young Artists. 2.6.4 The project will support the Locality Partnership’s priorities, particularly around supporting skills and work opportunities, enhancing mental health and wellbeing and alleviating poverty. In addition, it will support the Wellbeing priority of both the Council and Community Planning Partnership Plans, and the work being undertaken through the Collaboration for Health Equity in Scotland (CHES) to reduce health inequalities through its focus on improving mental health and wellbeing. 2.7 The Kilwinning Locality Partnership The allocation and funds committed to date are outlined in the table below. The Kilwinning Locality Partnership CIF allocation to date: £646,000 Kilwinning McGavin Park £35,000 Multi-Purpose Youth and Community Hub £41,190 Multi-Purpose Youth and Community Hub – Phase 2 £15,000 Kilwinning McGavin Park – Phase 3 £45,000 Almswall Park Pitch replacement £45,000 Corsehill Playpark £50,000 Kilwinning Tennis Club £55,000 Corra Foundation £33,000 Corsehill Community Association – Corsehill Playpark £25,000 Balance £298,810 2.8 Proposal: Pennyburn Regeneration Youth Development Enterprise (PRYDE) (£90,870) (See Appendix 2) 2.8.1 PRYDE are a recognized community body who are registered with both OSCR (Office of the Scottish Charity Regulator) and Companies House. They were formed over 20 years ago and own a previously unused public house in the heart of Pennyburn, which they operate as “The Playz”. This operates as a community hub providing services to the area and promoting community engagement and ownership. 2.8.2 They are seeking three year funding towards the employment of their Community Development Manager, part time community engagement staff and overheads for the building. This would allow them to offer a continued and expanded programme of activities within the hub, including music programmes, young people’s groups, access to supports that address and alleviate poverty, work with families and intergenerational work, and groups for older people to reduce social isolation. 2.8.3 The group have already secured match funding from the Big Lottery Fund and will continue to fundraise and generate income towards their other running costs. They have also engaged over 300 local people in consultation regarding the project.
Page 5
2.8.4 The application supports the Locality Partnership’s priorities, particularly those of Supporting Skills and Work, Alleviating Poverty and Promoting Equality of Access to Opportunities and Improving Community Wellbeing. It also supports the Council and Community Planning Partnership’s priority of wellbeing and the work of the CHES programme. 2.9 The North Coast and Cumbraes Locality Partnership The allocation and funds committed to date are outlined in the table below. The North Coast & Cumbraes Locality Partnership CIF allocation to date £978,000 Organic Growers of Fairlie £22,800 Clearer Minds £30,200 Millport Town Hall £200,000 Sing Your Song (WKCIL) £14,892 Locality Priorities Worker £35,948 West Kilbride Technical & Creative Training Programme £76,605 Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Locality Priorities Worker - extension of support £52,000 Parent Network Scotland £99,393 Largs Development Trust £92,685 Clyde Coast and Cumbraes Mens Shed £47,500 Friends of Kirktonhall Glen £25,000 Largs Thistle Minibus £63,000 Balance £154,289 2.10 Proposal: Cycling Without Age Scotland: Largs Chapter (£10,800) (See Appendix 3) 2.10.1 Cycling Without Age Scotland (CWAS) is a registered SCIO (Scottish Charitable incorporated Organisation) which is endorsed by the Scottish Government and supports 90 local chapters across the country. They exist to provide cycling opportunities, using trishaws, for people with mobility problems or who would benefit from social interaction. The activity provides benefits for both the volunteers and the people who take journeys with them. 2.10.2 The Largs Chapter are seeking funding to purchase a second trishaw. This will be used alongside their existing trishaw on the promenade, allowing their volunteer “pilots” to take more people on trips, including young people with additional support needs and autistic spectrum disorders as well as their existing users. New volunteers will also be enabled to participate through the provision of a second vehicle. 2.10.3 The proposal particularly delivers on the Locality Partnership priorities of Increasing Social Inclusion and Improving Wellbeing. It also supports the Council and Community
Page 6
Planning Partnership’s wellbeing priorities and the work of the CHES programme. 2.11 The Three Towns Locality Partnership The allocation and funds committed to date are outlined in the table below. The Three Towns Locality Partnership CIF allocation to date: £1,318,000 Ardrossan Community Development Trust £25,000 Three Towns Growers £100,000 The Training Station £50,000 Ardrossan Castle Heritage Society £17,912 Raise Your Voice For Ardeer £100,000 Ardrossan Community Sports Hub £43,320 Winton Circus Playpark £48,288 Ardrossan Community Development Trust - Development Officer £53,100 Raise Your Voice For Ardeer – increased cost for multipurpose hub) £130,000 Ardrossan Community Association (Whitlees) £48,586 Ardrossan Community Sport - Winton Park 3G £100,000 CHAP – Advice Outreach £45,767 Ardrossan Scouts £100,000 Saltcoats Active Lifestyle Group (SALT) £45,600 Stevenston Community Council – Street Signage £29,988 Three Towns Community Shed £56,850 Hayocks Tenants and Residents Association Project – funding ringfenced by Locality Partnership while match funding sought. £100,000 Ardrossan Winton Rovers – Stand Roof £100,000 Three Towns Growers – Community Hub £49,240 Balance £74,349 2.12 Proposal: Ardrossan Bowling Club (£20,000) (See Appendix 4) 2.12.1 Ardrossan Bowling Club is a community not for profit organisation founded in 1842 and currently has 110 full members and 23 associate members. As well as providing bowling practice and competitions to local members and visitors, the club provided a community space for events and functions, mostly free of charge. The club are working with local partners such as Whitlees Community Centre to improve community involvement and aim to grow their involvement in the community further. 2.12.2 The Club is seeking funding to replace their roof following inspection of its condition. At the same time, they are seeking to install solar panels to reduce their utility costs and improve their sustainability. The work will prevent water ingress and potential cancellation or disruption of community events. Installation of solar panels may create savings which would be used to improve the club’s facilities further.
Page 7
2.12.3 The proposal supports the Locality Partnership priorities. The re-roofing will assist in promoting the local economy and tourism as visiting clubs normally use local facilities as part of their day out. Upgrading the clubhouse will be part of regenerating community facilities with the focus on community involvement in Bowling. The club aims to increase civic pride and community engagement with a series of community open days. The facility will be used actively to seek improving community wellbeing by promoting bowling and the physical and mental benefits this provides. The project will also contribute to the Council and the Community Planning Partnership’s wellbeing priority through the above. 2.12.4 The club are seeking funding of £30,000 for the project. The Partnership decided to part fund this project in principle for £20,000 towards the roof on the proviso that match funding was sought towards the full cost and there was increased fundraising by the Club themselves and increased community involvement. This match funding has now been secured in full. 3. Proposals 3.1 That Cabinet: a) Reviews the applications from the Irvine, Kilwinning, North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Impact Arts (see Appendix 1); and c) Approves the CIF application in relation to PRYDE (see Appendix 2); and d) Approves the CIF application in relation to Cycling Without Age (see Appendix 3); and e) Approves the CIF application in relation to Ardrossan Bowling Club (see Appendix 4). 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated from within existing resources. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion and advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet.
