12. DirApp - FINAL - 20262701 Cabinet CIF v2.0 - 14.01.26
North Ayrshire Council · 27 January 2026
Back to Cabinet — 27 January 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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NORTH AYRSHIRE COUNCIL 27 January 2026 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 North Coast and Cumbrae and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Community Roots (see Appendix 1); c) Approves the CIF application in relation to Craufurd Simpson Park (see Appendix 2); d) Approves the CIF application in relation to West Kilbride Community Sports Club (see Appendix 3); e) Approves the change of use of funding previously awarded to the Friends of Kirktonhall Glen (see Appendix 4); and f) Approves the CIF application in relation to Saltcoats Victoria Football Club (see Appendix 5). 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.
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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 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. A summary of the current position on disbursement of CIF monies is summarised in the table below: 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 £1,046,010 £290,000 £580,000 £577,990 Kilwinning £286,000 £438,060 £120,000 £240,000 £207,940 Three Towns £598,000 £1,263,651 £240,000 £480,000 £54,349 Garnock Valley £390,000 £521 103.04 £150,000 £300,000 £318,896.96 North Coast £468,000 £834 511 £170,000 £340,000 £143,489 Arran £104,000 £125 079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £4,228,414.04 £1,000,000 £2,000,000 £1,371,585.96 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 Sustainable North Ayrshire 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;
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• 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 • 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 1-5 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 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 Cycling Without Age Largs £10,800 Balance £143,489
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2.6 Proposal: Community Roots (£8,750) (See Appendix 1) 2.6.1 Community Roots is a registered SCIO established in 2020, which evolved from a COVID-19 mutual aid group governed by volunteers. They deliver food access and therapeutic gardening programs. The group collaborates with local partners and holds a National Lottery Community Led Fund award supporting employment roles. Community Roots work with older adults, disabled and neurodivergent individuals, people facing mental health challenges or isolation, families experiencing financial hardship, carers, volunteers, and residents seeking skills in food growing and wellbeing. 2.6.2 The Garden Haven is an insulated garden room within the Main Street Community Garden, intended for year-round workshops, wellbeing sessions, cooking lessons, therapies, and community activities, with additional accessible outdoor spaces at the Boyd Orr Garden. The project aims to improve mental wellbeing, reduce loneliness, enhance food confidence, increase environmental awareness, strengthen community resilience, and provide accessible social spaces. It follows permaculture principles and addresses local inequalities including financial, confidence, and transport barriers. The group are seeking funding to complete the construction of the Garden Haven and for security equipment once completed. 2.6.3 The Garden Haven supports the locality priorities of improving access to financial services through cooking and sustainability education, increases social inclusion with peer support and accessible activities, improves mental wellbeing via therapies and mindfulness, and fosters skills and work opportunities through employment and volunteering roles. It also supports the Community Planning Partnership priorities of Wellbeing, Work and World. 2.6.4 The Locality Partnership are aware that the existing balance of the CIF fund is reducing and that there continues to be considerable demand for support from the fund. With this in mind, they would like to aware 50% of the requested £17,500, an amount of £8,750 towards the project. 2.7 Proposal: Craufurd Simson Park (£50,000) (See Appendix 2) 2.7.1 Craufurd Simson Park is a SCIO Scottish Charitable Incorporated Organisation) registered with OSCR on 1 July 2024. The group lead on a community-driven initiative to develop a safe and inclusive playground for local residents. The playground will provide a much-needed recreational space for children and families, fostering community engagement and promoting physical and mental well-being. 2.7.2 The group are seeking funding to support the purchase of play equipment for an area of ground which had previously been a playpark but is now disused. They have carried out considerable community engagement which shows a high level of support for the project, and the new community playpark would assist with health and physical activity, community connection, mental wellbeing and improve the appearance of the neighbourhood. 2.7.3 Ongoing responsibilities for the park have been agreed with the SCIO being responsible for insurance, management and ongoing maintenance of the site and equipment. Streetscene will support them by carrying out regular safety checks and highlighting any maintenance which is required.
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2.7.4 The project supports the locality priorities of Increasing social inclusion and improving mental wellbeing, as well as supporting skills and work opportunities through offering opportunities to volunteer. The Community Planning Partnership priority of Wellbeing will be supported through improved access to physical play and community cohesion. Ownership of the site and the park supports the Community Wealth Building pillar of Land and Assets. 2.7.5 The group had made an application for £100,000 to the Locality Partnership. As with the previous application, and again in recognition of the reduced balance of funding remaining with the CIF pot for the locality, the Locality Partnership would like to award the group with £50,000, amounting to 50% of the funding requested. This will allow them to seek additional funding from other resources using the CIF award as match funding. 2.8 Proposal: West Kilbride Community Sports Club (£42,500) (See Appendix 3) 2.8.1 West Kilbride Community Sports Club was established in 2013 as a registered charity (SCIO No. SC043632) and aims to provide community sports facilities and increase public participation in sports to improve health. It manages facilities at Kirktonhall Glen and works in partnership with West Kilbride Tennis Club and West Kilbride Amateur Football Club (WKAFC). 2.8.2 The Club are aiming to replace the poorly drained, poorly lit grass pitch with a floodlit 3G artificial pitch and new changing rooms accommodating four teams, enabling year- round use and back-to-back games. This will provide a permanent home for West Kilbride teams and accommodate wider community use. Currently, teams travel a significant distance annually for training and matches due to inadequate local facilities, resulting in significant carbon emissions and costs. The new facility will reduce travel, increase participation, and support grassroots football development across age groups, including women and girls. 2.8.3 West Kilbride currently lacks a full-size synthetic pitch, with the nearest facility 4.5 miles away. The project will improve access to affordable, year-round sports facilities, increase youth and female participation, promote social inclusion, enhance mental wellbeing, and create employment and volunteering opportunities. It will serve over 560 weekly users, support up to 10 youth teams, and engage 80 volunteers annually. 2.8.4 The proposal aligns with the North Coast Locality Plan priorities of improving financial access, social inclusion, mental wellbeing, and providing skills and work opportunities. It also aims to reduce carbon emissions by cutting travel distances, thus supporting the Community Planning Partnership priority of World. As with the previous two projects, the Locality Partnership would like to award 50% of the requested £85,000 of funding, an amount of £42,500 which can be used as match funding to secure investment from other funders, including a substantial investment from the Scottish Football Association (SFA).
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2.9 Change of Use – Friends of Kirktonhall Glen (£24,235) (Appendix 4) 2.9.1 A CIF award of £25,000 was made to the Friends of Kirktonhall Glen group at the Locality Partnership meeting of 10th June 2025 and approved by Cabinet on 2nd September 2025. This award was for the installation of solar-powered street lighting along the access path from Orchard Street to the Sports Pavilion in Kirktonhall Glen. The total cost of the project was expected to be £49,153 and the balance required of £24,153 was secured from the Community Renewable Energy Generation Fund. 2.9.2 Since the award was made, the group have worked hard to ensure that materials, delivery and commissioning have been bought or delivered at a reduced cost for the project, making significant savings. Rather than the original cost of £49,153, a total of £24,918 has been required to fund the lighting project. This means only £765 from the CIF award has been spent. Therefore, the group would like to use the funds awarded to them for a different, complementary purpose from their original proposal. 2.9.3 The lights were the main initial priority for the group in order to make the area safe for young people. Further significant work will be required to instal a three-phase electricity supply at the pavilion, which is required to bring the premises up to the standard needed to secure the Scottish Football Association funding mentioned previously. The group requested that the remaining CIF funds unspent on the lighting can be used for the three-phase electrical supply. 2.9.4 The hard work of the group to save money on procurement is recognised as a good example of Community Wealth Building. The Locality Partnership were in agreement that they would be content for the group to use the funds already awarded but now saved towards this new electricity supply. The original application form is attached as Appendix 4; CIF guidance does not require the submission of a new application for the change of use of funds if they are approved by Cabinet. 2.10 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
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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 Ardrossan Bowling Club £20,000 Balance £54,349 2.11 Proposal: Saltcoats Victoria FC (£50,428) (See Appendix 4) 2.11.1 Saltcoats Victoria FC are a semi professional Football Club currently playing in the 4th Division of the West of Scotland Football League. The Club is 135 years old, having been established in 1889. The Club is a constituted organisation run by a voluntary Management Committee. The Objects of the Club are to “promote the playing and development of Association Football …..by Saltcoats Victoria…. and among as many juvenile and youth age groups of whatever gender as is practicable”. 2.11.2 The Club are in active discussions with North Ayrshire Council regarding the full acquisition of the site at Campbell Park through the Community Asset Transfer process. They are now working through the Asset Transfer process and hope to secure title to the ground within 12-15 months. 2.11.3 The Club are seeking funding to support Phase 1 of a planned upgrade of the facilities at Campbell Park. This is a changing room upgrade involving new modular units which include changing for two teams, modern showering facilities and an officials’ changing room. They have now raised a £10,000 target through an online fundraising campaign and have also received an Awards For All grant for a further £10,000 from the National Lottery. The balance of £50,428 is being requested from CIF. 2.11.4 The project directly contributes to the Locality Partnership priorities of Regenerating Community Facilities, Increasing Civic Pride and Community Engagement, Promoting the Local Economy and Tourism and Improving Community Wellbeing by offering improved facilities, providing better access that will encourage more people to take part in sport and be involved with the Club, re-establishing the club at the centre of community life and enabling them to host events and draw in visitors. It also supports the Community Planning Partnership priority of Wellbeing. 2.11.5 The Locality Partnership decided to fund this project on the basis that the lottery match funding and self-fund raising was secured. The Partnership have been updated that full match funding has been secured and are now seeking Cabinet approval for the award of the CIF funds. 3. Proposals 3.1 That Cabinet: a) Reviews the applications from the North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Community Roots (see
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Appendix 1); c) Approves the CIF application in relation to Craufurd Simpson Park (see Appendix 2); d) Approves the CIF application in relation to West Kilbride Community Sports Club (see Appendix 3); e) Approves the change of use of funding previously awarded to the Friends of Kirktonhall Glen (see Appendix 4); and f) Approves the CIF application in relation to Saltcoats Victoria Football Club (see Appendix 5). 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. 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
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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 Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Community Roots Appendix 2: CIF Application Craufurd Simpson Park Appendix 3: CIF Application Kirktonhall Glen 3G Facility Appendix 4: CIF Application Friends of Kirktonhall Glen Appendix 5: CIF Application Saltcoats Victoria FC
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES 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: 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
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Community Roots SC051963 Postal Address for Correspondence Name of Contact Person Fi Thorburn Position in Organisation Chairperson 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. Community Roots is a registered Scottish Charitable Incorporated Organisation (SCIO) based in West Kilbride. We support local residents through a holistic blend of community food access, sustainable growing, and wellbeing initiatives. Our work is rooted in reducing inequalities and building community resilience. We run two core programmes: • The Village Larder – providing affordable, dignity-based access to food, distributing fresh local produce, and supporting around 60 people weekly with over 150 registered users. • The Community Roots Garden – a therapeutic garden offering food growing, volunteering, shared meals, herbal education, and nature-based wellbeing. We have operated since 2020 (previously a constituted group West Kilbride Community Support Group before becoming Community Roots 2tier registered charity in 2022) and developed from the local COVID-19 mutual aid response. We
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP are governed by a volunteer board, operate with robust policies (including safeguarding, H&S, PVG, GDPR and financial management), and work closely with local partners including Age Well, West Kilbride Community Initiative, local churches, Ayrshire College, and a wide volunteer base. Community Roots currently holds a 3-year National Lottery Community Led Fund award, supporting three part-time roles for people traditionally facing barriers to employment due to disability or caring responsibilities. These roles directly support the delivery and long-term sustainability of the Garden Haven project.
