Proposals for Community Investment Fund (CIF) Expenditure
North Ayrshire Council · 6 May 2025
Back to Cabinet — 6 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
, NORTH AYRSHIRE COUNCIL 6th May 2025 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 Garnock Valley, North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Radio City Association (see Appendix 1) c) Approves the CIF application in relation to Clyde Coast and Cumbraes Men’s Shed (see Appendix 2); and d) Approves the CIF application in relation to the Three Towns Growers (see Appendix 3). 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
Page 2
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 £298,810 Three Towns £598,000 £1,194,411 £240,000 £480,000 £123,589 Garnock Valley £390,000 £456,103.04 £150,000 £300,000 £383,896.96 North Coast £468,000 £688,717 £170,000 £340,000 £289,283 Arran £104,000 £125,079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £3,744,858.04 £1,000,000 £2,000,000 £1,830,142.96 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Environmental Sustainability and Climate Change Strategies And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis.
Page 3
2.3 The proposal development and application process has been agreed as follows: • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed applications at appendices 1, 2 and 3 have been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. Each application is summarised in turn below. 2.5 The Garnock Valley 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 Beith Hive £41,000 Balance £383,896.96 2.6 Proposal: Radio City Association (£65,000) (see Appendix 1) 2.6.1 Radio City Association are a longstanding community anchor organisation that was formally established in November 1999. Their overall objective is developing the social, environmental and economic prospects of the Garnock Valley. The vision that has been established for Radio City’s ‘Electric Valley’ is to develop a vibrant community of partnership, growing opportunities for lifestyle change across health, learning and employability to enable inclusive economic growth and sustainability.
Page 4
2.6.2 The proposal aims to advance wind and hydro energy projects and initiate stage one of their Knox Institute project. RCA’s Electric Valley concept, with its seven areas of focus, targets strategic investment funds to foster inclusive economic growth and address local inequalities in health, wealth, and education. The £65,000 funding will support the employment of a Community Development Manager and a Project Manager within the organisation as well as make a small contribution towards overhead costs. CIF funding will boost RCA’s organisational capacity, enabling broader community development through partnerships and access to additional funding streams. 2.6.3 The project supports the locality priorities of Moving Around, Work and Local Community and Facilities and Amenities, as well as the Local Outcome Improvement Plan outcomes of Work and World. A full application is provided at Appendix 1. 2.7 The North Coast and Cumbraes Partnership The allocation and funds committed to date are outlined in the table below. The North Coast & Cumbraes Locality Partnership CIF allocation to date £978,000 Organic Growers of Fairlie £22,800 Clearer Minds £30,200 Millport Town Hall £200,000 Sing Your Song (WKCIL) £14,892 Locality Priorities Worker £35,948 West Kilbride Technical & Creative Training Programme £76,605 Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Locality Priorities Worker - extension of support £52,000 Parent Network Scotland £99.393 Largs Development Trust £92,685 Balance £289,283 2.8 Proposal: Clyde Coast and Cumbraes Men’s Shed (£47,500) (See Appendix 2) 2.8.1 The main aim of the Clyde Coast & Cumbraes Men's Shed is to help improve men’s mental & physical health and wellbeing by providing a venue where men can choose to either work, relax, make and repair things, pursue hobbies and pastimes, get practical help with projects and share & learn new skills, while making new friends. They are a registered charity and are in the process of concluding the legal aspects of the Community Asset Transfer (CAT) purchase of the Brisbane Centre, as previously approved by Cabinet. 2.8.2 The purpose of their application is to carry out alterations to the Centre which would provide a spacious workshop area, improved storage, modern disabled and unisex toilets, new staircase with stair lift to upper floor, new office and craft room/meeting room. This would create a friendlier and more usable venue for those using the facility. 2.8.3 The Men’s Shed application is attached as Appendix 2. They had applied for £95,000 in total. The Locality Partnership agreed to:
Page 5
• 50% of the funding requested by Men’s Shed, with funds ringfenced for 12 months and subject to review after that period to allow the organisation to raise the remaining 50% via other funding avenues. • Request that the organisation obtain and share a full quote for the project work with the Partnership. • Release funds from ringfenced funding to support tendering efforts to advance the project. Cabinet is therefore asked to approve the award of £47,500 to the group. 2.8.4 The project meets the locality priorities of Increasing Social Inclusion and Improving Mental Wellbeing, as well as the LOIP priority of Wellbeing. 2.9 The Three Towns 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 Balance £123,589 2.10 Proposal: Three Towns Growers (£49,240) (See Appendix 3) 2.10.1 Three Towns Growers (3TG) are an OSCR registered charity. 3TG provide growing spaces to cultivate fruit & vegetables, social interaction and community involvement. Their aim is to nurture people to live a healthier and more sustainable lifestyle. 2.10.2 The group are seeking CIF funding to support the building of their Community and Education Hub at their allotment site. The group and their members have through a range of fundraising events, raised £30,000 to support this development, as well as secured £383,000 of Lottery funding towards it. The funding will enable the schedule of works to proceed, which will include, a decking area, timber pergola, textured asphalt surfacing to road and the establishment of disabled parking
Page 6
bays. All the work is within their current lease and meets all NAC requirements. The Hub will host a range of activities such as a farmers’ market, the Grower’s public events held throughout the year, a place for community members to come together and take an interest in local ecology, becoming climate aware, and events and activities that promote positive mental health and wellness. It will also provide a learning space to support the partnership the growers have with local schools. 2.10.3 As referenced in the full application approved by the partnership (attached as Appendix 3), the group have previously received an award of £100,000 from CIF to support the employment of a member of staff. The amount applied for currently as a contribution towards the increased costs of their build project supports the locality priorities of promoting the local economy and tourism, regenerating community facilities, increasing civic pride and community engagement and improving community wellbeing, as well as the LOIP priorities of World and Wellbeing. 3 Proposals That Cabinet: a) Reviews the applications from Garnock Valley, North Coast and Cumbraes and Three Towns Kilwinning Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Radio City Association (see Appendix 1) c) Approves the CIF application in relation to Clyde Coast and Cumbraes Mens’ Shed (see Appendix 2); and d) Approves the CIF application in relation to The Three Towns Growers (see Appendix 3). 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 an advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. 4.5 Climate Change and Carbon Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycle and re- use principles.