Page 8
Climate Change and Carbon 4.5 Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycle and re-use principles. Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims. • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The applications support the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The proposals support the rights of children and young people through offering better access to facilities, in particular supporting the right to play and the right to be part of their community. Consumer Duty 4.10 None. 5. Consultation 5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including young people. David W. Hammond Executive Director (Communities & Housing) For further information please contact Rhonda Leith, Head of Service (Connected
Page 9
Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Impact Arts Appendix 2: CIF Application PRYDE Appendix 3: CIF Application Cycling Without Age Scotland Appendix 4: CIF Application Ardrossan Bowling Club
Page 10
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • Initial interest in a CIF application should be via an expression of interest form. This will be discussed by the LP or an associated working group. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Elaine Baxter Locality Officer - Irvine North Ayrshire Council Connected Communities Redburn Youth Centre Dickson Drive Irvine KA12 9EW Email: ebaxter@north-ayrshire.gov.uk Tel: 01294 313593 Mob: 07814418453
Page 11
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation: Impact Arts (Projects) Ltd Postal Address for Correspondence: Name of Contact Person: Neil Young Position in Organisation: Head of Development Telephone Number: Click or tap here to enter text. Email Address: Click or tap here to enter text. Total amount of funding requested: £87,562 Match funding (if any): £33,300 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Established in 1994, Impact Arts (operating as a Company Limited by Guarantee with Charitable Status) works to tackle inequalities in Scotland through creativity and art, including through visual and digital arts and music. We aim to ensure access to the arts for Scotland’s most disadvantaged areas, addressing common challenges experienced by those living with poverty, focusing on the following three objectives: - Improving people’s health and wellbeing – The ability of engagement in the arts to improve health is well-documented, including in relation to health promotion, management of health conditions and illness and prevention of disease. - Increasing individuals’ life chances - We define an individual’s ‘life chances’ as the opportunities each person has available to them to improve their quality of life, at different life stages or milestones. The value of this to individuals includes gaining work-related accreditations or qualifications, development of a range of core employability skills, and moving closer towards fair, sustainable employment - Connecting communities – bringing people from different communities together, including reducing feelings of loneliness and social isolation;
Page 12
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP renewing individuals’ sense of pride in where they live; increasing the number of friendships and social connections people have; and ensuring individuals feel like they have a voice and they are listened to. We specialise in working with individuals in poverty in some of Central Scotland’s most disadvantaged communities, including marginalised groups who experience profound challenges to progression and participation in society, such as individuals with disabilities and health conditions, people with care experience, individuals who identify as LGBT+ and people from minority ethnic communities. We have delivered services in North Ayrshire for many years, with our permanent North Ayrshire office located on Bank St, Irvine, close to the town centre. We currently have, or have recently delivered, a range of services in North Ayrshire, including: - Art Therapy for primary school-aged children and Dyadic (Whole Family) Art Therapy - Cashback to the Future, our flagship youth arts programme - Impactful Parents, our early-stage employability programme for parents and carers - One-off commissioned place-making and regeneration projects, including public art and creative consultation Our North Ayrshire Art Therapy Programme, which we have delivered since 2018, works with children and families impacted by addictions, using creative therapeutic techniques to encourage self-expression, and identify strengths and coping mechanisms. Our Cashback to the Future programme, core funded through the Scottish Government’s CashBack for Communities initiative, works throughout the year with young people aged 12-25 from some of North Ayrshire’s most deprived communities. The programme provides opportunities for young people to express themselves, gain skills, learn and achieve personal growth and connect with their local communities. Group activities focus initially on improving mental health/confidence and can include taster creative workshops in different art forms and sessions with a health and wellbeing focus, followed by activities to develop employability skills and individual/group art projects, including those delivered within the local community in partner with other local organisations and groups. Impactful Parents is a unique creative employability programme aimed at unemployed or economically inactive parents from some of North Ayrshire’s most disadvantaged communities in or around Irvine. It has been designed as a non- traditional Stage 1-2 employability programme which embeds creativity into the
Page 13
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP majority of planned activities, to engage parents who have struggled to engage with more mainstream services, with an emphasis on confidence building, home making, as well as building core employability skills, with the overall aim of the programme to move participants into sustainable work or other positive destinations. In October 2024 we also completed work on an ambitious new mural located at National Cycle Network Route 7 at Low Green Park in Irvine, funded through Sustrans Scotland and designed and painted together with young artists based locally. More recently, over Summer 2025 we have completed a new mural in Kilbirnie, co-designed with local young people and community members, funded through the Garnock Valley Community Development Team within North Ayrshire Council.
Page 14
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. Impact Arts is seeking funding towards our innovative Irvine Community Canvas project aiming to create between 2 and 4 murals and/or other forms of public art, such as sculptures or mosaics, co-designed by the local community. The programme will be delivered as part of our ongoing CashBack to the Future youth arts programme, engaging young people aged 12-25 from some of Irvine’s most deprived areas, as well as with parents and carers we are engaging through our Impactful Parents project in Irvine and members of the wider Irvine community, providing maximum benefit for the greatest number of local residents. Irvine Community Canvas builds on our significant existing experience in community- based art programming co-designed with local residents, which most recently included a mural in Kilbirnie during Summer 2025 celebrating the Garnock Valley area; the design and installation of a new mural on National Cycle Network Route 7 at Low Green Park in Irvine in late 2024, as well as the creation of a mural for the Scottish Maritime Museum which was painted by the young people we supported through the CashBack to the Future programme, and inspired by the patterns and imagery of the maritime museum, celebrating the heritage and history of the town. The mural at Low Green Park was funded by Sustrans Scotland and designed and painted by Bespoke Atelier, professional mural artists, alongside young artists based locally and based on consultation with the local community. Similarly to our maritime museum mural, it was inspired by Irvine’s unique traditions such as the Marymass Festival and maritime heritage, as well as the biodiversity of the River Irvine. This project will be integrated within our CashBack to the Future and Impactful Parents programmes (Impactful Parents is running from our Irvine venue until March 2026), with the young people and parents we work with playing a key role in informing the mural designs and in consulting with different community groups and networks and other individuals we are engaging with in Irvine. In addition we will provide an opportunity for young artists to be paid as apprentices on each of the mural projects, providing them with valuable work experience and with the
Page 15
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP opportunity to develop their creative and core employability skills (supporting the Irvine Locality Plan priority of skills and work opportunities). CashBack to the Future is delivered from our venue on Bank St, Irvine, and is core funded by the Scottish Government’s CashBack for Communities initiative, supporting young people from Irvine who are still at school or have recently left and who are at risk of participation in anti-social behaviour. Young people are also likely to have: • Poor mental health and/or wellbeing – including those living with anxiety, depression or other mental health conditions. • Have one or more protected characteristics • Care experience – who often lack the personal and social skills needed to succeed, and with low educational attainment. • Lack of prior employment experience – including a lack of understanding of which career direction they would like to take • Lack of soft or core skills - including managing time, team working, creative thinking, and managing your own/others’ feelings. • Trauma experience – this could include concerns relating to self-harm, suicidal thoughts, prior sexual abuse as well as parental drug/alcohol addiction • Neurodiversity – including those with ADHD, dyslexia, dyspraxia, autism, aspergers etc. From 2026/27 we will also deliver targeted work with young people who at higher risk of future involvement in anti-social behaviour, including those engaging with social work early intervention services and unpaid work orders. CashBack to the Future and Impactful Parents are delivered by a Creative Lead Tutor and a Wellbeing and Opportunities Worker designed in response to the complex and varying needs of our participants: the Wellbeing and Opportunities Worker’s focus is on barrier removal, building core employability skills and participant progression; the Creative Lead, meanwhile, focuses on designing and delivering interesting and engaging creative workshops led by participants’ interests. Programme plans typically break down activities into creative taster sessions, longer group activities, and individual self-directed activities which enable participants to express themselves fully by creating their own artwork. Phase 1 Subject to formal approval of the Community Canvas project, Phase 1 of the project will commence in January 2026 and finish by the end of March, with consultation workshops held within the local community to understand potential areas of focus
