9 - Proposals for Community Investment Funding (CIF) Expenditure
North Ayrshire Council · 27 August 2024
Back to Cabinet — 27 August 2024 and its agenda
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NORTH AYRSHIRE COUNCIL 27 August 2024 Cabinet 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 Garnock Valley, North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria at appendices 1-4; b) Approves the CIF application in relation to Beith Hive Childcare Ltd; c) Approves the CIF application in relation to the North Coast and Cumbraes Locality Priorities Officer; d) Approves the CIF application in relation to Parent Network Scotland; and e) Approves the CIF application in relation to the Three Towns Community Shed. 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided a funding 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 pans and are 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 are continuing 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, to be distributed among localities as follows: Locality Value of CIF from first funding allocation (2017-18) Expenditure to date Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Total balance available Irvine £754,000 £958,358 £290,000 £580,000 £665,642 Kilwinning £286,000 £322,190 £120,000 £240,000 £323,810 Three Towns £598,000 £937,561 £240,000 £480,000 £380,439 Garnock Valley £390,000 £415,103.04 £150,000 £300,000 £424,896.96 North Coast £468,000 £444,459 £170,000 £340,000 £533,541 Arran £104,000 £125,079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £3,170,113.04 £1,000,000 £2,000,000 £2,429,886.96 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for the community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and Locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Environmental Sustainability and Climate Change strategies;
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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 organisations that are 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 outlined in turn in the following paragraphs. 2.5 The Garnock Valley Locality Partnership The allocation and funds committed to date are outlined in the table below: The Garnock Valley Locality Partnership CIF allocation to date: £840,000 Garnock Valley Mens Shed - Project Initiation £28,000 Travel Needs Analysis £25,000 Geilsland Hall - Volunteering and Employability £45,000 Garnock Valley 20:20 Vision £15,000 Beith Community Development Trust - YOUth Lead £43,500 Garnock Valley Mens Shed - Heating System Replacement £20,000 Café Solace - Development Worker £49,723 Geilsland Courtyard Feasibility Study £15,582 Beith Playpark £100,000 Beith Community Association £22,098.04 Garnock Valley 2023 Development Worker £51,200 Balance £424,896.96
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2.5.1 Proposal: Beith Hive Childcare Ltd. (£41,000) 2.5.2 Beith Hive Childcare Ltd. is a not-for-profit social enterprise wholly owned by Beith Trust and integral to their mission for community-led regeneration. The enterprise was established in 2022 by the Trust to address the Garnock Valley’s post-pandemic economic challenges, by mitigating the impact of childcare service closures and meeting rising childcare demand as parents return to work. The service provides a full year, flexible childcare service for parents in work, in education or children referred as in need of nurture or respite for vulnerable families. 2.5.3 A working agreement is in place between the Hive, Beith Primary School and North Ayrshire Council to provide access to accommodation without charge. This recognises the important role of the Hive in providing reliable, full year childcare within the area. 2.5.4 To ensure all Garnock Valley families, especially those in vulnerable or economically challenging situations, have access to registered wrap-around childcare, supporting economic, educational and personal growth Beith Hive plan to introduce an electric vehicle (EV) drop-off and pick-up (DOPU) service to Garnock Valley primary schools, targeting rurality and the transport barriers that affect parents. 2.5.5 The funding requested from the Community Investment Fund will be used to develop this DOPU service and will support: • a nine-seater Electric Vehicle and the installation of charging points at Geilsland Estate to provide power for the vehicle, • a contribution to staff costs to develop the EV service, both within Beith Hive childcare service and through partnerships with other organisations or services. 2.5.6 The project has been designed using information from the Travel Needs Analysis in development by the Garnock Valley Locality Partnership Working Group, and information provided by service users through a survey. It supports all three of the Locality Partnership priorities of Moving Around, Work and Local Community and Facilities and Amenities, as well as linking directly to the Community Planning Partnership priorities of Work and World. 2.6 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
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Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Balance £533,541 2.6.1 Proposal: North Coast and Cumbraes Locality Priorities Officer (£52,000) 2.6.2 In 2020, the Locality Partnership approved a funding proposal for a Locality Priorities Officer with an extension to the project taking place in 2022. The post provides a Community Development Worker who is focused on the priorities of the partnership and on developing capacity and supporting communities to be able to deliver on these priorities. 2.6.3 The Partnership now wish to extend this project for a further 18 months. The work of the post holder will continue to help to increase social inclusion by ensuring more opportunities are available and more people are connected to them. The post holder will also continue to focus on the priority of improving mental wellbeing, in particular stress and anxiety of younger people. In addition, they will support the development of the Cumbrae sub-group which the partnership has recently agreed to establish. 2.6.4 Following the previous awards associated with this project, the cumulative costs including the additional proposed award would be a total of £129,819 (2020 award: £35,948, 2022 award: £41,871). While the usual limit of a CIF award is £100,000, this threshold has been exceeded previously in specific circumstances. The North Coast Locality Partnership is aware of the total cost and wish to retain the post for the further 18 months to allow the capacity building work within the community to continue to mature with appropriate support. 2.6.5 The project contributes directly to all locality priorities and supports community led local activity which ensures ongoing sustainability of the activities to deliver on the priorities. The work of the post holder is shaped by their ongoing engagement with local communities. The full proposal is included as Appendix 2 for consideration. 2.7 Proposal: Parent Network Scotland (PNS) (£99,393) 2.7.1 Parent Network Scotland (PNS) is a national charity providing education and training to parents since 1990. PNS provide a ‘parenting journey’ through the Scottish Parent Academy to support parents to gain the skills and qualifications to support a more nurturing, resilient family life and to educate families living in Scotland and the general public in more effective ways to care for children and in the importance of sound relationships. 2.7.2 Through the Parent Academy, the North Coast and Cumbrae programme will consist of two Parent Facilitators who will support Volunteer Parent Group Leaders to enhance the offer and range of opportunities to families on the North Coast. PNS have been active in North Ayrshire in various ways for over 15 years, and already have links with partners and families in the North Coast area which the project will build upon. 2.7.3 The programme will provide evidence-based parenting activity and capacity building in local communities across the North Coast. It will target over 100