Page 7
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 application supports 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 young people. 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 Radio City Association Appendix 2: CIF Application Clyde Coast and Cumbraes Men’s Shed Appendix 3: CIF Application Three Towns Growers
Page 8
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 COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 9
1. Details of your organisation Name of Organisation RADIO CITY ASSOCIATION Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person ALLAN WILSON Position in Organisation DIRECTOR Telephone Number Email Address Click or tap here to enter text. Total amount of funding requested: £65,000 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. Radio City Association (RCA) is a longstanding community anchor organisation that was formally established in November 1999 following the establishment of a steering group in 1997 to redevelop the historic art-deco style Radio Cinema building. RCA is an OSCR registered charity (SCO42718), with the overall objective of developing the social, environmental and economic prospects of the Garnock Valley. In July 2002 after raising c.£2.5m from a wide variety of partner sources, both public and private, construction commenced to convert Radio City from a derelict former cinema opening in December 2003. Having operated the facility for over 16 years the building was sold to Aspiris (Priory Group) to serve as a school facility for children with additional support needs living in seven local residential facilities. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 10
This allowed Radio City Association to further our charitable objectives of becoming an enabler of local development and allowed the development of the Electric Valley Project. The vision that has been established for Radio City’s Electric Valley is to develop a vibrant community of partnership, growing opportunities for lifestyle change across health, learning and employability to enable inclusive economic growth and sustainability with 12 key areas of focus underpinned by the UN Sustainable Development Goals and National Performance Framework to allow alignment with public policy. (see Community Appendix 1 ) The ongoing project delivery of Radio City is that of community involvement and participation linked to ongoing community development operating a variety of projects ranging from sustainable transport, poverty reduction, skills and employability. We attach Job outlines for the posts. As per those outlines, these are developmental posts for our organisation in a restructured management team that will build upon our recent success in securing capital funding for our Community owned WTG – currently under construction – and repeat that success with our proposed Community Hydro Scheme, being developed in partnership with Scottish Water in a unique collaboration. They will also oversee the development of our Community owned and operated Café/ Bistro within a redeveloped Knox Institute ground floor let and the Community Asset Transfer of the entire building to RCA’s ownership. These, therefore, are our projected outputs and expected outcomes from this investment and its impact will see a currently disused building at the heart of our community brought back into productive use in a bold development to replace community decay deterring inward investment with innovation and renewal that will instead attract investment. This CIF Application – as per the above – is to further develop our local charity in our 25th year of operation and create employment and training opportunities for local people in line with our founding Articles of Association that created the Radio City School, - £2.5m inward investment - now operating as a standalone facility hosting 80 jobs. We have included details of our projected income stream from the WTG that will see upwards of £10m -12.5m re-invested back into our community over the lifetime of its operation – including into the Knox Institute – creating a self-sustaining facility long after the Funding from the Community Investment Fund has been utilised to help COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 11
kick start this development. This income will be in addition to that earned from existing activities see ‘cashflow projection’ As per the above, we are in the process of adding to our existing Community Interest Company (ATTIX CIC) the SPV that is developing the WTG with other operating companies for each of our projects under development in line with good Scottish Investment Fund (SEn) practice. This restructuring provides for strategic oversight of these varied projects and responsibility for reporting to the Board on Progress on a monthly basis on our Active Transport department and Renewable Energy Project developments within our overall drive towards Net Zero by 2030 in line with Scottish Government targets. The opening of our ‘Climate Café’ will also require oversight and strategic direction in line with our drive to Net ZERO as provided for in this application in respect of the job outlines contained here in.(see below). On the supplementary Questions from the GVLPP ‘Working Group’, re FT and PT staffing in the Café it should be noted that these are very provisional estimates at this stage based on current modelling and our demand profiling, undertaken several months ago and we have updated them in line with developments in the interim e.g. the Closure of Irvine’s Bakers across the road. It also doesn’t feature in our CIF application per se but is provided on request for context and in relation to the role for the proposed Community Development Manager for his/her strategic oversight of all operations. Part-Time is classified by UK employment contract law as those working less than 35 hours. Therefore, almost all staff would be classified as ‘part time’. Executive Chef x1 - 40 Hours (FT) Sous Chef x1 - 35 Hours (FT) Chef de Partie x1 - (PT) Commis Chef x1 - (PT) Kitchen Porter x1 - (PT) Hospitality Manager x 1 (PT) Barista x 2 - (PT) General Service (internal and external) 1- 3 based on individual (PT) +2 LEP (explained below) - (PT) Total 4 - 6.66 FTE COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 12