Page 16
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP and themes, in addition to more intensive consultation with individuals attending our CashBack to the Future and Impactful Parents programmes. Phase 1 includes the facilitation of consultation sessions with at least three different community groups, as well as two additional groups engaging between 20-30 individuals, promoted via local partners such as the Ayrshire Community Trust (TACT). Each group we will consult with will attend at least two half-day consultation sessions exploring the different themes to be depicted through our public art, as well as potential locations. Questions asked during consultation sessions could include: • If you could describe Irvine in 3 words what would they be? • What is Irvine most known for? • What do you think it should be known for? • Do you know any folklore or old stories about the area? • What is your favourite thing about Irvine? • What would you like to see in a mural or other public art? What would you do if it were all up to you?! At the second consultation session, a slideshow will be presented to attendees with a summary of feedback received during the initial sessions. Further activities are then likely to focus on mind-mapping themes alongside creating compositions of different murals or public art using large rolls of drawing paper. The consultation activities integrated within our CashBack to the Future and Impactful Parents programme will be more intensive, including: - Visual prompts to introduce the topic - Providing participants with different examples of other murals and public art - Visits to different sites across Irvine, with participants considering what feelings they have about the town and different locations for the murals or public art - Collaging to form some of the imagery in different artwork options. - Collaborative activities such as word clouds to build key themes. We will seek to recruit an additional two volunteers from the local community to support with the facilitation of our community consultation sessions (provided with volunteer expenses). Members of the Irvine Locality Partnership will also be encouraged to visit and take part in our consultation sessions alongside our CashBack to the Future and Impactful Parents participants. Phase 2
Page 17
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Phase 2 will commence in April 2026 and finish by the end of March 2027, with additional consultation workshops held between April and June 2026 to seek further feedback on the initial designs. Phase 2 will also include installation of between 2 and 4 murals or other forms of public art by professional artists, supported by our young artists and apprentices, to be completed between July 2026 and March 2027. We will facilitate further consultation sessions with the same groups as in Phase 1, with each group again attending at least two half-day consultation sessions. Our follow-up consultations during Phase 2 will include a presentation of draft designs, with activities likely to include print-outs of the design outline to allow attendees to add colour or do pattern work. Print-outs will also be provided of the space where the murals/public art will be installed with a ‘doodle grid’ applied to enable attendees to trace the outline of the design on their own sheet. As with Phase 1, volunteering opportunities will be offered to support with the facilitation of the community consultation sessions. Building on the intensive consultation carried out with young people participating in our CashBack to the Future programme in Irvine, a further group of young people will be involved in further site visits, including proposed locations of the artwork, as well as activities similar to the above, enabling young people to do their own colour or pattern work and trace the outline of designs using the ‘doodle grid’ technique. The murals or other forms of public art will then be installed by professional artists between July 2026 and March 2027, supported by two Young Artists paid the Real Living Wage (40 days in total). For murals the Young Artists will be allocated sections to trace using chalk or posca pens, with print outs of each design provided (or digitally via mobile phones or tablets). A further consultation session with each previous community group will be held post- completion to seek feedback on the final decisions and gather any additional data for evaluation and reporting. We will also seek feedback on the potential for a future mural and public art trail which could be developed by young people we work with through CashBack to the Future or other projects we are delivering in Irvine. Towards the end of 2026/27 we will hold our annual CashBack to the Future showcase event in Irvine, bringing together the young people we have worked with through CashBack together with their parents/carers and any funders/partners. At this event we will celebrate the finished murals and other artworks completed in the town.
Page 18
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities Please see the table below with details of the different outcomes/outputs we will achieve through the Irvine Community Canvas programme:
Page 19
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Reducing Inequality and Fit with Local Partnership Priorities Supporting North Ayrshire Council’s aim of creating a North Ayrshire that is Fair for All by 2030, our proposed Irvine Community Canvas programme will tackle inequalities in a number of different ways, in line with our different Organisational Outcomes (Improving Wellbeing; Increasing Life Chances; and Connecting Communities), the different educational, economic, health and social inequalities experienced by individuals and communities in North Ayrshire described within the Fair for All Strategy, as well as the Irvine Locality Partnership priorities. The Irvine Locality Partnership priorities also include a focus on championing green health and the natural environment. Reducing health inequalities (enhancing mental health and wellbeing) Firstly, in terms of health, the ability of engagement in the arts to improve health is well-documented. The World Health Organisation, for example, highlights that the arts benefits several areas of health, including health promotion, management of health conditions and illness and prevention of disease. This is confirmed by the impact we have achieved through our own services. For example, over 90% of the individuals we work consistently report increased levels of confidence and mental health and wellbeing. Through our CashBack to the Future programme we are focused on increasing participants’ confidence and self-esteem as they try new forms of art or creativity, building their existing creative skills both as an individual and within a team, with wrap-around support provided through regular 121 sessions with our experienced Wellbeing and Opportunities Workers. The positive, safe environment of the programme will foster supportive peer-to-peer relationships and increased social skills as well as reduce isolation by introducing young people to like-minded peers in a creative environment which is completely different from school (with which they may have negative experiences). Young people will use art as an alternative means for self-expression and communication of issues affecting them. Many of the young people we work with may not have used creativity as an outlet previously to explore their identity/self- expression or experiences of poverty and/or trauma. We will also facilitate activities specifically addressing wellbeing, such as breath work/gentle stretching or yoga, learning techniques to manage anxiety, alongside outdoor greenspace and cultural site visits, as well as bringing in external services to engage with our participants as appropriate, such as services provided by NHS partners and charities specialising in mental health supports.
Page 20
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Impactful Parents, which we are delivering until March 2026, is aimed at unemployed or economically inactive parents from Irvine and delivered for two half-days per week. Key features of the programme include: • A range of different creative and artistic activities which are led by the particular interests of the parents, including visual arts such as painting, sculpture, and photography as well as performance/drama or creative writing • Support with preparing and progressing into employment, including 121 support with our Wellbeing and Opportunities Worker, and supporting parents with job searches and CV writing, and college applications. • Activities (such as yoga) aimed at improving mental health and wellbeing and confidence • Support with home making, creating small items for the home • Performance/drama workshops to improve parent’s interview skills and oral communication in a way that is fun and non-intimidating. • Flexible Working – a short workshop to enable participants to better understand the different types of flexible working available to them. • Completion of accreditations. In addition to the above, through both our own arts-based programmes and through our community consultation sessions, we will reduce inequalities in relation to bringing communities from Irvine together, including: • Improving how connected individuals feel to their communities • Renewing their sense of pride in where they live • Increasing the number of social connections from communities that individuals have • Decreasing feelings of loneliness and social isolation • Ensuring individuals feel like they have a voice and are listened to. Both our CashBack to the Future/Impactful Parents programmes and the creation of the different murals or other public art will also champion green health and the natural environment, in line with the Irvine Locality Partnership Priority. Young people and parents participating in our CashBack and Impactful Parents programmes take part in various visits to outdoor green spaces and cultural sites. Through the Irvine Community Canvas project young people will also carry out site visits across the town in addition to this, exploring different potential locations of the different artworks and their views/perceptions of Irvine itself. Once the murals or other artworks are completed, it will further encourage residents of Irvine to travel to the different sites, including by active forms of transport such as cycling or walking, which could be further increased through the future creation of a ‘mural trail’.