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families in the lifetime of the programme and employ a team comprising of two fully trained peripatetic facilitators and a part time Volunteer Co-ordinator (year two) to support the project. Parents will be offered courses which will help to explore relationships, coping strategies, reduce stress and build stronger connections with their children. At first the programme will build soft skills and relationships with parents, then supporting the development of life skills such as communication and assertiveness, with a goal of creating a skilled community of parents who support each other. 2.7.4 The programme also supports the Community Planning Partnership priorities of work and wellbeing. PNS are working with Glasgow Kelvin College to provide SCQF accreditation for appropriate courses on the programme. The full proposal is included as Appendix 3 for consideration. 2.8 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 Balance £380,439
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2.9. Proposal: Three Towns Community Shed (£56,850) 2.9.1 The Community Shed are a community organisation offering a safe place for all over 18s to meet and either partake in a range of vocational activities of their choice or simply sit and make friends over a cup of tea or coffee. The Community Shed has recently been created through the merging of the Men’s Shed and the She Shed and is open all adults in the area. 2.9.2 The Shed have recently acquired new premises which require some upgrading to make them suitable for the needs of all Shed members and for accessibility, including female toilet provision, disabled toilet provision, insulation and the creation of suitable administrative office space. 2.9.3 At present the Shed already have a waiting list of members who cannot join due to the constraints of the facilities currently. This is without active promotion, which they intend to do once the work on the facilities is complete. 2.9.4 The Shed have committed some of their own funding to the work and secured support in kind from various suppliers. The funding requested from CIF would be used to cover the costs of architect plans and some of the required building works to upgrade the facilities.
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2.9.5 The work of the Shed supports the locality priorities, in particular regenerating community facilities and improving community wellbeing, as well as the Community Planning Partnership priority of wellbeing. Full details are included in the application which is included as Appendix 5. 3. Proposals That Cabinet: a) Reviews the enclosed applications from the Garnock Valley, North Coast and Cumbrae and Three Towns Locality Partnerships in line with CIF criteria at appendices 1-5; b) Approves the CIF application in relation to Beith Hive Childcare Ltd; c) Approves the CIF application in relation to the North Coast and Cumbrae Locality Priorities Officer; d) Approves the CIF application in relation to Parent Network Scotland; and e) Approves the CIF application in relation to the Three Towns Community Shed. 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated 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.
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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 ourpriorities. 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. 5 Consultation 5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including youngpeople. David W. Hammond Executive Director (Communities and Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Beith Hive Childcare Ltd. Appendix 2: CIF Application North Coast and Cumbraes Locality Priorities Officer Appendix 3: CIF Application Parent Network Scotland Appendix 4: CIF Application Three Towns Community Shed
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY 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: Christina Pieraccini Locality Officer - Garnock Valley Connected Communities North Ayrshire Council Walker Hall 45, Main Street Kilbirnie KA25 7BX Tel: 01505 680203 Mob: 07966 160854 Email: cpieraccini@north-ayrshire.gov.uk 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 GARNOCK VALLEY LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Beith Hive Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Jane Lamont Position in Organisation CEO Telephone Number Click or tap here to enter text. Email Address Total amount of funding requested: £41000 Match funding (if any): £37700 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. Beith Hive Childcare Ltd, is a not for profit social enterprise wholly owned by Beith Trust and integral to their mission for community-led regeneration. The enterprise was established in 2022 by Beith Trust to address the Garnock Valleys post-pandemic economic challenges, by mitigating the impact of childcare service closures and meeting rising childcare demand as parents return to work. Following a series of discussions with North Ayrshire Council, Beith Primary and negotiations with ChildsPlay - the existing service which was closing, Beith Trust took over 4 full time staff members, and the attendee role of 52 children and established a registered childcare service operating primarily from Beith Primary School with a full year service, providing flexible child care provision for parents in work, in education or children referred as in need of nurture or respite for vulnerable families. This intervention ensured that local families retained childcare provision.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP Since then, Beith Trust have invested time, energy and resource to design an enterprise, which provides the communities of the Garnock Valley with a quality, sustainable registered childcare option, which is a crucial part of a community’s social infrastructure. The service operates from 7am - 9am and 3pm – 6pm. There are 300 places available to book each week and parents have the flexibility to book regular slots each week and also ad hoc slots via an app or the online website. Since May 2024, the service offer has increased to provide parents and carers with a full year service with school holiday provision. The following diagram illustrates the group structure which supports Beith Hive Childcare Ltd and Geilsland Enterprise as wholly owned subsidiaries of the parent charity, Beith Trust. Both subsidiaries operate with their own management teams and board of directors, but are ultimately accountable to the Beith Trust Board, ensuring alignment with Beith Trust’s mission of sustainable community regeneration, benefiting Beith’s people, places, and businesses.