On the supplementary question re’ funding being in place for the Cafe staff’, you will be aware, (as above) that this is not part of our CIF application although our Job Outline 1 includes oversight of its operation. As reported, we envisage the earnings from Cafe would cover costs after a period of time as per our business plan but there is funding in place to cover initial staffing costs and of course, we have provided projected revenues from our WTG that is available to cross subsidise if we choose to do so over the short to medium term. All staff will receive living wage with revenues required to meet the costs of staff on an ongoing basis with no revenue support covering core staff for administrative and operational functions of cafe and wider organisation which is required from CIF. Funding is in place for 2 positions for people in 10% SIMD postcodes in Kilbirnie and Dalry covered via our participation as a Local Employability Partnership (LEP) provider of employability services on behalf of North Ayrshire Council each at 14 hours per week . It is to be determined if both these roles will be in café and that will be decided by the people enrolled in programme in their best interest and in the knowing their individual skillset to support their employment progression and long term employability, meaning alternate roles within organisation can be considered . The previous employment experience and skills of these individuals may be limited due to their background with their training supported by RCA via LEP for 4 months, following which their wages would require to be supported by revenue or securing of additional funding. Prospectively 2 further positions for individuals currently in receipt of Universal Credit aged 16-24 covered with 50% wage support via Person Recruitment Incentive (PRI) for young people via the Ayrshire Skills Investment Fund (ASIF) each at a minimum of 25 Hours. Again, the skills of those recruited may be limited and will require oversight and administration and ongoing support for their personal and professional development from senior staff. This proposal, therefore, is entirely compliant with CIF Funding Guidance and the RCA’s ‘Electric Valley’ Development is recognised nationally as such. See following selected News Coverage of our Funding Announcement heralding our WTG development now in construction and nearing completion. • https://www.ardrossanherald.com/news/23857953.kilbirnie-wins-5m-backing- community-owned-turbine/?ref=rss COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 13
• https://www.heraldscotland.com/politics/23858722.renewable-energy- community-ownership-way-forward/?ref=rss (also in print) • https://www.scottishhousingnews.com/articles/scottish-community-to-build- first-subsidy-free-community-owned-onshore-wind-turbine • https://www.rechargenews.com/wind/small-town-has-big-plans-for-its-very- own-wind-turbine-after-7m-finance-boost/2-1-1536418 • https://www.energylivenews.com/2023/10/17/scottish-community-raises-5m- for-pioneering-wind-turbine/ • https://www.futurenetzero.com/2023/10/17/scottish-community-raises-5m-for- pioneering-wind-turbine/ . COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 14
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. **Overview: Addressing the Challenges in Garnock Valley** Garnock Valley is confronting significant challenges that hinder inclusive growth and the development of a sustainable local economy. These challenges, outlined in detail in the attached Electric Valley socio-economic analysis, can be broadly summarized as follows: 1. **Declining Youth and Working-Age Population**: The area is experiencing a decrease in its young and working-age population, leading to overall population decline and reduced economic activity. 2. **Aging Population**: With an increasingly aging demographic, there is growing demand for health and well-being services, further straining public resources. 3. **Economic and Social Recovery from Industrial Decline**: The closure of Glengarnock Steelworks in the 1980s triggered a loss of employment and economic downturn, resulting in heightened social exclusion. 4. **Perceived Neglect of the Garnock Valley**: The community widely perceives that investment is disproportionately directed to other areas of North Ayrshire, exacerbating feelings of neglect. 5. **Gross Inequalities in Health, Wealth, and Education**: The area faces severe public health challenges, economic disparity, particularly in household income and female employment, and low educational attainment—all of which contribute to the persistent wealth gap. **Strategic Response: Community Wealth Building and the Electric Valley Initiative** In response to these ongoing and pervasive issues, RCA has developed a Community Wealth Building strategy through the Electric Valley initiative. This COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 15
project serves as a reference model for how a "Just Transition" can be both equitable and beneficial to the community, driving economic and social change through tangible actions. The Electric Valley represents an innovative approach designed to address future challenges posed by technological development and decarbonization. This initiative is also aimed at tackling long-standing issues that have hindered inclusive economic growth and perpetuated social injustice in the Valley for decades. **Community-Centric Approach to Green Economy Transition** The Electric Valley is not just a proposal; it is a bold strategy ensuring that the transition to a green economy benefits the entire community, particularly those who have historically been marginalized. This initiative differs materially from past commercial promises, emphasizing the development of community-owned renewable energy schemes. These schemes, which are 100% community-owned, mark a turning point for the local economy, with the potential to transform lives, create new opportunities, and address underlying social problems. **Visionary and Radical Approach to Addressing Challenges** The magnitude of the challenges faced by Garnock Valley requires a radical vision, which is why RCA has developed the Electric Valley strategic investment plan. Support from the Community Investment Fund (CIF) will be instrumental in transforming these strategic plans into actionable business and implementation plans, particularly for the development of energy schemes. Achieving a "Just Transition" requires a community-led effort, ensuring that improvements such as better air quality and the eradication of fuel poverty are accessible to all, regardless of personal wealth. The Electric Valley presents a realistic prospect for creating a new local, social economy, grounded in community wealth building. **Collaborative Effort and Community Engagement** The success of the Electric Valley will hinge on collaboration with local institutions and community anchors. This initiative is designed to be scalable and could serve as an exemplary project demonstrating how communities can effectively tackle the challenges they face. Importantly, the Electric Valley aligns with the priorities of the local community, as well as the strategic plans of both the council and national governments. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 16