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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. The Garden Haven – A Community Food, Nature & Wellbeing Space The Garden Haven is a purpose-built, insulated garden room within our Main Street Community Garden. CIF funding will allow us to complete the Phase 1 construction and provide essential fittings, security, and accessibility elements needed to safely open the space to the public. Where it will be delivered • Main Street Community Roots Garden, West Kilbride • Additional accessible activities will be delivered at the lower Boyd Orr Garden (recently agreed for transfer), which offers level access for disabled participants. • Polytunnel growing & learning provided at the garden at 53a Main Street where we have a 3m by 6m polycarbonate polyeco tunnel purchased with CMHWB funding. Who will benefit • Older adults • Disabled and neurodivergent residents • People experiencing poor mental health or isolation • Families facing financial hardship • Carers and people with chronic illness • Volunteers and community groups • Residents wanting skills in food growing, budgeting, sustainability, and wellbeing
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP What the Garden Haven will provide • A year-round insulated indoor space for workshops, wellbeing sessions, peer support, craft groups, learning, and social gatherings • A small kitchen for cooking lessons, nutrition education, and shared low-cost meals • Free complementary therapies delivered by qualified practitioners and supervised Ayrshire College students • Community-led sessions on gardening, sustainability, nature connection, and climate-friendly living • An accessible, welcoming space for those unable to join outdoor gardening due to mobility, confidence, or health limitations Partners involved • Ayrshire College (Complementary Therapy students delivering supervised sessions) • Age Well (older adult wellbeing activities) • West Kilbride Community Initiative • Local churches • Environmental Group (lower Boyd Orr garden transition) • Volunteer therapists and skilled community members • Thrive Social and Therapuetic Horticulture support
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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 Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities The Garden Haven will make a significant contribution to wellbeing, inclusion, food security and climate awareness across the North Coast locality. At Community Roots, we follow a permaculture approach in how we grow food, how we care for our spaces, and how we run the organisation as a whole. Permaculture is about working with nature, reducing waste, sharing resources and designing systems that support people as well as the environment. This ethos guides every part of what we do—from how we grow and compost, to how we support wellbeing, to how we plan future activities. We want to be a practical, local example of how small, manageable changes can make a meaningful difference to both personal health and to the environment, locally and globally. The Garden Haven gives us a dedicated place to share this learning through workshops, demonstrations, conversations and hands-on activities. The building itself, alongside the garden, acts as a model of sustainable living, showing how energy-efficient design, thoughtful planting and low-impact choices can benefit the whole community. Outcomes we aim to achieve • Improved mental wellbeing through free therapies, stress management and nature-based activities • Reduced loneliness and increased social connection through peer support and inclusive community activities • Improved food confidence and nutrition skills, helping families manage during the cost-of-living crisis
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Increased environmental awareness, sustainable growing, and climate- friendly food engagement • Strengthened community resilience through volunteering and shared leadership • Safer, more accessible social spaces for disabled people and those with limited mobility Reducing inequalities The project specifically addresses key inequalities identified locally: • 27 people said they want therapies but cannot afford them • 43 people want mental health peer support • 38 people want meditation or quiet mindful space • 41 people want to learn how to eat well on a tight budget • 12 people are unable to attend groups due to physical/mental health barriers • 14 people feel uncomfortable attending alone • 6 people cannot find local groups at all • Add about lgbtq By offering free, local, non-clinical, accessible support, the Garden Haven removes the financial, confidence and transport barriers identified by the community. Fit with Locality Partnership Priorities 1. Improving access to financial services (including cost-of-living resilience) • Cooking on a budget, batch cooking, and reducing food waste (41–45 people interested and we aim to increase interest in promotion of these goals • Energy-efficient building with solar and low running costs • Helping families manage food costs through fresh produce, growing skills and cooking support 2. Increasing social inclusion • Quiet, non-judgemental space for people who struggle in traditional social spaces • Peer support groups for: mental health, neurodiversity, carers, chronic illness, grief, sobriety • Accessible activities in the lower Boyd Orr garden
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Consultation responses described the Haven as “inclusive”, “welcoming”, “safe”, “comforting”, “supportive”, “peaceful”. 3. Improving mental wellbeing • High community demand: o 43 for MH support o 38 for meditation o 20 for chronic illness support • Free complementary therapies – 44 say they would use them • Early-intervention, preventative wellbeing approach (linked to CPP priorities) 4. Supporting skills and work opportunities • Three part-time roles already secured via NLCLF with people who face challenges accessing work (disability, caring responsibilities) • Volunteering roles in gardening, hospitality, events, peer support and maintenance • Skill-building workshops: cooking, growing, sustainability, herbalism • Student placements through Ayrshire College • Thrive training and resources in Social and Therapeutic Horticulture (Trellis recognised training awards)
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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. A community consultation was conducted between the 9th October and 26th November 2025- advertised on local social media pages and community groups, shared with Village Larder customers and visitors to the Community Roots Garden. Collected digitally online via Office Forms and participants encouraged to assist those without social media or digital access with completing the form. The raw excel data and screenshots of the entire consultation and results are available in the folder attached to this application. 98 responses were made to the form. Key statistics: • 95% say transforming derelict spaces into community use is “very important” • 89% say environmentally sustainable building is very important (average 4.79/5) • 35 people rated access to green space as “very important” • 58 want seasonal/local cooking workshops • 54 want to learn to grow herbs and vegetables • 45 want to learn how to reduce food waste • 43 want mental health support • 38 want meditation/mindfulness • 27 want complementary therapies but cannot afford them • 44 would access free therapies at the Garden Haven • 14 feel uncomfortable attending groups alone • 12 cannot attend groups due to health conditions Key themes: • People described the space as “peaceful”, “hope-inspiring”, “safe”, “inclusive”, “heartwarming”, “supportive”, “magical”, “essential”, “empowering”, “filled with life”. • Residents emphasised the need for accessibility improvements, which is why we will deliver accessible activities in the lower Boyd Orr garden and install path surfacing, seating and handrails.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP This consultation clearly demonstrates strong demand, diverse engagement, and community ownership.
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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 Financial Management • Managed by Community Roots SCIO board and treasurer • Transparent financial reporting using a live dashboard • Annual independent examination of accounts • CIF funds will be ring-fenced and fully receipted Volunteering & Employment • 3 part-time freelance staff funded for the next 2 years via NLCLF • Thrive STH training underway for Coordinator with the other 2 freelancers expected to undertake the Intro and Practice modules in 2026-27. Coordinator will do the additional training for the STH Award Certificate. Thrive is recognised by Trellis (main body for STH) and we will work to their guidance and use their resources • Volunteer roles: gardening, hospitality, events, peer support, path maintenance, admin • Opportunities for NAC and CPP staff volunteering HR • Freelance agreements in place • PVG checks where required • Strong safeguarding, H&S and supervision procedures
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES 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 (£) 17,500 Please give a breakdown of cost and recent quotations where appropriate. Breakdown Phase 1 construction gap: £13,664.59 Phase 2 Interior fittings & fixtures: £2,259.24 Boundary fencing: £1,260 In response to feedback at the EOI meeting: Coded gate lock: £135.20 Solar cameras (x2): £139.98 SD cards (as no wifi connection planned immediately (x2): £29.98 Total: £17,488.99 (rounded to £17,500) Match Funding Received: • Ayrshire Climate Hub: £2,100 (including £1,000 for Haven build and £1,100 for workshops/landscaping) • National Lottery Community Led Fund: £150,000 over 3 years (Year 1 completed) o Includes £50,000 for the Haven build (where £2,200 has already been spent on engineer and warrant fees) • Own organisational funds + CMHWB underspend (with permission): used for architectural drawings, planning fees, tree clearing, and £2,500 contractor deposit
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • In-kind: Volunteer time, produce, skills, space use Pledged: • CWB Participatory Budgeting: £210 • In-Kind: Workshop and Taster Session Practitioners Applying For: • Restoring Nature Fund for decking, rain garden and further landscaping amount tbc • NAC Energy and Sustainability for Solar Panels £15000 • WKCT £2000 • CMHWBF Year 5&6 for continuation of Larder Coordinator Role and workshop and training programmes
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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. We will monitor and evaluate the project using: • Attendance logs for each session • Pre/post wellbeing indicators (based on validated wellbeing scales) • Participant feedback forms and testimonials • Volunteer tracking and progression • Annual report submitted to NAC • Financial monitoring (itemised spend, receipts, statements) • Monitoring against CIF outcomes and locality priorities • Measure our work against the Trellis and Thrive framework for Green Health and Social Horticulture submitting case studies also
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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
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Craufurd Simson Park Postal Address for Correspondence Name of Contact Person Jenny Clark Position in Organisation Trustee Telephone Number Click or tap here to enter text. Email Address 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. Craufurd Simson Park is a SCIO registered with OSCR on 1 July 2024. This initiative is a community-driven initiative to develop a safe and inclusive playground for local residents. The playground will provide a much-needed recreational space for children and families, fostering community engagement and promoting physical and mental well-being. The initiative will be managed by Scottish Charitable Organisation (SCIO) formed for this purpose (SCIO), funded through grants, donations, and community fundraising efforts. Vision To create a vibrant and inclusive community playground that fosters fun, healthy play, social connections, and a sense of belonging. Mission To provide a safe and accessible recreational space for children and families in our community, promoting physical activity, social development, and community engagement.