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY 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. Beith Hive is based at Beith Primary school and offers a flexible, wrap around childcare service to parents and carers in the Garnock Valley. To ensure all Garnock Valley families, especially those in vulnerable or economically hard-hit situations, have access to registered wrap-around childcare, supporting economic, educational and personal growth Beith Hive plan to introduce an electric vehicle (EV) pick-up and drop-off (DOPU) service Garnock Valley primary schools, targeting rurality and the transport barriers that parents are affected by. Our service is supported by a working arrangement between Beith Primary and North Ayrshire Council who provide the venue at no cost in recognition of the value and socio- economic impact that access to quality registered childcare amidst the socio-economic challenges that affect the Garnock Valley Moreover, our partnership with Beith Trust underpins a committed to environmental sustainability - our Electric Vehicle Service will be powered by a community-owned renewable energy project - a 100 kWh solar array on the roofs of the buildings at Geilsland Estate. This will save, on a like for like per journey basis over 1000 miles, 120kg of Co2 per year, we estimate that the service actually avoid 6 cars making the same journey which amplifies the estimated Co2 saving. To ensure the Beith Hives success, widen our reach across the Garnock Valley and deepen its impact, we seek a contribution towards funding for - a 9 seater Electric Vehicle and the installation of charging points at Geilsland Estate to provide power for the vehicle, - Contribution to staff costs to develop the EV service, both within Beith Hive childcare service and through partnerships with other organisations or services. Specifically, this staff role will • Manage the role out of a DOPU service expansion, • Ensure that Beith Hive operations align with environmental sustainability and social inclusiveness aims.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP • Engage with community stakeholders and the Garnock Valley Locality Working group to explore the feasibility options for community transport provision (out with the times that the EV is needed for childcare pick up and drop off), • Capturing, monitoring and reporting project outputs and outcomes • Establish an innovative childcare model which suit the needs of 21st century community life, whilst also ensuring Beith Hives long-term sustainability.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY 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. Moving Around (Public Transport, Traffic and Parking) 2. Work and Local Community 3. Facilities and Amenities By addressing key transportation barriers, promoting environmental sustainability, and supporting the socio-economic development of families, this project will make a significant and positive difference within the locality, aligning with all of the Locality Partnership priorities and fostering a stronger, more inclusive community. Project Outcomes and Deliverables with Locality Partnership Priorities Outcomes Deliverables Moving Around (Public Transport, Traffic and Parking) Work and Local Community Facilities and Amenities Enhanced Accessibility to Childcare Implementation of EV Service, Increase in Childcare Usage Reducing traffic congestion around schools by providing reliable EV pick-up and drop-off service. Supporting parents to maintain employment or pursue education by providing reliable childcare. Utilising Beith Primary School as a venue for the childcare service, enhancing use of existing facilities. Promotion of Environmental Sustainability Reduction in Carbon Emissions, Integration with Renewable Energy Encouraging sustainable transportation solutions, reducing the number of individual car journeys. Creating job opportunities within the Beith Hive childcare and EV service. Installing EV charging points at Geilsland Estate, improving local amenities. Socio-Economic Support for Families Increased Employment and Education Opportunities, Community Engagement and Service Improvement Improving overall transportation infrastructure within the community. Engaging with community stakeholders to address transport and childcare needs. Ensuring long- term sustainability of the Beith Hive service through community engagement.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY 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. The development of this application was informed by • Recommendations from the Travel Needs Analysis which will be produced by the GV locality working group. This will provide a starting point to design how the vehicle could be used to pilot an initiative which tests the Travel Needs Analysis outputs. • Analysis of Beith Hive Childcare Drop off / Pick Up Services survey Analysis of the Childcare Drop-off and Pick-up Service Survey ( 52 responses) Overview: The dataset comprises responses from a survey conducted to gauge interest in a childcare drop-off and pick-up service. The survey captures information such as the respondent's location, the number and ages of their children, current childcare arrangements, and interest in the proposed service. Key Insights: 1. Geographical Distribution: o Respondents are from various postcodes in the Garnock Valley, indicating interest from each of the 3 communities. o None of the respondents are currently using Beith Hive, a few are accessing afterschool activity as their childcare facility. o Common postcodes are KA25, KA15, with PA12 featuring as well, suggesting potential hotspots for service demand. 2. Number and Ages of Children: o Most respondents have 1 or 2 primary school-aged children. o Children’s ages predominantly fall within the 5-7 and 10-12 age brackets. 3. Current Childcare Arrangements: o A significant number of respondents currently rely on family members for childcare. o A notable portion of respondents do not currently use any childcare services. o Afterschool clubs are the next common option, though less frequent. o Respondents indicate that transport to a childcare services is a significant barrier to access