**Creation of a Community Benefit Fund** A key outcome of this initiative is the creation of a community benefit fund, guided by Scottish Government recommendations. This fund, indexed to inflation, will support local individuals, voluntary organizations, and community groups through a micro- grant scheme. Additionally, a separate benevolent fund will be established to support new enterprise schemes, reinforcing this novel approach to community ownership of renewable energy. **Long-Term Impact and Community Resilience** This project is not a short-term endeavour with limited outcomes; it is a long-term initiative designed to deliver lasting benefits to the community for generations. By building greater resilience, the Electric Valley will enable the community to face future challenges head-on, addressing underlying issues like economic disparity and inequalities in health and education outcomes that have hindered inclusive growth in Garnock Valley for decades. 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 **Summary:** The proposal aims to advance wind and hydro energy projects and initiate stage one of the Knox Institute project. RCA’s Electric Valley concept, with its seven areas of focus, targets strategic investment funds to foster inclusive economic growth and address local inequalities in health, wealth, and education. The development of microgrant community funds will empower individuals, support local organizations, and enhance community well-being. CIF funding will boost COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 17
RCA’s organisational capacity, enabling broader community development through partnerships and access to additional funding streams. The Electric Valley proposal aligns with the council's Fair-For-All Strategy, particularly in reducing inequalities, and supports the broader Community Wealth Building Strategy. It offers a scalable model for grassroots community wealth development, serving as a potential case study for other communities. The proposal also addresses North Ayrshire Council's climate emergency declaration, positioning the Electric Valley as a leader in local action against climate change and ensuring a "just transition" to a decarbonized economy. **Locality Priorities:** 1. **Moving Around (Public Transport, Traffic, and Parking):** - Establish an Active Travel Hub within the Knox Institute. - Support a shift to sustainable transport, including electric vehicles and cycling initiatives. - Provide community grants for transport access, such as driving lessons and public transport support. 2. **Work and Local Community:** - Offering of workforce development opportunities with new apprenticeship places and works in partnership with Ayrshire College. - Create a community forum to foster local creativity and skill development. - Generate local jobs, new enterprises, and support community grants for skills development and well-being. 3. **Facilities and Amenities:** - Redevelop the Knox Institute as a community facility, leveraging CIF funding for additional support. - Develop projects in Beith, Dalry, and Valefield to enhance local facilities and community capacity. This proposal is a long-term, strategic initiative designed to build community resilience, tackle persistent local issues, and prepare the Garnock Valley for future challenges. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 18
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 the Electric Valley project has involved extensive and ongoing community engagement with the Garnock Valley Community at a multitude of meetings and events, demonstrating a strong commitment to incorporating feedback from a wide array of stakeholders. Consultations have been comprehensive, involving public meetings, interactions with local community groups, government bodies, voluntary organisations, schools, businesses, and other institutions. Over several years, the project has engaged with local representatives, regional stakeholders, and numerous organisations at various levels. Meetings have been held with community groups, local council, GVLPP and public sector to discuss the project's vision, gather feedback, and address issues. The project has also fostered collaborations with educational institutions, health services, and social enterprises to ensure broad-based support and community involvement. A public petition garnered substantial backing (over 500 signatories in support) with over 100 individuals writing in support of the project to planners. In addition, numerous consultation events have been conducted to ensure community voices are heard. The project has worked with local businesses, third-sector organisations, and the farming community to explore how the Electric Valley can support local economic development. Overall, the project's engagement strategy highlights its dedication to integrating community input, ensuring the Electric Valley initiative is shaped by and benefits the local community, working to develop a concept of co-production in the considerable reinvestment proposed from the Electric Valley. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 19
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 Project Management and Oversight The Electric Valley project will be managed by the Radio City Association (RCA) Board of Trustees, a group with extensive experience across various sectors, including skills development, civil engineering, housing, community engagement, and economics. This diverse expertise ensures robust governance and strategic oversight, supported by dedicated volunteers who have already played a key role in reaching the current stage of project development. Financial Management RCA employs modern financial management systems to ensure transparency and accountability. Utilising software alongside professional bookkeeping support, RCA maintains a continuous audit of all transactions, ensuring funds are spent effectively. Financial performance is reviewed at monthly board meetings, where key targets are set and organisational finances are managed. RCA also adheres to a procurement policy based on best practices, supporting local businesses and suppliers in alignment with its community wealth-building strategy. Volunteering and Employment Opportunities The CIF will support employment and volunteering opportunities within the Garnock Valley. The paid positions will be established to transition RCA from a volunteer- based organisation to a professionally staffed entity. These roles will facilitate the expansion of charitable activities and open new avenues for local employment as the project progresses. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 20
In addition to paid positions, the project will leverage additional resource into the Garnock Valley expanding the organisation and generate numerous volunteering opportunities. The expansion of activities and other community-focused projects will further increase volunteer engagement. As the Knox Institute develops into a social enterprise hub, additional employment and volunteer opportunities will arise alongside other projects. Human Resources (HR) Plan RCA’s HR strategy is centred on ethical recruitment and staff welfare. The organisation follows a safe recruitment policy, ensuring that all hires align with its community values and ethical standards. RCA is committed to paying the Real Living Wage and meeting all statutory obligations, including pension and National Insurance contributions. Recruitment will involve a transparent process, with positions advertised online, followed by a thorough screening and interview process. RCA’s HR policies include Equal Opportunities, Safe Recruitment, and safeguarding practices. Staff data is managed in compliance with GDPR regulations, and RCA ensures data security through GCHQ NCSC accredited protocols, maintaining Cyber Essentials certification. RCA is committed to exceeding legal health and safety requirements by promoting best practices across all its operations. The organisation prioritises the health and wellbeing of its employees, encouraging positive lifestyle choices, building resilience, and proactively managing workplace health issues. RCA’s Health, Safety, and Wellbeing policy is regularly reviewed and monitored by the board to ensure a safe and supportive working environment. Community Impact and Sustainability The project is designed to stimulate local economic growth and environmental sustainability. Through partnerships with educational institutions and adherence to the Sustainable Development Goals (SDGs), the Electric Valley project aims to create a resilient community capable of addressing future challenges, including those related to climate change. RCA’s approach aligns with the Scottish Government’s social enterprise code of practice, further reinforcing its commitment to community development and environmental stewardship. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 21