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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. The Craufurd Simson Park is intended to provide safe space for children to play. Park equipment will be procured and built on the land. The equipment will aim to provide activities for children ages 1 to young teenagers. Accessibility is important to the community and the selection of equipment will seek to accommodate a wide range of abilities, and diversity. The space will house a variety of play equipment for climbing, balancing, motor skill and flexibility development as well as space for plants to be grown and nurtured. Seating will be provided to provide space for parents and carers to sit and watch the children. Children will be encouraged to be responsible for the park by keeping it tidy and making sure it is safe by reporting any issues that would affect the safety of children using the park, helping keep the park clean and tidy and participating in painting or growing activities to maintain the park. Adults will be responsible for making sure that the park is maintained and a safe, warm, welcoming space for the community and the children. A plan to involve the community in managing this will be formed. The community will arrange periodic events to involve the children in developing the park to meet their needs and into a space that they love using. In order to achieve this the community have set up a SCIO who will manage and maintain the area as well as do the required work to develop the park. The SCIO will be responsible for: • Insuring the park • Managing the maintenance contract with Streetscene • Managing a caretaker roster with the community
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Managing the finances and ensuring sufficient funds available to meet the responsibilities • Managing the procurements, and replacement of any new equipment or failed equipment • Meeting the OSCR requirements for a SCIO • Applying for funding grants Property acquisition The land will be procured through a Community Asset Transfer with support from the Land Fund during the process and for funding. The land was previously a play park and the equipment was removed by the council some time ago. The land is disused and the remaining rubber matting is degrading and creating a health hazard for the children who still congregate in the space. The area is fence and has a combination of grass, concrete and rubber matting. A survey of the land will be conducted to ensure there is no risk of subsidence and the value of the property. Location The Craufurd Simson park is located between Craufurd and Simson Avenue on a piece of land in a densely populated area. +/-322 m2 with a perimeter of +/-78m This image shows the position of the park within West Kilbride. The red marker shows the location of the park.
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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 Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunites A play park serves as a cornerstone for community development and offers multifaceted benefits that extend beyond mere recreation. Here are some significant advantages: Promoting Physical Health Having a space to play will encourage children to engage in physical activities such as running, climbing, and swinging. These activities are essential for the development of motor skills, muscle strength, and overall physical health. Social Interaction We expect the park will act as social hub where children and adults can meet, interact, and build relationships. These interactions foster a sense of community and belonging, helping to create a supportive and cohesive social environment. For children, playing with peers aids in developing social skills such as sharing, negotiation, and teamwork. Mental and Emotional Well-being Access to green spaces and play areas has been shown to reduce stress and improve mental health. The presence of a play park can provide a peaceful retreat for individuals seeking a break from their daily routines. For children, unstructured playtime is crucial for emotional development, allowing them to explore their creativity and imagination. Educational Opportunities A well-designed play park can include educational elements such as vegetable gardens or interactive installations that stimulate learning. These features can teach children about nature, sustainability, and healthy eating habits. Additionally, the park
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP will be a space that can host community events and activities that provide further educational benefits. Community Engagement West Kilbride has a very advanced volunteer culture with many amenities in the village provided by well organised volunteer groups. The process of creating and maintaining a play park has galvanised community members, promoting volunteerism and collective effort. This engagement can lead to a stronger sense of ownership and pride in the community. Initiatives like the Craufurd Simson Park development demonstrate how collaborative efforts can transform a community asset into a beloved gathering place. Economic Benefits Attractive and well-maintained play parks can enhance the aesthetic appeal of a neighbourhood, potentially increasing property values. They can also attract visitors, boosting local businesses and contributing to the local economy. There are members of the community who bought the property they own because there was a park. Accessibility and Safety A new play park can provide a safe and accessible environment for children to play, especially in areas where existing parks are not easily reachable. Ensuring that parks are well-maintained and include safety features (like AED sites) further enhances their value to the community. 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. The voice of the community The community were devastated when the park was taken away. Children still play in the empty space but deserve a good quality recreational area instead of disused rubber mats for toys. There have been a number of formal consultations to develop the park and these are noted below.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP In June 2023 community members met with their children to show support for the initiative and highlight the need. This was attended by about 100 people including children. In July 2024 a survey was conducted to confirm the need and gather community feedback. The survey was available online through a QR code that was shared in various Facebook groups, WhatsApp and posted in public places. Hard copies of the survey were made available from the NiSA, the closest shop, the library and the community centre. 238 people responded to a survey representing 527 individuals and the survey results are below. In August 2024, a community meeting was held to decide on the form the initiative should follow and it was agreed that a SCIO would be formed and the Trustees selected to do that. In June 2025 there was an event held on the old park site where children were invited to look at the options available for developing the park and choose their favourites. This was attended by well over 200 residents. Children indicated that they liked the newer and the most different equipment options that were shown. It was a great event where the whole community pulled together to deliver a great afternoon. A summary of the survey conducted in August 2024 is below.
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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 Managing the SCIO The Craufurd Simpson Park SCIO was created after a community meeting agreed that this would help achieve the group's objectives. There are 6 trustees and each trustee is on board to add value in a particular way. We have a treasurer nominated to ensure funds are managed effectively and a secretary responsible for documentation, applications for grants, and managing membership. Trustee meetings will take place periodically with an annual membership meeting happening in July each year. Procurement Securing the land and park equipment will be managed by the Trustees and will ensure sufficient due diligence of the supplier and community buy in. Maintenance The maintenance of the park will include: Streetscene Community members Maintenance committee Identifying items for maintenance X X Identifying items for repairs X X X Repairing items X Keeping the area free of rubbish and debris X X X Cleaning bins X Inspecting items for safety X Maintaining plants and beds X X
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Renewing paint X X Replacing broken or old equipment X Managing the organisation The SCIO is managed by a group of 6 Trustees and a committee will be formed to manage the day-to-day running of the park. The roster will be held at the NISA for volunteers to complete or view. Managing finance The treasurer will be responsible for ensuring all funds are managed according to accounting principles. Annual accounts will be presented at the AGM and members are encouraged to attend and apply critical thinking to the information shared. The secretary will ensure that feedback for grants is managed and apply for new grants where available that will meet the purpose of the SCIO. The Trustees and community members will be asked to look for funding opportunities to help develop the space over the years.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES 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”. The Craufurd Simson Park has received £1,000 from the North Ayrshire Participatory Budgeting in 2024/2025. This was used to create the community consultation event in June 2025 and the remaining funds will go towards the land survey required for purchase of the land. Amount of funding requested (£) 100,000 Please give a breakdown of cost and recent quotations where appropriate. Procurement for equipment and set up at start - £89,120 Equipment – 65% Flooring - 20% Labour – 10% Other – 5% The land purchase will be funded through the Land Fund if the application is successful. Additional funds will be sought through other grant applications. Funds to maintain the equipment and land for the first 2 years – £10,880 Maintenance includes insurance, equipment fixes, garden supplies. Year 2 7 330 Year 1 3 550
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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. Goal: To provide a safe and accessible recreational space for children and families in our community, promoting physical activity, social development, and community engagement. Objectives: 1. Procurement of the land: Procure the land through a CAT Transfer before December 2025. 2. Development of the land: Construct and open a new playground before Spring 2027. 3. Implement an ongoing maintenance programme: Set up the maintenance committee with a plan for ongoing maintenance. 4. Secure ongoing funding: Apply for and manage funding requirements with a 1 to 3 year horizon. Monitoring plan: This plan outlines how we will track our activities to ensure the project stays on schedule and budget. What How When Who 1. Land Procurement - Create a plan with key milestones and dates. - Track completion of milestones against the dates. - Report on progress to Trustees Monthly Jenny Clark, Trustees 2. Development of the land - Create a plan with key milestones and dates and associated budget. - Track completion of milestones against the dates. - Track the budget against the mile - Report on progress to Trustees Weekly during construction. Jenny Clark, Trustees 3. Implement an ongoing maintenance programme - Keep records of all volunteers and action items. - Review maintenance team log - Review feedback forms Weekly for the first 3 months, then monthly Trustees, maintenance Committee.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 4. Secure ongoing funding - Maintain a log of all submitted funding applications, including submission dates and funder responses. - Track received funds and manage financial records. Monthly Treasurer, Secretary, Trustees Evaluation Plan (Measuring Impact) This plan details how we will formally assess the project's success and measure its impact against our stated objectives. What How When Who 1. Land Procurement - Land transfer complete with all legal documentation delivered. - Confirm that the land was procured by the December 2025 deadline. End of December 2025 Jenny Clark, Trustees 2. Development of the land - Final inspection by a certified playground safety inspector - Submission of an "as-built" drawing and safety certificate. End of Spring 2027 Jenny Clark, Trustees 3. Implement an ongoing maintenance programme - Review the completed and implemented maintenance plan. - Confirm the committee has been formally established and has a work schedule. End of year 1 of operations Trustees, maintenance Committee. 4. Secure ongoing funding - Conduct a financial review to assess the total amount of funding secured. - Evaluate the diversity and sustainability of funding sources over the 1-3 year horizon. End of each financial year Treasurer, Secretary, Trustees Reporting and Dissemination We will ensure that our progress and findings are shared transparently with all stakeholders. • Progress Reports: Quarterly reports will be submitted to the funder, detailing progress on project objectives, key milestones, and financial status. • Final Report: A comprehensive final report will be submitted upon project completion. It will include all evaluation findings, lessons learned, a financial summary, and a plan for long-term maintenance. • Community Meeting: An annual public meeting will be held to share project outcomes and gather feedback.
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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
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation - West Kilbride Community Sports Club (WKCSC) Postal Address for Correspondence - Name of Contact – George Cloughley Position in Organisation Trustee – Project Lead Telephone Number - Click or tap here to enter text. Email Address - 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. West Kilbride Community Sports Club was established in 2013 and is a registered charity (SCIO No. SC043632). Our aims are to: • “provide or assist in the provision of community sports facilities and activities, increase access and encouraging public participation in sports and leisure opportunities and improve the health of the inhabitants of North Ayrshire” • “advance community development by encouraging the community to take part in sport or physical activity and involving volunteers to help ensure the services offered meet the needs of the community and help to provide new skills and perspectives and increase contact and involvement with the community”. In recent years, we have taken an active role in managing and developing the sporting facilities within Kirktonhall Glen, the main recreational site within the village. In 2018, we were granted a 25-year lease for the football pitch at the Glen site by North Ayrshire Council at a nominal rent of £1 per year, with an option to extend for a further 25 years. WKCSC oversee the sports activity on the site and have an inclusive partnership which includes user agreements with 2 sports clubs - West Kilbride Tennis Club and West Kilbride Amateur Football Club (WKAFC). Both Clubs are supported by the Trustees of WKCSC and are represented on the WKCSC Board.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP WKCSC has no current employees, with all activity undertaken and managed by committed volunteer Trustees. We benefit from a very skilled board of Trustees bringing significant experience and acumen from a broad range of private, public and third sector roles. Profiles of WKCSC Board members are set out in Appendix 1 of the Business Plan which we have submitted in support of this application. West Kilbride Amateur Football Club (WKAFC) will be our delivery partner for this project. They were established in 1947 and currently operate six teams with 129 players and 60 volunteers. They are responsible for organising all football activity on the site which includes operation of the booking system, clubhouse, the current grass pitch and football changing rooms.