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 4. Interest in Drop-off and Pick-up Service: o The majority of respondents expressed interest in using the proposed service. o This indicates a market demand and a potential gap in current childcare offerings. 5. Preferred Payment for the Service: o The preferred price per use identified £5 as a commonly acceptable rate. o This information is crucial for pricing strategy and service affordability. 6. Additional Comments and Suggestions: o Few respondents provided additional comments, but one highlighted the lack of afterschool services in specific areas like Lochwinnoch. o This suggests areas where the service could be particularly beneficial and addresses unmet needs. 7. Willingness to Provide Contact Information: o Several respondents are open to further discussions, providing their contact details for follow-up. Our Recommendations for moving forward: • Targeted Marketing: o Focus marketing efforts on areas with high interest, particularly around the common postcodes mentioned. o Highlight benefits for families with children in the 5-7 and 10-12 age ranges. • Pricing Strategy: o Consider setting the service price around £5 per use to align with respondents' willingness to pay. • Service Expansion: o Address areas with identified gaps in afterschool services access. Consider a phased rollout, starting with the regions showing the highest interest. • Engage Interested Respondents: o Follow up with respondents who provided contact information for further discussions and to refine service offerings based on direct feedback.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY 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 the Garnock Valley? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans Financial Management • Budgeting and Monitoring: The finances for the project will be managed through a detailed budget plan, monitored on a monthly basis to ensure alignment with projected costs and revenues. The budget will include all capital and operational expenses such as vehicle procurement, charging point installation, staff salaries, and maintenance costs. • Financial Reporting: Regular financial reports will be prepared and reviewed by the Board of Directors and the finance committee to ensure transparency and accountability. This includes quarterly financial statements and an annual audit. • Funding and Grants Management: The project will actively seek additional funding and grants to support its activities. All funds received will be tracked and reported to ensure they are used for their intended purposes. Contribution to Volunteering and Employment Opportunities • Employment Opportunities: o Direct Employment: The project is expected to create at least 1 new employment positions within the Beith Hive childcare service and the EV service o Indirect Employment: By providing reliable childcare, the project will indirectly support employment opportunities for parents and carers, allowing them to maintain or pursue jobs. • Volunteering Opportunities: o The project will offer approximately 3 volunteering positions, engaging community members in various capacities such as assisting with the EV service, helping in after-school activities, and participating in community outreach and engagement events.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP HR Plans • Staff Recruitment: Recruitment for new positions will follow a transparent and fair process, ensuring equal opportunity for all applicants. Job descriptions will be clearly defined, and positions will be advertised widely within the community. • Training and Development: Comprehensive training programs will be provided to all new hires and volunteers to ensure they are well-equipped to perform their roles effectively. Ongoing professional development opportunities will also be offered. • Performance Management: A performance management system will be implemented to regularly evaluate staff performance, provide feedback, and identify areas for improvement. • Employee and Volunteer Support: A support system will be established to address the needs and concerns of both employees and volunteers. This includes regular check-ins, access to resources, and recognition programs to acknowledge their contributions. These plans will ensure the project's financial sustainability, promotes local employment and volunteerism, and aligns with the Locality Partnership priorities to support a stronger, more inclusive community in the Garnock Valley.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY 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”. North Ayrshires Venture Trust - £30k over 3 years Beith Trust - £12k start-up costs Beith Trust - £10k director’s loan x 2 years Amount of funding requested (£) 41000 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Electric Vehicle 40000 Y Project Lead contribution x 2 years 30000 N H & S 500 N Insurances & Systems 1000 N Repairs & Maintenance 1200 N EV Charge Point Installation 6000 Y Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) UKSPF 35000 Y Click or tap here to enter text.
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Beith Hive will utilise Beith Trusts existing monitoring and evaluation system (Upshot), a digital tool designed to effectively track and analyse project performance. The Upshot system provides real-time data and reporting capabilities to ensure effective monitoring. We will conduct monthly reviews of the collected data will be conducted to assess the project's progress against its goals and objectives. This system will provide us with a clear, integrated view of our engagement efforts and their tangible results. Activities and Targets will directly relate to the employee’s work plan which will enable the workgroup and partners to objectively to assess quantitative and qualitative data for impact and effectiveness, providing a practical M&E framework that ensures that GV2023 meet its objectives whilst remaining flexibility to pivot to the community's changing needs. This includes completing the CIF monitoring form and seeking evaluations from the Locality Partnership and the working group. These evaluations will focus on the project's alignment with Locality Priorities and the GV2023 report. Further M & E checks and balances will be provided through regular updates to the Locality Partnership and the working group to ensure ongoing alignment with our objectives. Progress will be measured against targets and work plans, with the understanding that adjustments may be necessary. Monitoring: • Ongoing Data Collection: o Continuous data collection on service usage, customer satisfaction, and environmental impact will be conducted using surveys, feedback forms, and monitoring tools. • Upshot System: o The Upshot system will be used to track and analyse performance indicators including the number of users, service frequency, estimated CO2 reductions, and financial performance. Evaluation:
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COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP • Quarterly Reports: Quarterly evaluation reports will be prepared to summarise the project's performance, identify areas for improvement, and make necessary adjustments. • Annual Impact Assessment: An annual impact assessment will be conducted to evaluate the overall effectiveness of the project in achieving its intended outcomes. This will include analysing the socio-economic benefits, environmental impact, and community engagement. • Stakeholder Feedback: Regular feedback sessions with stakeholders, including parents, carers, school staff, and community members, will be held to gather insights and suggestions for improvement. This comprehensive approach ensures the project's financial sustainability, promotes local employment and volunteerism, aligns with the Locality Partnership priorities, and incorporates robust monitoring and evaluation processes to support a stronger, more inclusive community in the Garnock Valley.