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 (£) 65,000 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Staff Costs 60800 Y Overheads 4200 Y Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) Further Detail on Finances Requested The future financial viability of the RCA will be substantially underpinned by the “equity returns” generated by our community owned wind turbine project. Our current financial models indicate, that there will be approximately £370k realised over the next five years. (see Appendix 5 on cashflow projection) 2025- £9,965 2026- £40,634 2027 - £72,580 2028 - £107,274 2029 – £140,653 2030 £176,934 2031 – 214,822 2032 £256,004 COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 22
2033 -295,779 2034 – 339,044 10 year projection = 1,281,808 (See Appendices 2 & 3 ) RCA CIF application 2 Salary 1 £20/h 30 = 31200 NI 1 13.8% = 3049.80 pension 5% = 1560 Total = 35809.8 Salary 2 £15/H x 25 = 19500 NI 2 = 1435.20 pension 5% = 975 total = 21520.2 wage grand total = £57,330 overheads = £7670 office rental contribution = 1,500 electric = 2,000 stationery (paper / printer ink etc.) = 1000 accountancy / hr = 1070 training = 2100 Total Estimated Salary Costs £65,000 Job 1: Community Development Manager Summary: We are seeking a dynamic and passionate Community Development Manager to join our team. The ideal candidate will be responsible for fostering and nurturing a thriving community around our organisation or project. They will develop and implement strategies to engage community members, build relationships, and facilitate collaboration among stakeholders. The Community Development Manager will also play a key role in advocating for the needs and interests of the community, while ensuring alignment with organisational goals and values. This will include oversight of the operation and development of RCA’s Renewable Energy Resource(s) and the EV Strategy towards Net Zero 2030 Responsibilities: COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 23
1. Community Engagement: Develop and execute initiatives to engage community members through various channels such as social media, events, forums, and online platforms and Report to RCA Board on Monthly basis. 2. Relationship Building: Build and maintain strong relationships with community members, partners, stakeholders, and local organizations to foster collaboration and support for RCA Net Zero strategy. 3. Community Advocacy: Advocate for the needs and interests of the community within the organization and represent the organization within the community. 4. Strategy Development: Develop strategic plans for community development, including goals, objectives, and key performance indicators (KPIs). 5. Content Creation: Create engaging content, including newsletters, blog posts, social media updates, and other materials to keep the community informed and engaged with EV Strategies. 6. Facilitation: Organise and facilitate meetings, workshops, and events to bring community members together, facilitate discussions, and drive collaboration. 7. Feedback Collection: Gather feedback from community members through surveys, interviews, and other means to understand their needs, preferences, and concerns and tailor EV and Net Zero Strategies accordingly. 8. Operational: Provide organisational development support and secure resources to support community and RCA’s Renewable Energy development and Progress to 2030 Net Zero Targets. 9. Monitoring and Evaluation: Monitor and evaluate the effectiveness of community development initiatives and make adjustments as needed to achieve Net Zero 2030 goals and objectives. 10. Collaboration: Collaborate with internal teams, including marketing, product development, customer support, and others to ensure alignment and integration of community development efforts with overall organisational objectives and Report to the RCA Board Monthly on progress. Qualifications: • Bachelor's degree in a related field such as community development, communications, marketing, or social sciences. Master's degree preferred. • Proven experience in community development, community management, or a related field. • Strong communication skills, both written and verbal, with the ability to effectively engage and interact with diverse audiences. • Excellent relationship-building skills with the ability to establish rapport and build trust with community members and stakeholders. • Strategic thinking and problem-solving abilities with a results-oriented mindset. • Experience with social media management, content creation, event planning, and project management. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 24
• Ability to work independently as well as part of a team, with strong organizational and time management skills. • Passion for community wealth building, social impact, and making a positive difference to the locality. Additional Information: • This position may require occasional evening or weekend work to accommodate community events or meetings. • Travel may be required to attend conferences, meetings, or events related to community development. Job Title 2: Project Officer Summary: We are seeking a proactive and versatile Project Officer to join our team, with a focus on supporting our transport initiative and other aspects of the Electric Valley project. The successful candidate will play a pivotal role in coordinating and facilitating activities related to promoting sustainable transportation options, as well as providing administrative support to ensure the smooth operation of the project. This role offers the opportunity to contribute to the development of innovative solutions for transportation challenges while supporting the broader goals of the Electric Valley project. Responsibilities: 1. Stakeholder Engagement: Engage with stakeholders, including local communities, government agencies, advocacy groups, and transportation providers, to gather input, build partnerships, and foster collaboration. 2. Project Coordination: Coordinate and support the implementation of the transport project, including organising meetings, managing schedules, and tracking progress against milestones. 3. Campaign Management: Assist in the development and execution of marketing and outreach campaigns to promote active travel options such as walking, cycling, and public transit. 4. Event Planning: Plan and organize events, workshops, and outreach activities to raise awareness about the benefits of active travel and encourage behavioural change. 5. Data Collection and Analysis: Collect, analyse, and report on data related to active travel patterns, usage of transportation infrastructure, and other relevant metrics to inform decision-making and measure the impact of initiatives. 6. Community Engagement: Engage with community members to understand their needs and preferences regarding active travel infrastructure and programs, and incorporate their feedback into project planning and implementation. 7. Policy Support: Assist in researching best practices, policies, and regulations related to active travel and provide support in advocating for policy changes to support sustainable transportation options. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 25