Page 21
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Reducing educational and economic inequalities and supporting skills/work opportunities Alongside health and wellbeing, CashBack to the Future and Impactful Parents also have aims in relation to educational attainment and improved employability. Firstly, our CashBack to the Future programme has a key aim of supporting young people who are struggling to attend school, with improving their attendance, with creative activities acting as a ‘hook’ to engage young people who are struggling with their mental health, or experiencing other challenges such as neurodiversity, with creativity acting as a powerful form of non-verbal communication and outlet for self- expression. Where we are working with young people excluded from school, or not attending school, we aim for at least 50% of those to report improved attendance at school as a result of our support. Many of the young people we work with have also had poor experiences with formal education, often presenting with low levels of or no qualifications. We support young people, with creative activities embedded into everything we do, to achieve relevant accreditations at SCQF level 3 or 4 (achieving at least 6 credits in awards such as Wellbeing, Core Skills, Practical Abilities and Employability). Accreditations are light touch and seamlessly integrated into programmes, taking into account the significant barriers many of the young people experience. In addition, in recognition of entry into college remaining a key progression for both the young people and parents we support, we have strong working partnerships through our programmes with Ayrshire College. As part of CashBack to the Future and Impactful Parents, group sessions are introduced which focus on core and employability skills –such as CV writing, job search techniques and interview preparation, as well as communication; team work; and problem solving. Through group and individual projects and being supported to gain a SQA accreditations young people and parents will gain skills in reflection, timekeeping, teamwork and communication. Many of the young people we work with have no or very little employment experience as well as a lack of understanding of which career direction they would like to take, whilst parents may have economically inactive for long periods of time. Every young person and parent we work with will develop their own Individual Development/Progression Plan and actions with the Wellbeing and Opportunities Worker, with details of barriers/needs, aspirations and actions achieved/to achieve still, addressed weekly through 121s as well as will supporting participants in how to
Page 22
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP write CVs, applications, and personal statements; how to search for jobs; how to prepare for interviews. 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. In addition to the significant levels of consultation we will facilitate during both Phases 1 and 2 of the Irvine Community Canvas programme, we have already consulted with large numbers of young people and members of the Irvine community to inform this proposal. In July 2025, as part of our CashBack to the Future Summer programme in Irvine, our delivery staff together with 9 young people consulted with 11 community members from the Stroll With It Irvine community walking group. During this consultation, group members were asked their opinions on the development of mural and public art projects within the local area designed in collaboration with local young people and members of the community. Themes from this consultation included: • Opportunities for increased community cohesion through art in the local area • Improving wellbeing, encouraging people to be active and spend time outdoors • Enhancing the local environment • Reducing anti-social behaviour through increasing respect for the local area, and reducing vandalism • Increasing connections with the town’s heritage • Regenerating the area • Suggested locations for artwork included underneath arches, on local cycle paths and in the town centre. During July 2025 young people participating in the CashBack Summer programme took part through an additional focus group. Themes from this session included public art with a clear social message and with suggestions of locations such as near the beach or close to the Rivergate shopping centre. We have also gathered almost 110 responses from residents of Irvine through an online survey promoted via various Facebook groups and other social media platforms such as LinkedIn, through an article published by the Irvine Times as well as through in-person stalls supporting residents to complete the online form at both
Page 23
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Fullarton Connexions and at the Rivergate Shopping Centre in August 2025. The online survey asked a range of questions such as what types of public art residents are interested in; what themes they would the public art to portray; suitable locations; and how residents would like to be involved in the programme’s future development. Key findings from our online questionnaire has included: • Murals were the most popular form of public art – over 60% of respondents listed it as their first choice over mosaics or sculptures • Local heritage was the most common theme suggested for the artwork to portray, with other suggestions including nature, notable current and former residents, young people, and local landmarks • Potential locations suggested included on the side of buildings, in the town centre, at the harbour, at the beach park, and on railway bridges or at the train station • Most survey respondents preferred to input into the future development of the programme via additional surveys, but approx. 20% would like to part in our planned community consultation sessions (either in person or remotely). 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in Irvine? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans Staffing The Irvine Community Canvas project will be managed by our Programme Manager, Amanda Munro, who is responsible for the management of both our CashBack to the Future youth arts programme in Irvine, as well as our commissioned public art projects (she has overseen all of our recent community mural projects in North Ayrshire). Amanda has a Masters Degree in Education in Arts & Cultural Settings and has worked in a variety of different organisations, including the Royal Conservatoire of Scotland and the National Portrait Gallery. Our Impactful Parents programme, meanwhile, is managed by Angela Smith, who manages our creative employability programming. Angela has extensive experience of managing both parental and youth employability projects across Central Scotland.
Page 24
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Angela is a graduate of the Royal Conservatoire of Scotland and has a background in drama and visual art, previously working with the Citizens Theatre. Programme Managers will be responsible for budgetary control, performance monitoring and reporting, achievement of targets, marketing and promotion, developing and maintaining key relationships and ensuring monitoring reports completed on time. They will also be responsible for health and safety, risk assessment, equipment and as well as managing recruitment of staff. Programme Managers will work closely with our Head of Operations, Caroline McGhee, who will provide additional senior management oversight of the programme’s delivery. Caroline has worked with Impact Arts since 2020 in her current role, previously working with large employability providers such as the Wise Group. CashBack to the Future and Impactful Parents are delivered by both a Creative Lead together with a Wellbeing and Support Worker. The Creative Lead is responsible for leading on creative vision and delivery of innovative and quality creative content and workshops and must be educated to SCQF Level 9 in a relevant arts discipline with at least two year’s experience in delivering community arts activities. The Wellbeing and Support Worker is responsible for actively supporting participants to attend the programme and remove barriers to regular attendance, including 121 support, delivery of accredited training, and supporting participants to progress to positive destinations. They should also be qualified to SCQF Level 9 in a relevant discipline, with at least two years experience in or qualifications in youth work or as an employability support worker or job coach. Other delivery staff include our Internal Verifier and Opportunities Coordinator, Maggie Lilly, who is Impact Arts’ primary Internal Verifier as part of our SQA Training Centre. She assesses and internally verifies candidate’s work; provides SQA Coordinator duties including dealing with External Verification visits and ensuring all policies and procedures are up-to-date, that evidence is retained according to SQA guidelines and client files are accurate, up-to-date, stored securely and comply with funders’ requirements. The community consultations will be facilitated by two additional sessional delivery staff during each phase of the programme with relevant experience of creative community consultation, who will need to be recruited/appointed (as appropriate), with resource required for both facilitation of consultation sessions together with time to prepare for workshops and any administrative or reporting tasks.
Page 25
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP The murals or other forms of public art will be created by professional artists working with Impact Arts and recruited on a freelance or sessional basis. We have estimated that, depending on scale or size of each artwork, we will create between 2 and 4 murals or other public art, which means that we will work with between 1 to 4 artists, depending on the particular expertise required and their availability during the later stages of 2026/2027. Our management and delivery staff are supported by experienced delivery support staff which are vital to ensuring the success of each programme, including: - Blair Sutherland, Facilities and Infrastructure Manager – day-to-day responsibility for supporting logistics and internal and external compliance processes, including IT, working alongside our appointed external IT consultants, Certum. - Evelyn Sorley, Finance Manager – day-to-day to responsibility for financial monitoring and processes. Evelyn has worked with Impact Arts since 2005. - Maria Boyle, HR Manager - day-to-day responsibility for implementation, monitoring and development of organisational policies and procedures in relation to HR. Maria has worked with Impact Arts since 2011. - Gillian Rome, Marketing and Communications Coordinator - Gillian has worked with Impact Arts since 2019 and is qualified to degree level in Marketing. As Marketing and Communications Coordinator she is responsible for producing engaging marketing materials for projects, aimed at participants, as well as overseeing the marketing of our programming through social media. - Ciaran Febers, Evaluation and Compliance Coordinator – Ciaran assists Programme Managers with overseeing contract administration and gathering of evidence for monitoring and reporting purposes. Financial Management The Programme Managers will monitor the programme’s budget, meeting with the Head of Finance monthly throughout delivery to discuss levels of budget remaining for particular budget lines and whether amendments need to be made, and scrutinising value for money. Our Head of Finance is responsible for all financial planning, including invoicing buyers and funders, maintaining current and future Company Budgets for each financial year as well as specific budgets per project for analysing spend, as well being responsible for financial risk management, forecasting our income and costs, overseeing the annual audit preparation as well as the completion of our annual accounts.