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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) Connected Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 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 NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation North Coast Locality Partnership Postal Address for Correspondence C/O CLD Base, St Johns Primary School, Morrison Ave, Stevenston Name of Contact Person Louise Riddex Position in Organisation Locality Officer Telephone Number Email Address Total amount of funding requested: £52,000 Match funding (if any): 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. The North Coast and Cumbraes Locality Partnership is a partnership which provides support for the communities of the locality to tackle the issues that they have identified as priorities for their Local area. These are outlined in the Locality Plan. The partnership meets four times each year to oversee this work and direct and allocate any actions needed to achieve the locality priorities. They provide strategic oversight and coordination to improve lives and outcomes in the area. Our Locality Partnership is made up of: • The Chair – Cllr Allan Hill • All other Elected Members for the North Coast Locality • Russell McCutcheon – North Ayrshire Council (Senior Lead Officer) • Rhonda Leith – North Ayrshire Council (Connected Communities) • Public Health Representative
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Police Scotland Representative • Scottish Fire and Rescue Service Representative • Third Sector Interface Representative • KA Leisure Representative • The Chair of the Community Councils • Connected Communities – Locality Co-ordinator • Co-opted members: We can also co-opt representatives who have knowledge or expertise in specific areas of the partnership. Experience)
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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. North Coast and Cumbraes Locality Priorities Officer This funding is requested to extend the existing post by a further 18 months. The original application was made in 2020 with an extension taking place in 2020. The post provides a Community Development Worker who is focused on the priorities of the partnership and on developing capacity and supporting communities to be able to deliver on these priorities. The partnership has agreed in principle that they wish to extend this work for a further period of 18 months to allow further progress, and this application provides an opportunity for them to formalise this decision should they so choose.
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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. We know that there are inequalities within the communities of the North Coast and Cumbraes. • Many of our local residents are older people, and they may face specific challenges in relation to social isolation, bereavement and access to services. This is an increasing population trend. By 2026, it is estimated more than a third of residents will be aged 65yrs+. • While the North Coast and Cumbraes has traditionally been viewed as a more affluent part of North Ayrshire there are individuals and families who really struggle with issues relating to poverty. The Scottish Index of Multiple Deprivation 2016 registered the datazone of Largs Central & Cumbrae 04 within the top 15% most multiply deprived areas in Scotland. Given the upcoming concerns around fuel and poverty, this post would also have a focus on looking to help address this. • While a range of services are available within the larger town centres the more rural communities do not have the same access to services, the worker will look map what services are available. Through supporting the development of community initiatives and capacity in communities to deliver these, the post holder will help to increase social inclusion by ensuring more opportunities are available and more people are connected to them. The post holder will also continue to focus on the priority of improving mental wellbeing, in particular stress and anxiety of younger people. In addition they will support the development of the Cumbrae Sub Group which the partnership has recently agreed to establish.
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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. The post holder has engaged with a wide range of people and groups across the locality as part of the ongoing work. Evidence of this is provided to the partnership on a quarterly basis in the update reports on the project.
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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 The post would continue to sit within the Connected Communities Locality Team. The post holder has been part of this team until now and the continuity and HR processes which this offers ensures that there would be no disruption to their work.
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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 (£) 52,000 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Locality Priorities Worker salary and oncosts – 18 months @ 21 hours/week plus potential severance costs £52,000 Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) Click or tap here to enter text.
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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. The post holder will continue to report on a quarterly basis to the partnership on the progress of their work. In addition, as part of the Locality Team their work will be included in the ongoing CLD monitoring and evaluation processes to ensure quality assurance and performance management.
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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 Parent Network Scotland Postal Address for Correspondence 199 Sauchiehall St G23EX Name of Contact Person Jackie Tolland Position in Organisation CEO Telephone Number 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. Parent Network Scotland (PNS) is a national charity providing education and training to parents since 1990. PNS provide a ‘parenting journey’ through our Scottish Parent Academy to support parents to gain the skills and qualifications to support a more nurturing, resilient family life. Educate families living in Scotland and the general public in more effective ways to care for children, and in the importance of sound relationships. ii) Assist parents and carers, especially those most in need, to improve and enrich family relationships. In furtherance thereof, but not otherwise, the company shall seek to a. To provide courses and ongoing support for parents and carers b. To design and adapt courses to the needs of parents
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP c. To provide information and resources to assist parents in their efforts to enhance family well-being d. To provide individuals with accredited training and certification in the delivery of Parent Network Scotland courses and ongoing support; and to authorise, oversee and support them in all aspects of their work for, and in association with, Parent Network Scotland e. To provide opportunities for parents to deliver the services provided by Parent Network Scotland, especially those who have previously participated in its courses f. To provide training for professionals working in the fields of child care, education, health and family welfare g. To co-operate, and work in partnership, with statutory and voluntary sector agencies providing similar and complementary services h. To insure that the parents voice is heard in the development of national and local policies relating to family life.