Office Administration and Electric Valley Project Support: 1. Administrative Support: Provide administrative support to the project team, including managing correspondence, scheduling meetings, preparing documents and presentations, and maintaining project files and records. 2. Financial Management: Assist in budget tracking, expense reporting, and procurement processes to ensure compliance with project requirements and financial regulations. 3. Communication and Coordination: Facilitate communication and coordination among project team members, partners, and stakeholders, including organizing meetings, preparing agendas, and documenting meeting minutes. 4. Research and Documentation: Conduct research, gather information, and prepare reports, briefs, and other documents to support project planning, decision- making, and reporting requirements. 5. Other Duties: Provide support as needed on other aspects of the Electric Valley project, including but not limited to electric vehicle infrastructure development, renewable energy integration, and community engagement initiatives. Qualifications: • Proven experience in project coordination, community engagement, or related areas, preferably in the transportation or sustainability sector. • Strong organisational skills with the ability to manage multiple tasks and deadlines effectively. • Good communication skills, both written and verbal, with the ability to interact with diverse stakeholders. • Proficiency in Microsoft Office suite (Word, Excel, PowerPoint) and project management tools. • Knowledge of active travel principles, transportation planning, and sustainability concepts. • Ability to work independently with minimal supervision and as part of a team in a fast-paced environment. • Passion for sustainable transportation, environmental conservation, and community development. Additional Information: • This is a part-time position, with occasional travel required within the Garnock Valley. • Flexibility in working hours may be necessary to accommodate evening or weekend events. • The successful candidate will have the opportunity to contribute to innovative solutions for sustainable transportation and environmental sustainability. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 26
. 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Project Monitoring and Evaluation Strategy A dedicated Project Management Board will be established to oversee all aspects of the project, including comprehensive monitoring, analysis, and evaluation processes. Digital Progression We will utilise a range of accessible digital tools that enable applicants to progress through the various stages of the project. Project Strategy and Milestones A detailed project strategy will be developed. This strategy will outline the entire process, and will identify key milestones with target completion dates. The strategy will include both hard and soft monitoring indicators, with specific goals to measure progress and success. Communication and Promotion Plan COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 27
A comprehensive project communications plan will be prepared to ensure effective promotion through various channels. This will help attract participants and raise awareness within the community. Monitoring and Evaluation Measures A checklist of evaluation measures will be created to track progress at each stage of the project. Risk Management A risk register will be maintained using a traffic light system (red, amber, green) to categorise tasks by risk level, severity, and impact. This register will outline mitigation actions, assign responsibilities, and set deadlines. It will also document how issues are identified, managed, and resolved, contributing to learning for future projects. Regular Monitoring and Updates Monthly project meetings will be held to review monitoring data and adjust plans as necessary. This information will be updated bi-weekly and communicated with the project team and partners. SMART Targets All project targets will be defined using the SMART framework (Specific, Measurable, Achievable, Relevant, and Time-bound) to ensure clear, trackable progress towards project goals. Support and Mentoring We will monitor the support needs of volunteers, including "buddies" to provide mentorship and assistance. Dissemination and Experience Sharing We will engage and to share experiences and learning outcomes within the community. We will share our knowledge to allow others to engage practically, including any project innovations. We will document experiences through case studies, which will be shared widely with partner organisations, media, and networks, recognising the project’s alignment with broader policy goals. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 28
Implementation Summary The project management approach follows the Five Case Model, which is applicable to policies, strategies, programmes, and projects. This model includes the following key dimensions: 1. **Strategic Case**: Establishes the context and the strategic assessment, ensuring alignment with overall goals. 2. **Commercial Case**: Explores the preferred way forward, considering the commercial aspects and procurement strategies. 3. **Financial Case**: Focuses on affordability and funding, ensuring the project is financially viable. 4. **Management Case**: Outlines the plan for implementation, monitoring, and delivery management. 5. **Economic Case**: Evaluates the value for money and net present value, ensuring the project contributes positively to the economy. ### Steps in Project Appraisal and Delivery 1. **Step 1: Strategic Context and Assessment** - **Action**: Set the context and conduct a strategic assessment. - **Outcome**: A clear understanding of the strategic environment and justification for the project. 2. **Step 2: Scoping and Strategic Outline Case (SOC)** - **Action**: Define the scope and make the case for change. - **Outcome**: A Strategic Outline Case that justifies the project and explores the best approach. 3. **Step 3: Planning and Outline Business Case (OBC)** - **Action**: Plan the project, appraise value for money, and prepare for procurement. - **Outcome**: An Outline Business Case that assesses viability and sets up for detailed planning. 4. **Step 4: Delivery and Full Business Case (FBC)** - **Action**: Implement the project with ongoing monitoring and management. - **Outcome**: Successful delivery of the project with continuous oversight and adjustments as needed. ### Project Management Framework COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 29