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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. West Kilbride has a growing population, currently of c4,850 but expected to increase soon to over 6000. Kirktonhall Glen is the village’s main recreational area. However, the current grass pitch suffers from poor drainage, lacks floodlighting and is only usable for a portion of the year. Use of the existing grass pitch drops from 22 hours per week in summer to just 4 hours in winter - restricting football development and forcing youth teams to train and play elsewhere during the winter. We have established that these teams currently travel over 34,000 miles annually to train and play home games – the equivalent of 1.37 times around the globe. This equates to 9.04 tonnes of carbon emissions and fuel costs of over £5,500 per year. Whilst West Kilbride CSC/West Kilbride AFC have done their best to secure training and playing facilities for their teams, current arrangements are not sustainable in the longer term: • The nearest appropriate facility is 5 miles away and is run by a busy Semi Professional Football Club in Ardrossan who have various teams of their own using the facility. • Although the Kirktonhall Glen pitch is leased on a peppercorn rent West Kilbride AFC still are required to spend significant sums per annum to adequately maintain the pitch for wider use. Despite this effort and cost the pitch remains playable only for a limited period during the year. • Kirktonhall Glen does not have floodlights and therefore is unavailable for hire at night requiring teams to leave the town to train in winter months. Our proposal involves replacing the existing grass pitch at Kirktonhall Glen with a modern, floodlit 3G facility and providing new changing accommodation to accommodate 4 teams so games can be played back to back. The facility will provide a permanent home venue for all West Kilbride teams but will also be able to accommodate wider community use.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The main beneficiaries of the project will be the teams and players currently forced to travel substantial distances to access suitable facilities. Our survey results confirm that all local teams would make regular year-round use of a 3G facility which would support grassroots football development, enabling increased participation across all age groups. In overall terms we anticipate the typical weekly use at Kirktonhall Glen 3G will rise to around 560 users once the new facility is established. This will include: • Use by West Kilbride AFC and their associated Youth Football Teams • Use by other adult and youth teams in the North Coast Locality • Public and community use of the facility beyond those participating via recognised football clubs e.g. local residents who wish to use the facility on an ad hoc basis to play games with friends and 5/7 a side games • Development of women and girls teams to play both competitively and recreationally at the facility • Use by the Primary School for delivery of elements of the PE curriculum and extension of existing links with Active Schools and KA Leisure to offer a series of extra-curricular activities such as a Primary School football festival, multi- sport (e.g. netball, basketball, rounders, athletics) and wider fitness and fun activities • Holiday camp provision on the pitch for local children during Summer, Easter, October breaks - with both football and other multi - sports based activity • a developing club infrastructure has been planned at West Kilbride for women and girls, with the expectation of further growth in the years ahead • Hosting walking groups and social fitness sessions at the pitch, targeting people not comfortable with traditional gym environments • Linking with key local service providers such as KA Leisure to develop a programme of activities that cater towards people with Mental and Physical disabilities e.g. ASN football sessions, multi-sport activities, Boccia • Organising Walking Football to create an inclusive option for local residents of all fitness levels, abilities, and ages • Collaborating with organisations such as the Sporting Memories Foundation to offer interactive sessions for older people with Dementia and other memory related conditions • Hosting use by local Rugby Clubs for training sessions and a local Netball Club who had disbanded due to lack of facilities and have written a letter of support to suggest they would start back up again and utilise this facility to play Netball. • Encouraging the delivery of coaching sessions at the facility by the SFA, Coerver, KA Leisure and private coaching schools
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP In delivering the project we will be working with a wide range of local partners including Active Schools, KA Leisure, West Kilbride Primary School, West Kilbride Boys Brigade, Clyde Coast Netball Club, Coerver Coaching, and Ardrossan Academicals Rugby Club - all of whom, together with our local youth teams and the MSP for the area, Kenneth Gibson, have offered letters of intended use or support for the project. These are set out in Appendix 3 of our Business Plan. 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. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities West Kilbride is one of the few communities within North Ayrshire without a full-size synthetic surface. The closest facility is 4.5 miles away in Ardrossan, with most alternatives located between 8 and 13 miles away. The North Coast Locality (with a population of c24,700) has just two full-size 3G pitches, amounting to one of the poorest provision rates in North Ayrshire (1 pitch per 12,350 residents) creating inequalities in access to opportunities locally to participate in sport and physical activity. The project will directly address this issue and make a substantial difference to our local community in the following ways: • Establishing an accessible and affordable 3G facility which provides a permanent “home ground” for all West Kilbride Community Sports Club teams and also meets the needs of the wider local community. • Increasing youth participation in football and sport by providing a quality environment for regular coaching, training and matches • Growing opportunities for women and girls and underrepresented groups to play football by offering a welcoming and inclusive space • Supporting broader community health and wellbeing by using the versatility of the pitch for multi-sport and wider community use, including activities for older people and those with disabilities. • Improving mental wellbeing and social connection for local residents through access to a range of programmes at the facility
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Creating a community hub that attracts visitors and creates employment and volunteering opportunities tied to the day-to-day running of the facility • Lowering carbon emissions from reduced car travel out with the village to access external facilities • Increasing civic pride and identity within West Kilbride, with Kirktonhall Glen recognised as a focal point for community life. We have identified a range of specific target outcomes for the project over the first 5 year period: • Provision of year-round community access to quality sports facilities for 75 hours per week across 7 days • Over 560 weekly users across all programmes including players, coaches, volunteers, community groups and local residents • Up to 10 youth teams with 150 plus registered layers using the facility on a regular basis by Year 3 • Establishment of a pathway for up to 30 girls and women to train and play on both a competitive and recreational basis over the first 5 years • Up to 100 Primary School Aged children regularly benefit from the delivery of elements of the PE curriculum and extra-curricular activities at the facility • Hosting regular activities (walking football, sporting memories, ASN football, Boccia etc) provided by local partners for up to 30 older residents and people with disabilities by Year 5 • Improved perceptions of community connection and mental wellbeing reported by local residents via local surveys by Year 3 • Increased participation in physical activity reported by local residents via local surveys by Year 3 • At least 80 volunteers engaged in activities at the facility annually. • Accredited coach education and volunteer training opportunities for at least 10 people annually • Annual revenue from hire fees, sponsorship and events increasing to £68k over 5 years • Creation of 1 part-time Facility Officer and 2 sessional Facility Assistant or Coaching opportunities (paid at/above Real Living Wage levels) during the first 5 years. • Hosting of up to 15 tournaments, festivals and community events at the facility over 5 years, increasing visitor numbers to the town
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Reduction of over 34,000 miles of team travel per year reducing carbon emissions by up to 9 tonnes of CO2 annually reported by West Kilbride teams via annual surveys. Finally, the project aligns well with the 4 key priorities and main themes outlined in the North Coast Locality Plan: 1. Improving access to financial services and reducing financial exclusion 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities The project will contribute directly to these in the following ways: • West Kilbride currently has no pitch which can be used intensively all year round, forcing teams to pay for travel and rental elsewhere. The new facility will offer affordable, local access to sport and physical activity and keep participation costs down, ensuring bookings are accessible for all and including free or subsidised access for targeted groups (Priority 1) • The pitch will create a welcoming, inclusive space for people of all backgrounds to take part in sport or community activity – for example it will support girls' and women's football, walking football for older people and informal play opportunities for families and children. (Priority 2) • The facility will help people improve and maintain their mental wellbeing through regular physical activity and social connection (Priority 3). • The facility will help stimulate new volunteering and coaching opportunities for young people and adults – opportunities which build confidence, employability, and life skills. (Priority 4)
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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. We commissioned a significant community exercise in summer 2023 to assess local residents’ views on the creation of a multi – use games area in Kirktonhall Glen. 153 responses were received. The key themes which emerged were. • Clear frustration around the lack of suitable, accessible sports facilities in West Kilbride, particularly for young people. • Year-Round Access - a major benefit would be that it would be usable in all weather, unlike the current grass pitch. • Many respondents highlighted the positive role this facility could play in supporting children, young people, and families. • Respondents saw clear links between physical activity and mental and emotional wellbeing, especially in a rural community. • There was strong evidence of demand from residents and local sports clubs for a local, accessible and modern facility. • Many residents support a space that’s flexible, inclusive, and multi-purpose. Typical quotes received from local residents included: • “The village is expanding… and there is nowhere for children and young adults to participate in sporting activities without going out of town.” • “Children need somewhere to play that is safe. Currently this area is full of water-filled holes.” • “This is a wasted area of ground… that could be used as a sports facility all year round.” • “Anything that may encourage young people and adults to get more physical activity, especially outdoors, would be great!” • “It would enable many more people to engage in activities by offering variety and accessibility.” • “The number of children playing sports locally is increasing—more pitches are needed if we want to keep them involved.”