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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. Parent Network Scotland (PNS) is a national charity who has been in operation in Scotland since 1990. We support families through the Scottish Parent Academy:- • delivering of a wide range of course for parents starting with our evidence-based Parenting Matters and programmes ranging from the early years to teenage years • builds parenting skills, confidence, and resilience to manage family relationships • supports parents and carers on an on-going basis to become the Volunteer Parent Group Leaders in their own community. Our methodology of delivery is ‘for parents by parents’; all PNS work has a peer led approach which is empowering and effective in its sustainability post programme. Building local legacy project and developing hubs is a way of ensuring families are supported locally and that support is sustained over a longer time by those who live and work locally. This programme will consist of 2 Parent Facilitator who will support Volunteer Parent Group Leaders to enhance the offer and range of opportunities to families on the North Coast. Through the Scottish Parenting Academy (SPA) Parent Network Scotland (PNS) provide evidence-based parenting programmes and capacity building in local communities across the North Coast. We intend to target 105 families in the lifetime of the programme and employ a team comprising of 2 fully trained peripatetic facilitators and a part time Volunteer Co-ordinator (year 2) to support the project. The project will offer courses to explore relationships, coping strategies, reduce stress, build stronger connections with their children. Using our SPACE programme (supporting Parents and Children Together) will help unpick their own negative experiences of parenting and build on their strengths to help build their capacity to support each other and embrace the joys of parenting. We will also offer accredited
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP training to parents that enable them to take the first step on a pathway to lifelong learning by becoming Volunteer Parent Group Leaders. Our aim is to act as a catalyst for parents to develop their skills and then sustain parent led networks fostering self-efficacy, developing natural friendships, increasing lifelong social capital, and thereby reducing the levels of stress and isolation they often tend to experience. Through the programme we work on strategies that develop confidence and build resilience thereby allowing parents to tap into their own creative and nurturing forces by converting to VPGL’s. Firstly, building soft skills to gain trust and build relationships we will then develop life skills such as positive communication, assertiveness, dealing with conflict, managing stress with the emphasis being on creating a skilled community where people support each other and create an awareness of learning and feeling supported. Through the life of this project, we will engage with 105 families whose parents who have become vulnerable through challenges in their lives. From 2 groups per year, 12 parents will take part in the Development Award we will then continue with their CPD and offer the support group training. Year one – Invitation to embark on Academy journey. · Development phase - Recruitment, and engagement · Local Events · Building network of participants to engage in Parent Group Leader programme. · Monthly drop in hubs in each town using Bookbug and Wellbeing toolkit to build relationships. Year two · Capacity building begins. · Working with participants to deliver courses. · Networking/Recruitment activities throughout the locality. · Parent Group Leader training commences. Year three · Sustainability – ongoing parental activities · Empowering - volunteers to lead hub activities. · Wellbeing weekends for families · Hostelling Scotland weekend training event celebrating success and progression. This application will underpin the Parent Network Scotland learning model informing future strategic vision within PNS, supported by the wider PNS team. To ensure we meet the 4 locality priorities we will also have the additional measures to ensure the following. Improving access to financial services. Each participant will receive a shopping voucher upon completion of the Family Wellbeing Toolkit and Parenting Matters courses, as a thank you for their time which will offer financial support during cost-of-living crisis. Increasing social inclusion – the project is open to anyone in a parenting role and provides the opportunity for parents to connect through our peer-to-peer support model. We are an organisation for parents by parents, with a focus on inclusion our aim is to reduce barriers and support parents to develop their confidence through our capacity building approach.
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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 Outcome 1: Vulnerable Families demonstrate resiliency through increased ability to overcome challenges, gaining success within key life transitions Outcome 2: Vulnerable Parents will have increased knowledge, skills and confidence to be effective parents through the volunteer parent group leader programme Outcome 3: Vulnerable Parents build stronger formal/informal networks and support mechanisms within their communities leading qualifications and reduced feelings of isolation. Our aim is to act as a catalyst for parents to develop their skills and then sustain parent led networks fostering self-efficacy, developing natural friendships, increasing lifelong social capital, and thereby reducing the levels of stress and isolation they often tend to experience. Through the programme we work on strategies that develop confidence and build resilience thereby allowing parents to tap into their own creative and nurturing forces by converting to VPGL’s. Firstly, building soft skills to gain trust and build relationships we will then develop life skills such as positive communication, assertiveness, dealing with conflict, managing stress with the emphasis being on creating a skilled community where people support each other and create an awareness of learning and feeling supported. Through the life of this project, we will engage with 105 families whose parents who have become vulnerable through challenges in their lives.
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP From 2 groups per year, 12 parents will take part in the Development Award we will then continue with their CPD and offer the support group training. Year one – Invitation to embark on Academy journey. · Development phase - Recruitment, and engagement · Local Events · Building network of participants to engage in Parent Group Leader programme. · Monthly drop in hubs in each town using Bookbug and Wellbeing toolkit to build relationships. Year two · Capacity building begins. · Working with participants to deliver courses. · Networking/Recruitment activities throughout the locality. · Parent Group Leader training commences. Year three · Sustainability – ongoing parental activities · Empowering - volunteers to lead hub activities. · Wellbeing weekends for families · Hostelling Scotland weekend training event celebrating success and progression. This application will underpin the Parent Network Scotland learning model informing future strategic vision within PNS, supported by the wider PNS team. To ensure we meet the 4 locality priorities we will also have the additional measures to ensure the following. Improving access to financial services. Each participant will receive a shopping voucher upon completion of the Family Wellbeing Toolkit and Parenting Matters courses, as a thank you for their time which will offer financial support during cost-of- living crisis. Increasing social inclusion – the project is open to anyone in a parenting role and provides the opportunity for parents to connect through our peer-to-peer support model. We are an organisation for parents by parents, with a focus on inclusion our aim is to reduce barriers and support parents to develop their confidence through our capacity building approach. Parents can gain accreditation throughout their Parent Academy journey. Family Wellbeing Toolkit – We are currently in talks with Glasgow Kelvin College to make this a SCQF level 4 Community Achievement Award. (we could investigate if colleges in North Ayrshire would be interested in accreditation) Parenting Matters - Supporting family relationships SCQF level 5. This will support parents to develop their skills and experience for future employment opportunities.