Page 26
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP In relation to financial control, our Head of Finance has main oversight of all budgets using Xero accounting software through which we generate our invoices, which are then reported on monthly to relevant Programme Managers, the Head of Operations and our Chief Executive where appropriate. Low levels of spend are managed by Programme Managers on a day-to-day basis (such as participant expenses and materials). Reporting of finances to funders is carried out by our Finance Manager, with our Head of Finance having oversight and overall responsibility. Our Head of Finance works closely with our board’s Finance and HR Committee, who are responsible for: • Reviewing the organisation’s arrangements in relation to reserves and investments • Reviewing the management’s responses to our financial auditor’s findings and recommendations and overseeing the process of appointing the external auditor • Monitoring the effectiveness of the organisation’s internal financial controls and financial risk management systems • Monitoring and reviewing the organisation’s budgets, financial performance and position, funding model and the funding and business development pipeline The Finance and HR Committee is provided with copies of our management accounts, Profit and Loss, liquidity, balance sheet, reserves and designated funds, company budget, year-end audit and management letter, business development pipeline, and changes in financial controls document as appropriate. On an annual basis the Finance and HR Committee reviews delegated powers, financial controls, and the financial section of our Risk Management Plan. Financial controls are amended for a wide range of purposes, such as changes in relation to opening a new bank account, loan repayments, covering loans, or legislative changes. Volunteering And Employment Opportunities Volunteering opportunities for local residents will be available to support us with facilitating consultation sessions with community members during both Phases 1 and 2 of the Irvine Community Canvas programme, with two volunteer placements per workshop. In addition to the staffing we have described above, we will offer opportunities for two Young Artists from Irvine to assist our professional artists in the installation of each artwork, over 40 days during Phase 2 of the programme, providing young people with an exciting opportunity to gain hands-on, practical experience in creating murals and public art, learning from experienced professionals.
Page 27
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. We have not received any funding previously from the Community Partnership Fund for Irvine Locality, but since 2021 we have received £713,013 in funding from North Ayrshire Council from various different sources for our programmes. We can provide a detailed breakdown of this on request. Amount of funding requested (£) 87,562 Please give a breakdown of cost and recent quotations where appropriate. The breakdown of our costs below includes a contribution towards the costs of our CashBack to the Future and Impactful Parents programmes in Irvine, which will co- design the mural or other artworks as their main creative project between January and June 2026, as well as additional costs to facilitate community consultation sessions and the installation of the murals themselves.
Page 28
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. We will monitor the outcomes/outputs described in Question 4 using a range of tool different tools, including our bespoke Development Web tool, integrated into Microsoft Forms, setting out indicators associated with each outcome. For example, in relation to ‘improved mental health and wellbeing’ we will measure indicators such as ‘I feel happy and good about myself’, ‘I feel stressed or anxious less often’, ‘I have a positive outlook on life’, ‘I feel able to ask for help and support and/or access appropriate support services’, or in relation to ‘feeling more connected to the local community’, we will measure indicators such as ‘I feel like I belong to a community’, ‘I engage positively with my community e.g. volunteering’, ‘I have awareness of locally available facilities and services’, and ‘I am connected to environmental issues and local green spaces’. At the beginning, middle and end of each participant’s engagement with us, they are asked to rate how strongly they agree or disagree with each of the indicators associated with our outcomes. In relation to young people and parents, their responses are then tracked, measuring distance travelled. Our delivery staff will also complete the Development Web for each young people or parent to corroborate/evidence progress achieved. Other evaluation tools and methods used will include initial and review meetings between participants and staff; case studies highlighting specific participant’s stories or the impacts on the wider community; stakeholder feedback (including referrers and participants’ families or caregivers); and audio/visual evidence of artwork/murals created. We also have well established processes and systems for recording, for example, numbers of progression further education upon completion of the project; and young people’s engagement/re-engagement with school. Through our existing strong partnerships schools, we will monitor reported changes in individuals’ attendance at school. The Irvine Community Canvas programme will be overseen by our highly experienced Programme Manager, Amanda Munro, who will define project aims and targets, and activities will align with each programme’s objectives, working with the Programme Manager of our Impactful Parents programme, Angela Smith. Their roles and responsibilities include management of delivery staff, budgetary control, performance management, achievement of targets, local marketing and promotion, developing and maintaining key relationships and ensuring monitoring reports completed on time. Each Programme Manager works closely with our Head of
Page 29
COMMUNITY INVESTMENT FUND IRVINE LOCALITY PARTNERSHIP Operations, who provides senior management oversight to ensure all areas of delivery meet the objectives and regulators’, funders’ and partners’ requirements, as well as ensuring timely and high quality evaluation and reporting of our delivery. Impact Arts also employs a dedicated Evaluation and Compliance Coordinator, who assists Programme Managers with overseeing contract administration and gathering of evidence for monitoring and reporting purposes, alongside a Programme Coordinator for our employability services, who is responsible for general administration, including finances, supporting staff with data entry, and with leading on participating recruitment. Each Impact Arts programme has a ‘project launch’ meeting (with full team input), where the team discuss our plans to implement each project in greater detail. Each separate delivery team also meet fortnightly to review progress of delivery of the contract, while staff members have monthly Support and Supervision meetings. At both of these meetings recent service performance against target is discussed, as well as feedback received from our participants. In the event of performance being lower than expected, our Programme Manager will implement a time-limited Performance Improvement Plan setting out agreed remedial actions, reviewed at specific intervals. This will be shared with North Ayrshire Council officers as appropriate, with regular updates provided.
Page 30
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf
Page 31
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Pennyburn Regeneration Youth Development Enterprise Postal Address for Correspondence Name of Contact Person Carol Gillon Position in Organisation Director Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. PRYDE bought an unused public house based in the heart of the community just over 20 years ago and were formed 2 years prior to that operating from Cranberry Moss Community Centre.. We are a Scottish not for profit Charity Limited by guarantee . Pennyburn Regeneration and Youth Development Enterprise, in North Ayrshire, combines both the physical and social sides of regeneration, building the capacity of its members to benefit the wider community. A community survey by Pennyburn Community Association indicated a need for a community hub to be established. The main issue that was identified was a lack of services in the area. PRYDE was formed to help meet this demand, guided by the principle that to have responsive and relevant services the community needs to be engaged and where possible have ownership. PRYDE are a recognised “Community Body”. OSCR - SC036886/ Companies House SC296519 - Aim To promote the benefit of the inhabitants of Pennyburn and its environs without distinction of sex, sexuality, religious or other opinions by associating the local statutory, voluntary organisations and inhabitants in a common effort to advance education and to provide facilities, or assist in the provision of facilities, in the interest of social welfare for recreation and other leisure-time occupation so that their conditions of life may be improved. Beneficiaries include :
Page 32
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP Children young people Older people, people with disabilities or health problems, people of any ethnic or racial origin, Other charities and voluntary bodies working in partnership. The Playz opened to the public in March 2012, the result of impressive partnership work with local agencies and ability to attract funding. The building now functions as a community hub, training centre and events venue, hosting everything from exercise classes, senior citizens activities to music tuition. Involvement of the community has been integral to the development of the building, and PRYDE has trained local residents in action research to establish community priorities and enable them to contribute to and have a stake in the design and use of the building. PRYDE’s Community Connector then responds to these aspirations and works with the members to deliver a programme of learning and events. We have 2 of the now young adults who began their growth with us as teenagers, undertaking a degree in Community Development at Glasgow University supported by PRYDE. They are supported by the Community Connector who is now in year 3 of the course supported by PRYDE. Many other young participants have developed the confidence to undertake other forms of higher education.
Page 33
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: Where it will be held / delivered The project will be delivered in The Playz, Pennyburn. As previously mentioned this is owned by the community. Who is your target audience Young people experiencing mental well being challenges Isolation : for all generations Children - mental wellbeing, children self-esteem/worth and the communities self-image. Anti-poverty services, provisions, referrals and support. Intergenerational & family work to assist age groups understand each other’s needs and aspirations. Who will benefit from it and how Outcome 1 Currently we use music to enhance interests, opportunities and confidence. This project will introduce further music, arts programmes to tackle mental wellbeing and lead to qualifications in music business for those wishing to progress, for others it will become a coping strategy. For others their involvement with the music business may also open opportunities for hands on industry experience, leading to work. “Music has healing power. It has the ability to take people out of themselves for a few hours.” - Elton John Music can help people manage their “mental ill health” in a strong and positive way. “I think any time I’ve ever got down or ever felt low the one thing that picks me up from that is writing a song about it. At least you’ve got a positive experience out of a bad experience.” - Ed Sheeran “Playing my guitar is my therapy” – Hannah Van Thompson – Van T’s Registered for weekly sessions – 95 young people 39 identify as Female, 54 identify as Male, 2 Identify as Non Binary. Our last Youth Led Concert – 65 young people attended 29 identify as Female, 34 identify as Male, 2 Identify as Non Binary.
Page 34
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP Band factory (in partnership with Beith Trust, over 2 weeks) – 45 young people 17 identify as Female, 28 identify as Male. In the last 2 years – 12 young people have been supported to access music based course at high education. And 2 in community development course at university. 6 identify as Female, 6 identify as Male, 2 Identify as Non Binary. Outcome 2: Children and young people mental wellbeing, children self-esteem/worth and the communities self-image. It was evident that our children are feeling the impact of the poverty in the area, self-esteem, hopes and aspirations from 6-year-old upwards was low. Access to activities including family activities has increased for some through the local schools however not everyone takes part. We have been piloting a drop in for 7-10-year olds where we introduced topics through games, discussions and activities. We want to grow this as we believe that by intervening at this stage can impact on the prevention of later mental wellbeing issues. We also piloted a group for primary 6 & 7 to provide confidence and coping methods through group work and peer support. This was a popular group which supported the primary through their transition to secondary school. We work with schools and parent councils. 7-10 year olds group – 14 young people registered 9 identify as Female, 5 identify as Male P6/P7 group – 26 young people registered 15 identify as Female, 11 identify as Male Easter / Summer family activities – 267 children registered 153 identify as Female, 114 identify as Male Outcome 3; Anti-poverty services, provisions, referrals and support. We provide affordable food and free food where needed. We have contact with many of the support agencies including CHAP, Money Matters, 1st Alliance and Citrus Energy as well as the local food larder. The provision we offer is not competing with the food larder as it appears to be different people using the Playz. We have recently set up a digital drop in so that people can learn and access various sites/printing and learn Digital Drop In (over 10 sessions) – 12 people registered 12 identify as Female
Page 35
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP Outcome 4: Intergenerational & family work to assist age groups understand each other’s needs and aspirational. The provision of intergenerational work will pull all of the other outcomes together to ensure that our people and community is more resilient to current and future situations. The value of community and increased self-image will result in more volunteers to take forward some of the services in the future. Wall Mural intergeneration work – Group consultation sessions: Young People 23, Adults 20 Feedback of first draft week – open to public. 15 young people involved in painting wall mural. Outcome 5 Isolation is an issue that older people as experiencing however alongside this we found new people to the area also felt a sense of isolation as well as some of the single parents. It is our desire to provide support groups, activities that include them with the wider community, photography and ‘What was/is it like to be growing up in a community such as ours’. We will link with other support and information organisations to meet needs that we are not skilled at.
Page 36
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: The outcomes • Children and young people have better physical, mental and emotional wellbeing through peer support, family activities and group work • People feeling isolated will have opportunities to engage in a range of activities and services as well as being part of the volunteer group. • Impoverished Families have access to information, guidance and support as well as activities to share experiences with other families. Food can be accessed for those in need of it. • The Adult community will contribute their skills, qualifications and experience to enhance the ability of the community to sustain support to people in isolation, such as the elderly, young people, single parents and single people. How you will approach reducing inequality Our services will be accessible to everyone, the building had disability access and our staff and volunteers are aware of other aspects within the diversity and inclusion agenda. Alongside this the tackling of poverty and other poverty related outcomes. We have recently undertaken training in Neuro diversity to have a greater understanding of how the environment can better support people who are not neuro- typical. • How this proposal fits with the Locality Partnership priorities of 1. Supporting skills and work 2. Improving our local environment 3. Alleviating Poverty and promoting equality of access to opportunities 4. Improving Community Wellbeing. The PRYDE Community approach has for 20 years, focused on improving the environment, increasing civic pride and community participation and improving access particularly for the whole community, as well as for young people training and learning that builds confidence skill qualifications and self-efficacy in preparedness for work. Where possible the employment of local people will be grown. Our 3 Year project is designed to help our wider community realise their part in releasing the energy of the people giving them a sense of belonging and ownership within their community
Page 37
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP and connecting them with their community through the work, support groups and activities they take part in and produce. We want to build a strong association with the Locality Partnership, to effectively deliver the three-year programme that could release significant potential and value for community
Page 38
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. Over 300 people have been consulted through online surveys, inhouse surveys, a comments wall, community mapping and face to face chats. This feedback has been across all age groups and with other organisations. Involvement of the community has been integral to the development of the building, and PRYDE has trained local residents in action research to establish community priorities and enable them to contribute to and have a stake in the design and use of the building. This engagement is ongoing withing PRYDE to enable us to understand needs and issues that could be delivered with funding support. The continuation of the local communities and the others who use the centre is crucial to the ongoing delivery of meaningful programmes. This level of support would not be achievable by the community volunteering, the volunteering strengthens the activities to meet the running costs of the building such as the cafe, fundraising such as bingo and the key holding for other organisations using the building. The value of community and increased self-image will result in more volunteers to take forward some of the services in the future. 6. How will the project be managed? Please include: How the finances will be managed The funds will be ring fenced in a credit union account, the salaries and other associated invoices that the funding covers are paid from this account providing a clear statement of the expenditure. This arrangement has been in place for over 14 years and works well keeping ring fenced funding separate from self-generated funds. The treasurer will provide the Board with a up to date cashflow and management accounts and will provide a budget variance quarterly. Does the proposed project contribute to volunteering or employment opportunities in Kilwinning? There is volunteering opportunities within the community café, Board and some of the community interest groups such as the sewing group and the Recycled Juveniles. In total we have 15 volunteers who contribute in different ways.
Page 39
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP We have two sessional workers who deliver music workshops to young people including Home Schoolers, the two of them were involved as teenagers and have developed their skill with us that has led to employment Other young people are part of the Youth Board who assist at activities and events and take part in identifying the needs and desires of their peers. For example they were recently involved in ensuring the children and young people had a voice about what the external wall mural should display. They then assisted the artist in completing the wall and supported the children and adults who wanted involved. They are currently assisting the Board to come up with a better suited name for the Company. If there are any staff requirements, please outline your HR plans Our HR is carried out by one of our Directors who is responsible for this along with finance in their day to day job. Support is provided by having membership with Ayrshire Chamber of Commerce if required. The fulltime employee will be managed by a member of the Board, this has worked for many years. The full time employee will be responsible for managing the part time staff, they have experience in this through managing the sessional staff
Page 40
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 30,290 per year x 3 years = £90,870 Please give a breakdown of cost and recent quotations where appropriate. Costs over 3 years £90,870 sought from NAC CIF Revenue costs table Revenue costs: activity or item Year 1: Total cost Year 1: Subtotal: funding sought from North Ayrshire Council - Community Investment Fund Community Development Manager including oncosts £41,500.00 £20,750 Part time Community engagement staff £14,040.00 £6,540.00 Contribution to Overheads £8000 £3000 Total £63,540 £30,290 Year 2 Total Cost: £78,540 Funding from NAC CIF £30,290 Year 3 Total cost: £79,540 Funding from NAC CIF £30,290 Overall cost: £190,620 Funding from NAC CIF £90,870 Total operational cost of around £22,000 per year the remaining £14K will be met by PRYDE through fundraising and the community café.
Page 41
COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. PRYDE have successfully managed the evaluation and monitoring of a wide range of funded programmes including numerous Big Lottery funds. We are highly successful in sharing our programmes and outcomes within social media and word of mouth. We regularly collect user statistics, comment from local people and groups and write monthly reports on the variety of groups and organisations we have supported. We will report against the 5 Outcomes and also against weekly outputs, the work undertaken during all school holidays and staff development days and produce an annual joint report. We produce a report titled PRYDE by Numbers which shares in detail the participation in the programmes, events and activities each year.
Page 42
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf
Page 43
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Cycling Without Age Scotland: Largs Chapter Postal Address for Correspondence Name of Contact Person Gordon Black Position in Organisation Captain, CWAS Largs Telephone Number Email Address
Page 44
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 2. Brief description of your organisation Cycling Without Age Scotland (CWAS) is endorsed and supported by the Scottish Government. It operates across Scotland through a network of some 90 Chapters (Branches) of volunteers. It exists to provide tricycle rides to people with mobility issues (aged, infirm & dementia) but is open to anyone who would benefit from being outdoors and having some social interaction, including people who are just lonely. The rides are free and provided by volunteer pilots (cyclists) who typically take one passenger and their carer (professional or family) This application to the Community Investment Fund is being submitted by the Largs Chapter. CWAS Head Office holds our funds in their bank account and provides our strategic guidance, insurance and maintenance support. Cycling Without Age Scotland is a registered SCIO - SC048128 Its aims and objectives are to enhance the mental and physical wellbeing of older and infirm members of our communities. This is delivered through providing accompanied tricycle outings (jaunts) enabling those who might benefit from the service to ‘get outdoors’ and engage with others.
Page 45
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. Project Title: Acquisition of a Second Trishaw We are seeking funding to purchase a second Trishaw. We opened for business in March 2024 and since then have provided ‘jaunts’ for some 371 Passengers to the end of July. This figure does not include their carers; who also benefit. In April of this year our client base expanded to cover autistic children and blind adults, and we aspire to offer it to young adults with learning difficulties. We have 10 very active and enthusiastic pilots with another 8 on the ‘waiting list’ pending the arrival of the second Trishaw. Our existing storage shed (in the Vikingar Carpark) can accommodate the second Trishaw. We will continue to provide our service exclusively on the Largs Promenade and occasionally at the Largs Early Years Centre. Our target community beneficiaries is unchanged; we will just be able to increase our volume. We have no ‘partner’ organisations, and have no requirement.
Page 46
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the It is our intention to double the number of ‘jaunts’ we provide and thus deliver the social and mental wellbeing benefits of our activities to even more people in and around Largs. We are currently, and will remain, open to providing our service to ALL who may benefit from it. Locality Partnership Priorities: 1.Improving access to financial services - No impact 2. Increasing social inclusion - Our current service, and increased capacity, is open to people of all ethnicity and social status. We are free to use and our pilots enthusiastically embrace diversity and variety. It is part of the personal benefit we receive. 3. Improving mental wellbeing - Our core proposition is the enhancement of mental wellbeing for our passengers, and pilots. The acquisition of the second Trishaw will enable us to quickly grow the volume, and thus the sum benefit. 4. Supporting skills and work opportunities - No impact
Page 47
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. Our primary source of passengers are: a) Individual Bookings: In the main these are from friends and family of passengers who may benefit from our service. As such there is no mechanism for consulting with them. However, we are convinced there is a huge latent demand and with judicious promotional effort (especial two Trishaws going along the Promenade most days) we will attract them. We have had much anecdotal support. b) Care Home Bookings: We have consulted with the three care homes along the front. (Haylie House is to far up the busy Irvine Road and falls into the category of Individual Bookings) Hutton Park (36 residents) and Burnlea (32 residents) are highly complementary of the service we provide and the benefits we deliver, and will continue to use us and grow the number of outings as and when possible. We talked with the Activity Managers in both organisations. Their limiting factor is having the staff to accompany their residents. The new Bay Court Care Home (80 resident capacity) are very well aware of the service we provide and indeed have had three outings with us to date while they only have 5 residents. Natalie Lochhead (Care Home Manager) and Paula Bell (Activity Manager - who has been out on the Trishaw) have indicated there enthusiastic support for the engagement we provide for their future residents.
Page 48
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP QUALITATIVE IMPACT STATEMENTS: OBSERVATIONS BY ONE PILOT: Melanie Anderson CWAS Largs pilot 7th May 2025 "As a pilot, I see first hand how the trishaw basically generates happiness - in its passengers, in passers-by and in those of us doing the pedalling. It lifts the spirits of our clients, who might be feeling isolated by mobility issues or dementia:, it supports and cheers the carer or family member who joins them; even the folk we pass on the prom can't help but smile or wave and some will even flag us down for a quick chat. And we pilots get a huge boost to our own mental wellbeing from all of this and from the camaraderie of the other volunteers." OBSERVATIONS BY HUTTON PARK CARE HOME Carla Silveira Activity Lead Hutton Park Care Home, LARGS 14th July 2025 The Trishaw is one of our resident’s favourite activities, they just love it, they talk about it all morning when they know they are going out on it, a second one would be fantastic, more residents can get to go out. You only need to look at the smiles on their faces to see how much this means to them. Our Regional Director was visiting the other week and this is what she sent out to all the care homes in her region during Glad to Care Week: We have a resident who is living with advanced dementia, and who experiences high levels of stress and distress. The team are always trying new ways to support the resident and despite many failed attempts, they finally managed to cajole her into going for an outing along the beachfront on a Trishaw. I heard her screams of delight as they pulled away, and the smile I saw on her face when she returned was truly memorable. When you’re supported by amazing people, you can still have the time of your life in a Care Home.
Page 49
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Plus some comments from Families: Rona, both her parents are with us: To see the look on my mum and dads faces as they both get to go for a ride along the prom together is just the tonic we need as a family, the volunteers running the Trishaw’s are just amazing, Thank you so much Rosemary: I honestly can’t remember when I seen mum this happy, she just loves her outings on the Trishaw, I think if she could she would just go back and forth all day, such wonderful volunteers that runs these. Gorgia: You just have to look at the faces of the residents when they are out on these, my stepdad is a resident in the care home and he hails from Glasgow, the fact that he gets to go out a couple of days along the seafront is so important to him, he just loves it so thank you so much. We deem 10 to be the optimum number of pilots to ensure a bank of willing and enthusiastic volunteer cyclist. If there were too many their outings would be infrequent and they may lose motivation. If there were too few then they would be very busy and become disenchanted. Without carrying out any promotional activity we have grown the ‘reserve’ pilot-in-waiting list to 8. The training of the existing 8 reserves has commenced with the first two training session booked - 27th August for the first two Pilots and 8th September for the second pair. With a fair wind behind PVG checks they could be active in late September. Upon announcement of the success of the Funding Application we will seek to grow the pool of volunteers.
Page 50
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The Funds, when transferred to CWAS Head Office will be used to purchase the second Trishaw. We anticipate the Trishaw could be delivered to us in Largs in as little as two weeks. The project will double the number of volunteering opportunities from 10 to 20. There are no employment opportunities associated with the Project. There is no staff requirement. PROJECT PLAN: Upon receipt of the funds CWAS Head Office will order the Trishaw Upon notification of a successful application we will: a) Notify the 8 pilots in waiting, and book dates for their initial training - to take place within 2 weeks b) Ask them to submit their PVG applications c) Provide experience jaunts for them (using other existing pilots) d) Carry out their individual assessments - when the PVGs are through
Page 51
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. Amount of funding being requested Amount of funding requested (£) £10,800 (The total present cost of a Trishaw) Funding Received over the past 5 years: £456 from the NAC Participatory Budgeting Scheme to pay for our booking system over 2 years. Received December 2024.
Page 52
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. All of our bookings are recorded on our TeamUp calendar as and when they are made. We then use this to track our number of successful ‘jaunts’ delivered, and indeed those cancelled due to weather etc. For example from when we started providing our service in March 2024 (with only two pilots) until the Expression of Interest was submitted in April 2025 we took out 205 passengers (not counting their carers who would themselves derive emotional and mental benefit). In the year August 2024 to July 2025 we have provided some 364 passenger ‘jaunts’. Our target number for the same period in 2025/26 (August 2025 to July 2026) is 750 passengers. This is based on the availability of the second Trishaw combined with; a) The opening of the Bay Court Care Home with space for some 80 residents (more than doubling the seafront capacity of Hutton Park and Burnlea combined) b) The growing trend of increase in the number of individually booked jaunts as a result of our continually increasing profile in the community. Sample TeamUp calendar for July 2025:
Page 53
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Denise Fraser Locality Officer (Three Towns) Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: denisefraser@north-ayrshire.gov.uk Mob: 07770 825129 For more information see the guidance form here: https://northayrshire.community/wp- content/uploads/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf
Page 54
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation THE ARDROSSAN BOWLING CLUB Postal Address for Correspondence Name of Contact Person David Morrison Position in Organisation Past President Telephone Number Email Address Click or tap here to enter text. Total amount of funding requested: £30,000 Match funding (if any): £2,000 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Ardrossan Bowling Club was founded in 1842 providing a bowling facility for the local community. Over 183 years the club has contributed to the physical and mental health of members and guests alike. The club is a community not for profit organisation and currently has 110 full members and 23 associate members. These members enjoy bowling 7 days per week with no additional cost to the annual membership fee. We also host a very successful community event in the form of our Try Bowls Day with qualified coaches. Members can enjoy a social game of bowls or take part in more competitive events. For the broader community we offer monthly Bingo an annual Fete and free use of our function suite for private functions such as wedding receptions, engagements, anniversaries, funerals or fund raising events to name but a few. During 2024 more than 2000 people attended functions at the club. Around 760 visiting bowlers from out with the three towns also visited the club. The Slimming
Page 55
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP club attracts around 50 people weekly. The Ardrossan Unionist Club, bowling section, have use of our greens free of charge throughout the bowling season. Together with our friends at the Whitlees Community Centre and recently the Three Towns growers we aim for closer community involvement. The Three Town Growers have over the past few days offered the club 2 vegetable planters with the produce to be given to the local foodbank. Our 5 year plan is to improve our facilities and grow involvement in the three towns community. In 2025 we have lifted and re-laid approximately 80 paving slabs due to damage from trees from a neighbouring property. We have also cleaned and repointed a large crazy paving area. Over the next 4 years we intend if possible to renovate both our ladies and gents toilets with the inclusion of an accessible toilet facility.
Page 56
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The main roofing area has been professionally inspected, and tiles are found to be crumbling and breaking up. The only option is a complete re-roofing of the sloping roof on the main building. The work involved is the replacement of the main roofing area together with associated soffits, guttering and down pipes. After the initial expression of interest meeting a discussion took place amongst club members and a decision was made to incorporate the fitting of solar panels whilst replacing the roof. A potential funder has been identified and details of the same and quotations are attached. These measures will have an immediate and beneficial effect for members and guests alike. It should be noted with the roof structure innovation was requested. Quotations were sought for roof tiles made from recycled material, i.e car tyres. This idea was dismissed as the cost was prohibitive and reviews of these tiles suggested they had a shorter life span than for example Marley tiles in a windy area such as our location. However all guttering, downpipes and soffits are made from recyclable materials. Completion of this work will prevent water ingress and potential cancellation or disruption of community events. Installation of solar panels could make us self- sufficient for all our electrical power requirements. Savings would be used to improve the club’s facilities. Our target audience are primarily the communities of the 3 towns however as previously noted we work with and host clubs from further afield.
Page 57
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Promoting the Local Economy and Tourism 2. Regenerating Community Facilities 3. Increasing Civic Pride and Community Engagement, Improving Community Wellbeing. Completion of this project will ensure this community facility will be able to deliver for years to come a first class place for bowling, community events such as private functions, monthly Bingo, Slimming Classes, Annual Fete and recreational gardening. We also host community fund raisers and our well known Ayrshire Hospice Charity Day. Use of our facilities are always free to the community with exception of businesses using the club for commercial gain. Club membership is open to all and all members have equal rights including voting rights.. We are very aware of isolation and poverty in some sections of our community At our very successful Try Bowls Event potential new members are offered an attractive reduced joining fee which can be made in staged payments, free use of bowls, shoes and where possible use of rain jackets. This event targets all age groups in the community. On joining new members are allocated a mentor who will introduce them to members, arrange free coaching and help in any way possible to integrate the new member into the club. As part of our community engagement and improving community wellbeing we aim to roll out a series of try bowls days to the community. Further on the 13th and 14th May St Peters Primary School, Ardrossan pupils from classes 4, 5 6 and 7 attended a bowls coaching day. This was very successful with approximately 90 pupils attending. The Assistant Headmistress is keen for this now to become part of the schools curriculum. Invitations were extended to all attending pupils to join our free coaching sessions on Tuesdays and Thursdays between 4 – 6 pm. It is our intention to invite all Ardrossan Schools to take part in similar sessions. The reroofing will assist in PROMOTING THE LOCAL ECONOMY AND TOURISM as visiting clubs normally usually walk into Saltcoats or Ardrossan and use local facilities as part of their day out. Upgrading our clubhouse will be PART OF REGENERATING COMMUNITY FACILITIES with the focus on community involvement in Bowling.
Page 58
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP We aim to increase CIVIC PRIDE AND COMMUNITY ENGAGEMENT in our club with a series of community open days. The facility will be used actively to seek IMPROVING COMMUNITY WELL BEING by promoting Bowling and the physical and mental benefits this provides.
Page 59
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. To date we have engaged with various groups both digitally and with a paper questionnaire. Over 250 people have been consulted including club members, guests using the club for private functions, member of the Slimming Club. Groups such as the Mens Shed, The Whitlees Community Centre, 3 Town Growers and local church. The results are as shown in the appendix to the application.
Page 60
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in Three Towns? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The project will be managed by the club committee with the responsibility for the build in the hands of 3 nominated members. The treasurer will manage the finances. We have requested and received quotations for all the work from companies in the 3 Towns . This will continue our commitment to the local economy. Our greens contractor is based in Stevenston. Coach travel for our away games is provided by Coast to Coast Coaches in Ardrossan. Outsource food requirements is from the Whitlees Community Centre or local butchers, Hardware and paint requirements are sourced from Home and Hardware Stores, Saltcoats. All our bar staff reside locally. The roofing contractor does not require any deposit and full payment will be made on satisfactory completion of this project. In terms of volunteer and employment opportunities the new roof will guarantee and allow opportunities in the future.
Page 61
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) £30,000 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Replacement roof.as per quotation £30,600 Yes Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) Ardrossan Bowling Club £2,000 Yes During the past 5 years to have received the following funding- March 2022 – National Lottery - £4,620 for refurbishment of function suite. Ardrossan Bowling Club provided £12,000 in match funding. 2023 – GT Groundcare - £1,000 contribution to new club bowling tops. February 2024 – Community Benefit Fund - £4,000 for refurbishment of ladies changing room.
Page 62
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. The committee will use and maintain a performance system to record usage, user surveys, establishing areas for improvement. This will ensure best value for community involvement. All monitoring and evaluation will be overseen and signed off by myself and the club treasurer