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • “Having a facility that isn’t just about competitive football opens it up to the whole community – kids, adults, older people.” These themes were also echoed by the community consultation work which informed the Local Place Plan (LPP), submitted by the West Kilbride Community Council in October 2023. This highlighted that Kirktonhall Glen is currently the primary recreational area in West Kilbride and noted that while the tennis club has seen improvements with the installation of all-weather courts, the football facilities were lacking, with the existing pitch suffering from poor drainage. The LPP confirmed that the area is experiencing significant residential development, with several housing projects approved or underway projected to increase the local population to over 6,000 residents. This growth will inevitably lead to higher demand for recreational facilities, particularly for youth and community sports. Of the 4 Highlights mentioned in the Place Plan, the “Development of all-weather sports facilities in the Glen” featured at No 2. Finally we also consulted with the teams within the local area who are currently struggling to gain access to good facilities within the village. A total of 129 players (125 male and 4 female), 19 coaches, and 60 volunteers are involved in these teams - with the majority based in West Kilbride and Seamill, with others traveling from nearby areas such as the Three Towns, Fairlie, Largs, and Dalry. Most teams train 2–3 times per week across 46–48 weeks. Between October and March they are forced to travel to train and play home games at facilities such as Kilwinning Academy 4G, Sport Scotland in Largs, and Auchenharvie in Stevenston - due primarily to the lack of floodlit or weather-resistant spaces in West Kilbride. Average weekly training facility hire increases from £30 - £50 in summer to £70 plus in winter whilst travel distances become a major issue, particularly for families without private transport or players traveling from outlying. A key point raised is that West Kilbride is falling behind other towns like Largs and the Three Towns in sports infrastructure. A local facility would lower transport and pitch hire costs and help create a stronger community identity as a shared hub would bring West Kilbride teams and users together. Consultations have also taken place with the Scottish Football Association identified as the key potential funder for the project through their Community Football Spaces Fund in 2025 which supports projects that deliver inclusive, accessible, and affordable football opportunities for people of all backgrounds and which help community clubs develop a sense of identity, purpose and ownership. The SFA are aware of the project
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP proposals and are anticipating our application when the Fund opens again in January 2026. 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 As indicated previously the project will involve a delivery partnership between West Kilbride Community Sports Club and Werst Kilbride Amateur Football Club with the respective roles of each partner as follows West Kilbride Community Sports Club will: • raise the capital funding for the 3G project covering the installation of the artificial pitch, upgraded floodlighting and new changing room facilities. • procure the construction works and, with the support of the project architect, manage the contract with the pitch contractor and the purchase and siting of the modular changing unit • ensure capital funding is used as per conditions of grant and the submission of grant claims and progress reports to funders as required • sublease the 3G pitch and new changing facilities to WKAFC to operate. • establish a Sinking Fund for the future renewal of the artificial surface • employ a part time Facility Officer to ensure the facility is effectively promoted, ensure high use and work with local organisations and partners to develop and deliver a range of community activities and initiatives from the facility. West Kilbride Amateur Football Club Committee will: • enter into a lease with WKCSC which would see them assume responsibility for overall facility management and pitch maintenance, accounting for pitch fee income and expenditure and management of pitch bookings including managing cash flow. • be the key anchor user of the facility together with West Kilbride Youth Teams and providing sufficient income to help ensure the financial sustainability of the facility.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • make the facility available for the wider local community and other football teams beyond West Kilbride as required. • contribute to a Sinking Fund for the future renewal of the artificial surface using income from pitch fees and other grants. • establish a Facility User Group with representation from each of the Youth Teams and other appropriate community users to monitor the operation of the facility and to help maximise wider community use. West Kilbride Community Sports Club will undertake the role of employing a Part Time (16hrs a week) Facility Officer and provide line management, support and supervision. The primary reason for this is that West Kilbride AFC are not an incorporated body and therefore not suited to a role currently as an employer. The postholders key responsibilities will include: • Ensuring a strong brand and effective marketing of the facility to ensure high usage rates and engagement within the local community • Identifying and developing sport, recreation and health initiatives which can take place at the facility. • Identifying opportunities to secure external funding to support the facility and activities. • Attending meetings and events and liaise with schools, partners, community groups and other stakeholders to develop new opportunities. • Raising local awareness and participation in sport, particularly amongst underrepresented groups. • Monitoring and reporting on activities and outcomes to funders and other stakeholders We would like explore the potential to support this role by creating 2 Facility Assistant or Coaching training opportunities for local residents though employability placement programmes over the coming years. Currently 60 volunteers are involved with the running of the existing facilities and youth teams at the Glen – we expect this to grow to around 80 when the 3g facility is completed and the activity programme expands. In developing our proposals for the facility we have ensured that we will be able to operate sustainably based on pitch hire income from local teams, wider community bookings, holiday camps, limited grant funding, and sponsorship. Our business plan has been based on prudent assumptions and informed by good practice from other 3G facility operators. The plan contains robust 5 year projections based on a number of key income and expenditure assumptions. The main source of earned income (68%) for the facility will come from 3G pitch hire during the peak periods of weekday evenings and the weekends. Our pricing policies
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP have been determined by benchmarking at the lower end of rates of other regional facilities and following consultations with West Kilbride Teams and other local Clubs to ensure an appropriate balance between community affordability and the facility’s financial sustainability. We expect on average a further 14% of total income to come from wider community uses and holiday camp provision on the pitch for local children during Summer, Easter, October breaks. An annual target of £5000 for grant funding has been set within the plan which is realistic and achievable given our good track record in securing funding to date. Over the plan period income from grants will contribute 8% on average of total income. The main operating expenditure categories for the project relate to the employment of a Part Time Facility Officer position to promote visibility and use of the Centre and stimulate pitch hire income; costs for WKAFC to lease the facility; and the Sinking Fund provision required to be able to replace the synthetic pitch when it is required following wear and tear which we expect to be around Year 10. These costs will account for c57% of total expenditure across the Plan period. Benchmarking with other successful 3g operators has given us comfort that the our income and expenditure targets have been set at realistic levels and will enable us to deliver modest surpluses over the plan period and ensure we have a sustainable business model.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES 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 (£) 85000 Please give a breakdown of cost and recent quotations where appropriate. We have been able to secure capital costs estimates for the project from Carrick Construction. The indicative cost for project works and fees as per the specification below is anticipated to be c£955,000 excl VAT – however the Club has secured VAT advice to suggest that VAT on the project will be able to be recovered. The cost breakdown for the project is as follows: Description Amount Prelims Contractors prelims £78,228 Drainage systems £23,468 Artificial pitch profile £386,299 Fencing system £98,650 Floodlighting system £77,591 Miacellaneous items £33,960 Testing and inspection £4,800 Specialist maintenance £13,875 Accomodation etc £132,000 Contingency 5% £42,000 Fees £34,500 Inflation @3% £30,000 Grand total £955,371 A full cost breakdown is attached as Appendix 1 Our funding plan for the project is set out in the table below. The key strategic funder would be the Scottish Football Association Community Football Spaces Fund – with a contribution of 62% of total cost targeted. Other Best Fit funders for the project have been identified as North Ayrshire Council CIF Fund and the Scottish Football Partnership Trust both of whom have contributed
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP capital funding to other 3g facility projects in North Ayrshire previously. Together these 3 Best Fit funders could be targeted to contribute c76% (£727,100) of the total cost. From a funding search conducted in November 2025 we also have identified a range of other funding sources to target for the remaining 24% of project costs. We will continue to monitor funding opportunities and target additional opportunities which arise over the next 4-6 months. Funder Amount Targeted SFA Community Pitches Fund £592,100 North Ayrshire Council CIF £85,000 Scottish Football Partnership Trust £50,000 Sportscotland Facility Fund £100,000 FCC Action Fund £30,000 Awards for All £10,000 NDA / Magnox Socioeconomic Scheme £10,000 UK Shared Prosperity Fund – North Ayrshire £25,000 Barcapel Foundation £15,000 Garfield Weston Foundation £15,000 Persimmon Homes £50,000 Total Targeted £982,100
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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. We are a community sports club currently run entirely by volunteers but we understand the impact of what we’re trying to achieve and the need to show that we are making a difference. We plan to keep things simple and will gather the following range of information which we feel is realistic given the resources we will have available. Area What Will be Monitored Use of the facility/ Beneficiaries Recording of: • No of Games and Training Sessions / No of Hours Used • No of Players/Participants and information on participants including age, gender, residence, disability, protected characteristics • % Occupancy levels in Peak and Off-Peak periods Use of information to monitor uptake as per business plan projections and to identify excess demand / access problems, and to help guide marketing and promotion activity to underrepresented groups; and identify need for creation of specific initiatives to address any issues arising. Financial Sustainability • Monthly financial reports noting peak and off-peak income from facility hire; event income; grant revenue funding received – all against target • Monthly financial reports noting expenditure against budget Use of information to monitor financial position, identify variances against budget and need to take remedial actions where required. Satisfaction Levels Surveys of facility users to gain feedback on services provided – from booking systems, access arrangements and affordability to quality of surface, changing rooms, spectator areas and refreshment facilities. Use of information to address concerns and review any policies or procedures necessary to ensure safe, welcoming, affordable, and accessible facility.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Coaching Infrastructure and Volunteering Annual monitoring of: • Numbers and profile of coaches; qualifications obtained; progress through recognised national pathways • Numbers and profile of volunteers; no of volunteer hours; types of volunteering opportunities • Questionnaires gathering information from coaches/volunteers on impact of these opportunities on skill levels, confidence, self- esteem, and future aspirations Use of information to ensure facility is creating non-playing infrastructure and opportunities to supporting the development of volunteering. General Management • Survey work (suggested in Year 3 ) to establish improved perceptions of community connection and mental wellbeing and increased participation in physical activity reported by local residents • Case studies and testimonials highlighting positive impacts on individuals and the community • No of Health and Safety incident reports and safety-related incidents, with a focus on injuries and accidents.
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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
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Friends of Kirktonhall Glen Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person George Cloughley Position in Organisation Committee member 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. FOKG is a group which has worked for many years as an umbrella group for the various stakeholders who have an interest in the wellbeing of Kirktonhall glen. These would include the various sports groups, Environmental group, Horticultural group, etc We are a sub-committee of West Kilbride Community Council which means we have a direct line to North Ayrshire Council. Our chairman is Brian Lennox and Kay Hall is our secretary. Our main objective is to facilitate continuous improvement in Glen facilities, monitor maintenance and liaise with all the other voluntary groups who have an interest in the glen. The Glen was identified in our Local Place Plan as being the most important community asset in West Kilbride Please note that as we are a subcommittee of the community Council and we are governed by the constitution of the community council. We are not a registered charity 3. Title and summary of proposal
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 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. We intend to provide street lighting to the Glen so our community can access the facilities safely Apart from the obvious long term safety benefits street lighting will bring it will also facilitate use of the pavilion at night. The pavilion is currently under utilised due to unsafe access at night. Other venues have to be found to hold the meetings required by all the various football groups and Tennis club. Although the area around the pavilion is lit the access from Orchard St is unlit. There are currently 18 football teams within west Kilbride most of which train and play outside the village due to lack of facilities. There are proposals to improve the facilities within the glen to make the glen available for all clubs in West Kilbride. These proposals include an all- weather, flood lit pitch, which can be used both day and night. Without street lighting on the access road these facilities will be underused Please see figure 1 below Sustainability speaks for itself as we are proposing solar lighting. We have consulted with a company named “Prolectric” who have recently supply solar street lights in Stornoway. These lights will be set a low-level Illumination until activated by pedestrians to give full illumination. The lights will also be timed to suit the hours of usage of the sports facilities. Maintenance is fairly limited as the LED units have a lifespan of at least 20 years with the batteries having a life span of 20 years. Regular maintenance is limited to 6 yearly testing and possible cleaning every 6 years. Our partners include WKCC, WK Community Sports Club, WK Tennis club, WK Amateurs, WK Colts, WK Deltas, WK Mini Kickers, WK Girls, Boys Brigade and Life boys, WK environmental group, WK Civic trust,
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Figure 1c/o
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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 Locality Partnership priorities of 1. Improving
access to financial services 2. Increasing social inclusion 3. Improving mental
wellbeing 4. Supporting skills and work opportunites
Without repeating all the desired outcomes detailed above, the most
important measurable outcome will be the increased usage of the facilities
especially amongst woman and children due to illumination of the access to
both the tennis courts and Pavillion. At present all girls teams and younger
kids teams travel out with the village to access safe training areas. Other
measurable outcomes will be the use of the Pavillion at night. Many groups
/teams have suggested they would use the pavilion for meetings instead of
using “What’s App”
The future developments in the Glan {see figure 1} will be dependent on
providing safe access at night. This will allow teams to train in winter
afternoons and have tactic sessions after games. Some teams video games
and would use the facilities at night to discuss the game.
The fact that women and children can not safely access these facilities at
night would be addressed by this project. Also one section of the tennis area
was earmarked for Netball, however this was never taken due the unsafe
access at night. This would go a long way to reducing inequality, increasing
social inclusion and improving mental wellbeing.