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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 have had a strong presence in North Ayrshire for over 15 years now. 2 of our facilitators live in the area as does one of our volunteers and we have a number of families that we support through our fundraising efforts over the years with Xmas vouchers/easter eggs and trips. Our facilitator team have participated in many events across the year including ‘Take Time on the Road North Ayrshire Summer 2023’ in Saltcoats we engaged with 25 parents and looking forward to similar successful engagement in the upcoming Kilbirnie and Largs events. Through our partnership networks we have engaged with parents within: KA Leisure Bridgegate Hub Irvine; Millport Town Hall Community Open Day; Drop in wellbeing sessions; Information Sessions; Parent Graduate Catch Up Sessions; Delivered sessions Digitally and attended the Community Brokerage Network North Ayrshire. During one of our information sessions at Irvine Royal Academy, we provided information to parents who attended on the night. Our consultation work has been attended by parents from North Ayrshire who were involved in the Scottish government focus groups 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
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • If there are any staff requirements, please outline your HR plans We have a strong management Board who meet quarterly and have oversight of our finances. Please see through our articles of asocial that the organisation is well protected. Our finance administrator manages the day to day finances and it is reported back every month to the Chairperson then quarterly to the Board. Please see targets below for this application. Outcome 1: Vulnerable Families demonstrate resiliency through increased ability to overcome challenges, gaining success within key life transitions Indicators Timescales Project participants report embedding newly acquired knowledge of resiliency and skills in their parenting within family situations. 28 Year 1 35 Year 2 42 Year 3 Project participants report that they feel able to assess family situations calmly and with reduced emotional responses within changing circumstances experienced within the family. 28 Year 1 35 Year 2 42 Year 3 Outcome 2: Vulnerable Parents will have increased knowledge, skills and confidence to be effective parents through the volunteer parent group leader programme. Indicators Timescales Project participants demonstrate their ability to reflect, analyse, problem solve and make decisions relating to the developmental and behavioural stages of their children. 28 Year 1 35 Year 2 42 Year 3 Project participants report raised listening skills, confidence, qualifications, equipping them to positively react with issues arising in the parenting of their children 28 Year 1 35 Year 2 42 Year 3 Project participants report feeling more able to be consistent in their parenting 28Year 1 35 Year 2 42 Year 3
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Outcome 3: Vulnerable Parents build stronger formal/informal networks and support mechanisms within their communities leading qualifications and reduced feelings of isolation. Indicators Timescales Project participants demonstrate increased confidence to offer and seek support building informal networks. 12 Year 1 18 Year 2 24 Year 3 Project participants will report reduced feelings of isolation through being involved with other parents and the PGL programme. 12 Year 1 18 Year 2 24 Year 3 Project participants gain qualification and confidence to become active in building legacy informal peer support groups with other participants within the programme 12 Year 1 18 Year 2 24 Year 3 All staff have support and supervision monthly and peer support 6 weekly. All staff report back to the Board by way of quarterly reports on the targets set for them by CEO. What we look for in staff below: Facilitator Responsibilities Support excellence in facilitation through the preparation and delivery of high quality parenting programmes and by supporting participant parents. Report directly to the Senior Facilitator and work closely and supportively with Administrators and other facilitators to deliver excellence in parent learning. • harness and build safety and trust within group settings; • assess relevant individual learning styles and understand the theory and practice of the group process; • manage group dynamics;
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • observe equal opportunities and anti-discriminatory practice; • use a range of facilitation skills; • use reflective listening skills and acknowledge feelings; • assess learning, develop and maintain ‘fit for purpose’ training materials; • manage conflict and distress in a group; • present the content of PNS course material across its portfolio of learning materials; • Report regularly to Senior Facilitator on delivery and potential new opportunities; • Undertake and reflect in formal and informal evaluation, including self-evaluation. • ensure up to date recording and processing of parent attendance, absence, withdrawals, progress and results, and other relevant PNS processes; • follow quality assurance processes to deliver outstanding learning to parents within their communities; • Administrative Responsibilities • To capture, maintain and analyse attendance, training and destination figures; • Adhere to policies and timely submission of administrative paperwork; • Work with wider team to revise, update and maintain resources appropriate for training purposes. Additional tasks Responsibilities • Work in collaboration with the Senior Facilitator to plan and deliver top-up training for pool of Facilitators, including logistics; • Work with the Senior Facilitator to maintain a clear record of all expenditure in relation to the Facilitators’ training programme and maintaining a high quality service;
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Maintain knowledge of vital changes in legislation re. Child Protection, Health & Safety, Equalities; • Contribute on a regular basis to Parent Network Scotland’s Newsletter and Facilitators’ Forum Undertake any other appropriate duties as and when required by the Senior Leadership team. Person Specification Skill Essential Desirable Communication skills – oral and written Presentation skills - Experience of imparting information to a wide range of people, such as parents, teachers, social workers Leadership skills - PNS training emphasises parents taking responsibility for their own learning. However, facilitators will need to provide clear leadership to ensure that course objectives are met Negotiation skills - These will be needed in a wide range of circumstances, for example negotiating boundaries or changes to the course delivery with parent, discussions with professionals such as head teachers and colleges Assertiveness skills - Facilitators will need to demonstrate their assertiveness in several ways, for example keeping parents on track, challenging and caring for own needs
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Ability to take decisions - As much of the parenting training is facilitated alone, the facilitator will need to be able to plan, organise and work on own initiative Completed any Parent Network Scotland Course Open, Approachable, enthusiastic Ability to think on one’s feet whilst delivering materials depending on needs of group Ability to provide parents with “hands on” activities for strengthening their parenting skills Knowledge of designing training courses and programmes necessary to meet the training needs of parents ü Knowledge of family engagement research and literature ü Stay informed as to relevant skill and qualifications levels required by facilitators for effective performance, and circulate requirements and relevant information to the organisation as appropriate Monitor and report on activities, costs, performance, etc as required Prepare evaluation reports, case studies and media reports for clients and stakeholders
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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 (£) 99337 Please give a breakdown of cost and recent quotations where appropriate. This is a new project and we have not drawn down any funding for this. However please see below our overall funding over the past 5 years. Total funds 2019 - 257074 2020 - 228730 2021 - 329116 2022 - 370119 2023 - 368105
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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. At PNS we use the following evaluation and monitoring processes. Glasgow Kelvin College SCQF Accreditation Verbal and written reflective evaluations Parenting Matters pre and post evaluation forms Strengths and Difficulties Questionnaire completed SCQF Level 5 Supporting Family Relationships. Wellbeing Toolkit pre and post evaluations evidence an increase in the SHANARRI Indicators Respected, Healthy and Nurtured.
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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 Three Towns and District Community Shed Postal Address for Correspondence Name of Contact Person Scott Jamieson Position in Organisation Chairperson Telephone Number Email Address (A new community shed email address has still to be set up) Total amount of funding requested: £56,850 Match funding (if any): N/A 2. Brief description of your organisation We are a community organisation offering a safe place for all over 18’s to meet and either partake in vocational activities of their choice or simply sit and make friends over a cup of tea or coffee. Current activities include:- wood working, bicycle repairs, 3D printing, CNC wood cutting, model making, knitting/crochet group, music group but we are open to new activities as dictated by our members. The men’s shed joined forces with the recently started She shed to create the Community shed, open to ALL over 18 years of age.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 3. Title and summary of proposal RE-PURPOSING OF NEW PREMISES IN HILL STREET After 2.5 years in “temporary” premises that are way too small for us, that leak every time it rains heavy and are in desperate need of updating to modern electrical and functional standards we have finally found something eminently more suitable in Hill Street, Ardrossan. These newer premises, however, require some upgrading in terms of accessibility, female toilet provision, disabled toilet provision, insulation and the creation of suitable administrative office space. Without these we will not be able to appeal to those with mobility issues and more importantly we will not be able to bring the She shed members from Glasgow Street due to a lack of toilet provision. It will also be necessary to fit the new premises with a state of the art fire alarm system. Where possible we would also like to add insulated plasterboard and general insulation to allow us to keep the place warm whilst also minimising our power bills as much as we possibly can. 4. What difference will this project make within the locality and to local services and programmes? Increasing the footprint of the Community shed, allowing us to consider additional activities, in conjunction with ensuring ease of accessibility will allow us to remove the “hold” we currently have on admitting new members. Currently our membership is closed due to the premises simply being unable to accommodate any more members. The men’s shed currently have 7-8 waiting to join. From the outset of the She shed their trustees had interest from over 100, which bodes well for the future size of our membership and therefore our community impact. But not only does it bring more people it brings more people with new skills and talents that will, hopefully, enhance the appeal of the Community shed to all. 5. What engagement has taken place in relation to the project? With the above mentioned people waiting to join we have not been actively promoting the shed as we should because we cannot accommodate new members until we actually move to Hill Street. Our intention at the point of entry is to have a “grand opening” where everyone will be welcome. This will kick start our plan to recruit a minimum of 10% new members during the remainder of 2024 and an additional 10% during each of 2025 & 2026. We will utilise all media outlets – the Ardrossan & Saltcoats Herald, 3TFM radio to broadcast the open day, and we will print flyers and ask shops/offices if they could display to let people know. We want as many people as possible to attend this day and see exactly what we have to offer.
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 6. How will the project be managed? The physical project of getting any work done will be manged by our Treasurer, not only is he the person overseeing the groups funds and spending he is also a civil engineer to trade (retired), with many site management roles to his name – an excellent choice to ensure things remain on track and, more importantly, within budget. As far as ongoing management is concerned we will tack the volume of additional members from our grand opening as we go forward. This will allow us to gauge whether we are on track to meet our new members target and if not will give us an opportunity to increase the intensity of our messaging to the local community to allow us to reach our target. 7. Amount of funding being requested Amount of funding requested (£) £56,850 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Disabled Toilet Block/ General Toilet Block/ Sanitary Wear £14,400 Y Insulation And Heating £12,100 Y Stair Lift £10,100 Y (More detail to follow) Steel Stair Railing Fabrication and Install £1250 Y Kitchen Appliance/ Fridge, microwave £500 Y Fire Alarm System £4000 Y Removal of existing toilets £7000 Y Plumbers/ Electrician £5000 Y Flooring £2,500 Y Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) Men’s Shed Contribution £16,000 to date Y Howdens New Kitchen Y
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Crown Decorating Centre Paint Discount Y Neon Flooring Kitchen Flooring Y We are requesting £56,850. This is to fund an architect to draw up plans, build a toilet block complete with toilet bowls, sinks, hand dryers and all plumbing, install a fire alarm across the whole unit with smoke and heat detectors, install an accessible lift, rip out the old toilets and create either usable administration space or usable activities space, insulate as much as we can, particularly any outside walls, floor coverings, some small kitchen units in our “social” space and all the necessary waste disposal costs 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. As detailed in Item 6, we will monitor the success of any increase in membership once we have moved to Hill Street in line with the targets we have set and will adjust our public messaging should we feel it necessary. We will publish any increase in membership in the minutes of our monthly trustees meeting (we agree to admit the new members as part of this). This will allow reporting back to the locality partnership as a member of N.A.C. connected communities regularly attends our Trustees meetings. If the locality partnership would like to see some other method of reporting this we will be happy to have a discussion on the best wat to achieve this.