Our project management at the delivery stage is structured through the PRINCE2® framework, which divides projects into seven stages: 1. **Starting Up a Project (SU)** 2. **Initiating a Project (IP)** 3. **Directing a Project (DP)** 4. **Controlling a Stage (CS)** 5. **Managing Product Delivery (MP)** 6. **Managing a Stage Boundary (SB)** 7. **Closing a Project (CP)** ### Evaluation and Quality Assurance The evaluation model used is focused on learning and accountability, following the principles of the Green Book guidance from HM Treasury. This involves: - Establishing a robust evidence base using various types of analysis (e.g., actuarial, economic, financial, operational, scientific, and statistical). - Using analytical models to test scenarios, understand problems, manage risks, and compare options. - Applying SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) to set and monitor objectives. ### Integration with SDG and Best Practices The project aligns with Sustainable Development Goals (SDGs) and follows best practices, leveraging partnerships with institutions like Strathclyde University and EDAS. Quality assurance is embedded throughout the process to ensure the project meets its strategic objectives and contributes to broader societal goals. See Appendix 4 COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP
Page 30
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
Page 31
For more information see the guidance form here: http://www.northayrshire.community/wp-content/uploads/sites/60/2018/06/community-invest m ent-fund-guidance-notes-17-12-17.pdf 1. Details of your organisation Name of Organisation Clyde Coast & Cumbraes Men’s Shed Postal Address for Correspondence Name of Contact Person Mark Mair Position in Organisation 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. We are a Registered Charity and our SCIO Charitable Status number is SC051502. We had our Official opening on the 4th of March 2023. We are Constituted and receive guidance from The Scottish Men’s Shed Association (SMSA) who also provided all the documentation templates for our Shed to modify for our requirements. The main aim of the Clyde Coast & Cumbraes Men's Shed is to help improve men’s mental & physical health and wellbeing by providing a venue where men can choose to either work, relax, make and repair things, pursue hobbies and pastimes, get practical help with projects and share & learn new skills. Perhaps more importantly, it’s a place where men can make new friends, have a cuppa, share positive & negative experiences, have a chat, a laugh and get out of the house for a while. We believe that all of the above will help to combat feelings of loneliness, isolation, depression, anxiety, and will generally re-engage men back into our community.
Page 32
The Clyde Coast & Cumbraes Men’s Shed aims to provide a space and opportunities for men to meet and take part in activities to encourage community spirit and enhance mental & physical well-being. The Shed provides space for any interested Members to learn guitar playing on a Monday afternoon. There are 2 levels Beginners & Advanced. There is a Walking Group who meet up every Monday morning. The walk varies every week visiting various locations and they occasionally visit other sheds to chat about Shed topics. Services we provide are open to the public, a bit like the repair shop. We have made crosses for graves, temporary Memorial Plaques, repaired an Antique Singer Sewing machine case, Grannies Milk Pan that she made during WW2. It is a very varied list of skills that the Members have. Another service we provide is minor material alterations, cutting material to size for people building things at home. The one thing we do not look at are any electrical items.
Page 33
3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The Alterations will be carried out in the Brisbane Centre at 30A Bath Street, Largs, KA30 8BL. The Alterations are mainly for the Membership and visitors, but this also opens up the opportunity for the Meeting Room to be let out to other groups who currently do not have anywhere to meet up & chat. Members and visitors will benefit from a more spacious workshop area, improved storage, modern disabled and unisex toilets, new staircase with stair lift to upper floor, new office and craft room/meeting room. Both rooms will make it much easier and comforting to use for members and visitors welfare needs.
Page 34
4. What difference will this project make within the locality and to local services and programmes? Please include: ● The outcomes you aim to achieve ● How you will approach reducing inequality ● How this proposal fits with the Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities The new unisex & disabled toilets, storage, office and meeting room/craft room, will provide an improved facility that is self-contained. The improvements will create a more conducive layout which will improve the space, flow and general operations within the Shed. New unisex and disabled toilets will improve the current facilities that are extremely dated and do not provide the best user experience, especially the disabled facilities. The new toilet facilities will be more accessible and user friendly for members and visitors, with and without mobility issues. There is no space available on the ground floor to create an office and meeting room. Creating an office upstairs will provide a contained room for administrative purposes and will improve the efficiency of the Shed and overall running of the organisation. The meeting room/ craft room will provide our members and visitors with an area to have lunch, conversations, carry out craft activities, play and learn musical instruments and hold meetings. The new office and meeting room will also provide areas where members and Trustees can deal with welfare issues of members & visitors, individually or collectively, in clean, quiet, private, confidential areas. The internal alterations will greatly improve the Sheds ability to provide improved welfare and social conditions for our members and visitors. The alterations will add to and support our equality goals by providing an improved facility to our members and visitors. Our members ages can range from 18 to any age. Our oldest member at the moment is 95. Shed members reside in Skelmorlie, Cumbrae, Largs, Fairlie & West Kilbride and cover all sections of society. Our collaborations with outside groups, include the Scottish Women’s Institute & Largs BB. We continue to explore possibilities of collaboration with other groups or individuals from across the North Coast. We feel this proposal fits well with the Locality Partnership priorities 2,3 & 4.
Page 35
It may also fit with priority 1 as Trustees & Members of the Shed sometimes offer financial support through advice and help with form filling. 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 engaged with our members regularly on this subject. We have over 100 members. The Trustees have consulted on a much wider platform through social media. 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 project will be managed by the nine Trustees, the chosen contractor and our Architect. The project finances will be managed by the Treasurer with the assistance, support and guidance of the other eight Trustees.