Please note the chairs of all groups associated with the glen have written to
all our local councillors to ask for their support in this project. All
councillors have pledged their support.
The groups that support this project include :- FOKG, WKCC, WK Civic
society, WK community sports club, tennis club and all the various football
teams including the girls football teams.Page 60
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.
Please include the number of people who have been engaged with or
consulted as well as the range of people.
This is a direct quote from a resident
“I walk on a Wednesday back and forth 4 times taking my kids to the tennis
lessons. By the 2nd trip it starts to get dark taking my 8yr old, by the 3rd
trip taking my 10yr old we are in complete darkness with torches and
phones. I see everyone walking back and forth too it’s ridiculous that it’s so
dark when there’s an active community and children playing.”
We have contacted the following
1. All groups in WK {detailed above}
2. 192 WKCC Mailchimp subscribers
3. WKCC face book followers 989 people This month alone we had 0ver 5400
veiws.
4. Over 200 individuals via e mail
5. Our Local Place Plan was cascaded to several hundred peple and viewed on
face book by over 1200 people. The glen is identified within the plan as the
biggest community asset we have and needs improvement
6. We have recently sent out a google questionnaire. Which will reach over 1600
people. See links below for A} details of responses and B} to view form:
To date we have had over 120 responses.
A}
https://docs.google.com/spreadsheets/d/12I1RaerOIHFNc3_dPX3Aw8Y4HAC
WpV3N7rP-6mDzOUk/edit?usp=sharing
B
}https://docs.google.com/forms/d/e/1FAIpQLScxOboxx6YagwdiVDngQ4mhQi
Y3T21QbDwV-WtnFDpiH8j_mQ/viewformPage 61
COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP FOKG are seeking the views of residents regarding the introduction of winter lighting from Orchard Street to the Sports Pavilion in Kirktonhall Glen during the hours the sports facility is open. 112 PEOPLE RESPONDED TO THE QUESTIONNAIRE. Q1. Would you support the installation of pathway lighting? Q2. Why did you choose this answer? • Safety • Safe, light passage which allows the community to access much needed sports facilities • The glen is dark at night and people need to be safe • My son plays football here would really help him and his team • To promote outdoor wellbeing • Public Safety • Unnecessary light pollution • It is so dark and scary and dangerous • safer on dark evenings • the facilities will be more accessible and useable in the winter months • Lessen crime and make children safer, as a women you never know who is lurking about. • So it is safer • People don’t walk in the Glen and are reluctant to use sports facilities • Because I often walk in the glen in the dark nights/morning and lights would be safer. • I would walk through the glen more at night if there were lights
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • with 220 new houses in Snowdon Gait there will be more children and increased demand for using the sports facilities • I walk on a Wednesday back and forth 4 times taking my kids to the tennis lessons. By the 2nd trip it starts to get dark taking my 8yr old, by the 3rd trip taking my 10yr old we are in complete darkness with torches and phones. I see everyone walking back and forth too its ridiculous that its so dark when theres active community and children playing. • It's a very dark place at night • For safety • If everyone who wanted to walk in the glen at night simply purchased a torch then there would be no need for this infrastructure project. Spend money more wisely. • To help the community make use of the facilities available and for them to feel safe. This applies to both young and older participants. Everyone in this community should feel safe and if this helps, i am all for it!! • Would clearly reduce the safety concerns of those wishing to use the glen facilities and accessing it on this pathway • To allow groups to safely use at night • Improving access and use of the facilities • Safe walking for myself and family with our dog • Changes the environment gir wildlife • It would be safer and enable more use of the glen in the evenings for dog walking etc • The glen is too dark at night to walk through and by installing lighting it means sports could be played all year round. • Safety of sports pavilion users • So it’s safe for kids and others to use facilities • Very difficult to see properly without it. • To make it safer to walk through • I think walking through a dark park is no a particularly attractive experience. Lighting would certainly make people feel safer particularly older people and younger children. • Safety point of view • For the safety off the community • These facilities need to be fully accessible. • Lighting is needed for walking down path, to the pavilion for football tennis or even just for walking the dog. • More visibility at night. • Safer at night • There are more worthwhile projects • It will allow increased use of existing sports facilities after darkness.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Kids sport • Lighting would make access safer in the evenings and especially in winter months. • The path to the sports facility is extremely dangerous at night, especially for children and females. • It would make the path easier and safer to use in the evening. • My son plays football at the Glen and would enhance safety for him going to and from the park • My children often use the sports facility and lighting would make them feel safer walking in this part of the Glen • So people feel safe walking in the dark • Lights would enhance the glen and safety. • Glen is well used and this would give users confidence in the evening and at night. • Helps safely facilitate sports access and usage , security for night • It would provide lighting for kids, dog walkers and others who use the glen • It can be very dark in the evenings • The installation would allow the facilities to be used after dark and would be safer • Because facilities for young folks in the village is important • Safety and for children during winter months • As it will further develop the park • As it is very dark and we have a lot of trouble happening in the village at the moment • Became the Glen at night is not used • It’s the right decision • It benefits everyone that uses the glen. • I would support this only if the lights were on not just during the times that suit the few using the pavilion but rather the many who would love to exercise their dogs after 4pm in the dark winter months. If the proposed lighting could be in operation daily from perhaps dusk till 9pm then it would have my full backing. • I feel it’s important and necessary • I have needed to use this path after dark in winter. This is quite difficult even with torchlight with mud, puddles and dog waste to negotiate. • The towns is crying out for more facilities and a safer walkway to get to the facilities. • Because i have kids that enjoy sports and nowhere to play/train in darker nights
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • My family and I regularly use this path to access the village from our home. We also access the tennis courts when it is dark, it would be good to be able to do this without a torch. • To allow it to be safer for the public • With a lot of children using the facilities down the Glen, I believe it’s required for basic safety • Walk the dog at night. Let the kids play later • Needed for peoples’ safety • Needs lights • Encourage more use • Public safety • Going to and from the tennis courts during winter months is very difficult • Its very dark at night and it would encourage people to use the glen later at night for sports activities. • The Glen needs better lighting at night • I would like people of all genders to feel safer & see where dogs have crapped everywhere • I feel it’s too dark and dangerous to walk through at night. • Encourage use of sports facilities and general safety • Safety and convenience • Detrimental to wildlife in this green space which is so important to sustainability • It would be safer for access • It can be very dark in the winter if you have to access the tennis courts, football pitch or pavilion • Safety for using local facilities • I think floodlights are needed for safety and also to allow sports activities take place at night • Because the glen is very dark in the evenings / winter. Too dark and therefore unsafe to walk through. • Spoils the natural state of the Glen and would only be required for very limited periods in the year - if at all. • It would be far safer for children walking to and from clubs • Not necessary, and we should reduce light pollution where possible. • As it gets dark it would make children and parents more comfortable walking to the sports pitch • It’s very dark in winter months if you have to walk to/from the tennis court • To help make paths safer in winter • To be able to do activities down the glen in darker evenings • For clarity
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Lights on the footpath will make it safer and less hazardous to use during the dark hours. • I think it would encourage youngsters to high about the glen, who were not using it for sports. • To provide safety for children and women • Area has no lighting at present Q3. Would lighting encourage more participation in sports activities in the Glen? Disagree7.1% (8) Agree 92.9% (104) Q4. Do you think the Pavilion would be used more frequently if the access pathways were well lit? If your answer is yes then please suggest activities. • Yes • No • Yes • Yes 100% • Yes definitely would go more people to come to the glen • Yes, kids could access it more feeling safer. • Any activity offered by the Pavilion • Yes - any activities for young people • yes • Yes - Outdoor Yoga, frisbee golf, women's football team, Rounders, Volleyball, proper running track for activities.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Football teams, colts, boys and girls would use Glen. Cycle track could be reconstructed and used. Sporting clubs would use the club for social activities to attract men players • Yes in the winter it can start to get dark after 3pm this would make the glen feel safer for children after school • Better lighting means less intimidating to approach • Absolutely, my older son battles with anxiety and as ridiculous as it sounds the dark he adds to his list of not wanting to go. It would be one less barrier for is as a family on a personal level. On a wider community perspective its safer when walking to planned activities and the early dark night's not put people off from attending • Possibly • Yes Football • It’s possible, but just encourage people to buy a torch, and not waste huge amounts of money on more lights. • Unsure as I don’t know what the current timetable would allow • Football, tennis, golf practice facility • Yes , multi sports activities for children or exercise classes for adults • Yes, bmx , skate boarding area would be amazing! Currently kids have to get the train to Largs • Football and tennis and possibly for running • Yes. • Football, tennis • Meetings could be held there • Yes, football • Yes. I have no specific activities to suggest however lighting would make the facility more accessible to all ages. • Yes. So that the kids can use the pavilion later in the summer months and especially at coming into autumn and winter months • May simply be used by those utilising sporting facilities. • Of course it would. Walking into the glen unlit is a worry for most, it’s so dark and covered with the trees, lighting it up would make it feel more safe • Yes - Football, Walking, Cycling and Tennis. In the Winter would allow longer playing times and prevent teams having to travel out with for winter training facilities. • Yes football and tennis • No, because its only used by the keen tennis and football fans • Yes. Existing use is restricted to daylight hours • Football yes • Yes, During winter months lighting would extend the use of the Pavilion in the evening.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Yes. The darkness prohibits the use of the Glen due to the inherent dangers. • Yes it could be a meeting place for many different sports and other groups. • N/A • Tennis, football, basketball and rugby • Women’s sports…..don’t feel safe accessing facilities if poor lighting • Group meetings in private • Yes, any sports people want to play. • Yes, winter after school activities for children • Football, running, walking with dog, cycling • Unsure if it would or not but certainly having the pathways lit would be a huge plus as currently its very dark and a lot of people are wary of venturing into the glen area via the path. • Running, dog walking, bike riding, walking • Running and athletics • Of course. It will appear after die all • Yes, for people walking exercising, dog walking, sports • 100% yes all general sports activities would increase • Yes maybe some water sports • Yes. Kids activities would be viable • Yes, netball? • The glen which I believe was gifted to all of West Kilbride probably would. • Cycling, fitness groups, football training/matches, community events • This would remove an obstacle to use. Any indoor activity from weight training to table tennis could then consider the venue. • Mostly changing facilities, if a multi sports pitch is built then it will be used every day of every week. • Football • Yes, tennis would be easier to access so more participation and viewers. • Football, tennis, etc • Yes, as someone who is involved in the local kids football teams, there is many and varied things we could use the pavilion for • For sure - access to tennis and football plus walking • football tennis • It would encourage later availability for working people • Absolutely no brainer but that would mean NAC giving West Kilbride some money instead of houses that we can’t cope with • More sports facilities for kids and teenagers • Yes. Social gatherings • Yes. • Absolutely you could use it for teaching sessions on sports
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Definitely especially when walking alone • Not specific, just a feeling • Lighting would be essential if the pavilion was to be used for evening games / during early winter evenings. • No idea as not sure what it is suitable for being used for. You can’t play football in the dark and the pitch has no illumination. • Yes, I think especially for younger children • No, they’re fine as they are. • Yes, the clubhouse could be utilised for learning activities for children • Tennis • It means more time for activities, instead of keeping them to just when it's light • Yes Football • It will be lively • Yes - if people can walk along safely and with some feeling of security then they are more likely to support and take part in activities in the pavilion • It would open the opportunity for indoor games / social activities that are desperately needed for the youth • Used for community meetings etc • Yes. The pavilion could be used for a range of activities such as committee meetings, tactics talks and social events for all age groups. • Yes, sports • Yes if the its was floodlit, like tennis for example • Yes, for tennis, football and anything else that's on. • If there were lights it’s obviously going to be used by football and tennis Q5. Do you think lighting would encourage specific groups to take part in activities held by the various sporting interests and if so which and why? • Yes • No • Yes • Unsure • We would have more people come to watch • Yes, easier to see and safer to walk • All sports would benefit from street lighting, dog walkers etc • Yes of course
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. 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 We will revisit all tenderers once we have definitive dates for funding and decide which ones to interview at the appropriate time. A tender report will be issued to all our trustees and community councillors with a recommendation. Once the contractor is selected, we will engage them to carry out the works within an agreed timescale and to an agreed specification. As the works will be completed in less than 2 weeks we envisage one single payment albeit we would hold back 2.5% retention for a mutually agreed period of time. Depending on the funding source and conditions we would be more than happy for the funders to pay the contractor directly on completion of the works, alternatively if funding is deposited in our account, we would organise payment direct. Payment would only be made when the works were 100% complete and fully demonstrated with all guarantees in place. We have electrical engineers within our volunteer group and their expertise would be utilised to inspect and report on the works.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP There would be no direct staff involved although the companies we have contacted to date have all proposed to use local labour. 8. 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 (£) 50,000 Please give a breakdown of cost and recent quotations where appropriate See quote and specification below
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 9. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Prior to placing an order, we will agree a detailed programme of works. Once an order is placed, we will request weekly updates on off site progress until work begins on site. We will visit the site daily and keep photographic records of progress and report accordingly. At the end of the construction period we will ensure that a demonstration will take place prior to the contractor finalising sequence and timing of lights. This will culminate in a formal handover which will also include any completed inspection reports, guarantees and all relevant paperwork. Only then will we sign off the works as complete.
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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
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Saltcoats Victoria Football Club Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Robert Latta Position in Organisation Co Chair Telephone Number Click or tap here to enter text. Email Address Total amount of funding requested: £50,428 Match funding (if any): £20,000 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. Saltcoats Victoria FC are a semi professional Football Club currently playing in the 4th Division of the West of Scotland Football League. Our Club is 135 years old, having been established in 1889. The Club is a constituted organisation run by a voluntary Management Committee. The Objects of the Club are to “promote the playing and development of Association Football …..by Saltcoats Victoria…. and among as many juvenile and youth age groups of whatever gender as is practicable”. The Club’s proudest moment was our victory against St Anthony’s in the Scottish Junior Cup Final on 30th May 1925 – and therefore we are celebrating the 100th anniversary of this historic achievement in May 2025. Unfortunately, our Clubs more recent history has been more problematic with the Club struggling to survive. The 2023/24 season was a real crossroads – we had difficulty retaining committee members and income was non – existent. However, the severity of these circumstances re-ignited interest in the club with a number of local residents coming forward to establish a new Committee and take positive steps to revive our fortunes.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP We are now run by a new 11-member Voluntary Committee including Robert Latta and Peter Kean (co-chairs), Gary Montgomerie (Treasurer) and Peter McBlane (Secretary) – supported by a wider group of volunteers. 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; Campbell Park Redevelopment – Phase 1 Saltcoats Victoria’s home ground is at Campbell Park, Saltcoats. The Club lease the ground from North Ayrshire Council on a long lease which expires in 2050. However to help secure a sustainable future we are in active discussions with North Ayrshire Council regarding the full acquisition of the site at Campbell Park from North Ayrshire Council through the Asset Transfer process. We are now working through the Asset Transfer paperwork and expect to secure title to the ground within 12-15 months. In the last 18 months our Committee have worked extremely hard to begin the process of upgrading our facility and to triple our income and sponsorship. Key recent developments include: • Painting and repair of ground/ terracing / dressing rooms, cafe and managers office. • Converting and furnishing Big J’s which is a purpose-built social space to welcome visiting teams, officials and supporters. • Providing and maintaining Porta loos. • Providing new strips, tracksuits, bags, training kit for the team. • Meeting the minimum standard needed to comply with the requirements of the West of Scotland Football League. • Securing a £1000 community funding award and a donation of 2 new former education building modular containers from Persimmon Homes (to be received in Summer 25)
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Pictures: Exterior/Interior of Big J’s Social Space The Club want to build on the momentum we’ve created recently and have set ourselves ambitious but, we believe, realistic aspirations to develop the facilities at Campbell Park over the next 5 years. To do this we are planning a 4-phase approach • Phase 1 - Changing Room Upgrade – Secure new changing modular units which include changing for 2 teams, modern showering facilities and officials changing room. • Phase 2 - Enclosure Improvement – Upgrade existing covered terracing area to provide adequate shelter and protection from the elements for spectators. • Phase 3 – Introduction of Floodlighting – Installation of 6-8 New Floodlighting Pylons to enable greater use of Campbell Park facilities in the winter months and evenings. • Phase 4 - Astroturf (Five Aside) Pitch - Installation of a 5 aside Synthetic Surface within the footprint of the ground but adjacent to the main pitch. This will enable significant community use of the facilities including youth and girls’ teams as well as public hire. We estimate that the overall cost of these 4 Phases is likely to be in the region of £300,000. To help facilitate this process the club intend to seek charitable status to enable greater potential to secure further grant funding. This application is for funding support to assist with Phase 1 – Changing Room Upgrade. Phase 1 Costs + Specification Despite recent improvements we have been able to make, elements of Campbell Park are still in a state of general disrepair. Our existing changing room containers were provided by funding from Irvine Bay in 2010/11 after vandals set fire to the stand which was later deemed unsafe and had to be taken down due to fire damage. They are very small by modern standards and unable to accommodate the increased squad sizes in the modern game. They do not have suitable showering facilities for youth and women’s teams. They are in a dilapidated condition with holes in the walls, leaking roof and significant wear and tear such as rust and mould. This limits who can use our ground and prevents us from becoming the inclusive community hub we aspire to be.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Pictures; Current dilapidated changing spaces We have sought specification and costs from a trusted supplier (MAC Containers) as follows: • Purpose built bespoke unit 48’ x 12’ providing space for two changing rooms with 4 shower cubicles in each and a dedicated toilet facility plus space for officials changing, showers and toilet facilities • The estimated cost we have been quoted is £54,495 with £4195 delivery excluding VAT. The club are not registered to reclaim VAT and therefore the total cost is expected to be £70,428. These new modular facilities would provide a modern layout which complies with the requirements for Women’s and Youth Football particularly in relation to cubicle showering facilities. These are purpose built new units, internally factory-lined so they don't suffer from condensation with internal locks and no external hinges to make them extremely secure. Interior images of the proposed facilities are shown below with layout plans shown in Appendix 1.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Funding Package We started a fundraising campaign online which has to date secured £6500 and we aim to achieve £10,000 by the summer of 2025. We have also submitted an Awards For All Application for a further £10,000 from the National Lottery. This Application to the North Ayrshire Council Community Investment Fund seeks a contribution for the remaining balance of £50,428. The club will source in kind support from local contractors to connect the new units to power and water supplies. 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. Reducing Inequality and Fit with Locality Partnership Priorities If we’re successful in securing funding for our Phase 1 upgrade, our proposals with help tackle inequality and contribute to Three Towns Locality Partnership Priorities as follows: Regenerating Community Facilities Upgrading our changing rooms will allow us to meet modern standards for accessibility and inclusivity, opening the doors of Campbell Park to youth teams, girls’ teams, and more. We’re keen to encourage local schools and youth teams to make use of the pitch for matches and significant events like cup finals and festivals. This will help us move closer to being the community club we aim to be. Not only will the upgrade breathe new life into our ground, but it will also enhance the club’s image within the community and beyond. Improved facilities will also make us more appealing to future sponsors and grant funders. Improving Community Wellbeing We recognise that there are significant health inequalities in Saltcoats. Campbell Park is almost entirely surrounded by SIMD 1 and 2 Data zones. It immediately borders Saltcoats Central, a Data zone ranked 23rd worst out of 6976 in Scotland. 41% of Three Towns residents live in the worst 15% of Scotland’s Data zones, whilst the Female Life Expectancy Rate in the Three Towns is the worst amongst North Ayrshire’s 6 locality areas at just 79. Against this
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP background we are keen to create opportunities for people to improve their health and wellbeing. Right now, our facilities act as a barrier rather than an invitation. They’re not welcoming, especially to people outside the club. We need to change that. Our vision includes launching our own girls’ and women’s teams and forming partnerships with local youth teams on an affiliate basis. New, modern changing rooms will be pivotal to making this a reality. We understand the transformative power of sport. Regular participation improves CV health and helps reduce obesity. Team sports help promote confidence and a sense of achievement - key ingredients for good mental health and wellbeing. Better access to our facilities will encourage people to stay active throughout their lives, starting from grassroots football. We’re also eager to collaborate with local health services, schools, and third-sector organisations to deliver health-related initiatives, using the club as a resource they can tap into. Increasing Civic Pride and Community Engagement Securing this major investment—especially as we celebrate the 100th anniversary of our Scottish Junior Cup victory—would be a landmark moment for Saltcoats Vics. It’s not just about football; it’s about re-establishing the club as a central part of community life. We aim to create more events like the Open Day we held back in July of 2024 to introduce the club back into the community and officially open the new social space that the club had built ourselves. This event involved free entry to the ground, meet the players, food and refreshments, joining in with a training session, games, bouncy castles and handing out Season Tickets to all U16s who attended. This gives the local youths access to semi-professional games for free every second weekend at Campbell Park. New facilities will open up more opportunities for people to get involved, whether through coaching, event management, facility maintenance, marketing, or promotion. We want the club to be a place where people come together, contribute, and feel proud to be part of something bigger. On the pitch, we’re determined to grow and compete at the highest level within the West of Scotland Football League. To achieve that, we need to meet licensing standards—and these new changing facilities are a key part of making that happen. Promoting the Local Economy and Tourism By meeting inclusive standards, we’ll be able to host a variety of events—e.g. primary and secondary school matches, amateur cup finals, sports days, gala days, youth tournaments, and charity matches. These events will draw participants and spectators from across Ayrshire and beyond, boosting footfall in the town and encouraging spending in local shops, cafes, and businesses. This will also raise the profile of the town, hopefully encouraging visitors to return in the future.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP We’re also keen to explore opportunities with Parkdean Resorts, who operate Sandylands Caravan Park right next to Campbell Park. There’s real potential to offer recreational space for their visitors, creating a strong link between the club and local tourism. Outcomes As we put in place our proposals for the development of facilities at Campbell Park we aim to deliver the following outcomes within the local community: 1. Improve accessibility and inclusion by providing fully accessible and welcoming changing facilities for youths, girls and women, families and disabled users 2. Improve health and wellbeing opportunities for local residents of all age groups by establishing regular physical activity sessions (e.g. walking football, dance fitness, and walking groups) for up to 80 local residents annually. 3. Increase year-round use of Campbell Park as a community asset by local schools, community groups, and visiting by creating new modern changing rooms and hospitality spaces 4. Create volunteer and skill development opportunities for at least 10 local volunteers annually in coaching, event organisation, maintenance, hospitality and community engagement. 5. Increase community engagement by hosting up to 12 community events per year, such as fun days, charity events, school sports days etc with over 400 attendees from Saltcoats and surrounding areas. 6. Generate increased opportunities for youth and girls participation in sport by providing free/low cost access for at least 5 grassroots teams and hosting youth football festivals for 100+ children each season. 7. Increase local economic activity by attracting visitors from across Ayrshire and beyond through events and sports tournaments, generating additional footfall and spend in Saltcoats. 8. Develop local pride and awareness in Saltcoats Victoria FC as a local asset, creating at least 5 new sponsorship and partnership opportunities with local businesses and organisations (e.g. schools, disability sport providers, Parkdean Resorts, community groups) 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 project has been shaped by the conversations we’ve had with local residents. When the club was at risk of folding in 2023, 15 local residents and supporters of all ages stepped up to form a new committee and volunteer team. We’ve spoken to over 200 people through social media, at matches, and during community events like our Open Day in July 2024 about how we can develop in future. We also meet regularly with KA Leisure and the 3 Towns Locality Planning Partnership Team to shape plans that reflect local needs.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP A recent survey we undertook included responses from members of public, and representatives from Ayrshire Mariners Ice Hockey club, local youth coaches, St Peters Primary PTA, Walking Football Group, Saltcoats Sea Scouts, N Ayrshire Disability Sports, Island Dancers Community Group, Dog Walkers Association and a local Café. This generated a range of comments on the current facilities at Campbell Park including: “Stand and facilities in desperate need of tlc” “We don’t have proper toilets and someone with a disability in a wheelchair has nowhere to go.” “Investment needed in off-field facilities, such as a proper clubhouse/function area (space permitting of course!).” “Portaloos are only suitable as a temporary solution.” “The ground is not suitable for disabled people.” “Need a ramp at Cabin” “Needs More Sponsors” “Incorporate more community events to welcome new members of the community in.” The consultation generated suggestions for a number of improvements which could be undertaken at the site which we aim to integrate into the 4 phases of work we propose for the site: • Services - Better toilet facilities; Covered standing areas; Bigger or more permanent bar/hospitality area; A seated stand; Improvement to the Stand and outer walls • Improved accessibility - Ramp to access toilet and bar for wheelchair users; Affordable access for grassroots girls teams • Changing facilities – Dedicated female changing rooms with secure lockers and hair‑dry stations; Family‑friendly changing rooms with baby‑change table; Partitionable changing block to allow rugby teams to use space on Sundays; Heated changing area with benches at accessible height; Fully accessible changing room with hoist and adult‑size changing bench Flexible facilities and changing areas • Adaptations for Wider Community Use: Dry changing store for water‑sports kit; Mirrored warm‑up space attached to changing unit; Outdoor water tap and boot‑clean zone beside changing rooms; Changing block with power points for pop‑up catering kiosk Finally survey respondents also proposed a range of additional activities which could be hosted at Campbell Park if facilities could be improved. This included a range of new opportunities which we are keen to discuss further with consultee partners: • Community fun days, • Fitness or walking groups • School or charity events • Weekday morning walking‑football sessions • Sports other than football
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP • Inclusive football festivals • Outdoor cinema or screenings • Weekly dance‑fitness sessions • Senior social meetups • School sports days and after‑school clubs • Dog agility demonstrations on training pitch • Evening knot‑tying workshops in the community room • Partnership to supply healthy match‑day snacks 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 This Phase 1 project is a relatively simple project consisting of the capital purchase of a bespoke new changing unit from a leading recognised supplier. As per the terms of the supplier the purchase would require 2 payment to be paid: 1. 25% of the total cost, amounting to £17607 including VAT, is required to be paid as a deposit, 2. The balance of £52821 including VAT to be paid upon completion of the delivery and installation of the unit on site at Campbell Park. The Club aims to assemble a funding package from which to make these 2 payments - consisting of £50,428 from the North Ayrshire CIF Fund, £10,000 of Awards for All funding from the Lottery and £10,000 from its own funds/ community fundraising activity. Once funding has been secured our Committee will approve the decision to progress with the project and place the order with the supplier. Invoices from MAC Containers will be approved by 2 Committee members and authorised for payment by our Treasurer or Chair. In securing a quote from Mac Containers for the changing rooms we also sought quotes from other suppliers e.g Portacabin, which were not as competitive. If required, however, the Club would be happy to go back for formal competitive quotes of NAC CIF funding is approved.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP There are no staffing dimensions to the project but we do anticipate that a number of volunteering opportunities (potentially up to 10 ) will be created as a result of the enhanced activity at Campbell Park which this project will facilitate. 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 (£) £50428 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) A 48' x 12' Changing Room £54,495 with £4195 delivery – Total Cost £58690 VAT = £11738 Total Cost incl Vat = £70,428 Yes – Appendix 2 Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) National Lottery £10,000 No Saltcoats Vics £10,000 No Gifts in Kind: • Persimmon homes – 2 x 40ft containers, 1 x toilet block. • Hillhouse Quarry – breeze block • BCE – roofing felt, plasterboard, wood. • Jewson Ardrossan – slabs and gravel. • Viking Café , Motherland Spice, Kandy Bar – various food items for matches and events 8. Monitoring and evaluation process
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Please include detail on the monitoring and evaluation processes planned or in place. As a small community football club run entirely by volunteers, we do not have dedicated staff or systems for detailed monitoring and evaluation. However, we know we need to understand the impact of what we’re trying to achieve and show that we are making a difference. We plan to keep things simple. We will: • Take before and after photos to show the physical impact of the new changing rooms • Ask for feedback on the new changing rooms using short paper surveys and/or conversations with the people and groups using the facilities. • Use sign-in sheets at events which take place at Campbell Park, recording the type of activity undertaken and basic information on the numbers attending. We will take pictures of these events to create a visual history of our event programme. • Periodically conduct short interviews with a sample of individuals or groups who use the new facilities noting their experience, the benefits they’ve seen and also use this information to pull together several case studies. • Keep a calendar of all bookings and events (e.g. school events, youth groups, girls team bookings etc) to enable us to record the number of users beyond first team matches over the year. • Maintain a list of all volunteers who help manage, maintain and promote the facility and the roles they undertake. We’ll also record any training they complete e.g. first aid, coaching certificates etc and get feedback on what they feel they’ve got out of their volunteering experience. • Record any new sponsorship we secure and new partnerships we develop, summarising how these have helped us make a bigger impact locally. • Take screenshots and clippings of any written or social media coverage we secure for the facility and also note the level of increase we achieve in terms of Facebook followers • We’ll speak regularly to local groups (e.g. schools, disability sport representatives, walking football groups, girls and youth teams), partners and sponsors we work with to find out what’s working, what they think about Campbell Park as a local community asset as well as using them as a sounding board to establish what we can do better and to come up with new ideas. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
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Appendix 1 New Changing Rooms – Proposed Specification and Layouts COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
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Appendix 2 – MAC Containers Quote ---------- Forwarded message --------- From: Peter Kean <peter.kean67@gmail.com> Date: Tue, 4 Feb 2025 at 19:17 Subject: Fwd: Changing Rooms To: Robert Latta <rlat1312@hotmail.co.uk> Cc: Calum McGhee <calum@onefortheteam.co.uk> COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP ---------- Forwarded message --------- From: <enquiries@mac-containers.co.uk> Date: Tue, 4 Feb 2025, 19:08 Subject: Changing Rooms To: <peter.kean67@gmail.com> Peter, Thank you for your enquiry. We supply almost every club in the UK with their new Changing Rooms, including ARDROSSAN WINTON ROVERS, whom I’m sure you would know, and who would be happy to show you what we’ve supplied for them. Our Changing Rooms are not converted old Freight containers, but purpose built new units, manufactured by us here in the UK, and have three sizeable advantages over ordinary ISO Containers; Rather than just the standard 8' width, they can also be produced in 9', 10' and even 12' widths; being internally factory-lined they don't suffer from condensation; and although extremely easy to open and close, with internal locks and no external hinges, they are virtually invulnerable. They are totally bespoke units - designed to your own specification and therefore only available for outright purchase, although Finance options are available. . A single 20’ x 10’ Changing Room for one team is £27,340. A new 40' x 10' Changing Room, suitable for 2 Adult teams would be £39,995, with delivery & off-loading from our Gloucester Factory at £2795. The Double Officials Changing Room would be £23,480.
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A 48' x 12' Changing Room is £54,495 with £4195 delivery. (This is the difference between the load being Police Escorted, and merely Police Notified.) Depending on usage and personal taste, these units are manufactured in corrugated... ...or smooth-sided finish... The Services are incredibly simple to connect….The price would include ALL the fixtures and fittings as shown, and COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP comes ready simply to be plumbed and plugged in, ready to go. We offer a 12 month warranty with all new units, and in the unlikely event of any problems we offer on-site attendance within 24 hours. It will be painted in a single colour of your choice from the BS or RAL paint range. Please see enclosed Colour Chart. The unit is insulated to the wall and ceiling cavities and lined with EGB 2001 vinyl faced wallboards and mono white ceiling boards plus heavy-duty vinyl on the floor. All electrics wired to consumer unit fitted with RCD and mcb's to I.E.E. regulations. I also enclose a couple of CAD Drawings of similar units for your information, and would be happy to produce a CAD for your particular requirements. Our Terms of Trading are very simple: 25% non-refundable Deposit with Order; Balance on Completion. Should the unit be cancelled after sign- off, the entire Balance is due. All prices exclude Vat. Regards, Elliott Ableson MAC Container Co Ltd North Weald Aerodrome Epping CM16 6AA CM16 6AA Tel: 01992 522221 Fax: 01992 524091 http://www.mac-containers.co.uk