6. DirAppr - Final - 280426 Cabinet CIF v1.0 report combined with App1 and App 2 - 15.04.26.docx
North Ayrshire Council · 28 April 2026
Back to Cabinet — 28 April 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC INFORMATION PUBLIC INFORMATION NORTH AYRSHIRE COUNCIL 28 April 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 Irvine Locality Partnership and Three Towns Locality Partnership in line with CIF criteria; b) Approves the CIF application in relation to the Micah Project (see Appendix 1); and c) Approves the CIF application in relation to North Ayrshire Table Tennis Club (see Appendix 2). 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals continue to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific needs of the local community, and which have been developed based on local circumstances and opportunities. 2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities 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
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PUBLIC INFORMATION PUBLIC INFORMATION funding in 2021. A summary of the current position on disbursement of CIF monies is summarised in the table below: 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 Local Outcomes Improvement Plan overarching aim of North Ayrshire: Fair for All, 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; • 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 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 £1,314,079 £240,000 £480,000 £3,921 Garnock Valley £390,000 £601,103.04 £150,000 £300,000 £238,96.96 North Coast £468,000 £935,761 £170,000 £340,000 £42,239 Arran £104,000 £125,079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £4,460,092.04 £1,000,000 £2,000,000 £1,139,907.96
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PUBLIC INFORMATION PUBLIC INFORMATION 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 application at Appendix 1 has been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. The application is summarised below. 2.5 The Irvine Locality Partnership The allocation and funds committed to date are outlined in the table below. The Irvine Locality Partnership CIF allocation to date: £1,624,000 Irvine Digital Officer £84,604* Vineburgh & Fullarton Community Enablers £100,000 Irvine New Town Mens Shed £10,000 Irvine Harbourside Mens Shed £10,000 Irvine Youth Hub £100,000 Irvine Tennis Club £100,000 INPUT £60,000 Children's 1st £97,580 CHAP £91,534 BABCA Community Garden £12,777 Fullarton Outdoor Gym £100,000 Turning Point - Pathways to Progress £96,112 Micah Project £50,000 Irvine Cricket Club £49,500 Impact Arts £87,652 Balance £577,990 2.6 Proposal: Micah Trust (£100,000) (See Appendix 1) 2.6.1 The Micah Project is a Scottish charity which has been operating in Ayrshire since 2020. It works to help families thrive by tackling poverty, reducing social isolation and promoting dignity-based support. The organisation delivers practical interventions including clothing provision, wellbeing activities and community volunteering, and activities which support mental wellbeing. Their activities are supported by a mix of volunteers, donations and grant funding. The charity received a previous CIF allocation of £50,000 to support their establishment as a hub within the Irvine area
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PUBLIC INFORMATION PUBLIC INFORMATION and the distribution of packs for children up to age 4. The proposed award would take the total funding to the organisation to £150,000 and above the normal CIF £100,000 threshold. The Locality Partnership are aware of this. 2.6.2. This application seeks £100,000 over two years to deliver the Getting a Great Start project across the Irvine locality. The project will provide universal Primary 1 starter packs for every child starting school, alongside heat-press equipment and free school badges for all primary schools. This will allow families to use low-cost unbranded clothing while still meeting school uniform requirements. Intended outcomes include reducing the cost of starting school, improving children’s confidence and wellbeing at a key transition point, alleviating financial pressure on families, increasing volunteering and employability opportunities, and reducing textile waste. The funding will also cover staff and volunteer costs and assist with establishing a Community Interest Company (CIC). The Micah Project operates across Ayrshire; the proposed award is expressly for provision of support within the Irvine locality. 2.6.3. The proposal aligns strongly with Irvine Locality Partnership priorities. It supports alleviating poverty by reducing uniform costs; enhances mental health and wellbeing by reducing stress for families and helping children feel included and prepared; supports skills and work opportunities through volunteering and skills development opportunities; and champions green health and the natural environment by promoting reuse and reducing textile waste. It also aligns with the work of the CHES (Collaborating for Health Equity in Scotland) programme, which has highlighted early years and ‘Good Start’ as the priority for targeted delivery within Irvine. 2.7. The Three Towns Locality Partnership The allocation and funds committed to date are outlined in the table below. The Three Towns Locality Partnership CIF allocation to date: £1,318,000 Ardrossan Community Development Trust £25,000 Three Towns Growers £100,000 The Training Station £50,000 Ardrossan Castle Heritage Society £17,912 Raise Your Voice For Ardeer £100,000 Ardrossan Community Sports Hub £43,320 Winton Circus Playpark £48,288 Ardrossan Community Development Trust - Development Officer £53,100 Raise Your Voice For Ardeer – increased cost for multipurpose hub) £130,000 Ardrossan Community Association (Whitlees) £48,586 Ardrossan Community Sport - Winton Park 3G £100,000 CHAP – Advice Outreach £45,767 Ardrossan Scouts £100,000 Saltcoats Active Lifestyle Group (SALT) £45,600 Stevenston Community Council – Street Signage £29,988 Three Towns Community Shed £56,850 Hayocks Tenants and Residents Association Project – funding ringfenced by Locality Partnership while match funding sought. £100.000 Ardrossan Winton Rovers – Stand Roof £100.000 Three Towns Growers – Community Hub £49,240
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PUBLIC INFORMATION PUBLIC INFORMATION Ardrossan Bowling Club £20,000 Saltcoats Vics £50,428 Balance £3,921 2.8. North Ayrshire Table Tennis Club (£3,921) (See Appendix 2) 2.8.1. North Ayrshire Table Tennis Club (NATTC) is a well-established community sports club founded in 2001 and affiliated with Table Tennis Scotland and the West of Scotland Table Tennis League. The club operates across North Ayrshire, including the Three Towns and island communities, delivering inclusive table-tennis opportunities for people aged 6 to 90. It runs nine active venues and four school clubs, supported by a strong volunteer base, qualified coaches, and a robust governance structure. NATTC has a strong track record of sustainability, significant prior investment in equipment, and repeated recognition for its achievements. 2.8.2. The application seeks £3,921 from the Community Investment Fund as a contribution to salary costs to increase the working hours of the club’s Development Officer. This is matched by £29,500 in other funding, including club income. The Development Officer will strengthen coaching capacity, mentor young volunteers and support progression to UKCC coaching qualifications. The project aims to increase participation, improve quality and consistency of delivery, create volunteering and employment pathways for young people, and support the club’s programme of events. Intended outcomes include increased activity levels, reduced social isolation and improved wellbeing for participants, and improved sustainability for the club. 2.8.3. The proposal aligns with Three Towns Locality Partnership priorities by promoting the local economy and tourism through attracting visitors to sporting events in the area; maximising use of community facilities for training and events; increasing civic pride by positioning North Ayrshire as a national centre for table tennis; and improving community wellbeing through inclusive, accessible physical activity. The project also addresses inequality by offering low-cost participation, free access to events, accessible indoor venues, and targeted opportunities for young people. 3. Proposals 3.1 That Cabinet: a) Reviews the applications from Irvine Locality Partnership and Three Towns Locality Partnership in line with CIF criteria; b) Approves the CIF application in relation to the Micah Project (see Appendix 1); and c) Approves the CIF application in relation to North Ayrshire Table Tennis Club (see Appendix 2). 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated from within existing resources.
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PUBLIC INFORMATION PUBLIC INFORMATION 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. Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims. • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The applications support the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The proposals support the rights of children and young people through offering better access to facilities, in particular supporting the right to play and the right to be part of their community. Consumer Duty
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PUBLIC INFORMATION PUBLIC INFORMATION 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 Micah Project Appendix 2: CIF Application North Ayrshire Table Tennis Club
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Community Investment Fund Application Form: Irvine Locality The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership and Locality priorities; and o North Ayrshire Council’s 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, 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 Co-ordinator, by email if possible: Elaine Baxter Irvine Locality Coordinator Economy and Communities Community Development Team Redburn Community Centre Dickson Drive Irvine KA12 9EW Email: ebaxter@north-ayrshire.gov.uk Tel: 01294 313593 Mob: 07814418453 Support and information will be available for groups who are not successful. 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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APPLICATION FOR FINANCIAL ASSISTANCE Community Investment Fund 1. Details of your organisation Name of Organisation: Micah Project SCIO SC052123 Postal Address for Correspondence: ........................................................................................... Name of Contact Person: Helen Hogg Position in Organisation: Charity Lead / CEO Contact Telephone Number : E mail address 2. Brief description of your organisation Please include - [a] Legal status, e.g. voluntary organisation, public/private limited by shares or guarantee; [b] How long has organisation been in existence? [c] Aims & objectives; [d] General activities or services provided; The Micah Project exists to help families thrive by meeting practical needs with dignity and care. Through simple, sustainable initiatives, we support households to flourish, feel connected, and build hope for the future. [a] Legal status The Micah Project is a Scottish charity, SCIO and community organisation operating on a not-for-profit basis, supported by volunteers and funded through donations and grants. [b] How long has the organisation been in existence? The Micah Project has been supporting families and communities in Ayrshire since 2020 and a registered charity since November 2022 [c] Aims & objectives The Micah Project aims to help families thrive by tackling the effects of poverty, reducing social isolation, and promoting sustainability. Its objectives include enabling
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equitable access to essential items, repurposing preloved clothing to reduce waste, and building strong, supportive community networks rooted in dignity and respect. [d] General activities or services provided The project provides Twice Treasured clothing boxes, school uniforms, and essential household items; runs Sew New wellbeing workshops that repurpose preloved textiles; and offers community-focused programmes that support mental wellbeing, reduce isolation, and promote sustainable living. It operates through local hubs where volunteers sort donations, prepare orders, and engage with families from all backgrounds. 3. Title and summary of proposal Tell us a bit 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 and indicate any partners that are involved. Please include - [a] What outcomes your organisation wishes to achieve; [b] Is this a new service / project? [c] Does a new organisation need to be set up? Getting a Great Start – P1 Starter Packs & School Badges Proposal Summary Getting a Great Start is an early-intervention project providing Primary 1 Starter Packs of school uniform for every child starting school in Irvine’s primary schools. As well as these packs each primary school will receive a heat press and starter pack of school badges through the Badge it initiative reducing the cost of the school day significantly with respect and dignity. Giving real choice to parents. This new initiative ensures that all children receive an equal start regardless of means and encourages participation and engagement from parents at an essential part of their child’s educational journey. The project will be delivered across 2/3 years with the funding in place for 2 years. The project will be delivered in partnership with all participating primary schools and Parent Councils, supported by volunteers and local community networks.
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Project Description Starting P1 is an exciting but costly time for families. Uniform expenses, school-specific items, pressure to navigate a new environment and expectations often creates stress and inequality. Getting a Great Start lessens these barriers by providing every new P1 pupil with a Starter Pack containing: • 2 polo shirts • 2 jumpers in their school colours • A Gym bag • Gym shorts • A handmade knitted teddy made by volunteers and community members • A voucher for 2 free school badges (heat pressed on) to link with our badge initiative • A photo keyring for parents/carers • A wee surprise gift such as magnetic letters to encourage early literacy and play This mix of practical items and thoughtful touches helps every child feel prepared, welcomed, and valued on their first day of school. Badge it Badge It is a practical, poverty busting idea from The Micah Project that reduces the cost of school uniforms for families across North Ayrshire by heat-pressing affordable school badges onto low-cost, unbranded clothing.
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School uniforms represent a significant financial burden for many families, and badged jumpers — often £15–£20 each — are one of the most expensive items. The Badge It service allows families to buy supermarket-priced jumpers or cardigans for as little as £2–£5, and then have a school-approved badge applied for a fraction of the usual cost. This creates an immediate saving while ensuring children can still wear appropriate, branded uniform with pride and dignity. It also allows a genuine choice for parents between higher priced alternatives and unbadged clothes. If we are truly seeking to be ‘fairer to all’ this is a great option. Where the Project Will Be Delivered & Target Audience • All P1 children in the Irvine locality. This universal approach protects dignity, avoids stigma, and ensures every child has an equal start. • All primary schools in the Irvine locality. • Distribution will take place directly through schools, ensuring a smooth, universal, dignity-based process. • Parent Councils will help coordinate badge distribution and provide feedback. • Community volunteers will support packing sessions, knitting teddies, and creating “wee surprises.” Who Will Benefit and How: Children will benefit through: • Arriving at school prepared and confident • Feeling included and equal to peers • Having comforting items (like the knitted teddy) that support emotional wellbeing Parents/carers benefit by: • Reducing financial pressure at a key transition point • Feeling valued and supported by their school community • Receiving a keepsake (photo keyring) that strengthens family engagement
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Schools benefit through: • Stronger relationships with families • Fewer uniform-related issues & more preloved uniform engagement • Better engagement from children and parents Communities benefit through: • Increased volunteering opportunities • Intergenerational connection (e.g., knitters) • Reduced waste through responsible uniform purchasing Project Partners • All participating primary schools • All Parent Councils • Community volunteers and knitting groups • Local businesses involved in uniforms or sponsorship • The Micah Project and the future CIC organisation. This project will help establish a CIC from the charity, which will: • Provide long-term, sustainable support for schools • Reduce reliance on grant funding • Create a robust structure to use minimal profits from the badging back into the area, increase employment and training opportunities. 4. What difference will this project make within the locality and to local services and programmes? Please include - [a] How you will approach reducing inequality [b] How this proposal fits with Irvine’s priorities of: 1. Supporting Skills and work opportunities 2. Enhancing our mental health and wellbeing 3. Alleviating poverty 4. Championing Green Health and the Natural Environment
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How We Will Approach Reducing Inequality The Getting a Great Start – P1 Starter Packs & School Badges initiative directly tackles inequality at one of the earliest and most significant transition points in a child’s life. By providing universal, dignity-based support for every new P1 child, we reduce the financial pressures that disproportionately affect families experiencing poverty, unemployment, or cost-of-living strain. Our approach reduces inequality by: • Ensuring every child—regardless of background—starts school prepared and confident. • Removing financial and social barriers linked to uniform costs. • Providing consistent support across entire school clusters, reducing postcode- based disparities. • Offering non-stigmatising, universal provision rather than targeted, means-tested help. • Strengthening the connection between families, schools, and community supports from the beginning. • Involving volunteers, knitters, Parent Councils, and community groups to build a shared approach to early intervention. This project aligns directly with the North Ayrshire Fair for All Inequalities Strategy, the Community Planning Partnership priorities, and North Ayrshire Council’s commitment to fairness, dignity, prevention, and community-led solutions. [b] How This Proposal Fits with Irvine’s Local Priorities 1. Supporting Skills and Work Opportunities • Volunteers engaged in assembling packs, heat pressing badges, knitting teddies, and helping with logistics gain practical skills, confidence, and community experience. • The long-term development of a CIC creates new opportunities for volunteering, employability, and skills development in textile care, community delivery, stock
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control, early years support, and circular-economy activities. This is important if the charity is to be able to become less reliant on grant funding. • Parent Councils and school staff develop stronger collaborative working, which supports family engagement and community empowerment. Outcome: Increased volunteering, skills growth, and pathways into community-led employability opportunities. 2. Enhancing Our Mental Health and Wellbeing • Families experience reduced stress and anxiety at school-start time due to lower financial pressure. • Children feel confident, included, and emotionally supported (helped especially by the handmade community knitted teddies). • A positive start to school supports long-term mental wellbeing and resilience. • Volunteers benefit from social connection, routine, and purpose—especially older adults involved in knitting and packing. • Early intervention boosts stability in family life, which supports healthier relationships and reduces emotional strain. Outcome: Improved emotional wellbeing for families, children, and volunteers, strengthening the community’s collective mental health. 3. Alleviating Poverty The project provides: • Essential uniform items at no cost. • Free school badges so families can use low-cost unbranded clothing. • Advice and signposting to local supports through the starter pack materials. • A universal programme that removes stigma often associated with financial assistance. • A long-term CIC model that enables sustainable provision independent of future grant cycles.
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This reduces both immediate financial hardship and the inequality caused by high uniform costs. Outcome: Direct reduction in household financial pressure and a measurable impact on the cost of starting school. 4. Championing Green Health and the Natural Environment The project contributes to environmental goals by: • Promoting affordable unbranded clothing (often lower carbon and more sustainable to produce). • Reducing demand for multiple branded items, cutting textile waste and environmental impact. • Encouraging responsible purchasing and reuse, aligned with circular economy principles. • Mobilising community volunteers—especially knitters and clothing sorters—to support sustainable practices. • Establishing a CIC model that embeds environmental responsibility into long- term operations. Outcome: Reduced textile waste, lower uniform consumption impact, and a stronger culture of sustainable community practices. Overall Local Impact This project strengthens early intervention, reduces inequality, improves wellbeing, and builds a practical, community-led model that supports families across Irvine. It addresses immediate financial need while also contributing to long-term resilience, sustainability, and community cohesion—supporting local services, schools, Parent Councils, and families in a joined-up way consistent with NAC values and Locality priorities.
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5. Please give an overview of the engagement that has taken place in relation to the project Please include the number of people that have been engaged with/ consulted Overview of Engagement and Consultation Over the past year, the Micah Project has undertaken extensive engagement and consultation to shape and refine the Getting a Great Start – P1 Starter Packs & School Badges initiative. Our approach has been firmly rooted in listening to families, schools, and community partners to ensure the project meets real needs and delivers long-term value for the locality. Pilot Programmes We have delivered two pilot programmes for Badge it in - • Louden Montgomery Primary School, Irvine • Glebe Primary School, Irvine These pilots have been running for approximately 24-12 months, allowing us to evaluate the Badge It model in real school environments. Both pilot schools have expressed strong support for the initiative and would be among the first to benefit from having their own heat press and badges, improving long-term sustainability. School Engagement Headteachers consistently describe the project as a “win–win situation”—reducing costs for families, improving equality, simplifying uniform adherence, and strengthening relationships between schools and the community. Feedback has consistently highlighted: • The high cost of uniform as a barrier for families • Appreciation for a universal approach with no stigma • Enthusiasm for using badges on unbranded clothing to lower costs
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• Strong support for early intervention at the P1 transition • A desire from schools to work in partnership to expand the model • Recognition that the knitted teddy and small “surprise” add real emotional value to children Local Development already underway • Irvine Royal Academy already operates its own badge pressing, demonstrating local capacity and validating the wider model. • Several headteachers have expressed interest in shared heat-press equipment being available cluster-wide being able to share equipment would bring together clusters at events (one event we ran had over 300 families just for badging) • The groundwork for collaborative working across Irvine’s school clusters is already in place. Summary The level of community consultation demonstrates both a high level of community buy- in and a clear, evidenced need for the project. The proposals presented are shaped directly by this engagement and are ready for expansion across the locality. 6. Please tell us how the project will be managed Please include - [a] How the finances will be managed [b] Does the proposed project contribute to volunteering or employment opportunities in Irvine? Please include the number of volunteering opportunities and employment opportunities [c] If there are any staff requirements, please outline your HR plans [d] Is there evidence of partnership working in relation to the project within Irvine locality? How the Project Will Be Managed [a] Financial Management The project will be managed by The Micah Project, transitioning into the newly forming CIC by the end of the 2 years, which will provide a sustainable governance and financial structure for long-term delivery.
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Finances will be managed through: • A dedicated project budget held within The Micah Project. • Oversight by our Treasurer and the Project Lead • Termly financial monitoring and reporting to the Board • Clear procurement processes for uniforms, badges, and materials • Use of SAGE accounting software to ensure transparency and compliance • Ability to provide financial statements to NAC upon request This structure ensures accountability, compliance with charitable and CIC regulations, and long-term sustainability of the project. [b] Contribution to Volunteering & Employment Opportunities in Irvine This project offers significant new opportunities for volunteering, skills development, and community participation across the Irvine locality. Volunteering Opportunities We anticipate 100-150 volunteer roles, including: • Heat-pressing and badge production • Preparing and sorting P1 Starter Packs • Knitting community teddies • Stock organisation and logistics • Supporting school distribution days • Parent Council volunteers helping with pop-up Badge It sessions • Admin and data support for monitoring outcomes These roles are accessible to people of all ages and abilities, supporting skill development, confidence building, and social connection. Employment Opportunities We anticipate 2-4 part-time paid roles emerging as the project grows, focused on: • Coordination of uniform and badge production • Logistics and operational support • School and community partnership liaison
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These roles will support longer-term sustainability and reduce reliance on grant funding. [c] Staff Requirements and HR Plans As the project grows, we intend to recruit part-time staff to coordinate the uniform and badge service. HR plans include: • Providing clear job descriptions and contracts aligned with Scottish employment law • PVG checks for any staff or volunteers working with children/families • Induction and training in safeguarding, confidentiality, and volunteer management • Ongoing supervision and support from the Project Lead • Policies for recruitment, health & safety, and data management • Fair, inclusive recruitment aligned with equalities legislation Volunteer roles will be supported through an induction process, training on badge pressing and equipment, and safe working guidance in line with our HR framework. [d] Evidence of Partnership Working Within the Irvine Locality This project is built on strong existing partnerships across Irvine schools, Parent Councils, and community organisations. Engagement and collaboration to date includes: • Pilot programmes in Louden Montgomery Primary and Glebe Primary, running for around a year • Active involvement from Parent Councils helping shape badge use and pack distribution • Partnership with community volunteers, knitting groups, and local churches • Alignment with existing locality priorities on poverty reduction, wellbeing, volunteering, and supporting families
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As mentioned in the feedback Headteachers have consistently described the initiative as a “win–win situation for everyone”, highlighting improved equality, reduced stress for families, and stronger school engagement. This project therefore builds on a proven foundation of cooperation within the Irvine locality and strengthens the local ecosystem of support around families. 7. Amount of funding being requested Please supply details of the amount of funding being requested and any other funding you have had over the past 5 years, both financially and ‘in kind’. Amount requested: £100,000 over 2 years to deliver the Getting a Great Start – P1 Starter Packs & School Badges initiative across the Irvine locality. This funding will cover pack contents, badge production, volunteer support, staff coordination, logistics, monitoring, and contribution towards the establishment of a CIC to sustain the project long-term. Please include detail on - [a] Breakdown of costs if available; [b] Recent quotations where appropriate [a] Breakdown of Costs £100,000 Focus: • P1 Starter Pack contents (uniform items, gym kits, teddies, letters, surprises): £40,000 - 2 x P1 Starter pack - Average of 35 Children per school across 12 schools, Allows for contents and support staff hours to pack. • Badge vouchers & heat-press & Badges materials for 12 Primary schools - £12,000 - Includes Heat Press £500, Training £250, Badges £250 • Volunteer coordination & training: £1,500 • Monitoring & evaluation, admin, printing, and data support: £2,000 • Rent, Logistics, storage, fuel, and equipment use: £30,000 (50% off project costs Rent - Stevenston - £18,000 pa, Delivery costs £12,000 pa x2years) -
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• Project Lead Salary - £40675.20 (1 x 24 hours @ £15.00 per hour =£18,720 + NI contributions 1497.60 + expenses £120 = £20,337.60 x2 Total: £126,175.20 This budget includes inflation-aware costs for clothing, printing, heat-press consumables, and equipment maintenance. We are also applying for other funding but are able to confirm £10,000 in funding from supporters of the project towards this project. [b] Quotations and Cost Assurance We have gathered indicative quotations from: • School uniform suppliers for bulk polo shirts and jumpers • Badge manufacturer for iron-on woven badges • Heat-press equipment suppliers • Local craft suppliers for knitted teddy materials and “wee surprise” items These quotations confirm that the above budget is realistic and represents good value for money. Previous Funding (Past 5 Years) The Micah Project has operated largely through small community grants, donations, and in-kind support. As well as CIF funding for clothing packs. We have not previously received large-scale government or local authority funding for uniform-based early intervention work. This project represents a significant expansion built on proven community pilots. This strong blend of in-kind resources and local buy-in demonstrates the project’s credibility, sustainability, and community backing.
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8. Monitoring and evaluation process Please include detail on – [a] What monitoring and evaluation processes are planned/ in place The Getting a Great Start – P1 Starter Packs & School Badges project will be monitored and evaluated using a combination of quantitative and qualitative methods to ensure measurable, transparent outcomes that can be reported regularly. 1. Data Collection and Tracking We will collect clear data for each stage of delivery, including: • Number of P1 Starter Packs distributed (per school, per cluster, per year) • Number of badges produced and applied • Number of volunteers involved and volunteer hours contributed • Number of families accessing support or attending pop-up Badge It sessions This data will be recorded using spreadsheets and digital tools overseen by the Project Lead. 2. School Feedback Regular feedback will be sought from Schools and will include: • Children's readiness and confidence at school start • Uniform adherence and equality indicators • Parent/carer engagement • Staff reflections on the impact of the project 3. Parent/Carer Feedback Parent views will be gathered through: • Short surveys included with packs • Conversations at Parent Council meetings • Pop-up sessions and follow-up conversations
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This will capture: • Financial impact • Reduced stress/worry • Ease of preparing children for school • Suggestions for improving pack contents We will measure the project’s impact in relation to: • Reducing inequality • Improving mental health and wellbeing • Alleviating poverty through reduced uniform costs • Increasing volunteering opportunities • Supporting sustainable, circular-economy practices Each outcome will be evidenced through data & feedback.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION 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 OFFICIAL INFORMATION OFFICIAL INFORMATION 1. Details of your organisation Name of Organisation NORTH AYRSHIRE TABLE TENNIS CLUB Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person WILLIAM MAIN Position in Organisation TREASURER / FOUNDER Telephone Number Click or tap here to enter text. Email Address Total amount of funding requested: £3921 Match funding (if any): See breakdown below (£19500.00) 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. North Ayrshire Table Tennis Club (NATTC) founded in 2001. The club is a community sports club, affiliated to Table Tennis Scotland and the West of Scotland Table Tennis League and is fully constituted and governed by a committee voted in by its members. NATTC aims to give people of all ages, within the three towns and across North Ayrshire the opportunity to come along to our 24 table, Table Tennis centre at St. Matthews. All abilities and backgrounds can participate together from as young as 6 to 90 years of age. The club has grown from strength to strength with a response to community need for smaller venues popping up all over North Ayrshire including our Island communities. Playing regularly delivers major social, physical and mental well-being benefits – addressing some of the major health challenges in society today:
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION • Its simplicity makes it particularly effective at helping the inactive become more active • It can be played in schools, sports centres as well as village halls, community centres and day-care centres reaching into communities of all sizes • We have a pathway at the club for all abilities from grass roots to international level • We had a vision 24 years ago to introduce table tennis to the community of North Ayrshire, hence the name. We have covered most areas, and now Saltcoats is one of the main venues in the UK for table tennis visitors and major events • The club has invested £28,000 over the past few years in new tables and equipment, and we have a total of 62 table tennis tables and 160 safety surrounds in venues within our remit. This is to meet the demand for table tennis within the local area. We have 9 active venues throughout North Ayrshire and 4 school clubs, with more planned. • The club currently hold the title of sports club of the year, winning it for the 2nd time, previously in 2013, and are the only club to have won this prestigious award twice. • The club pride themselves on sustainability and with excellent facilities coaches, partners and a strong committee we are in our 25th year with our membership continuing to grow year on year.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION 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. Our proposal is to increase the working hours of our Development Officer in order to meet growing demand within the club and to strengthen the pathway for developing new coaches and volunteers. The enhanced Development Officer role will provide structured leadership, mentoring, and training to our part‑time coaches and volunteers, ensuring they are fully equipped to deliver high‑quality sessions that meet the needs of our expanding membership. Funding will support both the extension of the Development Officer’s hours and the progression of new and existing coaches towards UKCC coaching awards. These qualifications are essential for maintaining high coaching standards and ensuring safe, inclusive, and developmentally appropriate practice across all sessions. New coaches will train alongside the Development Officer, benefiting from hands‑on supervision, guided learning, and opportunities to build confidence in delivering sessions independently. Our coaching team is made up predominantly of young people aged 16 and above. By investing in their development, we provide meaningful opportunities for young people to identify their strengths, develop leadership skills, and gain recognised qualifications. As a club, we have a strong track record of supporting young people into positive destinations, with many progressing into further training, employment, or continued volunteer roles as a direct result of the experience and support they receive. Community wealth building continues to be a major objective of the club through the years and for the future. The club have invested into the three towns and continue to help promote the local economy and tourism by staging major events in Saltcoats. In addition to these objectives: • We actively focus on building active and strong communities by using table tennis as a means. • Providing children and young people opportunities to take part in a fun, healthy and active experience.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION • We are tackling social isolation and improving wellbeing by being inclusive of all ages, skill levels and abilities. • We are utilising social media to promote the reach of the club across North Ayrshire. • Assist training skills to encourage paid employment. • We would like to leave a legacy to the community by owning or naming the table tennis centre as a centre of excellence and dedicate this to someone. • We could not have achieved all we have over the past 24 years without the continued partnerships we have enjoyed, such as Arran CVS, TACT, NAC, KA Leisure and Active Schools • The club has been successful in obtaining funding for capital equipment and due to this we have and are increasing our membership monthly and now into wintertime our club will be increasing venue hire to run more sessions. 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. Over the past year, North Ayrshire Table Tennis Club (NATTC) has become a major host venue for national and international table tennis events following the long‑term closure of Bells Sports Centre in Perth. With the support of previous funding to upgrade our equipment and promote St Matthew’s Academy as a high‑quality competition venue, Table Tennis Scotland has moved a significant number of major events to St Matthew’s and to Inverclyde. NATTC took on these opportunities at short notice, putting North Ayrshire on the map as a national centre for table tennis. This shift has brought substantial benefits to the locality: Major Events Hosted in North Ayrshire: Inverclyde Sports Centre
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION • Scottish National Championships for Seniors and Juniors (3‑day event, 140 players) – March 2025 and again in 2026 • Scottish Parkinson’s International Tournament (90 players from across the UK and Europe) – confirmed again for August 2026 St Matthew’s Academy • Scottish National League – 48 clubs competing across two weekends: December 2025 and February 2026 • The North Ayrshire Open – 3‑day competition with over 200 players from across the UK • The first ever Scottish International Match: Scotland vs Ireland – two‑day event hosting 40 international visitors • Multiple West of Scotland and schools'competitions • Six consecutive weeks of competitive events hosted locally These events attracted high‑level participants, international visitors, the Provost and other civic leaders, resulting in around 246 hotel bed nights being booked locally, alongside extensive spend in local hospitality and retail. Increased footfall also generated significant revenue for KA Leisure and for community facilities that would otherwise be quiet at weekends. Building on this momentum, NATTC has already secured two major events for June 2026, including the prestigious British Premier Cup, which will be televised live. We are inviting clubs and school pupils from across Scotland, helping young people to be inspired and encouraging them to discover the “stars of tomorrow.” Outcomes the Project Will Achieve This proposal will further grow the club’s impact in the locality by: • Expanding capacity at St Matthew’s through new equipment and additional space • Increasing participation in table tennis across all ages • Encouraging families to be active in a safe, accessible, warm indoor environment • Increasing footfall and income for KA Leisure and St Matthew’s during off‑peak times
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION • Supporting local regeneration through increased visitor numbers and hospitality use • Creating new pathways for young people into coaching, leadership, volunteering and employment • Opening new community venues using our older tables as satellite sites • Increasing visibility of local sport, supported by Ayrshire Film Company, with over 10,000 annual viewers across in‑person and streamed events • Promoting inclusive and free access to local sporting events, removing barriers to participation NATTC will address inequalities by: • Providing free access to local competitions and events for spectators, encouraging involvement regardless of financial circumstances • Offering coaching apprenticeships and qualifications for young people aged 16+, particularly those who may not access traditional training pathways • Creating low‑cost opportunities to be active, especially important for families experiencing financial hardship • Ensuring accessible indoor facilities that allow participation year‑round, removing barriers linked to weather, transport and cost • Working with Active Schools to deliver annual coaching programmes for North Ayrshire sports students, widening opportunity and raising aspirations • Establishing new community table tennis venues so people in different areas can access sport locally How the Proposal Aligns with Locality Partnership Priorities 1. Promoting the Local Economy and Tourism • Major events attract players, families, officials and spectators from across Scotland, the UK and Europe • Hundreds of hotel bookings and increased footfall in local restaurants, shops and transport • Televised events raise the profile of Saltcoats and North Ayrshire nationally
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION 2. Regenerating Community Facilities • St Matthew’s and KA Leisure facilities become recognised national event venues • Increased usage during quiet periods helps sustain community assets • Older equipment is repurposed to create new community venues and bring unused spaces back into activity 3. Increasing Civic Pride and Community Engagement • Hosting national and international events showcases what the area can achieve • Local people are encouraged to attend events for free and feel part of something significant • Young people become leaders, volunteers and coaches, strengthening community connection • The presence of civic leaders (e.g., the Provost) builds pride and visibility 4. Improving Community Wellbeing • Encourages physical activity for all ages in a welcoming, inclusive environment • Reduces social isolation through club engagement, volunteering and events • Offers structured activities that support physical and mental wellbeing • Provides positive pathways for young people, including training and employment opportunities 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. This project is built on long‑term, sustained engagement with a wide range of partners, community groups, and participants across North Ayrshire and beyond. NATTC has grown through strong relationships, extensive community outreach, and continuous collaboration with new and existing stakeholders.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION The club actively seeks new partners and responds to community needs as they emerge. As recently as last week, NATTC was approached by new learning and disability groups requesting support, demonstrating trust in the club’s inclusive approach and the growing demand for accessible table‑tennis activities. Membership continues to grow year on year across all ages and abilities. The club now regularly supports large numbers of local residents, families and young people, with over 280 attendees in a single week—a record for NATTC. Of these, 170 people attended sessions across the Three Towns area, highlighting deep local engagement and strong community demand. NATTC operates highly active social media platforms, posting seven days a week to promote events, celebrate achievements, and highlight opportunities for involvement. This consistent engagement keeps the community informed and connected, strengthens visibility of the club’s work, and encourages new people to join sessions or attend events. The club maintains a weekly programme across several locations, with total attendance figures recorded from the week commencing 4th January showing sustained participation and ongoing engagement with large numbers of community members. The evidence of this engagement further demonstrates the proposal to extend the Development Officers role as the club continues to grow from strength to strength. 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in Three Towns? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The project will be managed by the NATTC Executive Committee, who oversee governance, safeguarding, financial monitoring and delivery across all club activities. Finances are managed through monthly invoicing from the self‑employed Development Officer/Coach,
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION with each invoice and timesheet verified and signed off by two Executive Committee members. The proposal increases the hours of the Development Officer to support the growth of sessions across the Three Towns and to lead the development of new volunteers and coaches. The post will also support a new “pop‑in and play” shopfront model planned for Saltcoats, increasing community access and volunteering opportunities. The project creates strong pathways into coaching and employment. NATTC will support volunteers and young people aged 16+ to obtain their UKCC coaching awards, enabling them to run sessions alongside the Development Officer. This strengthens local employment prospects and supports long‑term club sustainability. The club currently has 25 volunteers, with numbers continuing to grow. 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”. NATTC funding over the last 5 year period: Year Funder / Grant Amount Notes 2021 Youth Scotland Grants (x3) £3,000 3 × £1,000 Stanley Morrison Trust £1,000 Community Enterprise – Adapt & Thrive £5,000 COVID Recovery COVID Recovery Grants Amount not specified General COVID support 2022 NAVT Grant (Year 1 of 3) £10,000 Awarded Nov 2022 PB (Participatory Budgeting) £2,000 Community Benefit Fund £4,000 2023 Mental Health & Wellbeing (Arran CVS – Year 1) £10,000 Cecchini’s £1,000 Stanley Morrison Trust £3,600 Aria Grant (Capital – WK & Millport) £9,000 UK Shared Prosperity Fund £10,200 Capital – TT Centre St Matthews Lottery Fund £3,000 Coronation Event
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION TTS Prize Money £3,700 2024 Mental Health & Wellbeing (Arran CVS – Year 2) £7,000 Stanley Morrison Trust £2,000 PB (Participatory Budgeting) £1,000 2025 Mental Health & Wellbeing (Arran CVS – Year 3) £5,000 Mental Health & Wellbeing (Arran CVS – Year 4) £7,000 PB (Participatory Budgeting) £2,000 Table Tennis England £2,500 Table Tennis Scotland £2,000 Cecchini’s £1,000 Aria Grant (Capital – WK & Millport) £8,000 In Kind Funding - we have had so much support over the past 5 years since covid from many local companies and a huge number of volunteers. This helped us recover well from covid, which in turn resulted in our club increasing our membership dramatically due the demand from the older generation, many of whom were socially isolated. Amount of funding requested (£) 3921 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y) Contribution to salary costs of £3921 See below Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) Irvine Table Tennis Club £3500 YES Nattc £6000 YES Arran CVS £10000 NO,Decision on 28th feb. 3‑Year Financial Forecast (2026–2029) - For Development Officer Salary Costs
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION Assumptions • Salary requirement remains £23,100 per year. • Arran CVS funding provides £10,000 per year in Years 1 & 2 of this forecast. • CIF funding contributes £3,921 in Year 1. • Table Tennis Scotland/sport Scotland award expected to begin Year 2 (conservative est. £8,000 per year). • Membership, sponsorship and fundraising income grows annually. Year 1: May 2026 – April 2027 Income Source Amount Arran CVS (Year 5) £10,000 CIF contribution £3,921 Membership income £5,000 Sponsorship £2,000 Fundraising £3,000 Total Income £23,921 Salary Cost £23,100 Surplus/Deficit +£821 Summary: The post is fully funded in Year 1 with a small surplus. Year 2: May 2027 – April 2028 Income Source Amount Arran CVS (Year 6) £10,000 Expected TTS/sportscotland contribution £8,000 Membership income (growth) £6,500 Sponsorship (growth) £3,000 Fundraising (growth) £3,500 Total Income £31,000 Salary Cost £23,100
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION Surplus/Deficit +£7,900 Summary: With new sport Scotland/TTS funding and membership growth, NATTC becomes comfortably stable and begins building reserves for Year 3. Year 3: May 2028 – April 2029 Income Source Amount Expected TTS/sportscotland contribution £8,000 Membership income (further growth) £8,000 Sponsorship £4,000 Fundraising £4,000 Event income (major events & satellite venues) £5,000 Total Income £29,000 Salary Cost £23,100 Surplus/Deficit +£5,900 Summary: By Year 3, NATTC is fully self‑sustainable, even without Arran CVS funding. Growth in events, memberships, sponsorship and satellite venues provides long‑term stability. Overall Summary • Year 1: Role fully funded with CIF, Arran CVS, and club income • Year 2: Additional sportscotland/TTS funding increases stability • Year 3: NATTC becomes fully self‑sufficient through club income, events, and sponsorship 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION The club has established a robust and long‑standing monitoring and evaluation framework that ensures all activity across our venues is consistently reviewed, measured, and improved. Our processes include the following: 1. Regular Monitoring and Reporting • The club holds monthly management meetings, during which progress, challenges, and updates from all venues are reviewed. • The Development Officer produces monthly monitoring reports. These reports are distributed to the Managing Committee and include updates on participation, venue activity, community engagement, and project performance. • At the Annual General Meeting (AGM), a full year‑end summary report is presented. This provides a comprehensive review of activity both on and off the tables, demonstrating overall performance and impact. 2. Tracking Participation and Engagement • The club maintains accurate attendance records across all sessions and venues. • These records allow us to measure: o Number of people attending o Frequency of participation o Growth in membership and community reach • Participation data forms a core part of how we assess the benefits and reach of NATTC’s work. 3. Measuring Individual Impact • We collect regular feedback and impact stories that highlight how individuals have benefited from the club’s activities. • Each participant is supported to set realistic, personalised goals, enabling us to monitor progress and outcomes over time. • This approach ensures our evaluation is not only statistical but also focuses on personal development and wellbeing.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP OFFICIAL INFORMATION OFFICIAL INFORMATION 4. Strong Governance and Long‑Term Stability • The club has operated a robust management system for over 20 years, supported by longstanding founders, committed volunteers, and long‑term funders. • Our governance structures ensure that: o Monitoring processes are consistent and accountable o New and ongoing initiatives are managed effectively o Standards off the table match the quality of performance on the table 5. Annual Reporting • We produce a comprehensive Annual Report that brings together all monitoring data, evaluations, impact assessments, and governance information. • A copy of the latest Annual Report is available and can be provided for your review, showing all monitoring processes in full detail.