Page 36
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 (£) 95,000 Please give a breakdown of cost and recent quotations where appropriate. The quote of £95,000 was suggested by Stewart Associates, Chartered Architects, Bath Street, Largs. Stewart Associates measured all of the Shed interior, including the alterations area. Architect Drawings were produced and a figure was provided as an indication of cost. 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. A strict Construction Management Plan will be agreed by the Contractor, Shed Trustees and Architect, before any work takes place. This will be monitored regularly throughout the project. Once the project has been completed, we will carry out an evaluation of the benefits the alterations have made to our members and visitors.
Page 37
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 COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 38
1. Details of your organisation Name of Organisation Three Towns Growers (3TG) Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Gordon Cowan Position in Organisation Development Worker Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. Total amount of funding requested: £49,420 Match funding (if any): £30,000 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Three Towns Growers (3TG) are an OSCAR registered charity. 3TG provide growing spaces, be it cultivation of fruit & vegetables, social interaction and community involvement. Nurturing people to live a healthier and more sustainable lifestyles. The charitable board of 3TG manage a Community Allotment at Elmpark in Ardrossan. The allotment has been in existence for 11 years. There is currently 50 plots and 24 indoor and outdoor raised beds. The membership currently stands at 165. The key word in the allotment title is ‘Community’. The growers board along with volunteers organise and deliver community events throughout the year. In the previous 12 months the events have had a footfall of over 6000 adults and children. We also undertake group-based programmes onsite for schools, youth groups and older people. We offer volunteering opportunities and experiences in growing and horticulture. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 39
Other ongoing activities include a community outdoor kitchen, establishing protected areas on site for the conservation of wildlife. Introducing bee keeping and looking at ways to use plot surplus, fruit and veg for the community as well as having dedicated areas to produce community food. As a community project we are working to establish the provision of fresh fruit and vegetables to community larders in the Three Towns. The Growers partnership with several statutory and third sector organisations to deliver activity on site and externally. These include NA schools, Health and Social Care Partnership, Community Learning and Development, Community Brokerage, The North Ayrshire Foodbank and more. Over the next 3 years the 3TG Board are working to increase community interaction and activity in the Three Towns. 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The board are currently working to build and establish a Community and Education Hub at Elm Park Allotment. This will have a direct benefit for plot and raised bed holders and the 3TG membership and importantly provide a base to deliver increased community involvement and community work. Costs for this build have increased post lock down. The build will be on the site as designated in their lease agreement therefore accessible for allotment users and importantly it will be within walking distance from No11 bus stops and a railway station. The communities of the Three Towns are the target audience. The 3TG have also through activities and public events, reached out to and involved communities and individuals out with the Three Towns. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 40
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. The build will be part of promoting the local economy and tourism, i.e. the hub being a part of a farmers’ market, the Grower’s public events held throughout the year would be enhanced by the build. Looking at ‘joining’ up all the Three Towns Community Hubs through cycle ways and walker and wheeler routes. As a new build and community facility, it will be part of Regenerating community facilities, in the area. With a focus on community growing and horticulture. The build will not be just about allotment users and members it will look ‘outside the fence’ to Increase civic pride and community engagement by providing a place for community members to come together and take an interest in local ecology, becoming climate aware, and growers of food wherever they are. Volunteering for your community will be emphasised with a number of satellite projects across the Three towns. It will be a facility that will be used actively seek to Improving community wellbeing, by hosting events and activities that promotes positive mental health and wellness. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 41
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. Consultation has been ongoing, within the communities of the Three Towns and wider, about how the building could be used. People who have taken part in this include New Scots, people with physical impairment, children and teens. There has been a digital and paper-based survey undertaken, and this is ongoing. There is currently 320 persons who have provided feedback on how the centre could be used. A summary of the consultation around how the Community and education hub can be found at the end of this document. 5. 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 Board of the Three Towns Growers, with day-to- day operation of the building being part of their development workers responsibilities. Financial again will be the responsibility of the 3TG board, who operate within the guidance of OSCAR. The building will be an active hub for volunteering on site and out in the community. There are volunteering opportunities in development now. Work experience is also being looked at. Giving an opportunity for community members to take part in a community café, a produce shop and other activities. There are currently no staff requirements for the building, other than the Development Worker. However, as the facility develops this may become a consideration by the Board. 6. Amount of funding being requested COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 42
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 (£) £49,290 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Decking area including steps £8625 Yes Ramp & handrails £4,000 Yes Protective barrier at decking £5750 Yes Gravel strip round perimeter £1,200 Yes Slabbed path £3,500 Yes Timber pergola. £2,500 Yes Disabled parking bays inc kerbing £8,000 Yes Open textured asphalt surfacing to road £7,500 Yes Total cost inc.VAT £49,290 Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) National Lottery - Build £383,000 Yes Three Towns Growers £30,000 Yes CIF - Development Worker £100,000 Yes Click or tap here to enter text. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 43
7. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. The board of the three Towns Growers will use and maintain a Performance Information and Evaluative System linking in recording footfall, user surveys Gathering feedback from users and participants, establishing and finding what is working and not, from this seek to improve delivery. Ensuring that the Community and Education Hub delivers in the best way for the community that it will serve. Outcomes that will be surveyed for will include the following. The 3TG will assess the impact of the project on the following • Increasing educational and environmental awareness • Increasing locally grown produce • Increased partnership working • Tackling poverty and reducing inequalities COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP
Page 44
COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP