Our Ref: Your Ref: Contact: Richard Llewellyn Tel: 07939284642 Fax: E-Mail: [email protected] Date: 21 Jan 2021
Chief Executive’s Office Members of the Archie Aitken Community Empowerment Committee Head of Legal & Democratic
Solutions Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk
Notice is given that a remote Meeting of the COMMUNITY EMPOWERMENT COMMITTEE is to be held via WebEx on Monday, 1 February 2021 at 10:00 am which you are requested to attend.
The agenda of business is attached.
Head of Legal and Democratic Solutions
Members : Councillors: D Ashraf, J Ashraf, H Brannan-McVey, B Burgess, A Campbell, O Carson, T Douglas, A Feeney, F Fotheringham, M Gallacher, S Goldsack, M Gourlay, C Johnston, J Jones, J Linden, F MacGregor, A Magowan, C McManus, F McNally, C Quigley, J Reddin, N Shevlin, C Stephen, A Weir, G Woods.
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AGENDA
(1) Declarations of Interest in terms of the Ethical Standards in Public Life Etc (Scotland) Act 2000
(2) North Lanarkshire Scottish Youth Parliament By-Elections and Youth Voice Structure (page 5 - 8) Submit report by the Head of Communities providing an update on the recent Scottish Youth Parliament By-elections and the intention that North Lanarkshire host a sitting of the Scottish Youth Parliament in June/July 2021 (copy herewith)
(3) Community Boards Local Development Programme - Update (page 9 - 20) Submit report by the Head of Communities (1) providing an overview on the current status of the Community Boards Local Development Programme (LDP) projects previously approved, together with details of financial position and timeline for delivery, and (2) seeking in principal approval, for new projects as proposed by the local community groups (copy herewith)
(4) Community Safety Strategy 2020-25 (page 21 - 62) Submit report by the Head of Communities seeking approval on a new Community Safety Strategy for North Lanarkshire for the five year period 2020-25 which provides one overall strategy incorporating the various community safety areas including Anti-Social Behaviour Strategy (copy herewith)
(5) Programme of Work (PO56.1 (3)) Development of Locality Delivery Plans - Community and Stakeholder Engagement (page 63 - 92) Submit report by the Head of Communities providing an update on community and stakeholder engagement designed to drive the development of local delivery plans in support of the statutory duty placed on Community Planning Partnerships in terms of Locality Planning as a requirement of the Community Empowerment (Scotland) Act 2015 (copy herewith)
(6) Tracking Progress in Delivery of the North Lanarkshire Partnership Framework for Working with Communities (page 93 - 108) Submit report by the Head of Communities setting out the approach to tracking progress around key areas of work associated with community empowerment which seeks to support the Community Empowerment Committee in its governance of the delivery of key elements of the approved Framework for Working with Communities (copy herewith)
(7) Syrian Resettlement Programme & UK Global Refugee Programme (GRP) 2020 (page 109 - 118) Submit report by the Head of Communities providing an update on the current status of the Syrian Resettlement programme in North Lanarkshire and provides a summary of the most recent developments on the introduction of the new UK Global Refugee Programme (GRP) which was scheduled to commence in April 2020 (copy herewith)
(8) Community Grants Scheme - Update 2020/21 (page 119 - 130) Submit report by the Head of Communities providing an update on progress with the 2020/21 Community Grants Scheme programme (copy herewith)
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2
(9) Programme of Work (P084 (6)) Building Community Capacity and Capabilities - Progress Report on the Implementation of a Commissioning Approach (page 131 - 162) Submit report by the Head of Communities (1) proposing the development of a Service Level Agreement (SLA) with Voluntary Action North Lanarkshire (VANL) to support the development of the relationship with the community and voluntary sector in North Lanarkshire and how they support communities through working in partnership with the public sector, and (2) seeking in principal approval to explore the establishment of a three year funding agreement with VANL from 2021-24, subject to annual review (copy herewith)
(10) Tackling Financial Insecurity Covid-19 (Tackling Poverty) (page 163 - 184) Submit report by the Head of Communities (1) informing of the Scottish Government additional flexible funding announcement on 20 October 2020 to assist local authorities in supporting individuals who are experiencing financial hardship as a result of the Coronavirus pandemic as well as the concurrent challenges presented by winter and exit from the EU, and (2) seeking endorsement for the proposals to deploy this vital funding resource in North Lanarkshire (copy herewith)
(11) Community Boards (Cycle 2) (page 185 - 200) Submit report by the Head of Communities providing a progress update on the work of the Community Boards, established as part of the governance arrangements to ensure that the Plan for North Lanarkshire's agreed engaging with communities model is taken forward with community planning partners and communities (copy herewith)
(12) Campsies Centre (Cumbernauld) Limited Dissolution and Community Projects - Progress (page 201 - 209) Submit report by the Head of Communities (1) providing an update on the process and considerations required to finalise the indicative net balance as at the Effective Transfer Time, and (2) setting out one final pre transfer community-based project commended by the Board of Directors for funding in 2020/21 (copy herewith)
Page 4 of 209 AGENDA ITEM 2
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/LF Date 01/02/21
North Lanarkshire Scottish Youth Parliament By - Elections and Youth Voice Structure
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 07939 280085
Executive Summary
This report provides committee with an update on the recent Scottish Youth Parliament by - elections and the intention that North Lanarkshire to host a sitting of the Scottish Youth Parliament in June/ July 2021.
Recommendations
It is recommended that the Community Empowerment Committee
(1) note the content of this report; and
(2) approve the request that North Lanarkshire host a Scottish Youth Parliament sitting during 2021.
The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential
Ambition statement (10) Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential
Page 5 of 209 1. Background
1.1 Following on from the regular updates provided to the Community Empowerment Committee and allied to the commitment to continue to involve and engage with young people, this report provides an update on recent youth voice activities and developments.
1.2 As part of the Youth Work Interim Recovery and Renewal Plan 2020 - 2022, approved at the Community Empowerment Committee on 24 August 2020, it was stated that having the opportunity to have their voices heard and be able to participate in activities was important to young people. Young people asked for more opportunities, more information and for their views and opinions to be taken seriously. Youth engagement has always been a priority in North Lanarkshire, and now more than ever, it is important that we listen to the voices of our young people.
1.3 With support from Community Learning and Development staff, young people have continued to enhance this approach. Across all the most recent 9 Community Board meetings, young people have attended meetings as well as participating in the associated listening events, demonstrating their role as key stakeholders in this process.
1.4 In light of other progressive policies and transformational change such as the “Promise” and the pending incorporation of UNCRC in to Scot Law, there is a need to further enhance young people’s participation to ensure they are listened to and meaningfully and appropriately involved in decision-making about their care.
1.5 In October 2020, North Lanarkshire had six vacant seats for the Scottish Youth Parliament (SYP). At this point in the parliamentary term, resignations are anticipated as young people move onto other commitments such as jobs and university. Although two of this year’s resignations were due to this factor, the other four were a direct consequence of COVID-19 and young people reviewing their own priorities in terms of higher and further education.
1.6 Over recent years North Lanarkshire has been a leading authority in respect of online SYP elections, often ranked one of the top councils when it comes to voting turnout. Due to COVOD -19 restrictions an online By-Election was held, ensuring that young people continued to have a voice during these unprecedented times.
2. Report
2.1 North Lanarkshire MSYP By-Elections
2.1.1 Following a selection and recruitment process using social media and the local youth forums, 12 candidates presented their manifestos using the online platform WebEx.
2.1.2 The six candidates were elected from a representative panel of young people from the constituency using the WebEx platform on Wednesday 25th November 2020. Using the functions within WebEx, each panel was split into constituency breakout rooms supported by CLD staff.
2.1.3 The elected candidates were:
• Airdrie and Shotts: Jennifer Deighan and Kayla Gardner • Bellshill: Ben Campbell
Page 6 of 209 • Coatbridge and Chryston: Jodi Gemmell • Cumbernauld and Kilsyth: Abi Lennon and Emma Prach
2.1.4 The new MSYPs will join our current MSYPS:
• Coatbridge and Chryston: Ryan Kelly • Motherwell and Wishaw: Clare McVey and Wiktoria Orlicka
2.1.5 All young people who were involved in the election process have been encouraged and supported to get involved in their local youth forum and other youth work provision.
2.1.6 North Lanarkshire is the first local authority to hold a by-election in this way. The by- election results were included in the We Aspire newsletter.
2.2 Scottish Youth Parliament National Sitting 2021
2.2.1 Due to the restrictions of COVID-19, the Scottish Youth Parliament has been unable to hold an in person national sitting since October 2019. The March 2020 sitting was cancelled, and subsequent sittings have taken place online. The SYP has begun discussions with local authority youth work managers about holding the first in person sitting in June/July 2021 and this report seeks approval to pursue hosting this event.
2.2.2 There have been 73 SYP national sittings since 1999, with North Lanarkshire hosting in 2012, however hosting a sitting will require careful planning. Any plans will be made in line with robust and comprehensive risk assessments and will include current and possible future COVID restrictions.
2.2.3 In the Plan for North Lanarkshire, approved by committee in March 2020, it was stated that ‘North Lanarkshire is the place to visit and play’ and that ‘Investment is generated by achieving the right mix of events hosted here’. This will be SYPs first ever blended sitting. Using a mix of both virtual and in person engagement to ensure that all MSYPs have an opportunity to take part. This once again demonstrates North Lanarkshire’s ability to lead nationally on a rights based approach to youth voice and participation.
2.2.4 Hosting an in-person SYP sitting will also allow for an opportunity to showcase North Lanarkshire Council’s outdoor facilities. In conjunction with the sitting, activities at Strathclyde Park will be organised. It is also the intention to plan the sitting as part of the Council’s commitment to Climate Change and plans associated with COP26.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 This report has not been subject to the Fairer Scotland Duty assessment at this point
3.2 Equality Impact Assessment
3.2.1 This report is subject to the equality impact assessment in place for the youth work delivery plan.
Page 7 of 209 4. Implications
4.1 Financial Impact
4.1.1 These actions will be delivered within the available resources of the Council and partners.
4.1.2 In addition, £6000 is allocated from the Scottish Youth Parliament to cover key expenses such as catering, ICT support, British Sign Language and other requirements. The host is expected to cover the costs of the venue.
4.2 HR/Policy/Legislative Impact
4.2.1 There are no direct impacts.
4.3 Environmental Impact
4.3.1 There are no planned environmental impacts however there will be an impact assessment carried out as part of the commitment to the Council’s Climate Change strategy and COP26.
4.4 Risk Impact
4.4.1 Comprehensive and robust risk assessments will be carried out for all associated activities with the sitting and attention will be given to COVID - 19 restrictions and guidance.
5. Measures of success
5.1 The successful organisation of an in person Scottish Youth Parliament sitting. The impact of sitting will be evaluated by both SYP and North Lanarkshire Council officers.
Lizanne McMurrich Head of Communities
Page 8 of 209 AGENDA ITEM 3
North Lanarkshire Council Report Community Empowerment Committee
☐approval ☒noting Ref LMcM/MC Date 01/02/21
Community Boards Local Development Programme - Update
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 812338 [email protected] 01236 812356
Executive Summary
This report provides an overview on the current status of the Community Boards Local Development Programme (LDP) projects previously approved, together with details of financial position and timeline for delivery.
The attached LDP programme project reporting has been revised in line with the Community Boards governance structure.
The report also seeks in principle approval, for new projects as proposed by local community groups.
Recommendations
It is recommended that the Community Empowerment Committee:-
(1) note the progress of the current Community Boards Local Development Programme (LDP) projects, as outlined in Appendix 1 of the report, in terms of delivery timelines, budgetary information and the status of projects that have commenced;
(2) note the projects, approved at Community Board meetings, that will be considered for delivery, if supported within local communities and funding is available in future years, which will be retained on the holding list for each Community Board area as set out in Appendix 2;
(3) approve, in principle, other projects which have been proposed as set out in Appendix 2; and
(4) agree that, going forward, Community Boards will have an increasingly influential role in the decision-making processes around targeted use of resources to meet local need including identifying, co-producing and delivering LDP funded projects.
Page 9 of 209 The Plan for North Lanarkshire Priority All priorities
Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them 1. Background The Policy and Strategy committee agreed, in March 2019, that all projects from 2019/20 onwards, recommended by Community Matters partnerships (now replaced by Community Boards) should be subject to agreement by the former Youth, Equalities and Empowerment Committee before proceeding beyond the in principle/conceptual stage, further approvals will now be sought through the Community Empowerment Committee as required.
This report provides an up-date on the progress made with Local Development Programme projects since the previous up-date provided to committee in November 2020.
2. Report
2.1 Local Development Programme Projects - Status
2.1.2 Priority Considerations
2.1.2.1 Priority consideration has been given towards projects to which the Council had a contractual obligation. These projects were therefore deemed a priority and identified as essential spend within the current financial year (Appendix 1 refers).
2.1.2.2 Projects which the Council is not contractually committed to, have been identified for potential completion within financial years (2021-2023), only if budget permits and feasible projects are identified. (Appendix 2 refers).
2.1.3 Community Boards
2.1.3.1 The Community Boards will enhance and support community involvement and provide a single approach to governance for local community led decision making. The 9 Community Boards will play an increasingly influential role for communities in providing a transparent link with statutory and key voluntary agencies in the decision- making processes around targeted use of resources to meet local need. It is therefore intended that this will lead to the Boards identifying, agreeing and co- producing LDP funded projects going forward should the programme funding continue beyond 31st March 2021.
3. Equality and Diversity
3.1 Fairer Scotland
3.1.1 Not required.
Page 10 of 209 3.2 Equality Impact Assessment
3.2.1 Not required.
4. Implications
4.1 Financial Impact
4.1.1 The projects listed in Appendix 1 will be supported through the Local Development Programme budget allocation for 2020/2021, subject to deliverability within that financial period.
4.1.2 The projects listed in Appendix 2 will be supported if suitable projects are developed and there is community support, through the Local Development Programme Budget allocation, subject to budget approval for 2021/2023.
Committee is asked to note that no actual budget has been allocated to any of the projects and that the figures quoted are notional cost estimates which would be firmed up in the event of projects going forward for delivery. All projects will also be subject to the preparation of project design briefs and local consultation.
4.2 HR/Policy/Legislative Impact
4.2.1 There are no HR/Policy or legislative impacts.
4.3 Environmental Impact
4.3.1 A number of LDP projects will have a positive effect on the local environment, for example; supporting safer areas to play, addressing issues of road safety and traffic congestion.
4.4 Risk Impact
4.4.1 There are financial risks identified at this stage in the financial year due to delay in the development and delivery of some LDP projects as a result of the Covid-19 pandemic. Where issues are being incurred in sourcing materials, alternatives are being explored to enable projects to progress within budget. 4.4.2 It should be noted that the funding position will continue to be closely monitored.
5. Measures of success
5.1 Projects delivered within amended timescales taking into account all relevant factors, budgetary considerations and local consultation.
5.2 Local communities involved in the development of project designs and delivery and are generally satisfied with the outcome.
5.3 People in communities whose voices are seldom heard are engaged in putting forward/influencing projects within their community.
5.4 The governance role of the Community Boards is consolidated in terms of project development, approvals and monitoring processes.
Page 11 of 209 6. Supporting documents
6.1 Appendix 1 – Projects in Progress or Completed in 2020/2021
6.2 Appendix 2 – Projects on holding list for completion in 2021/2023 budget permitting
Lizanne McMurrich Head of Communities
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Appendix 1
Community Board LDP Programme Up-dates 2020/2021 – Airdrie
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding Caldercruix Upgrade Toddler N/A £20,000.00 Contract awarded. Due Play Area for completion end of financial year
Community Board LDP Programme Up-dates 2020/2021 – Coatbridge
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding All projects in Coatbridge completed foe 2020/21
Community Board LDP Programme Up-dates 2020/2021 – Bellshill
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding Bellshill Deployable N/A £14.068.00 £13,021.00 Birkenshaw Sports Barn. CCTV Awaiting further charges Billy McNeil Project, Statue to N/A £15,000.00 - Contract awarded however Bellshill commemorate there was a delay due to local sporting Covid. Project now hero progressing, due to commence in March 2021
Community Board LDP Programme Up-dates 2020/2021 – Cumbernauld
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding Jasmine Place Improve access N/A £20,000 £20,757 Project complete Cumbernauld and community safety Condorrat Water feature at N/A £16,000 £16,000 Project complete Spring/Spout Condorrat spring Palacerigg Spine Path N/A £61,500 Project ongoing Condorrat Improvements N/A £20,000 £16,000 Due for completion March Community 2021 Gardens
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Community Board LDP Programme Up-dates 2020/2021 –Kilsyth
Project Name Project Reason for Project Spend to date Additional Notes Description project not Budget proceeding Rennie Road Wheeled Sports N/A £57,000.00 - Contract to be awarded Wheeled Sports Area Area
Dumbreck Local Realign Garrell N/A £100,000.00 £69,400. Contribution to larger Nature Reserve Burn to alleviate project localised flooding to existing path network
Community Board LDP Programme Up-dates 2020/2021 – Northern Corridor
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding All projects in Northern Corridor completed for 2020/21
Community Board LDP Programme Up-dates 2020/2021 – Motherwell
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding Craineuk PB approved N/A £15,000 - Project being carried in Community project in conjunction with local Garden grounds of school Berryhill PS Brannock HS PB approved N/A £80,000 - Contract awarded. MUGA project Additional match funding secured from school and Asset and Property (total project now £165,000) Awaiting building warrant approval New Stevenson PB approved N/A £40,000 - Work complete Play Area project to upgrade existing site Loanhead Road Local N/A £20,000 - Works complete Underpass environmental improvements
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Community Board LDP Programme Up-dates 2020/2021 – Wishaw
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding Buchan Street, Additional N/A £30,000.00 - Contract awarded. Wishaw parking to ease congestion Allanton Grove, Additional N/A £30,000.00 - Contract awarded Coltness parking to ease congestion
Community Board LDP Programme Up-dates 2020/2021 – Shotts
Project Name Project Reason for Project Spend to Additional Notes Description project not Budget date proceeding Shotts Stane PB approved N/A £20,000 - In design Gardens project to improve local walking routes Salsburgh Heritage PB approved N/A £20,000 - Development work Project project to ongoing establish local heritage group and features Shotts Currieside PB approved N/A £20,000 - Works delayed due to Avenue project. Covid-19. Being carried out Replacement of by Street Scene team. existing play area Shotts MUGA PB approved N/A £80,000 - Contract awarded. project to build MUGA Salsburgh PB approved N/A £50,000 - Contract awarded. Wheeled Sports project for wheeled sports area Harthill MUGA PB approved N/A £80,000 - Contract awarded. project to build MUGA Harthill Scooter PB approved N/A £30,000 - Contract Awarded Track project (changed from play area/outdoor gym following consultation)
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Appendix 2
Potential Community Board LDP Programme 2021/2023 – Airdrie
Project Name Project Potential Additional Notes Description Project Cost estimate Chapelhall/Bellside Road parking £40,000.00 Approved in principle Road parking St Serf’s Environmental £15,000.00 Approved in principle Environmental Improvements Improvements Gartleahill Play Area Wheeled sports £70,000.00 Approved in principle area & refurb existing play area Craigneuk play area Creation of new £40,000.00 Approved in principle - Will be play area used as match funding for an external grant application Petersburn Path Petersburn Path £20,000.00 Approved in principle Improvements Improvements Forrest Street Environmental £10,000.00 Approved in principle Improvement Craigneuk/Petersburn Path £30,000.00 Approved in principle Improvements Ayr Drive Play area Creation of new £45,000.00 Approved in principle play area Katherine Park Sports Provision £60,000.00 Approved in principle Monks Estate Play Monks estate Play £50,000.00 Approved in principle area Improvements area Improvements Castle St Chapelhall Parking £20,000 Approved in principle Improvements Waverley Drive Fencing £8,000 Approved in principle Airdrie Improvements Rawyards Park Play Additional play £8,000 Approved in principle Area Improvements equipment
Potential Community Board LDP Programme 2021/2023 – Coatbridge
Project Name Project Description Potential Additional Notes Project Cost Estimate Bargeddie Community Garden £28,000.00 Approved in principle Community Garden Greenend Environmental £25,000.00 Approved in principle Improvements Shawhead Primary Turning circle £55,000.00 Approved in principle Souterhouse Park Additional works £15,000.00 Approved in principle Heritage Improvements £40,000.00 Approved in principle Way/Monklands Canal Improvements Wilton Street Parking Bays £15,000.00 Approved in principle Scarhill Street Play Upgrade Play Area £50,000.00 Approved in principle Area Swinton Crescent, Parking £13,000.00 Approved in principle CB Parking
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Tesco Extra, Environmental £10,000.00 Approved in principle Environmental Improvement Improvements Elgin Place Parking £15,000.00 Approved in principle Mitchell Street, Parking bays to £30,000.00 Approved in principle Coatbridge improve traffic congestion Dunbeth Park Pavilion £15,000.00 Approved in principle Pavilion Open space at Environmental £25,000 Approved in principle Netherhouse ave improvements North Bute St Environmental £20,000 Approved in principle Improvements Shiel Pl Coatbridge Creation of parking £20,000 Seeking approval Viewfield Rd Environmental and £20,000 Seeking Approval Coatbridge road safety project
Potential Community Board LDP Programme 2021/2023 – Bellshill
Project Name Project Description Potential Additional Notes Project Cost Estimate Simpson Way, Parking £15,000.00 Approved in principle Improved parking Improvements Holytown Area CTK Pathways £15,000 Approved in principle Pathways Thankerton Avenue Parking £20,000 Approved in principle
Viewpark Gardens Funding to support £20,000 Approved in principle development of potential works at site Milnwood Drive Creation of parking £20,000 Approved in principle Bellshill area
Potential Community Board LDP Programme 2021/2023 – Cumbernauld
Project Name Project Description Potential Additional Notes Project Cost estimate Abronhill Environmental £20,000.00 Approved in principle Community Works improvements Kildrum Workers Heritage feature £6,000.00 Approved in principle memorial improvements Carbrain PS Community Access £30,000.00 Approved in principle Green routes and Improvements £20,000.00 Approved in principle sustainable travel Oak Road pitch Contribution to £30,000.00 Approved in principle resurfacing Eastfield Cemetery Improvements £10,000.00 Approved in principle Tarbolton Rd Improved £20,000 Approved in principle accessibility works Clouden Rd Improved £15,000 Approved in principle landscaping and greenspace works Millcroft Rd Accessibility £15,000 Approve in principle improvements
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Potential Community Board LDP Programme 2021/2023 – Kilsyth
Project Name Project Description Potential Additional Notes Project Cost Estimate Kilsyth Burngreen/ Outdoor Gym £30,000.00 Approved in principle Bogside Gym Kilsyth Sports field Sports field – £35,000.00 Approved in principle - contribution to Additional resource required resurfacing to improve Community access Colzium Estate Up- Fountain Up-grade £10,000.00 Approved in principle - grade Fountain Additional resource required Montrose Gardens Parking £15,000.00 Approved in principle Parking Banton Parking Parking £20,000.00 Approved in principle Kilsyth Heritage Heritage project £20,000.00 Approved in principle project Fisher Avenue Parking £15,000.00 Approved in principle Parking
Potential Community Board LDP Programme 2021/2022 – Northern Corridor
Project Name Project Description Potential Additional Notes Project Cost Estimate Mollinsburn Entrance Feature £13,000.00 Approved in principle Entrance Feature Auchinloch Entrance Feature £12,000.00 Approved in principle Entrance feature Stepps Cultural Pathways £20,000.00 Approved in principle Centre Pathways Green routes sustainable travel £25,000.00 Approved in principle sustainable travel work and path up- work and path up- grades grades Stepps Running Running Track £15,000.00 Approved in principle Track Dunalister Drive Replace play area £60,000.00 Approved in principle Play Area
Potential Community Board LDP Programme 2021/2023 – Motherwell
Project Name Project Description Potential Additional Notes Project Cost Estimate Jerviston East End Parking £20,000.00 Approved in principle Sannox Drive Play Replace Play Area £30,000.00 Approved in principle Area Burnside Street Play area upgrade £10,000.00 Approved in principle Play Area George Street Play Replace Play area £40,000.00 Approved in Principle - Match Area funding contribution for external grant application
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Forgewood Communal areas £45,000.00 Approved in principle Communal areas North Motherwell Additional Parking £20,000.00 Approved in principle St Bernadette’s parking Newarthill Parking £10,000.00 Approved in principle Glenburn Ave. Parking Cairngorm Cres Parking £30,000 Approve in principle
Potential Community Board LDP Programme 2021/2023 – Wishaw
Project Name Project Description Potential Additional Notes Project Cost Estimate Maxton Crescent Phase 2 parking £15,000.00 Approved in principle Cambusnethan Extend Parking £20,000.00 Approved in principle Netherton Safe walking routes £20,000.00 Approved in principle Fir Place Play Area Replace Play area £40,000.00 Approved in principle Attercliffe Avenue Replace Play area £50,000.00 Approved in principle Play Area Greenhead Moss Signage £10,000.00 Approved in principle Signage Hospital Road Walking Route £20,000.00 Approved in principle Walking Route Coltness Welcome Welcome sign £20,000.00 Approved in principle sign Belhaven Park Dog Dog walking area £15,000.00 Approved in principle Walk area King George V Play Replace Play area £100,000.00 Approved in principle area, Wishaw Gowkthrapple Creation of New £80,000.00 Approved in principle MUGA Kenilworth Avenue, Outdoor Gym £40,000.00 Approved in principle Wishaw Cleland MUGA Creation of New £70,000.00 Approved in principle MUGA Overtown Dog Lighting £20,000.00 Approved in principle walking area Cambusnethan Traffic calming £20,000.00 Approved in principle Cleland Public Park Refurb and extend £50,000.00 Approved in principle play area North Dryburgh Rd Parking £30,000 Approve in principle
Potential Community Board LDP Programme 2021/2023 – Shotts
Project Name Project Description Potential Additional Notes Project Cost Estimate Baton Rd Parking Parking £40,000 Approved in principle Stane Corner Parking £30,000.00 Approved in principle Parking Shotts Leisure Outdoor gym £30,000.00 Approved in principle Centre Outdoor Gym Lochaber Road Parking £50,000.00 Approved in principle Parking Page 19 of 209
Area at Calderhead Create lay by to £25,000 Approve in principle High School ease congestion
Page 20 of 209 AGENDA ITEM 4
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☒noting Ref LMcM/MC/MK Date 01/02/21
Community Safety Strategy 2020-25
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 812338
Executive Summary
The Scottish Government’s ambition for a Safer and Stronger Scotland is one where local communities flourish and become stronger, safer places to live, offering improved opportunities and a better quality of life. The Antisocial Behaviour etc. (Scotland) Act 2004 places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. Existing effective community safety partnership arrangements have been in place for some time in North Lanarkshire, which seek to make North Lanarkshire’s communities safer and feel safer for everyone to prosper. These partnership arrangements adopt a holistic, integrated approach to improving community safety in North Lanarkshire, recognising the inter- connectedness of the various aspects of community safety and align with The Plan for North Lanarkshire.
The purpose of this report is to seek approval on a new Community Safety Strategy for North Lanarkshire for the five year period 2020-2025 which provides one overall strategy incorporating the various community safety areas including the Antisocial Behaviour Strategy.
Recommendations
It is recommended that the Community Empowerment Committee:
(1) note the progress made to date in relation to the development and consultation to produce a new Community Safety Strategy for North Lanarkshire for the five-year period 2020-2025;
(2) approve the new Community Safety Strategy – Improving Community Safety in North Lanarkshire: A Strategy to Improve Lives 2020-25; and
(3) note the arrangements to monitor, evaluate and report progress towards achieving the strategic outcomes.
Page 21 of 209 The Plan for North Lanarkshire Priority All priorities
Ambition statement All ambition statements
1. Background
1.1 In North Lanarkshire we have a collective shared ambition with partners to reduce inequalities, increase prosperity, inclusiveness and outcomes for all, as set out in The Plan for North Lanarkshire. Improving community safety makes an enormous contribution to achieving this ambition, through making North Lanarkshire a better place to live, work and visit, where homes, workplaces and public spaces are safe and feel safe for everyone to prosper.
1.2 Within North Lanarkshire the majority of community safety activity is coordinated at a local level through localised partnership working, with the Community Boards and the North Lanarkshire Partnership Board adopting a governance and strategic role respectively. All partners with a role in Community Safety are represented through these community safety planning structures. Engagement with communities to improve community safety is crucial and is key to identifying local issues and action required. Local individuals and communities are involved through the Community Boards. Progress in respect of community safety matters is reported to the Community Safety Partnership Forum and Community Empowerment Committee.
1.3 Previously, notwithstanding the broad range of partnership community safety activity there was no singular strategy that reflected the key community safety issues for North Lanarkshire and the broad spectrum of work and activity that takes place to address issues to help make North Lanarkshire’s communities to be and feel safer.
1.4 Tackling antisocial behaviour makes a significant contribution to improving community safety. The Antisocial Behaviour etc. (Scotland) Act 2004 places a duty on local authorities and the relevant chief constable to publish a strategy setting out how it will tackle antisocial behaviour in its area. It had previously been the intention to review the Council’s Antisocial Behaviour Strategy in 2019, with a view to producing a refreshed Antisocial Behaviour Strategy to reflect the current key strategic priorities and actions for the next five-year period.
1.5 It is widely acknowledged that a collaborative partnership approach is more effective in addressing the broad and often inter-connected needs of individuals and communities, and that the spectrum of community safety activity is broad and far reaching. Initially focussing on the prevention and reduction of crime and antisocial behaviour, community safety now encompasses all aspects that help people to be and feel safe in their communities, extending to important issues such as gender based violence, community justice, counter-terrorism, home and fire safety amongst others.
Page 22 of 209 1.6 Recognising the existing strong community safety partnership arrangements in place within North Lanarkshire that underpin a holistic, integrated approach to addressing not only the needs of communities, but also the broad spectrum of activity that takes place in relation to community safety, and the legislative requirement to publish an Antisocial Behaviour Strategy, it was decided that the establishment of an all- encompassing Community Safety Strategy would be most appropriate way forward. This approach will better galvanise capacity to better utilise and target resources and activity through the North Lanarkshire Partnership to improve outcomes for individuals and communities in North Lanarkshire.
2. Report
2.1 A Community Safety Strategic Group was established in 2019 to progress the development and implementation of a new Community Safety Strategy for North Lanarkshire. This group reviewed a range of available evidence and data to help identify the key community safety issues, challenges and priorities for North Lanarkshire.
2.2 To gather the intelligence and to ensure the new strategy was reflective of the key community safety issues affecting communities and individuals, a range of consultation activity was undertaken to help inform the development of the new strategy: Improving Community Safety in North Lanarkshire, A Strategy to Improve Lives 2020 -25.
2.3 Consultation was carried out with a range of stakeholders and included activities such as online surveys, a stakeholder event, local briefings, presentations and community matters engagement opportunities. The draft strategy was also published on the council’s website for consultation. The consultation report provides a comprehensive overview of the activity and can be accessed here: https://www.northlanarkshire.gov.uk/your-community/working- communities/community-safety-strategy
2.4 The strategy sets out five key strategic priorities which are underpinned by the following five key themes:
• Effective Community Involvement, Influence and Ownership; • Strong Partnership Working, Governance and Decision Making; • Tackling Inequalities; • Prevention and Early Intervention; and • Place Based Approach.
2.5 These themes set out the fundamental building blocks of the approach to be taken by community planning partners to improve community safety in North Lanarkshire. Five priority areas for action have been directly informed by the feedback received through the consultation process and are to:
• effectively tackle antisocial behaviour; • reduce serious violence and disorder; • reduce harm from unintentional injury and fire; • tackle Gender Based Violence and protect people at risk of harm; and • improve road safety.
Page 23 of 209 2.6 These priorities have been identified as the top community safety priority areas for North Lanarkshire through the evidence review and consultation responses.
2.7 A range of corresponding actions are set out within the strategy to achieve these strategic priorities. Improving Community Safety in North Lanarkshire, A Strategy to Improve Lives 2020-25 will span a five-year period and progress will be reviewed and reported annually through the Community Safety Partnership and existing community planning structures.
2.8 Progress will be also be reported to a much wider range of stakeholders including individuals and communities through publication of the progress report on the Council’s website. It is anticipated that the first review will take place in December 2021.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 An equality impact assessment, which also assesses impact in relation to the Fairer Scotland Duty has been carried out for the strategy. Through this process active consideration has been given to how inequalities of outcome caused by socio- economic disadvantage can be reduced. It is considered that the strategy has both a direct and indirect positive impact on reducing socio-economic disadvantage through the extensive range of actions which improve life opportunities and outcomes for both individuals and communities within North Lanarkshire.
3.2 Equality Impact Assessment
3.2.1 As outlined in section 3.1 a full equality impact assessment has been carried out for this strategy and the summary is published and accessible on the Council’s website. The equality impact assessment has identified a positive impact associated with all protected characteristics given the broad scope of the strategy and corresponding actions.
4. Implications
4.1 Financial Impact
4.1.1 No financial impact has been identified in relation to this strategy at this time.
4.2 HR/Policy/Legislative Impact
4.2.1 No HR/policy/legislative impacts in relation to this strategy have been identified at this stage.
4.3 Environmental Impact
4.3.1 No environmental impacts have been identified in relation to this strategy at this stage.
4.4 Risk Impact
4.4.1 There are no significant or moderate risks identified in relation to this strategy.
Page 24 of 209
5. Measures of success
5.1 Development and implementation of the strategy.
6. Supporting documents
6.1 Appendix 1 – Improving Community Safety in North Lanarkshire, A Strategy to Improve Lives 2020-25
6.2 Appendix 2 – Fairer Scotland/Equality Impact Assessment https://www.northlanarkshire.gov.uk/your-community/equalities/equality-impact- assessments-eqias/enterprise-and-communities
Lizanne McMurrich Head of Communities
Page 25 of 209 IMPROVING COMMUNITY SAFETY IN NORTH LANARKSHIRE
A STRATEGY TO IMPROVE LIVES 2020-2025
Page 26 of 209 Page 27 of 209 contents section page section ... page
Consultation and Involvement Foreword ...... 04 – What You Told Us ...... 25 Introduction ...... 06 Measuring and Reporting Progress ...... 28 Strategic Context ...... 07 National Context Annex – Community Safety Strategy Local Context Indicators and Actions Summary ...... 29 Community Planning Framework
Our Successes ...... 11
Strategic Needs Assessment ...... 12
COVID-19, communities and individuals ...... 13
Key Themes ...... 14
Our Strategic Priorities ...... 16
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 28 of 209 3 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 foreword
As the Chair of North Lanarkshire’s Community Safety Partnership Forum I am pleased to present North Lanarkshire’s new Community Safety Strategy.
This strategy has been co-produced Recognising that community safety is fundamentally collaboratively involving our communities, about improving people’s quality of life, and Police Scotland, Scottish Fire and Rescue, encompasses everything that helps people to be and Health and Social Care, NHS Lanarkshire and to feel safe in their homes, within their community and a range of Council services, such as Housing, at places of work or leisure, improving community Environmental Services, Road Safety, Education safety is a crucial priority for our communities, the and Justice Services. Council, and our partners. It sets out the vision for community safety in North This strategy demonstrates our ongoing commitment Lanarkshire and the strategic outcomes that the to making a real difference to people’s lives in North Council and its partners will work towards to help Lanarkshire, through tackling a wide range of issues achieve this collective vision. such as antisocial behaviour, serious crime and disorder, road safety, gender based violence, home The strategy is grounded in a successful track record safety and fire safety. By addressing these important of strong partnership working and forward-thinking issues we know that we can help enable communities approaches to prevention as well as intervention to to be more inclusive, empowered, resilient and safe. improve community safety across North Lanarkshire. Councillor Angela Campbell, Convenor of Community Empowerment
4 Page 29 of 209 Special Thanks To all our tenants, residents, communities and partners who have helped produce this strategy. A special thanks to: Our Community Councils Scottish Youth Parliament North Lanarkshire Youth Council North Lanarkshire Federation of Tenants and Residents Associations The Local Area Partnerships North Lanarkshire Housing Co-production Group The Community Safety Hub, North Lanarkshire Council Stephen Llewellyn, North Lanarkshire Council Gillian Whitehead, North Lanarkshire Council Lorraine Meek, North Lanarkshire Council Tonia McBurnie, North Lanarkshire Council Paul Mathieson, Scottish Fire and Rescue Erica Baillie, Police Scotland Matt Costello, North Lanarkshire Council Helen Sneddon, Health and Social Care, North Lanarkshire Elspeth Russell, Health and Social Care, North Lanarkshire Clare McElroy, Health and Social Care, North Lanarkshire Azhar Ali, Road Safety, North Lanarkshire Council
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 30 of 209 5 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 introduction
The definition of community safety has changed over the years and has become increasingly broad and far reaching. Initially focussed on the prevention and reduction of crime and antisocial behaviour, community safety now encompasses all aspects that help people to be and feel safe in their communities, extending to include important issues such as gender based violence, community justice, counter-terrorism, home and fire safety amongst others. Generally it is now recognised that community safety is set within a much broader holistic context of enabling communities to be resilient and safe, through effective engagement and empowerment, and that much wider social, economic and physical factors all impact on community safety.
In North Lanarkshire we have a collective ambition workplaces, and public spaces are safe and feel live, work and visit North Lanarkshire. which is shared with partners to reduce inequalities, safe for everyone to prosper’. This Community Safety Strategy also comprises increase prosperity, inclusiveness and outcomes for Building on the existing strong partnership our Antisocial Behaviour Strategy for North Lanarkshire all, as set out in The Plan for North Lanarkshire. arrangements we will endorse a holistic, integrated as required by the Antisocial Behaviour etc. (Scotland) Our vision for community safety is aligned with our approach across partners to address the needs Act 2004 due to the inter-connectedness of tackling overarching ambition and is to: of communities in North Lanarkshire, recognising antisocial behaviour with the other community safety ‘Make North Lanarkshire a better place the broad spectrum of activity that contributes to strands and benefits of considering all of these strands to live, work and visit through integrated community safety and seek to extend our influence in a holistic way to better utilise and target resources partnership working to build strong, inclusive, further to support communities to be empowered to and activity as a partnership. vibrant, engaged communities, where homes, realise solutions that work best for the people who
6 Page 31 of 209 strategic context
Other national strategies and programmes of National Context relevance include Justice in Scotland: Vision and The Scottish Government’s ambition for a ‘Safer Priorities, published in 2017 and the Scottish and Stronger Scotland’ where local communities Government’s Building Safer Communities (BSC) flourish and become stronger, safer places to live, Partnership Programme. The Justice in Scotland offering improved opportunities and a better quality Strategy places people at the centre with a stronger of life provides the national context for all community focus on prevention, early intervention and diversion, safety activity. The National Policy Framework has a notable shift away from a focus on systems in place, provided the mechanism for monitoring progress, recognising that the Justice Service cannot in isolation with community safety aligned in some way to all the address the criminal and social issues in Scotland. outcomes, but with particular connection to: The BSC programme seeks: National Outcome 9: We live our lives safe from ‘a flourishing, optimistic Scotland in which crime, disorder and danger resilient communities, families and individuals live their lives safe from crime, disorder and National Outcome 10: We live in well-designed, harm’. sustainable places where we are able to access the amenities and services we need This collaborative approach helps communities and partners reduce crime and unintentional harm, making National Outcome 11: We have strong, resilient best use of the strengths within communities to drive and supportive communities where people take transformational change through improvement and responsibility for their own actions and how they good practice. affect others
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 32 of 209 7 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025
Outcome 3: Improve the health and wellbeing of Within North Lanarkshire the vast majority of Local Context our communities community safety work is coordinated at a local level through the community safety sub groups with North The Plan for North Lanarkshire is the overarching Outcome 4: Enhance participation, capacity and Lanarkshire Board taking a governance and strategic strategic plan for North Lanarkshire. It sets out the empowerment across our communities direction for all partners, the council, stakeholders and, role. All partners with a role in community safety are most importantly, for each of our unique communities There are also a number of other local strategies represented on these community planning structures and the people who live, learn, work, invest and visit and plans that community safety plays a key role in, and include, Elected Members, Housing, Police within North Lanarkshire. This provides the framework including the Equalities Strategy (2019-24), the Scotland, Scottish Fire and Rescue, Health and Social for all other strategies and plans, including the Local Housing Strategy (2016-21), the Tenant Care, NHS Lanarkshire, Education, Environmental Community Safety Strategy. The plan identifies that Participation Strategy (2020-25) and Community Services, the Housing Community Safety Team, whilst trends show strong improvements in a number Matters – A Framework for Working with VANL and other council services. Involvement of key areas, such as employment, investment and Communities amongst others. This reinforces the from communities is vital in these structures and educational attainment, there are still unacceptably far-reaching impact of community safety and its inter- representation from community members is comprised high levels of deprivation, child poverty and clear areas connectedness across different policy areas. in the Community Boards and other sub groups which of inequity and inequality remaining. As such, it is feed into the community safety agenda. The following recognised that there is an element of social exclusion diagram provides an illustration of the community across some of our towns and communities in safety planning arrangements. North Lanarkshire and The Plan seeks to reduce this exclusion through improving prosperity and outcomes for all, ensuring that all our communities benefit, improving equality of opportunities for all. Community safety is pivotal to achieving this vision and contributes to all five high level strategic priorities set out in The Plan given the broad context in which community safety exists, making a particular specific contribution to outcomes 3 and 4:
8 Page 33 of 209 North Lanarkshire Community Safety Planning Arrangements
North Lanarkshire Board Community Community Safety Empowerment Comprises membership of chief executives of public sector Partnership Committee organisations and elected members Forum
PREVENT Group Community Boards x 9 (Anti-terrorism) Comprises local tenants and residents, elected members, local area managers for housing, social work, health, education, environmental, community partnership managers, Police Scotland, Scottish Fire and Rescue, VANL, wider third and independent sector
Local Area Teams Comprises local tenants and residents, elected members, local area managers for housing, housing community safety team, social work, health, education, environmental, community partnership managers, Police Scotland, Scottish Fire and Rescue, VANL, wider third and independent sector
Daily Contact and Information Sharing across organisations via Share Point
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 34 of 209 9 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025
There are 3 Community Partnership Managers, 6 • North Lanarkshire’s Alcohol and Drug Partnership Assistant Community Partnership Managers and • North Lanarkshire’s Violence Against Women a Housing Community Safety Team within North Working Group Lanarkshire Council who have specific responsibility for driving forward community safety in North • North Lanarkshire’s Local Housing Strategy Lanarkshire in partnership with communities, Police Steering Group Scotland, Scottish Fire and Rescue, Registered Social • North Lanarkshire’s Equalities Group Landlords, the Procurator Fiscal, Children’s Reporter, • North Lanarkshire’s Mental Health and Addictions NHS Lanarkshire and Health and Social Care North Partnership Board Lanarkshire, the Third and Independent Sector, local businesses and other council services. The Housing- • North Lanarkshire’s Long Term Conditions and Community Safety Team has a specific remit for Frailty Partnership Board tackling antisocial behaviour and has responsibility for • North Lanarkshire’s Integrated Joint Board delivering on the Antisocial Behaviour etc. (Scotland) Act 2004 requirements. Strong partnership arrangements have been in place in North Lanarkshire for a number of years, providing All community safety related policy, plans, strategies a vehicle for partners to collectively meet the needs and performance related business are reported to of local people especially for those people in most the Community Empowerment Committee and the need. These robust partnership arrangements will Community Safety Partnership Forum. provide the foundations to build stronger links across The community safety sub groups and community partners and areas to improve how we work together planning partnership structures work closely with to improve community safety in North Lanarkshire. Public Protection Services1 and Justice Services, as well as a number of other partnership boards and forums, including:
1 Separate governance arrangements exist for Adult and Child Protection and Management of Offenders
10 Page 35 of 209 our successes
There have been a number of successes in recent centres. The team works in close partnership with focussed responses and measures to address years which have resulted in a number of positive Police Scotland, providing real-time intelligence that antisocial behaviour. This service has consistently outcomes in relation to community safety. This is informs a rapid response helping keep our officers seen year on year improvements in key performance evidenced in a downward trend in a number of key safe whilst carrying out their duties. Evidence areas and has worked in close partnership with the community safety areas, including, overall levels of gathered from CCTV provides vital evidence to CCTV monitoring centre to achieve positive outcomes crime, deliberate fire setting, road casualties and secure convictions and is a crucial policing tool in in relation to community safety. The new alignment driving offences. issuing fixed penalties for environmental littering. of these two key services in one team recognises Furthermore, the team provide ‘Shop Watch’ a the benefits of the convergence of such services in Key to this success has been our partnership vital service to help prevent theft in shops and can providing a more effective response to community response involving our communities, individuals and redeploy cameras to areas of concern to help prevent safety in North Lanarkshire. partner organisations which has evolved over time and tackle crime. to provide an effective response to changing local needs. A key example of this coordinated partnership All of this makes a huge contribution to helping response to improve community safety has been people feel and be safe in our communities, but the the recent establishment of a new all-encompassing service also makes a vital contribution in other less Housing Community Safety Team which incorporates well known but critical areas. Two such key areas both the Antisocial Behaviour Response Service in which the team have a life-saving impact include and the CCTV Monitoring Centre providing a rapid, suicide prevention and finding missing people. With effective and coordinated response to tackling strategic public space CCTV coverage the team are crime, disorder and antisocial behaviour in North skilled and fully equipped to utilise the technology Lanarkshire. to identify people in distress and can act quickly in partnership with other key responders to provide the The innovative redesign of the new team houses support and help required. one of the most advanced CCTV control systems in Scotland, monitoring over 1,000 cameras across Going forward the other key component of the team schools and colleges; town centres; multi-storey includes the Antisocial Behaviour Service which tower blocks; housing areas; recycling and waste provides a range of proactive and preventative
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 36 of 209 11 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 strategic needs assessment
A strategic needs assessment has been undertaken areas, and includes information and feedback from to identify the key community safety issues in North consultation and involvement opportunities. The Lanarkshire. This assessment has involved analysis diagram below provides an overview of the evidence of a detailed evidence base across a broad range of and data explored throughout this process.2
Strategic Needs Assessment of Key Community Safety Issues in North Lanarkshire
Crime and Disorder (NL Data) Gender Based Violence (NL Data) Violent crime Scale and extent of domestic abuse incidents Firearms and offensive weapons Referrals to specialist VAWG support services Antisocial Behaviour (NL Data) Hate crime Referrals to specialist perpetrator VAWG3 Antisocial behaviour by area, times, outcomes, Sexual crime type, tenure etc. Domestic housebreaking Scale and extent of antisocial behaviour Commercial housebreaking Involvement Opportunities Feedback and Vehicle crime Information (NL Data) Drug and alcohol related crime Community Matters Rural crime Community Matters - Locality Partnerships Stakeholder events Strategic Assessment of Need Surveys Fire and Home Safety (NL Data) Local forums Accidental dwelling fires Fire casualties and fatalities Deliberate fires Wider National Evidence and Data Non-domestic fires (across Scotland) Unintentional harm Briefing papers Non-fire emergencies Strategies Home fire safety visits Plans and policies
2 Note this provides a summary overview of data and evidence explored, a much broader range of evidence and data is collated and analysed in relation to the respective areas and the context of community safety 3 VAWG - Violence Against Women Group
12 Page 37 of 209 COVID-19, communities and individuals
The timing of the research and evidence that contribution that individuals and communities make to green space varies significantly across different social underpins this strategy pre-dates the COVID-19 public health, community safety and building groups and that good access can reduce the impact pandemic. Since undertaking the research to inform resilience. Since the outbreak of COVID-19, of deprivation through improving health and wellbeing this strategy, the global pandemic has caused communities have sprung into action, with neighbours and creating stronger communities. This strategy disruption to everyday life and the impact of the virus and community groups organising support to help therefore plays an even more important role going on individuals and communities has been extensive those in need in their local areas. Many people have forward, providing community-centred mechanisms in and significant. The medium to longer term impacts of stepped forward to volunteer, helping in the which communities can become more empowered, the pandemic on individuals and communities is not community hubs, local charities, or in the NHS. building on their resilience to create and shape safer yet known. Communities have shown their resilience and stronger communities in which individuals and adaptability to respond to local needs. Nonetheless, communities are better connected, inequalities are We know however from the early data and evidence COVID-19 has also highlighted the significant reduced and everyone has the opportunity to thrive available that the pandemic has had a profound inequalities that exist in our communities with evidence and prosper. The review of this strategy will consider immediate impact on a range of key areas that affect showing that the pandemic has had a greater adverse any new evidence that emerges in relation to individuals’ lives and communities. For many, they impact on individuals in our communities who are COVID-19 and communities. Actions will be reviewed have been affected on a personal level, through loved already disadvantaged or experience inequality. As and updated where required to reflect an appropriate ones, family members, friends or themselves being such greater support is needed for individuals and response to emerging needs. affected directly by the virus. For others their communities who are excluded, isolated or seldom livelihoods have been affected, through furlough or heard. In a similar way the pandemic has illustrated redundancy, and for many day to day life has changed the value and positive impact that high quality outdoor significantly with the implementation of lockdown space, which is safe and welcoming has on both measures and social distancing. The response to physical and mental health. We know that access to COVID-19 however, has demonstrated the substantial
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 38 of 209 13 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 key themes
The wide range of evidence has informed the key strategic priorities that will help achieve our vision to ‘Make North Lanarkshire a better place to live, work and visit through integrated partnership working to build strong, vibrant, engaged communities, where homes, workplaces, and public spaces are safe and feel safe for everyone to prosper’.
Recognising that safe communities that are resilient, and that some people may face particular barriers to Tackling Inequalities inclusive and tolerant are conducive to creating engagement. We will endeavour to ensure a range Evidence tells us that despite improvements in a communities in which individuals can thrive and of engagement methods that optimise involvement number of important areas persistent inequalities prosper, how we deliver community safety will require from all, with a particular focus on creating conditions still exist in our communities. Furthermore, national a collective effort from communities and all partners. in which communities that experience exclusion are evidence suggests that the inequality gap is widening supported to be involved and have real control and Underpinning our priorities are key themes which set with factors such as poverty, welfare reforms, influence over decisions that are made. out the fundamental aspects of our approach in taking connectivity, health and age all playing a role. We forward the creation of safer communities in North Strong Partnership Working, Governance and are committed to tackling inequalities and improving Lanarkshire: Decision Making outcomes for all, as such we will target our efforts and resources on communities in greatest need. We Effective Community Involvement, Influence and We recognise that community safety is complex will do this through improved collaborative working Ownership and multi-faceted and that in order to create safer recognising that communities and individuals in communities we need to address the needs of people We will support and enable communities to identify greatest need are often in contact with a range of and communities holistically. Evidence tells us that and tackle issues that are most important to them. services for different reasons and effective support interventions in one area can result in improvements We recognise the involvement and participation from is support which addresses needs in a holistic way, in other outcomes, reinforcing the need for effective communities and individuals within communities taking a whole systems approach across services. integrated and partnership working across a broad is pivotal to creating safer communities. We also range of areas. recognise that it may be challenging for some individuals and communities to have their voice heard,
14 Page 39 of 209 Prevention and Early Intervention We know that prevention and early intervention is best if we are to support people to change their behaviours, reduce risk and achieve sustainable long term changes in communities and amongst individuals and families. We will focus on taking action at an early stage working closely with partners to help build capacity and resilience in communities and amongst individuals to create healthier and safer communities. Place Based Approach We will adopt a ‘Place Principle’ approach to our activity, to strengthen cross-sector collaboration with communities and partners and to optimise outcomes recognising the value of a place based approach in aiding a better shared understanding across sectors of issues, and increasing capacity and flexibility to respond to these issues.
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 40 of 209 15 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 our strategic priorities
• 16% of ASB contacts relate to criminal activity, 7% • In 2018/19 the majority of contacts received were Priority 1: To effectively harassment, 5% estate issues, 2% gangs/youths in relation to a repeat subject, with 57% of contacts and 1% non-domestic noise over the year relating to a subject who had been tackle antisocial reported on at least one other occasion • 57.4% of ASB contacts are made from tenants behaviour who live in council housing, 22.5% are from owner • 60% of contacts in 2018/19 were made out of occupiers, 7.1% are from private sector tenants hours Evidence tells us: and 2.7% are from housing association tenants • The majority of contacts made in 2018/19 were • Antisocial behaviour (ASB) contacts are increasing, • The remaining 13.0% of ASB contacts comprise during summer months (July and August) up 11.2% in 2018/19 from the previous year and individuals who wished to remain anonymous and • Motherwell and Wishaw had the greatest 18.4% since 2014/15 individuals who have been referred to the service proportion of contacts of all locality areas in from other partner agencies • 69% of ASB contacts relate to domestic noise, 2018/19 accounting for 20.4% and 19.6% of all accounting for the majority of ASB call outs, • In relation to ASB subjects3, the majority are contacts followed by criminal activity which accounted for tenants who live in council housing, accounting for • Bellshill had the lowest proportion of contacts, 15.8% of contacts 60.4% of subjects accounting for 13.2% of all contacts made in • The top three categories of domestic noise • 12.9% of ASB subjects are from the owner- 2018/19 complaints are loud music, banging and shouting occupier sector, 10.2% are private sector landlord • Of all contacts made, 17% required a call out with and swearing, in this order, with loud music tenants, 4.0% are from people in temporary a greater prevalence of call outs in out of hours accounting for 34.07% of all domestic noise accommodation and 3.0% are from tenants in than during daytime hours (25% in comparison to complaints in 2018/9 housing association properties 5%) • The top three categories of criminal activity • 7.2% of ASB subjects were area related and not complaints are misuse of drugs, violence and tenure specific 3 vandalism, in this order, with misuse of drugs ASB subjects relate to the person who is subject of the ASB • 10.7% of contacts were from tenants in multi- complaint accounting for 27.4% of all criminal activity storey towers complaints in 2018/19
16 Page 41 of 209 Our key actions: • We will better use evidence and intelligence collaboratively to identify key areas of focus to target resources and activity to effectively tackle antisocial behaviour • We will review the Antisocial Response Service to ensure the service is fit for purpose, targets resources efficiently and effectively and meets local needs • We will adopt a preventative approach by delivering local based initiatives to address and prevent antisocial behaviour • We will work collaboratively to implement environmental changes to minimise antisocial behaviour in public spaces • We will work in partnership to proactively address challenges around problematic premises • We will decrease the sale of alcohol to young people, focussing on the providers and facilitators of alcohol provision • We will increase the effective use of existing legislation e.g. CRASBO, Fixed Penalty Notices for Environmental Offences, Antisocial Behaviour Orders
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 42 of 209 17 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025
• There has been an increase of 4.8% in common Priority 2: To reduce assaults recorded over the 2017/18 and 2018/19 serious violence and period • Within this 4.8% increase, there has been a 20.2% disorder increase in police assaults • Robbery detection rate has improved by 7.4% over Evidence tells us: the 2017/18 and 2018/19 period and robbery has • Overall, crime across North Lanarkshire has reduced by 2.7% decreased by 15% across the past 5 year period5 • Hate crime and offences detection rate has • Housebreaking has reduced by 5.2% over the increased by 5.3% over the 2017/18 and 2018/19 2017/18 and 2018/19 period and has reduced by period 17.1% over the past 5 year period • The number of complaints regarding disorder has • Sexual crime has reduced by 19.9% over the reduced by 4.9% over the 2017/18 and 2018/19 2017/18 and 2018/19 period and sexual crime period detection rate has increased by 19.8% • The number of detections for drug supply, drugs • Whilst serious assaults have reduced by 13.9% productions and cultivation has decreased by over the 2017/18 and 2018/19 period they remain 16.1% over the 2017/18 and 2018/19 period 7.9% above the five year average
5 2014/15; 2015/16; 2016/17; 2017/18 and 2018/19 period
18 Page 43 of 209 Our keys actions: • We will commit specialist officers to investigate patterns of housebreaking and target recidivist • We will increase positive engagement with offenders complainers of violence to maximise accurate reporting and investigating • We will increase the use of mobile automatic number plate recognition to reduce road crime • We will reduce residential indoor violence by targeting repeat locations and offenders • We will encourage prevention activity such as removal of property tools from vehicle and trailers • We will reduce the number of people carrying to reduce vehicle crime weapons and serious violent crimes involving the use of weapons through a range of tactics • We will tackle serious organised crime groups who including prevention, early intervention and exploit young people to commit high value vehicle enforcement crime • We will increase the disruption of persons involved • We will collaboratively support education in relation in serious and organised crime and reduce the to the risks of drug use, including multi-substance number of violent crimes linked to feuds between use crime groups • We will increase intelligence and detection in • We will reduce hate crime through effective relation to the supply of all drugs engagement, education and enforcement • We will ensure effective use of third party reporting tools for hate crime
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 44 of 209 19 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025
• Cooking food remains the main cause of accidental in North Lanarkshire, accounting for 61.7% of all Priority 3: To reduce dwelling fres in North Lanarkshire injuries harm from unintentional • For all deliberate fires (primary and secondary) there • Unintentional injury emergency hospital admissions is an overall decrease of 9% is most common in North Lanarkshire amongst the 75+ age group, which accounts for 27.9% of injury and fire • There has been an increase of 9% in fires in non- injuries Evidence tells us7: domestic property • Deaths by unintentional injury in North Lanarkshire • Smoking is the main cause of death from fire in the • There has been a slight increase in the number of have increased by 9.6% over the past 3 years9 accidental dwelling fires, up 5% over the past 3 home • Suicide rates in North Lanarkshire have increased in years • Those who drink alcohol and smoke are more likely recent years and are above the national rate • A total of 3,260 Home Fire Safety Visits have been to lose to their life in a fire • Young people aged 14 years to 25 years and men carried out in 2018/19 in North Lanarkshire • Those from the most deprived areas are much more aged 34 years to 54 years are particular high risk likely compared to those from the least deprived • The majority of the accidental dwelling fires occur in groups in respect of suicide, with the latter 3 times areas to experience an unintentional injury the Motherwell and Ravenscraig areas more likely to commit suicide than any other • There has been an increase of 23% in fire casualties • The rate of falls in those aged 65 and over is population group increasing • Fire fatalities remain low, with no reduction or • Most suicides in North Lanarkshire are outwith increase in the past 3 years • Deaths from poisoning has increased nationally, deprived areas, which is in contrast to the rest of doubling since 2011, this is in line with the National Scotland • The majority of injuries from accidental dwelling fires Records of Scotland statistics showing recent are minor with the most people receiving first aid on increases in drug related deaths 7 All evidence based on comparison of 2018/19 data to the 3 year site and for those who do attend hospital the average data over the period 2016/17; 2017/18 and 2018/19. 8 majority of their injuries are considered ‘slight’ • The number of emergency admissions in North This includes road traffic accidents, poisoning, falls, struck by/ Lanarkshire due to unintentional injury has against, crushing, scalds, accidental exposure to other and • The highest number of casualties are in the 30-39 unspecified causes and other, data refers to the 3 year period increased over the past 3 years by 5.6%8 2015/16; 2016/17 and 2017/18 from ISD Scotland years age group followed by 50-59 years age group 9 Refers to the period 2017/18, 2016/17 and 2015/16 – most recent • Falls account for the largest proportion of data available at time of writing from ISD unintentional injury emergency hospital admissions
20 Page 45 of 209 Our keys actions: • We will work with housing organisations that • We will explore creating a drug related litter group provide specialist housing to improve fire safety for to effectively address and reduce the amount of • We will provide Cook Safe presentations and vulnerable groups using the new national fire safety needles and other drug related litter inappropriately Home Fire Safety Visits to address the main guidance for specialist housing disposed of causality factor of accidental dwelling fires and to reduce resulting casualties and fatalities • We will work with partner organisations to reduce • We will proactively target groups at most risk of the number of unwanted fire alarm signals suicide through effective social media campaigning • We will tackle antisocial fire related behaviour through effective use of intelligence and working • We will implement a Falls Strategy to reduce the • We will continue to implement the actions collaboratively across organisations and partners number of slips and trips in the home contained in Lanarkshire’s Tobacco Control Strategy to reduce the prevalence of smoking in • We will continue to deliver our Fire Reach • We will increase participation in physical activity North Lanarkshire and in doing so reduce the risk Programme to support our personnel to engage opportunities recommended to improve bone of unintentional fire and injury effectively with young adolescents health and strength, and raise awareness of active health opportunities such as ‘get walking’ North • We will improve awareness of suicide amongst our • We will continue to roll out the new Junior Fire Lanarkshire to improve health and reduce risk of education establishments and consider further how Reach Programme for S1 pupils across all falls to sensitively increase awareness amongst primary secondary schools in North Lanarkshire education settings • We will continue to improve home safety for • We will support the Juvenille Firesetter young children through working with our early year • We will continue to carry out a range of tailored Intervention Programme through the specialised providers to raise awareness of home safety with training on suicide prevention including Suicide work of the Community Action Team parents Talk, Safe Talk, ASIST and Storm Training. • We will continue to implement the range of • We will work with the Alcohol and Drug Partnership fire stopping and active and passive fire safety to promote harm reduction and reduce drug measures in NLC multi-storey tower blocks related deaths in our communities • We will increase the number and variety of emergencies attended by Scottish Fire and Rescue Service to support partner agencies in protecting the community
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• Generally, the data suggests that gender based Priority 4: To tackle violence is a significant issue in North Lanarkshire but not any more so than in other areas of Gender Based Scotland Violence and protect Our keys actions: • We will continue to roll out the training of frontline people at risk of harm council housing staff in DASH-Ric assessments to encourage reporting, provide enhanced support Evidence tells us: and achieve better outcomes for women and • The number of domestic abuse incidents reported children affected by domestic abuse to Police Scotland has increased over the past 3 • We will promote the use of the Disclosure years by 9.5%10 Scheme for Domestic Abuse to prevent repeat • In 4 out of every 5 domestic abuse incidents that patterns of abuse occurring Police Scotland attend there is female victim and a • We will increase awareness of domestic abuse and male perpetrator11 gender based violence to discourage offending and • Data for all forms of gender based violence increase reporting collected by Violence Against Women Working • We will champion awareness and effective Group services which include NHS Lanarkshire, application of the Domestic Abuse (Scotland) act Gender Based Violence Services, Women’s Aid, 2018 ASSIST, Social Work and Housing suggests an increase over the past year of 35.8% but an overall • We will progress the accreditation of NLC to reduction in the past 4 year period of 9.7% become an Equally Safe at Work accredited employer and encourage other public sector organisations to gain accreditation following wider 10 Relates to the 2016/17, 2017/18 an 2018/19 period 11 Relates to the 2015/16, 2016/17, 2017/18 and 2018/19 period roll out by Scottish Government
22 Page 47 of 209 • We will promote respectful relationships via promotion of Mentors in Violence Prevention in secondary schools across North Lanarkshire • We will Implement Safe and Together, a model of work with domestic abuse cases where there are children • We will continue to develop best practice in delivering MARAC, a domestic homicide prevention model in North Lanarkshire • We will develop and implement a Violence Against Women Strategy and Action Plan for North Lanarkshire • We will work with North Lanarkshire Adult and Child protection committees to increase awareness of adult and child protection amongst individuals and communities • We will work with North Lanarkshire Adult and Child Protection Committees and MAPPA Strategic Oversight Group to continue to improve strategic linkages across the Public Protection agenda in North Lanarkshire
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Our key actions: • We will continue to invest in the infrastructure of Priority 5: To improve roads to improve cycling and walking safety and • We will implement 20mph zones in town centres improve connectivity within North Lanarkshire road safety and main shopping centres and continue to review and deliver 20mph zones on an annual basis • We will support staff in all education establishments Evidence tells us: across North Lanarkshire to improve awareness of • We will continue to explore innovative methods to road safety and develop and online school travel • Up to 90% of all accidents and casualties in North reduce speed within our communities and respond plan Lanarkshire occur on ‘through routes’ and in town to complaints of speeding through education and centres engineering • We will encourage and actively promote the benefits of walking to school • The number of children killed or seriously injured • We will work collaboratively with partner has reduced significantly in North Lanarkshire over organisations to address poor driver behaviour • We will target parents of children in education to the past decade deliver key messages on safe transportation and • We will continue to improve our annual older seat belt wearing • Insurance, seat belt and driving licence offences pedestrian campaign and develop a new inter- have all reduced over the past year by 4.4%, 4.8%, generational resource to be delivered at home by • We will support the delivery of on-road cycle and 4.4% respectively school children to their older relatives training in schools • Driving using mobile phone offences have reduced • We will continue to support regional and national by 17.9% initiatives on car safety and to improve training for • Speeding, disqualified and dangerous driving staff to provide specialist advice on in-car safety offences have all increased by 10.6%, 4.9% and • We will continue to provide a dedicated road safety 0.7% respectively over 2017/18 and 2018/19 engineering section to investigate accident trends and implement road safety engineering measures where appropriate
24 Page 49 of 209 consultation and involvement – what you told us
This strategy has been co-produced with our Engagement in relation to the strategy has taken communities and all our community safety partners. place with a broader range of stakeholders and has included: This includes: • North Lanarkshire Adult and Child Protection • Tenants and Residents of North Lanarkshire Committees • Tenants and Residents Associations • The Children’s Reporter • Community Councils • The Procurator Fiscal • North Lanarkshire Youth Council • North Lanarkshire Housing Co-production Group Engagement opportunities which have informed the • Local Area Partnerships development of this strategy have included: • Police Scotland • An online survey • Scottish Fire and Rescue • A stakeholder event • NHS Lanarkshire • Local briefings/presentations • Health and Social Care North Lanarkshire • Community Safety Strategy Steering Group • Registered Social Landlords • Community Matters and Local Area Team Engagement opportunities
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From the online survey and stakeholder event, the most important community safety priorities reported were:
• Road Safety • Tackling Antisocial Behaviour • Tackling Crime • Street Lighting
SAFETY BURGLARIES SCHOOL 205 responses were provided on community safety priorities and there were a number of common themes reported as also important. The word cloud right provides an illustration of the most common themes contained within responses.
26 Page 51 of 209 Some of the key messages emerging from the Stakeholder Event included:
‘Mental health is becoming a much bigger issue for individuals, communities and services to tackle. ‘Increased awareness is required ‘There is disparity on perception and Although some may not view as on gender based violence issues reality of some of the community safety obvious there are clear links between generally for individuals and issues. So there is a role for increasing the community safety agenda and communities and for particular awareness amongst individuals and ‘The benefits of CCTV in North Lanarkshire mental health’. cohorts of staff’. communities on the evidence, trends and are significant, not only does it play a key key issues to help people feel safer, as role in tackling antisocial behaviour and the importance of feeling safe cannot be assisting people to help feel safer, it also plays underestimated, improved awareness can a crucial role in finding missing persons and ‘There is a need for services to work better together utilising the help with this.’ much broader work with the first response existing resources they have, as quite often those individuals with emergency services such as the Police, Fire the most complex needs are involved with a number of different and Rescue and the Ambulance Service’. services and a high amount of resource is utilised in supporting ‘There may be scope for more these individuals. There exists opportunities for us to work more effective media campaigning collaboratively in such instances which would achieve better around road safety, utilising TV outcomes for the individuals also.’ and other social media methods available’.
Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 52 of 209 27 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 measuring and reporting progress
Monitoring and Evaluation Reporting Legislative Monitoring and Robust effective monitoring and evaluation systems Progress will be reported formally on an annual Reporting Requirements are required in order to measure our progress as basis by the Community Safety Partnership to Legislative statutory monitoring and reporting a partnership towards achieving our key strategic the Community Empowerment Committee, the requirements as set out in the Antisocial Behaviour outcomes. To help us measure progress achieved a Community Safety Partnership Forum and the etc. (Scotland) Act 2004 are overseen by the Housing range of key indicators have been identified. These Community Boards. Progress will also be reported to Community Safety Team and include a comprehensive outcome measures will be monitored on an ongoing a much wider range of stakeholders which includes range of mechanisms which include an annual basis through the Community Safety Partnership tenants, residents, individuals and communities Scottish Housing Regulator Charter Return, Customer and existing community planning structures. An through the publication of the review on the council’s Satisfaction Surveys and internal performance annual review of the strategy will be carried out by the website and through the community engagement monitoring of key indicators to inform progress and Partnership enabling the opportunity for consideration structures. The first review of the strategy will take formal reporting. of trends in data, progress and emerging issues to be place in autumn 2021. reflected in the strategy review. More detailed area specific performance measures are monitored through service and organisation specific performance monitoring frameworks.
28 Page 53 of 209 annex – summary of community safety strategy indicators and actions
Priority 1: To effectively tackle antisocial behaviour Indicators Frequency Lead Source Number of antisocial contacts Annual North Lanarkshire Council Number of antisocial contacts resolved Annual North Lanarkshire Council Number of antisocial contacts by locality Annual North Lanarkshire Council Number of antisocial contacts by month Annual North Lanarkshire Council Number of antisocial contacts due to domestic noise Annual North Lanarkshire Council Number of antisocial contacts due to criminal activity Annual North Lanarkshire Council Number of antisocial contacts due estate issues Annual North Lanarkshire Council Number of antisocial contacts due to harassment Annual North Lanarkshire Council Number of antisocial contacts due to non-domestic noise Annual North Lanarkshire Council
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Priority 2: To reduce serious violence and disorder Indicators Frequency Lead Source Number of overall crimes recorded Annual Police Scotland Number of serious assaults Annual Police Scotland Number of murders Annual Police Scotland Number of robberies Annual Police Scotland Number of hate crimes Annual Police Scotland Number of vandalism and malicious mischief crimes Annual Police Scotland Number of housebreaking thefts Annual Police Scotland Number of detections for drugs Annual Police Scotland Priority 3: To reduce harm from unintentional injury and fire Indicators Frequency Lead Source Number of accidental dwelling fires Annual Scottish Fire and Rescue Service Number of fire fatalities Annual Scottish Fire and Rescue Service Number of fire casualties Annual Scottish Fire and Rescue Service Number of deliberate primary fires Annual Scottish Fire and Rescue Service Number of deliberate secondary fires Annual Scottish Fire and Rescue Service Number of fires in non-domestic buildings Annual Scottish Fire and Rescue Service Number of malicious calls Annual Scottish Fire and Rescue Service Number of emergency hospital admissions due to unintentional injury (total) Annual NHS Lanarkshire Number of emergency hospital admissions due to unintentional injury (under age 15 years) Annual NHS Lanarkshire Number of emergency hospital admissions due to unintentional injury (aged 65 and over) Annual NHS Lanarkshire Number of emergency hospital admissions aged 65 and over due to falls Annual NHS Lanarkshire Number of suicides Annual NHS Lanarkshire Priority 4: To tackle Gender Based Violence and protect people at risk of harm Indicators Frequency Lead Source Number of domestic abuse incidents reported to Police Scotland Annual Police Scotland Number of referrals to VAWG specialist services Annual Violence Against Women Working Group Partnership
30 Page 55 of 209 Priority 5: To improve road safety Indicators Frequency Lead Source Number of people seriously injured Annual Scottish Government, Transportation Number of people slightly injured Annual Scottish Government, Transportation Number of children killed Annual Scottish Government, Transportation Number of children seriously injured Annual Scottish Government, Transportation Number of people convicted of dangerous driving Annual Police Scotland Number of people charged for disqualified driving Annual Police Scotland Number of people charged of driving licence offences Annual Police Scotland Number of people charged of driving without insurance Annual Police Scotland Number of people charged of driving without a seat belt Annual Police Scotland Number of people charged of driving whilst using a mobile phone Annual Police Scotland
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Strategic Priority 1: To effectively tackle antisocial behaviour Lead Partner We will better use evidence and intelligence collaboratively to identify key areas of focus to target resources and activity to effectively tackle antisocial behaviour Police Scotland North Lanarkshire Council Scottish Fire and Rescue Service We will review the Antisocial Response Service to ensure the service is fit for purpose, targets resources efficiently and effectively and meets local needs North Lanarkshire Council We will adopt a preventative approach by delivering local based initiatives to address and prevent antisocial behaviour Police Scotland North Lanarkshire Council Scottish Fire and Rescue Service We will work collaboratively to implement environmental changes to minimise antisocial behaviour in public spaces North Lanarkshire Council We will work in partnership to proactively address challenges around problematic premises Police Scotland We will decrease the sale of alcohol to young people, focussing on the providers and facilitators of alcohol provision Police Scotland We will increase the effective use of existing legislation e.g. CRASBO, Fixed Penalty Notices for Environmental Offences, Antisocial Behaviour Orders Police Scotland North Lanarkshire Council Strategic Priority 2: To reduce serious violence and disorder Lead Partner We will increase positive engagement with complainers of violence to maximise accurate reporting and investigating Police Scotland We will reduce residential indoor violence by targeting repeat locations and offenders Police Scotland We will reduce the number of people carrying weapons and serious violent crimes involving the use of weapons through a range of tactics including prevention, early Police Scotland intervention and enforcement We will increase the disruption of persons involved in serious and organised crime and reduce the number of violent crimes linked to feuds between crime groups Police Scotland We will reduce hate crime through effective engagement, education and enforcement Police Scotland North Lanarkshire Council We will ensure effective use of third party reporting tools for hate crime Police Scotland North Lanarkshire We will commit specialist officers to investigate patterns of housebreaking and target recidivist offenders Police Scotland We will increase the use of mobile automatic number plate recognition to reduce road crime Police Scotland We will encourage prevention activity such as removal of property tools from vehicle and trailers to reduce vehicle crime Police Scotland We will tackle serious organised crime groups who exploit young people to commit high value vehicle crime Police Scotland We will collaboratively support education in relation to the risks of drug use, including multi-substance use Police Scotland We will increase intelligence and detection in relation to the supply of all drugs Police Scotland
32 Page 57 of 209 Strategic Priority 3: To reduce harm from unintentional injury and fire Lead Partner We will provide Cook Safe presentations and Home Fire Safety Visits to address the main causality factor of accidental dwelling fires and to reduce resulting Scottish Fire and Rescue Service casualities and fatalities We will tackle antisocial fire related behaviour through effective use of intelligence and working collaboratively across organisations and partners Scottish Fire and Rescue Service North Lanarkshire Council We will continue to deliver our Fire Reach Programme to support our personnel to engage effectively with youn adolescents Scottish Fire and Rescue Service We will continue to roll out the new Junior Fire Reach Programme for S1 pupils across all secondary schools in North Lanarkshire Scottish Fire and Rescue Service We will support the Juvenile Fire setter Intervention Programme through the specialised work of the Community Action Team Scottish Fire and Rescue Service We will continue to implement the range of fire stopping and active and passive fire safety measures in NLC multi-storey tower blocks Scottish Fire and Rescue Service North Lanarkshire Council We will work with housing organisations that provide specialist housing to improve fire safety for vulnerable groups using the new national fire safety guidance for Scottish Fire and Rescue Service specialist housing North Lanarkshire Council Registered Social Landlords We will increase the number and variety of emergencies attended by Scottish Fire and Rescue Service to support partner agencies in protecting the community Scottish Fire and Rescue Service We will implement a Falls Strategy to reduce the number of slips and trips in the home Health and Social Care NHS Lanarkshire We will work with the Alcohol and Drug Partnership to promote harm reduction and reduce drug related deaths in our communities North Lanarkshire Council Health and Social Care NHS Lanarkshire Police Scotland We will proactively target groups at most risk of suicide through effective social media campaigning Health and Social Care We will improve awareness of suicide amongst our education establishments and consider further how to sensitively increase awareness amongst primary education Health and Social Care settings We will continue to carry out a range of tailored training on suicide prevention including Suicide Talk, Safe Talk, ASIST and Storm Training. Health and Social Care We will increase participation in physical activity opportunities recommended to improve bone health and strength, and raise awareness of active health opportunities Health and Social Care such as ‘get walking’ North Lanarkshire to improve health and reduce risk of falls. NHS Lanarkshire We will continue to improve home safety for young children through working with our early year providers to raise awareness of home safety with parents Health and Social Care NHS Lanarkshire We will explore creating a drug related litter group to effectively address and reduce the amount of needles and other drug related litter inappropriately disposed of North Lanarkshire Council We will continue to implement the actions contained in Lanarkshire’s Tobacco Control Strategy to reduce the prevalence of smoking in North Lanarkshire and in Health and Social Care doing so reduce the risk of unintentional fire and injury NHS Lanarkshire
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Strategic Priority 4: To tackle Gender Based Violence and protect people at risk of harm Lead Partner We will promote the use of the Disclosure Scheme for Domestic Abuse to prevent repeat patterns of abuse occurring Police Scotland We will increase awareness of domestic abuse and gender based violence to discourage offending and increase reporting Police Scotland We will champion awareness and effective application of the Domestic Abuse (Scotland) act 2018 Police Scotland We will progress the accreditation of NLC to become an Equally Safe at Work accredited employer and encourage other public sector organisations to gain North Lanarkshire Council accreditation following wider roll out by Scottish Government We will promote respectful relationships via promotion of Mentors in Violence Prevention in secondary schools across North Lanarkshire North Lanarkshire Council NHS Lanarkshire We will Implement Safe and Together, a model of work with domestic abuse cases where there are children North Lanarkshire Council We will continue to develop best practice in delivering MARAC, a domestic homicide prevention model in North Lanarkshire North Lanarkshire Council We will develop and implement a Violence Against Women Strategy and Action Plan for North Lanarkshire North Lanarkshire Council We will work with North Lanarkshire Adult and Child protection committees to increase awareness of adult and child protection amongst individuals and communities North Lanarkshire Council We will work with North Lanarkshire Adult and Child Protection Committees and MAPPA Strategic Oversight Group to continue to improve strategic linkages across North Lanarkshire Council the Public Protection agenda in North Lanarkshire Strategic Priority 5: To improve road safety Lead Partner We will implement 20mph zones in town centres and main shopping centres and continue to review and deliver 20mph zones on an annual basis North Lanarkshire Council We will continue to explore innovative methods to reduce speed within our communities and respond to complaints of speeding through education and engineering North Lanarkshire Council We will continue to improve our annual older pedestrian campaign and develop a new inter-generational resource to be delivered at home by school children to their North Lanarkshire Council older relatives We will work collaboratively with partner organisations to address poor driver behaviour North Lanarkshire Council We will continue to support regional and national initiatives on car safety and to improve training for staff to provide specialist advice on in-car safety North Lanarkshire Council We will continue to provide a dedicated road safety engineering section to investigate accident trends and implement road safety engineering measures where North Lanarkshire Council appropriate We will support staff in all education establishments across North Lanarkshire to improve awareness of road safety and develop and online school travel plan North Lanarkshire Council We will encourage and actively promote the benefits of walking to school North Lanarkshire Council We will target parents of children in education to deliver key messages on safe transportation and seat belt wearing North Lanarkshire Council We will support the delivery of on-road cycle training in schools North Lanarkshire Council We will continue to invest in the infrastructure of roads to improve cycling and walking safety and improve connectivity within North Lanarkshire North Lanarkshire Council
34 Page 59 of 209 Improving Community Safety in North Lanarkshire A Strategy to Improve Lives 2020-2025 Page 60 of 209 35 NORTHLANARKSHIRE.GOV.UK northlan.gov.uk e. t. ML1Motherwell 1AB Centre Civic Floor 3rd Enterprise and Communities Development and Support Business COUNCIL LANARKSHIRE NORTH Produced by 01698 274139 01698 businessdevelopment&support@ Page 61of 209
EC_00364_12.2020
Page 62 of 209 AGENDA ITEM 5
North Lanarkshire Council Report Community Empowerment Committee
☐approval ☒noting Ref LMcM/LP Date 01/02/21
Programme of Work (PO56.1 (3)) Development of Locality Delivery Plans - Community and Stakeholder Engagement
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 812338 [email protected] 01236 812359
Executive Summary
Local people and communities have a significant part to play in influencing, developing and delivering successful outcomes linked to priorities within The Plan for North Lanarkshire. Communities need to be involved in decisions that affect them and be given opportunities to contribute to and collaborate in the development and delivery of local services and action reflecting local need.
Significant work continues with statutory, voluntary sector and community partners to develop Local Outcome Improvement Plans (LOIP’s) aligned to: -
• the local delivery priorities set out in The Plan for North Lanarkshire; • priorities reflecting the local circumstances for communities across the 9 North Lanarkshire areas; • the local governance framework (Community Boards); and • the Framework for Working with Communities.
This report provides an update on community and stakeholder engagement designed to drive the development of local delivery plans (co-produced) and outlines the next steps in finalising and delivering community led plans in support of the statutory duty placed on Community Planning Partnership’s in terms of Locality Planning as a requirement of the Community Empowerment (Scotland) Act 2015.
Recommendations It is recommended that the Community Empowerment Committee: -
(1) note the extensive community and stakeholder engagement programme and the findings to date; (2) support the work of short life local working groups, involving each of the 9 Community Boards, to finalise and drive the delivery approach for the LOIP’s at a locality level; and (3) agree to receive further progress updates at a locality level through the Community Boards and in terms of a North Lanarkshire wide overview, through the Community Empowerment Committee.
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The Plan for North Lanarkshire Priority All priorities
Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them
1. Background 1.1 Public Sector agencies have a statutory duty, set out in the Community Empowerment (Scotland) Act 2015, to develop Locality Plans through which to target shared partnership resource to communities identified as experiencing highest levels of inequality. This involves Council services and community planning partners working together to develop shared approaches. Committee previously approved an approach to the development of locality plans reflecting the newly established Community Board locality governance model as well as the strategic priorities and ambitions as set out in The Plan for North Lanarkshire.
1.2 The creation of the Community Boards governance structure provides an opportunity to finalise the initial Local Outcome Improvement Plans (LOIPs) aligned to the Community Board areas which reflect: -
• the priorities for North Lanarkshire as set out in The Plan for North Lanarkshire;
• the priorities for local people;
• existing local priorities identified through the previous 18 locality plans; and
• the role of key agencies and communities in supporting development and delivery.
1.3 This approach also meets the requirement of the Community Empowerment (Scotland) Act 2015 for Locality Planning to be being developed and monitored through a locally based governance structure, in the case of North Lanarkshire, the 9 Community Boards.
2. Report
2.1 Local Outcome Improvement Plans -The approach
2.1.1 In line with the One Plan approach, the Local Outcome Improvement Plans will better align how services are provided in order to: -
• reflect local community need with a focus on interventions; • maximise use of shared resource; and • improve outcomes for those experiencing highest levels of inequality.
2.1.2 It is therefore appropriate to develop one plan for each of the 9 Community Board areas, with streamlined delivery mechanisms to ensure coordinated planning and action taking into consideration all statutory requirements and policy drivers as well as local priorities.
Page 64 of 209 2.1.3 The Community Empowerment (Scotland) Act 2015 places an obligation on community planning partnerships to ensure that local approaches focus on reducing inequalities. To ensure that the focus on inequalities is embedded across all priorities and actions within the 9 plans, targeted work and interventions are required with communities known to experience higher levels of inequality. There is a recognition that some communities are at risk of not fully benefitting from support and investment, for example those within our communities who: -
• live in certain areas more likely to experience socio economic deprivation; • are experiencing poverty or who have experienced poverty; • are from one or more of the groups covered by protected characteristics; • experience barriers to accessing services due to living in remote or rural communities; and • are vulnerable for several complex and interrelated reasons.
2.1.4 Action will be therefore be tightly focussed in order to ensure that people experiencing these barriers benefit from a collective, carefully targeted approach.
2.2 Identifying locality priorities
Phase 1 - Programme of Work Mapping
2.2.2 Work has been undertaken with key Council services and partner agencies to identify locality level priorities and actions linked to the strategic priorities within The Plan for North Lanarkshire. Examples of locality priorities identified from this activity with communities include:
• place based planning, including Town and Community Hubs and Town vision work; • existing locality approaches to reducing inequality and improving outcomes (i.e. employability work, Health and Social care, etc.); • tackling poverty and inequality; • use of data and intelligence to inform priority setting and decision making; • building the capacity and role of communities and the voluntary sector; • community safety; and • open space, physical environment and asset planning and management.
Phase 2 - Stakeholder engagement and partnership approaches
2.2.3 Building on the Covid-19 recovery model and existing partnership and voluntary sector networks at a locality level, staff groupings representing key areas of work and existing locality approaches were engaged with to consider The Plan for North Lanarkshire and to identify priorities from an area perspective through local stakeholder discussion.
2.2.4 North Lanarkshire Partnership engagement has taken place through the North Lanarkshire Community Planning Partnership Strategic Leadership Group to endorse the approach to secure strategic alignment and support from partnership officers.
2.2.5 Locality groupings comprising officers from the Council’s Communities Team, Voluntary Action North Lanarkshire (VANL) and NHS Lanarkshire local Health Improvement were established to coordinate engagement activity
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Phase 3 -Wider Community Engagement and Development of Locality Actions
2.2.6 A range of stakeholder and community engagement activities took place throughout the latter quarter of 2020 to ensure that local partners, community and voluntary sector networks and those members of the community not associated with networks had adequate opportunity to feed into the process. A team of officers from NLC, NHS Lanarkshire and VANL have worked in partnership to coordinate community and stakeholder engagement. Engagement around the development of plans will continue to be targeted in a range of ways to ensure that they reflect The One Plan ambitions, and grassroots priorities identified by local communities (including those voices that are seldom heard). Further information about the engagement programme is available in Appendix 1 to this report. Engagement has taken place in the ways set out in the next section of the report. A summary of feedback from stakeholder sessions and Community Listening Events is included as Appendix 2.
2.2.6.1 Stakeholder Sessions
This work aimed to ensure that local delivery partners and stakeholders (Voluntary and Statutory sector) had an opportunity to input to the plans. The local Community Boards will play a crucial role in supporting and guiding delivery of action associated with the Local Outcome Improvement Plans providing that all important locality governance. Community Board members were invited to participate in these discussions with partners around local priorities and the approach to developing the plans. The focus was on council services, community planning partners, anchor organisations and the new established Community Boards. A detailed breakdown of feedback from stakeholder engagement for each area was presented in a report to each of the 9 Community Board areas in November/December 2020 and is available on request.
2.2.6.2 Community Listening Events
A series of community listening events were organised around the 9 Community Board areas which predominately focused on community matters with minimum involvement from officers. Efforts were made to work with key officers to ensure participation from seldom heard voices. A detailed breakdown of feedback from listening events for each of the 9 Community Board areas was presented in a report to each of the 9 Community Board areas in November/December 2020 and is available on request.
2.2.6.3 Community Survey
An online community survey was launched to gain the views of as many people within communities as possible. The findings of the survey will be used alongside information from other engagement activity to inform development of key actions within the Local Outcome Improvement Plans.
2.2.6.4 Elected Member Engagement
Local Councillors were invited to participate via briefing sessions and a tailored survey to gain their views in term of the development of the Local Outcome Improvement Plans. Local members were also able to participate in local stakeholder sessions and will be able to participate in the further development of the plans through Community Boards.
Page 66 of 209 2.2.6.4 Community Board Involvement
Information in summary from the various engagement activities was shared with Community Boards at their November/December meetings. The Community Boards agreed to establish a local task and finish working groups in 8 of the areas to review information and intelligence and drive the finalisation of draft plans. Bellshill Community Board requested that a Special Community Board meeting is arranged to finalise the plans. The final Local Outcome Improvement Plans will be co- produced with Community Boards and local community planning partners. The plans will be ready for launch in April 2021.
2.3 Partnership Delivery
2.3.1 At present several locality partnership delivery structures exist across North Lanarkshire. There is an opportunity through the development of the LOIPs to ensure that the focus is on one clear set of priorities for each area and where possible, to reduce any potential for duplication by ensuring that this is the focus for local delivery mechanisms. There is no intention to recreate or duplicate an existing structure that is necessary or already working effectively to support delivery of a priority. There is the potential for subgroups of the Community Boards to support delivery of action where appropriate. The planning process is about checking effectiveness and realigning approaches within localities to a more streamlined model. The focus will be on achieving improved outcomes in each of the 9 localities.
2.3.2 It is important to highlight that these local plans should owned by and therefore must be familiar to communities. The plans should be clearly associated with the effective functioning of the Community Boards. Appendix 3 contains an example of how the plans could look for reporting purposes.
2.4 Governance and Reporting
2.4.1 The Local Outcome Improvement Plans will be the local community and partnership priority setting and delivery mechanisms. The governance for this at a local level will sit with Community Boards and strategically with the North Lanarkshire Partnership Strategic Leadership Group.
2.4.2 Performance and progress will be reported as follows: -
• progress updates to each cycle of the 9 Community Boards; • 6 monthly progress reports to the NLP Strategic Leadership Board; • 6 monthly progress reports to the Community Empowerment Committee; and • annual report produced and published in line with the requirements of the Community Empowerment (Scotland) Act 2015.
2.4.3 Locality planning will drive the initial engagement and dialogue with communities through the Boards. The plans will be reviewed regularly in line with the strategic performance framework to ensure that they continue to be fit for purpose and function as pace setters/enablers for progress towards intended outcomes. It is proposed that a review take place every two years with Community Planning Partners and communities using a range of methods and tools to ensure that the associated engagement with communities reflects the diversity of each of the 9 areas.
Page 67 of 209 3. Equality and Diversity 3.1 Fairer Scotland
3.1.1 An integrated Fairer Scotland Duty/Equality Impact Assessment was carried out when the strategic Framework for Working with Communities was originally established at the commencement of the programme. Data gathered through the ongoing engagement with communities programme will be vital in itself in informing/feeding into other Programme of Work Integrated Assessments.
3.2 Equality Impact Assessment
3.2.1 An integrated Fairer Scotland Duty/Equality Impact Assessment was carried out when the strategic Framework for Working with Communities was originally established at the commencement of the programme. Data gathered through the ongoing engagement with communities programme will be vital in itself in informing/feeding into other Programme of Work Integrated Assessments.
4. Implications
4.1 Financial Impact
4.1.1 None identified at present.
4.2 HR/Policy/Legislative Impact
4.2.1 There are no HR/Policy or legislative impacts.
4.3 Environmental Impact
4.3.1 None anticipated.
4.4 Risk Impact
4.4.1 The approaches outlined within this report contribute to the controls associated with the corporate risk - engagement and consultation with communities, partners and stakeholders on the shaping and delivery of services.
5. Measures of success
5.1 Number of people engaged in influencing regeneration/service re-design activity in their area through the Working with Communities Framework.
5.2 Percentage of people engaged in influencing regeneration activity from priority communities.
5.3 Residents satisfied that they can influence decisions affecting their area.
Page 68 of 209 6. Supporting documents
6.1 Appendix 1 – Implementation Plan - Local Outcome Improvement Plans Aligned to 9 Community Boards
6.2 Appendix 2 – Summary of Area Community and Stakeholder Feedback 6.3 Appendix 3 – Local Outcome Improvement Plan Report Cover Example
Lizanne McMurrich Head of Communities
Page 69 of 209 Appendix 1 Implementation Plan - Local Outcome Improvement Plans Aligned to 9 Community Boards
Phase Key Actions: Timescales
Phase 1 – Programme of Work (PoW) CMT session to agree and ensure leadership buy in for proposed approach Early July 2020 Mapping Complete area profiles and context pages for each of the 9 areas Mid July 2020
Key partners and service engagement to outline approach and roles Early July 2020
Services and partners to identify key PoW locality priorities through completion of PoW mapping End of July 2020 template
Key actions aligned to TPFNL mapped to LOIP template End of July 2020
Draft plans reflecting TPFNL PoW produced for engagement and further development Early August 2020
Phase 2 – Stakeholder Engagement Engagement with locality level staff groupings representing key areas of work and existing locality Mid - late August 2020 approaches locality delivery alignment
Approval by Community Empowerment Committee August 2020
Presentation of draft LOIPs to Community Boards to agree priorities in in principle, identify gaps in August 2020 terms of locality focus and agree the wider community engagement plan
Approval in principle for early draft LOIP;s by NLP Strategic Leadership Group subject to wider Autumn 2020 engagement
Communication plan to guide awareness of engagement process August 2020
Based on initial partner engagement review and align existing local partnership approaches to September/October support delivery 2020
Page 70 of 209 Phase Key Actions: Timescales
Phase 3 Community Engagement Targeted communication and engagement programme based on any gaps or needs identified for October/November each LOIP and area reflecting communities of interest, identity and place 2020
Identify key officers required to support any required targeted communication and/or engagement October/November with key communities in a locality (ie equalities, young people) 2020
Finalise and Launch plans Area priorities and feedback from engagement activity presented to 9 community boards Nov/Dec 2020
Establishment of 9 area focused short life working groups (agreed by Community Boards) to finalise Dec 2020/Jan 2021 and agree delivery of plans
Final draft plans for approval at 9 Community Boards Feb/March 2021
Governance, performance and reporting framework approved by Boards and NLP Strategic Feb/March 2021 Leadership Group
Supporting partnership delivery approach approved by Boards and NLP Strategic Leadership Group Feb/March 2021
NLP Strategic Leadership session to consider any shared leadership/resourcing delivery challenges Feb/March 2021
Deliver launch programme March/April 2021 • Leadership/Partnership structures • Launch events through community boards • Council committee • Community boards • Voluntary sector networks • Social media platforms • Online/Consul
Ongoing Community Capacity Building Develop Capacity Building strategy aligned to and to support community participation and March/April 2021 and (CCB) to support delivery of the plans empowerment around the 9 Boards and the 9 LOIP’s reviewed annually
Page 71 of 209 Appendix 2
Summary of Area Community and Stakeholder Feedback
Airdrie
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging priorities and themes your hopes for the future? • Mental health issues (provision of support during the pandemic, better connected services, gap • Community spirit/great sense of Places: in services for children and young people) community • Whinhall • Digital inclusion (engagement, access, skills, affordability) • Its centrally located, good road and • Town Centre • Young people (mental health, youth disengagement and ASB specific mention) rail networks. Well connected to Communities of Interest: • Community boards can help with the vision but need to widen and ensure representation of other cities and towns • Carers whole community. Local people need to know about and understand the role community • Good place for a work environment • Young people boards due to location and infrastructure • Faith Communities • Employability (Long term unemployment. Digital access, particular concern about 30 plus age • Older people • Generally, a nice place to live, like group, support for all) • Black and other minority ethnic everywhere there are good places • Poverty (access to welfare rights information, holistic approach) (BAME) communities and bad places • Engagement with those who do not have social media or computer access Themes • Drug misuse is increasing • Mental Health and suicide • Transport for (people from some villages can’t get out after 6 pm). prevention Interventions – • Partnership working – need to improve links between organisations impacting on wider family and • COVID 19 response/Community Assistance Structure – this approach needs to be permanent friends to help identify and address need quickly Changing the way we operate: learning from C19 • Opportunities for young people • Pandemic has reduced capacity for delivering services and engaging with communities- lack of • Poverty face to face contact, reduced capacity due to COVID • Delivery of Good Partnership • Access to buildings/facilities to run/reopen services is a challenge and has added to social Working isolation and mental health (ie swimming pools, pitches, halls, etc) • Connectivity – internet access • Befriending Service missing in the area – the Community Assistance Line and Services made • Children and Young People people feel safe, included and talked to • Community Safety (bogus • Education - blended learning and challenges for people where English is not their first callers, etc) language • Unemployment • Need a fully functioning Town Centre with more choice. Town centre has lost its vitality and is • Inclusive access to quality quite depressing outdoor/greenspace space • Better access to greenspaces, with a focus on accessing nature through walking or other • Loneliness and isolation activities to improve mental and physical health • Community empowerment • Loneliness and isolation, especially in relation to the current situation with COVID-19 Better • Community spirit/community social prescribing opportunities hope • Ensuring any investment reflects • People need to be more involved in the planning processes – listen more to the voices of the the needs of all groups within community Page 72 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging priorities and themes your hopes for the future? • Mind-set’s needs to change, sense of hopelessness due to decline in industry over several communities (ie disability, BAME years. This has affected local people and services who supported the industry groups) • Partnership working with schools, voluntary and community groups to provide more opportunities for young people to take part in work experience with a community focus • Volunteering opportunities/work experience with groups, social enterprises and local businesses and farms • Access for people with disabilities - Not always accessible or easy to get about for older people and people with disabilities. Car parking and bins left out on pavements, issues for wheelchair users and people who are visually impaired • Important to consider the views of minority ethnic groups and people with protected characteristics • Conditions of pavements in the area, not safe to walk – need safe walking space • Community and working across sectors to provide more opportunities for young people to take part in work experience and volunteering with a local/community focus • Community plans need to be simplistic and understandable • This new approach to partnership working values all partners - understanding that it’s more than just our outcomes. What is the multi-agency approach to supporting delivery of priorities? Need a partnership local model, working together (within a base around town and community hubs) • Need to involved local people in all aspects of the ambition (town visions / town and community hubs) • Health & Social Care Consortium could have better links to Locality Plans • Need more collaborative working between statutory/voluntary organisations and community groups. (shared staff and community training and awareness, simplify language, reduce jargon to empower community) • Mental health and vulnerability has increased amongst young people – need more services including multi-agency approaches
Page 73 of 209 Bellshill
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging priorities and themes your hopes for the future? • Anti-social behaviour (perceived youth disorder in Mossend, egg throwing, bin theft, dumping • Community spirit and that people Places: rubbish, derelict cars and buildings are also being targeted, bikers at Viewpark Glen) rally round and support each another • Thorndean • Increased levels of drug/alcohol misuse (particular mention of use of cannabis) – more • Partnership working between • Orbiston support needed community, volunteers, voluntary • Mossend • Mental health (particular concern about timescales for accessing service) sector and statutory agencies • Holytown • Poverty (Food insecurity, support for families on low incomes) • Viewpark • Employment / unemployment Hopes • Jewel Scheme • Health access - Impact of COVID on health and long-term conditions. Challenges for some in Communities joining together to make a accessing appointments difference in local areas Communities of Interest: • Community Engagement - range of engagement methods being used, one size doesn’t fit all, • Young people Better promotion of the Community Boards. Everyone involved in Community Boards needs • Ethnic minorities to understand the shared vision for their locality. Localised engagement out with community • Refugees Boards (ie Holytown), Better involvement of faith organisation • Digital inclusion (access and lack of skills/confidence to use technology particularly amongst Actions/Themes older people) • Identify local facilities to deliver • Concern about BAME groups, social isolation and access to services as a result of Covid 19 local services (closed as a result Ensuring representation from all groups. Need for targeted BAME work (befriending/ of COVID-19) magazines/mentors or peer support) • Digital inclusion • The inclusion and involvement of seldom heard voices. Need to better understand issues for • Harness community spirit particular groups from Covid (ie, disabilities, young parents’ group’s and kinship carers, • Continue to strengthen local LGBTQ) partnerships and develop new • Closure of facilities/centres has been a challenge for those who may be vulnerable. More opportunities to improve community facilities needed and better access to existing ones. Venues with bigger spaces are communities required • Community Safety • Encouraging communities to ‘speak up’ to report incidents (ie cars being set on fire) • Better information sharing in a • The need for stability and consistency (regular change in approaches can impact on range of formats partnerships and people’s ability to access services) • Accessibility and information to • Assessment of the effects of lock down on older people. Isolation of Pensioners who are not address the needs of particular groups, ie visually impaired, seeing families during C19 BAME, those who do not use • New parents during- lockdown not able to access the normal groups for support including English as a first language) Breastfeeding • Young people (engagement, care • Additional support groups for carers and people with disabilities (particularly respite and experienced YP, ability to use mental health support and benefit from digital • Community groups need more emergency funding especially (particular mention of opportunities) mindfulness and other therapies) • Access to services
Page 74 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging priorities and themes your hopes for the future? • Visually impaired members of the community. Outdoor accessibility and communication • Improved work to support issues (better use of local newspapers, large print flyers and flash drives to send out to empowerment and engagement visually impaired ensuring they are involved in local decision-making structures to have their with communities (particularly voice heard. young people) • Children and Young people (Involvement of young people in local decision making, better opportunities for care experienced children and young people. Provide young people with the resources they need during these uncertain times, to ensure they are continuing their education • Better protocols for information sharing and communications within and between partner agencies • Raising awareness of local services (ie, #attainproject- Coffee cabin across from Bellshill Academy are giving free meals during school holidays if presenting young scot card) • Increase local partnership working with the voluntary sector to deliver activities and/or events ( Bellshill Community Council and Bellshill West Parish Church) • Facebook pages/timing of posts to make sure the targeted groups see the messages • Consider themed activities (ie - International Year for the Elimination of Child Labour (2021) • Multi –disciplinary neighbourhood teams to local working • A single platform for blended learning • Raise awareness of community support and volunteering - consortium funding for smaller groups, rolling out VANL Locator Tool, better identification/use of community assets. • How to increase mental health support and referral process. Deliver mental health survey to across partnership • Review and increase support options for families
Page 75 of 209 Coatbridge
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Lack of informal support for new parents (i.e. toddler groups, playgroups, parent groups) • Community spirit/great sense of Places: • Access to Health staff during COVID19. Some people scared to seek medical help (i.e. go to community • Shawhead A&E at this time) • Access to Volunteering is good • Greenend Sikeside • Digital gaps –resources, knowledge and access to digital and online support (i.e. low-income • Great partnership working – sharing • Town Centre families, older people, schools assume all families are online and that young people have and supporting each other – linking • Cliftonville access to data). Training (IT) Needed. Need more consistency around digital engagement local groups • Kirkwood platforms (Different ones being used – Zoom, MS Teams) • Good cross sector working • Kirkshaws • COVID has excluded more vulnerable people opportunities • Westend Park • Young people - mental health, empowerment, recognise the impact of lack of social • Good place to live • Langloan interaction for some (ie, reduced access groups/clubs during Covid) • Young people feel a good sense of • Townhead • Mental health – Impact of C19 on informal support networks, suicide, targeted services for community Communities of Interest: children and young people • Personally, never had bad experience • Young people (Voices from • Poverty, Mental Health, lack of confidence. Some people don’t believe they can change the but know of Muslim women who primary and secondary schools) circumstances they are in have. The media have a big impact in • Equalities Groups- Deaf • Working from home and not being able to access or connect with others can impact on this regard. It can be scary at times Community, BAME, Carers, mental health and sense of isolation due to the negative perceptions, but disabilities, long-term • Antisocial behaviour, vandalism this is the case everywhere conditions, older people, kinship • Alcohol abuse, substance misuse, addictions • Some with visual impairments are carers, mental health, refugees • Restrictions mean it’s difficult to work with people face to face. There is a danger that things finding it difficult being out and about • Young families – targeted may be missed that would be picked up face to face night, very dark due to new lighting interventions (child poverty) • More work needed to target seldom heard voices • Not many opportunities for some • Older people • Access to community services and facilities - Helping Voluntary Sector Organization’s to open young people -for example they may • Men their community facilities and communication around when public sector agencies can need travel to Glasgow for jobs • Addiction reopen. Supporting organisations to open up and restart activities in communities (safely) • Limited opportunities for people with • Community and Voluntary Sector support - 3-5 year funding would provide greater stability disabilities- more likely to experience Actions/themes and help sustain support for activities when funding is removed. The Voluntary Sector is isolation • Mental Health Interventions securing funding for projects, which can be used as pilot projects. The Council should invest in • Some older People are Isolated (concern around suicides during successful projects as most grant funding won’t go on. Programme of support to real money lockdown, child and adolescent • Flexibility/local response – the ability to respond to issues as and when they come up has Hopes for the future mental health) been a positive from Covid • More integrated support programme • Anti- Poverty Work • Economic support: Employability and Training, an improvement in families’ economic for people in their homes. • Good Partnership Working situation will have a positive impact on other issues Organisations in the third sector were Protocol • Support for those with or who care for those with disabilities and additional support needs. making every effort to provide • Children and Young People This needs to be tackled by statutory and voluntary organisations (particularly for families) alternative activities during Covid but • Digital inclusion the council did not always support • We need better affordable transport / community transport • Supporting the Third Sector • Parents need help to learn skills to support their children people in this way. Going forward, Organisations to open their community facilities. Page 76 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Littering - neighbourhood networks already active in litter picking. There should also be bins there will still be major changes • Mental Health doesn’t for disposable masks, this is a serious issue. People want to work with the Council to care despite vaccination • sit alone – multi agency about our town and keep it clean. Find ways to hold people responsible for littering and dogs • An equal status society approach waste • Elderly targeted by bogus callers • Working with communities - Staff & partners training (including elected members) around (e.g. Community Empowerment Act and how Community Boards will function) We need to simplify language, reduce jargon and translate targets to empower the community. School rep needed on the Community Board – youth representation • Build on the good multi-cultural/intergenerational work which has taken place the locality • Older people – isolation and tackling issues with bogus callers
Page 77 of 209 Cumbernauld
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Health-Hospital and GP visits are problematic at present. Access to health and social care • Walking and cycling routes/ Places: services greenspaces in and around • Carbrain • Loneliness and isolation for older people -Many older people feel let down with no access to Cumbernauld have been a great asset • Abronhill facilities or usual support mechanisms and isolation further increases during Covid • Kildrum • Need better communication between Council departments and with others to reduce delays • Supportive in times of need Communities of Interest: in people gaining information they need. There seemed to be a lack of joined up working • The development of the green routes • Young people (C19). Cumbernauld is a vast area - need to ensure that there isn’t duplication and there is a project • Older adults • BAME Community clear picture of everything that is going on in the area • I love living in Cumbernauld it is full of Actions or themes • Social housing stock in need of attention. Common areas around housing have not been good folk • Community resilience and looked after and council do not have resources to rectify. Housing needs to be sorted out • Some young people don’t have the particularly in Carbrain and Kildrum. More available social housing stock required communities at the heart of confidence to speak up on local issues decision making • Community Safety and Anti-social behaviour (vandalism and house break-ins) • There are older people who are not Develop the role of Community • Lack of community facilities is a major issue particularly for young people. This can lead to • seeing anyone and young people that youth disorder and antisocial behaviour. Less community facilities compared to other towns Boards -Better understanding of are stuck indoors all day and not like Airdrie. Currently, the lack of access to indoor facilities – community centres etc. is local community Assets, problematic interacting with others information sharing, resources • Lack of /poor communication is a big issue. People aren’t always aware of community support • Lots of families have been cycling that can be utilised by the available and what everyone else is doing and we need to be able to share this information throughout the covid pandemic and community boards for unmet via a central means (especially for covid support) discovering the local cycle paths needs • Digital exclusion - especially for the elderly and families on a low income network • Targeted partnership activities • Environmental issues- Lack of safe walking space • Some people working from home are (pooling of resources) to • Bogus callers are charging vulnerable people for electrical fire alarms becoming isolated and may find it develop and support work with • Lack of activities for young people and the antisocial behaviour that results from it difficult to get out again most vulnerable communities • Public transport – Easier to go to Glasgow rather than the rest of Lanarkshire. Those without (focus on early intervention) access to cars can feel trapped in their own communities, especially older people, young Hopes for the future • Mental health (particularly for people and families on low income. Need for low cost community transport • Decision making mechanisms are young people) -Need to faster and relevant to the needs of • Lack of coordination around covid support /effort and the need for everyone in the improve/ create additional the local community board area community to understand what is happening and avoiding duplication. Need to have a wider resources and support for those perspective to take in other groups who need help • We have a superb natural experiencing mental health environment here but the town needs • Working with Communities – Many people are unaware of changes to the community issues planning structures and need to be part of the process and take ownership and have investment • Volunteering - Sustain the new empowerment • There is a need for funding to go interest in volunteering that has • Poverty and inequalities - the need to focus on areas (Carbrain, Kildrum, Abronhill etc). There towards small community led groups happened throughout the is a difference in needs between the different wards – affluence and poverty. How do we best • Communities interact more and take pandemic target resources? Money / finances are a big challenge. Poverty and the furlough scheme an increased responsibility in • Support and access to closing and the challenges of digital matters with universal credit opportunities for young people Page 78 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Drug use can bring a community down, we need to break that cycle. And the associated improving opportunities and (help young people who don’t problems - threats, acts of violence, anti-social feeling etc. delivering services have a voice) • Community engagement – Engaging/communicating with those who are digitally excluded. • Improved Communication across Getting local people involved and breaking down the mistrust communities have of NLC.. A lot all sectors and orgs working with of people and communities have disengaged and feel that they are not listened to especially communities if they don’t have digital means of communication. Community Boards need to have a clear • Promotion of Cumbernauld as a understanding of the needs of local communities, focus on deprivation data and look at needs place to live and visit and not as and resources and match them up more closely. Role of Councillors on community boards – a satellite town to Glasgow. Help focus should be on the community communities understand the • Funding to the council is a major challenge. Councils don’t have the manpower now that they vision (town visions and hubs, used to have and therefore can’t provide the same level of service. Need to become a ‘can do greenspace opportunities in and council’ despite resource challenges around our communities. • Not enough services for BAME community • Access to parking within local • Additional support for struggling parents communities. • Lack of community opportunities / services in Dullator and Craigmarloch • There has to be a total re-structuring in North Lanarkshire. The council has too many people involved in too many meetings • Improve funding available to community organisation to provide grass root services and activities in local communities and neighbourhoods • Work plans / programme of works between community planning partners and other local community anchor organisations (LOIP’s). Consider multi –disciplinary teams to work together
Page 79 of 209 Kilsyth
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Community Boards need to show tangible benefits and not be seen as a talking shop • Rural location Places: • Level of information and awareness of town visions and hubs in communities required at a • Outdoor access • Balmalloch – Rennie Road community level. Need for a central hub are which links services – places for people to meet • Support in times of need and get support • Many young people hanging about Communities of Interest: Young people • Improved transport infrastructure within and out with the communities the streets are civil to other residents • Actions or themes • There needs to be improved communication between NLC /partners and the wider • The youth clubs have been put on community • Starting to reengage and restart hold, so a lot of children and young • Public transport is an issue and access to services when you need to go to Cumbernauld or plans following Covid people are keeping in contact with Glasgow • Involving communities friends through their games consoles • Temporary housing results in a constantly revolving door, this diminishes ownership of the Communication and the use of area • I like living here and I hope my kids social media • Drug use and related violence/anti-social behaviour are happy to live here too • Address empty shop units – • Impact of mental health issues – suicide, vulnerable persons unaccounted for • Living so close to nature is great for could they be repurposed to • Not a lot of activities for carers (have to travel to Cumbernauld) mental health meet the needs of young people • Transport • We have a superb natural • Improving mental health across • Antisocial behaviour- Wilful fire raising, People buying alcohol for young people, parental environment here but the town needs the board (but particularly for responsibility investment young people) • Young people don’t have anything to do – need for more diversionary activity. Engaging with • There is a need for funding to go • Ensuring those who are digitally young people can be difficult at the moment. Funding and premises for youth work required. towards small community led groups excluded have a voice and can Opportunities and services for young people’s learning and development • People in Kilsyth area have an participate • New social homes are well built, older stock requires some attention immense pride about where they live • Community Board meetings • Placement of people with social issues can sometimes be problematic • Many people reminisce in the past should be more frequent than • Use of social media -People who aren’t engaged in social media need to be involved, but this and still have these expectations quarterly for the early stages is challenging at this time. While some use social media negatively to share information about • Access to the countryside around • Ensuring Local organisations are issues instead of reporting and looking for solutions about us is a valuable asset and we at the heart of decision making • Developing the main street. Viability of shopping area, concerned more will close decide to live here on that basis • Understanding communities so Developing the countryside where we know services might be • that bespoke support can be • Attitude to limited in some cases wards NLC, people feel “what’s the point” resulting in difficulties in engaging the provided as and when required community as has been the case locally • Lack of funding e.g. play facility refurbishment (need for indoor/outdoor play areas, throughout the Covid 19 community gardens for retirement complex, etc) pandemic • Flooding and maintenance of pathways • Street litter and no Christmas lights contribute to the place looking unkempt/depressing Hopes for the future • Promotion and development of volunteering opportunities • Understanding how to access funding • Decision making mechanisms are • Understanding community assets faster and relevant to the needs of • Maintenance and development of local greenspaces and path • Greater inclusivity the local community board area networks Page 80 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Intergenerational activity • Communities interact and take more • Multi-disciplinary training opportunities e.g. social workers trained in fire safety, fire officers responsibility in improving understanding mental health or child protection issues opportunities • Better use of Kilsyth Connected (7.1K members), Kilsyth Disconnected (3k members) on • Communities providing services but Facebook they need support from public bodies • Poverty and deprivation are in all parts of the area and this has been highlighted during Covid to sustain locally led programmes and 19 community investment • Consultation, communication and engagement processes • Absentee landlords leaving properties derelict
Page 81 of 209 Motherwell
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Digital exclusion–equipment, access and skills. Some people have phones but have no credit • It feels like things have taken a Places: to access help and services while some just don’t want to use IT, what can we do to support backwards step with the pandemic • North Motherwell these people? There is an assumption that everything will just move online but we are in • People were struggling before COVID • Forgewood danger 0of leaving a huge amount of people in our communities behind (ie Universal Credits) • People are coming in to help, • Craigneuk • Issues with addictions – could there be Recovery hubs similar to those in South Lanarkshire? organisations are better placed to help • Newarthill • Poverty issues need to be addressed – more employment/training opportunities to lift • Outdoor spaces, e.g. Dalziel estate, • The Globe people out of poverty Strathclyde Park. Nice place to live - • Muirhouse • Isolation – Some people are worried about going outside after isolation/shielding. Adding to connectible. New train station hub • Jerviston mental health issues particularly for older people. Winter months are a concern with people development. Good transport links. feeling ‘shut in’ Post restrictions may be difficult to reengage with people Near to the motorway. Community Communities of Interest: • Mental health was highlighted as a “pandemic” that doesn’t discriminate, however those on very well connected. Orgs working • Black and minority ethnic lower incomes are more affected. Social prescribing and the need for health and community together has been great. More (BAME) communities supports to work in a complimentary manner. Younger people struggling with mental health working together in North Lanarkshire • Unpaid carers • Issues for unpaid carers – Lack of consultation regarding carers’ roles – an expectation on • Town centre is barren particularly • people with a disability/learning carers that they will take things on (during pandemic). Mental health issue compounding older people. disability or long-term condition individual. Some unpaid carers affected are ‘on their knees, isolated and busier than ever’ • Transport is not ideal. • people with Additional Support Limited opportunities for being outside. More things Carers have to be consulted. Many have • Community spirit. Groups work Needs gone long periods with no respite. Lots of carers are now work from home. Not getting a together. Partnership working is good. • Young people break. Really good links between NLCT and other groups and NLC – positive partnership • Health and Wellness Hub activity, • Older adults working in Motherwell area particularly during lockdown - • Young people – some young people are struggling (for some bullying has increased with the excellent. A lifeline. Started to get to Actions/themes use of online platforms). Involving young people in meetings and consultations can seem like know people. Community spirit. • Addressing increased demand ‘tokenism’ as they are often included at the last minute or meetings take place when they regarding mental health related are at school. Young people are citizens and need to be included in their community Hopes for the future issues, including addiction issues decisions and encouraged to take ownership of action. Further develop presence on • Strathclyde Park and future and impact on young people Community Board to ensure wider views are considered form young people across. Develop development. • More ‘joined up’ provision to an information booklet specifically for young people regarding activities/services in • Infrastructure improvements. Explore address increasing demand on Motherwell, including use of social media. Real involvement and participation of young if community centres could be open services, building on current people all day. Motherwell voluntary sector and • Anti-social behaviour - Low level crime is on the rise, which in turn affects whole • More examples of good facilities that Consortium initiatives. communities’ not just individuals. Issues with crime, traffic and roads. Issues with Calder Park people respect (Wishawhill pump • Addressing need to keep with drugs abuse and stabbings -no go area for many. The Globe and Muirhouse are deprived track) services continuing in areas with lots of drug and anti-social behaviour issues • Active travel developments Motherwell during Covid-19 • Covid impact - Confusion around the Covid restrictions that are in place. Things are encouraging pandemic constantly adapting and constantly changing. It’s difficult to gauge the situation online, in • Less poverty, mental ill health. • Approach to engagement and person is easier. Organisations have been firefighting and getting used to doing things Reduced suicide especially with communication - Addressing differently (ie remotely) There are so many meeting platforms which is a challenge with young men language and communication Page 82 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? statutory agencies only permitted to use specific platforms There has been some duplication • More regeneration support re issues that exist, e.g. less use of throughout C19 - how do we avoid this or create better connections (for example joining up Jerviston. jargon, better support for Deaf the efforts of those organisations who have been delivering food parcels?) We need to pause • New electric vehicle points is good - community + ensuring BAME and see what has worked and what hasn’t in terms of covid support We need to ensure we need more points individuals are better supported know what groups are out there currently running and let people in the community know so • Carers more involved in decision • Improve economic opportunities that they can connect back in. Some duplication of services within the third sector relating to making rather than told this is the to lift people out of poverty re covid support way it will be upskilling, including ‘softer skills’ • Some people don’t know where they are going to get their dinner or if their housing situation • ‘cradle to grave’ activities – development and increased is secure. Need to deliver things at the right place at the right time. Need to get it right. beginners/disabilities/toddlers/young access to qualifications Currently, it is vital that we help and support families meet their basic needs families • Better local coordination of C19 • How can we make sure all voices are heard? Reaching seldom heard voices. How can we get • Extensive active travel hub – include activity (including distribution of more of the public involved in community life and decision making? Participatory Budgeting café and community areas food) between statutory and worked well but took a lot of effort. Generally need improved consultation and feedback • Participation which is meaningful - voluntary sector organisations mechanisms Decisions have been made previously without people involve from beginning. In people can influence things – • Better support for families - some less affluent areas people don’t always have local groups or anchor organisation. Motherwell positive re consulting particularly new Jerviston, North Motherwell, The Globe and Muirhouse are sometimes forgotten without people parents(breastfeeding, activities groups at the table. People might be interested and need support • Engagement such as men’s shed to for kids, financial support) • Local focus versus Plan for North Lanarkshire/vision - need to strike the right balance address increasing mental health • Digital inclusion (especially • Access to safe meeting spaces. Example -many young people are meeting up in large groups issues negatively impacting on young as there is nowhere to meet, however if there was a community space where they could people) meet this would be managed and the COVID protocols would be in place helping to stop the spread. Lack of safe space for young people to use. Lots of orgs can’t start back up as they don’t have safe spaces to hire • Increasing resources to voluntary sector organisations directly delivering services/activities in Motherwell. For many community organisations and charities, there are issues with running costs with reduced income • Increasing empowerment levels of local people by consulting on 3 proposed options for town hub locations (similar to proposed new Monklands Hospital). Would help build confidence in new Boards structure at early stage. Hold early discussions with Strathclyde Passenger Transport about public transport routes to new town hub (ie where no services exist). • Community Board - Targets and statistics could be better recorded/used to inform decision making. Create a digital (online) communication board (could consul be used?). Improve evaluation methods and ensure baseline information is available • It’s important to ask people in the community, how they think we are doing. Organisations think they have made a difference but need to find out • Recognising increased demand for Adult Literacy / Numeracy and ESOL (English for speakers of other languages) support
Page 83 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Improve community involvement and empowerment Consultation not consistent across NLC departments. Opportunities to improve engagement around Ravenscraig(big transport hub and school’s consultation) – sense that it’s a ‘done deal’ with limited opportunity to input • Partnership working - Better linkage with private sector to ensure they are a key partner locally as part of potential town hub activity Good links with community and statutory organisations, particularly NLC • Addressing key barrier of costs for accessing services and facilities that currently exist. Ensure cost not a barrier to access future facilities. Children don’t have a lot to do. This is historical. Council housing built in Coursington area with no play facilities for kids. Develop open areas/parks/ football parks to encourage more outdoor activity. Hiring football parks can be expensive. Public transport – particularly to Ravenscraig • Community and voluntary sector - Motherwell has no development trusts. Community Board may be a vehicle to provide an overarching organisation. Coursington area, tried to set up a residents association - no interest • Facilities for tenants. Things are getting worse, tenants affected by lockdown issues including poor mental health • More accredited courses needed in area and Motherwell overall • Vision - Concern around Train station development may attract new businesses. Number of mail lorries through Merry Street a concern. The roads are going to be affected. Also a concern re environmental impact of additional traffic in the Motherwell area. Need infrastructure i.e. shops in area so don’t need to jump in a car to travel outwith area. Roads will be ripped up - not looking at the big picture. Have targeted community consultations in smaller areas
Page 84 of 209 Northern Corridor
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Concern in some areas (ie, Moodiesburn) regarding drug use and the support available to • …explained that she loved the living Places users quality in Auchinloch. Moodiesburn West • Public transport in rural communities is an ongoing issue • the Main Street on Mount Ellen lacks Mount Ellen • Social isolation facilities including areas for children, • Mental health issues Supporting those with mental health issues during the pandemic where they can go and play safely. Communities of interest • Employability prospects for those aged 30 plus are a concern Children to access any activities need • Young people • There are a lack of localised services and facilities within the Northern Corridor and people in to use their parents / carers help due • Older generation some cases need to travel to access these Facilities - Limited or no sports facilities Limited to lack of suitable public transport facilities and limited space for community to meet. NLC have removed meeting rooms and Actions/themes libraries within Stepps primary school and cultural centre due to remedial works. Sport Hopes for the future • Building Community Resilience facilities in Moodiesburn • ..excited about Community • Asset mapping is an absolute • Young people are struggling. Moodiesburn West needs to be a focus of attention and Investment Fund and Hubs. ..hopes to priority in identifying strengths opportunities for young people in particular. Currently, no dedicated services for young see community centres built in each and weaknesses in the people in Gartcosh. Youth work and council service for young people is not available in all village in the Northern Corridor community villages • Older people must invest into the • Community empowerment and • Digital exclusion Engagement with those who do not have social media or computer access young people across generations trust and developing the • Development of the area – concern about building on green belt and the impact of the through senior skills sharing, relationship between the public increasing population on the local community and strain as a result of that on schools and integration and mentoring sector and communities as a health. New houses building without supporting infrastructure Villages are losing their opportunities for the young people partnership identity with new people settling in New house builds within Gartcosh hasn’t brought new • Better Co-ordination of infrastructure e.g. services, schools. Some people feel they are not being served. New housing community engagement and developments within Cardowan were promised additional infrastructure and services and consultation promises were not kept and community feels the council has failed them, the community • Communication strategy to groups continue to meet the needs of the community during this perceived absence . Stepps develop ways to inform and primary has been running over capacity for years and we are told we have options but they communicate /share will not tell us the options information • Ward 6 access to services similar to the North of Scotland • Undertake review of service • Focus on Motherwell, not the North accessibility across the villages • Lack of help for people and identify improvement • Pollution actions • Many issues raised and saw no change e.g. Health board boundaries not clear, projects on • Access to community spaces for councils LDP list not being progressed gatherings and services • Engagement and participation -Ambition to improve the involvement of communities in • Bring villages together to decisions is in deficit and it continues. Deficit of mutual respect has also been lost, community support the development of a council letters to chief executive and education don’t get answered, so lots of unanswered local a coordinated approach questions. There is no balance within the power given to communities, where is the power across the area sharing agreement in decision making? Not enough opportunities for communities to attend Page 85 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? council meeting e.g. only able to sit in the gallery of a hearing for a planning application. More • Process for considering the consultation, collaboration and communication required to gain mutual respect. More people impact of development (ie that want to be involved in community boards and should be encouraged. Boards need the building on the green belt, local voices of young people and older people to be included Communities very vocal online/social services and amenities) media but discussions aren’t been fed-back to the relevant services Accessing to relevant • Develop the role of the information Local people need to know and understand what the community boards are at a Community Boards and ensure basic level the process is transparent and • Involvement of local people in all aspects of town visions / town hubs / community hubs - community led. However there New communication strategy is required is also a ned to maintain • Working with services - develop better relationships with NLC reps, not all NLC staff work the informal conversations within same way. It’s not easy to find out the relevant bodies to offer assistance. Need a direct point community setting between of contact e.g. community development officers. Asset mapping to work out what’s available. services, agencies and NLC needs to focus on communities with a magnifying glass to identify individual needs, and communities balance similar themes. More input to help bring them all the villages together. • Local mental health • NLC budgets cuts/savings improvement plan • Access to family services • Funding for local projects and • Climate change services • Lifelong learning solutions/opportunities for local residents - Healthy eating education • Community Asset transfer – • Youth workers in schools more information to help them • Need better communication strategy that’s targeted and makes use of social media understand the process • Maybe town boards could offer another opportunity to share good and bad work, • Celebrate success -including for experiences and resources small pieces of work. Sharing • Pupil equity funding different across schools. More transparency needed more of the impact that • Outdoor activities has lifted the spirit and brought a new focus, developed new links with agencies, services and projects • New building within Glenboig demonstrates the strength of power within communities, long are having time coming
Page 86 of 209 Shotts
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Young people’s access to services and opportunities, especially in the outlying villages. • The pandemic has been good for Communities of interest Currently, there is limited opportunities for young people. This often leads to higher levels of creating links with other services in • Young people anti-social behaviour the community • Older unemployed males • Service stoppages due to the pandemic can result in a lot of unmet needs within the • Great community spirit during COVID community. Community momentum can be limited at present due to the start stop nature of and brought out the best in people Actions and themes the pandemic restrictions. Will we gain the ground back? • living in Harthill is terrible if there is • Families • Inequality (further set back due to covid-19) an accident on the Motorway it • Deliver community awareness • Rise of mental health issues, support for families Holistic approach to mental health support blocks up all the roads through raising session – on various for families Adult mental health impacts on kids and vice versa, having both engaged in any Harthill and local people can’t get out agreed topics and issues kind of learning/peer support programme could be a massive help. Separate outside support • Digital skills/inclusion for parents and children Hopes for the future • Issues around mental health and • Increased levels of drug and alcohol misuse • Generally, to improve outcome for activities (ie young people). • Supporting people and community organisations return to normal life Staff delivering the community and for everyone • Community facilities and community service and activities, are feeling tired and fatigued as a result of lockdown. services. Need gym and Leisure Support options for all including the third sector would be useful. Responding to covid issues Centre facilities Empty shops and challenges whilst planning for the future could be used by the community • There has also been a rise in extra requests for support and an increase in numbers coming in • Young People have nowhere to to organisations – this can create challenges for smaller organisations go or people to speak to • Poverty, including in work poverty Number of people experiencing financial difficulties • Older people in Harthill need • Anti-social behaviour Hartwood hospital grounds being polluted by adults and young people something, they have nothing Fly tipping, Use of quadbikes in open spaces now • Community safety • Community transport • Accessibility to public transport • Anti-social behavior • Access to affordable broadband for all • Flooding • Social Isolation – particularly for older people • Needs of Families with disabilities • Lack of venues for public use (ie, need certain types of homes) • How best to support those individual/families who have food insecurity. Moving away from emergency assistance with food to promoting health eating and cookery • Remove barriers to peoples participation in community boards • Bringing investment into the areas. Share and promote town visions / plans for town and community hubs. Having infrastructure that supports access to the hubs, and enables connectivity whichever area you come from Town status means we need more housebuilding and retail opportunities. Shotts was built as a village and the road capacity has not changed. Need more social housing or shared ownership in the right place • Importance of communication Agree on how best to communicate across service and communities • Tackle the stigma people have about accessing services and support structures Page 87 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Consider ways to involve schools more with local communities / decision making structures • Improve engagement with local communities Grassroots thinking – what’s missing and can we find it together? keep speaking to people to see what can be done • Partnership learning and development opportunities, including for community boards • sharing resources where possible and joined up working where we can/where it makes sense • Improve access to public building and facilities • Younger adults with disabilities; how can we provide a safe place for people to get together • Want to set up a’ business improve district’ in the area to set up a sub-group on the board to apply for funding on behalf to give out to business in the area • Traffic and parking issues - Increase carparking facilities, reduce traffic congestion, need another slip road to stop traffic coming through Shotts, from junction M8 5 motorway towards the bing to Springhill and Stain Congestion at Stain corner. Council are consulting on Car parking charges through TRO’s. Need more pedestrian crossing Increased traffic congestion is causing health issues • As the council halls are closed, we want to open our local halls to bring people together • Address Infestation problems. Better service from NLC hotline over weekends 403110 is not supporting people. Must phone back on Mondays 9rat problems or bluebottles etc). • Issues with the recycling centres. still have a big issue with fly tipping. Some people cannot afford the uplift charge. Can the fee be waved for people on benefits?
Page 88 of 209 Wishaw
Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Participation, especially young people who need support with new skills • Gowkthrapple community spirit, not Communities of Interest: • There are barriers to people getting assistance to set up things like Archery clubs to support too much politics and groups are • Families people to get involved willing to work together, plenty of • Young people • Accessing sports funding through the lottery passion and commitment • Older unemployed males Amount of greenspace and • Active travel needs to get to the people in our communities that need it, in the SMID areas • community potential Actions/themes • Digital -More digital devices needed for communities - Access to free broadband • Community of Pather is not so close • Communication and awareness • Protect community organisations suffering from loss of income generation and lost funding. now and has issues with fly tipping, Lost revenue in hall rentals, Small orgs are slipping through the gaps for funding raising drugs, housing and unemployment Digital skills /inclusion • More work to try to meet need, people are desperate for venues to be open • • Our young people are articulate in Mental health localised • Engagement using remote approaches (ie Zoom) but also traditional for those who struggle • – their own way and can govern with digital (ie posting information) services and support structures themselves for example no football Community participation and • More support to respond to suicides in Coltness • rule at the pump track • Locality Partnership agreements from last year outstanding - such as improved lighting and engagement • Generally, community spirit is great paths at Dimsdale and Overtown • Community services and • Housing co-op providing everything • Need to fill a gap left from when the Council removed the Club 365 offers facilities (ie, Sport, services for we can including child vitamins hope YP, etc) • Currently, there is limited opportunities for young people. Young people’s access to services to provide video devices, also carrying and opportunities, especially in the outlying villages Young people are often bored, and • Active travel targeted to our welfare checks to residents. perceive that there is nothing for them to do communities that need it most Supporting groups to do online (ie, in the SMID areas) • Inequality (further set back due to covid-19) meetings Mental health issues • Support for community • • We can point people or refer or help organisations suffering from loss • Increased levels of drug and alcohol misuse them in the process of income generation and lost • Supporting people and community organisations return to normal life funding • Poverty Hopes for the future? • Online counseling services • Anti-social behaviour and community safety concerns • Returning to bring able to access hall More work to try to meet need, • Social Isolation lets and being able to consider a • people are desperate for venues • People experiencing financial difficulties group in the area to be open • Responding to covid issues and challenges whilst planning for the future • Improved link in with the statutory employment • There has also been a rise in extra requests for support and an increase in numbers coming in services • rd to organisations – this can create challenges for smaller organisations • Roll out of mental health first aid • Consider tapping into 3 sector • Develop the role of the Community Boards to be accessible to all would be great or psychological first organisations who can deliver • Having infrastructure that supports access to the hubs, and enables connectivity whichever aid certificated training for young area you come from • Quicker response from the council people • Skills development / upskilling around funding and support for • Increase support to parents with • Share and promote town visions / plans for town and community hubs partnership projects children with additional needs • Holistic approach to mental health support for families • Our public service is still working loss of services and support • Use of findings from the volunteering research that is currently underway Page 89 of 209 Local concern, challenges and needs/gaps What is it like to live here and what are Emerging Priorities and Themes your hopes for the future? • Consider ways to involve schools more with local communities / decision making structures • We would like more opportunity to • Agree on how best to communicate across service and communities have honest conversations, around • Focus on intervention especially – early intervention what people want and where we can • Build in general issues into the plans (which have been identified), so that the small issues are find funding tackled and dealt with • Who cares Scotland.Org having more • Improve engagement with local communities referrals • Partnership learning and development opportunities, including for community boards • sharing resources where possible and joined up working where we can/where it makes sense • Ensure mental health is about everyone. • Development of a resource to know where people can get support – a one place resource for organisations to find places for support and referrals • Young People have had enough of being the same house. Not being able to be with friends outside of school, felt there wasn’t really anything to do. • Mixed messages about the COVID rules • Christmas school leavers – reaching positive destinations. Consider the contribution from the community organisations supporting young people need to support coming up to Christmas. • Need more staff to ensure support will be out there • Accessing to work experience in school and other organisations • Ensure young people don’t slip through the cracks.
Page 90 of 209
Appendix 3
Local Outcome Improvement Plan Report Cover Example
Page 91 of 209
Page 92 of 209 AGENDA ITEM 6
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/LP/EW Date 01/02/21
North Lanarkshire Partnership Framework for Working with Communities – Progress Tracker
From Lizanne McMurrich, Head of Communities [email protected] 01236 812338 Email Telephone [email protected]
Executive Summary
This report sets out the approach to tracking progress around key areas of work associated with community empowerment which seeks to support the Community Empowerment Committee in its governance of the delivery of key elements of the approved Framework for Working with Communities.
The approach set out in the report is designed to support the Council not only in the delivery of outcomes associated with The Plan for North Lanarkshire, but also in terms of the statutory duty placed on the Council and partners in terms of the leadership requirement of the Community Empowerment (Scotland) Act 2015. The report outlines a process for tracking progress against elements of the Framework for Working with Communities as aligned to the following Programme of Work areas: -
• PO56.1 Working with communities model and supporting governance structure; • PO84 Building community capacity and capabilities; and • The North Lanarkshire Partnership Strategic Leadership Board: Programme of Work priority – Community Empowerment.
Recommendations
It is recommended that the Community Empowerment Committee:-
(1) endorse the developing approach to tracking progress in terms of the delivery of The Working with Communities Framework; and (2) agree to receive further progress updates based on the templates provided within this report at Appendices 1 and 2.
The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them
Page 93 of 209 1. Background
1.1 The North Lanarkshire Partnership (NLP) Framework for Working with Communities underscores the Council and its partners’ commitment to engaging and working with communities. An approach that is rooted in a set of principles and corresponding methodology designed to deliver several key outcomes associated with working with communities including: -
• implementation of a consistent, inclusive model for engagement, with strong local governance to ensure that communities can contribute to and influence delivery of the vision and priorities set out in The Plan for North Lanarkshire; • optimum coordination and use of partnership and Council resource to support communities to engage and influence; • clearly targeted activity around communities of place, interest and identity with a focus on ensuring that the voices of the ‘seldom heard’ are listened to; and • the development of online and remote approaches to engaging with communities to ensure a flexible two-way digital interface for local people.
1.2 Reflecting the Framework for Working with Communities, approved in August 2019, the Council and Community Planning partners subsequently approved the implementation plan for engaging communities in the development and delivery of The Plan for North Lanarkshire at a locality level across 9 defined communities of place. The implementation plan includes:-
• establish 9 Community Boards to ensure local community involvement and governance for local decision making and investment; • work with local communities to develop targeted local outcome improvement plans for their area; • develop engagement plans for all key parts of TPFNL relevant to a particular area or community of interest/identity and ensure that feedback is reported to the Community Boards and/or relevant decision-making bodies; • support and implement a clear Digital Communities (access and literacy) programme; • develop a shared community and voluntary sector support framework and working arrangements; and • create opportunities for local people to influence use of Council and where appropriate partnership resources through a sustainable Participatory Budgeting model taking advantage of joint resourcing opportunities.
1.3 The model reflects the shift in focus, consistent with the One Place One Plan principle, of aligning all existing community engagement mechanisms and streamlining engagement activities across the council and Community Planning Partnership.
1.4 The Plan for North Lanarkshire sets the direction for Community Planning partners, the council, stakeholders and, most importantly, for each of the unique communities and the people who live, learn, work, invest, and visit North Lanarkshire. The shared ambition and challenges are therefore addressed through integrated solutions.
1.5 A mechanism for tracking progress is crucial in supporting delivery against the community empowerment focussed Programmes of Work. The council, partners, arm’s length external organisations, all contribute in various ways to the delivery of the Programme of Work.
Page 94 of 209 2. Report
2.1 Tracking Progress/Governance
2.1.1 The North Lanarkshire Partnership Strategic Leadership Group, the Community Empowerment Committee are key governance groups, ensuring that accountability and performance management arrangements are in place to support progress towards achieving improved outcomes for communities.
2.1.2 The streamlined governance arrangements through the North Lanarkshire Partnership Strategic Leadership Group facilitates oversight of community planning partnership activities at a strategic level in a manner which provides assurance that community planning is working effectively for the benefit of local communities and in line with the Community Empowerment (Scotland) Act 2015.
2.1.3 The 9 Community Boards also play an evolving role in governing and providing accountability for delivery of locality level activity and specifically locality plans.
2.1.4 Whilst the intention is to shift the emphasis to action and delivery of clearly defined outcomes with communities, rather than the focus being on structures or bureaucratic processes, there are a number of key existing strategic planning/governance structures that will be critical in driving the key elements of the programme of work, these include:
• Community Empowerment Committee; • NLC Corporate Community Empowerment Working Group; • Recovery, Renewal and Investment Group; • NLP Strategic Leadership Group; and • Community Boards.
2.1.5 As the tracking and performance framework develops, reporting arrangements for key areas of work aligned to these strategic planning and governance groups will be refined and consolidated.
2.2 Methodology
2.2.1 The impact of action and activity associated with the Working with Communities Framework will be reported in line with the performance framework for The Plan for North Lanarkshire and the established high-level health check indicators over a longer-term period. Additionally, as the Local Outcome Improvement Plans for the 9 Community Board areas are further developed, so too will the associated approach to measuring the impact of local action against key performance indicators and milestones. This will reflect the data profiles for each of the 9 Community Board areas.
2.2.2 Attached, as Appendix 1, is an outline of the types of measurable milestones and indicators aligned to the key areas of work that can be used to track progress. Work is underway to refine appropriate measurements. This will secure a focus on outcomes for communities within an accountability framework for use with communities and the Community Boards around the following aspects: -
• Community Board representation, accountability and governance;
Page 95 of 209 • tracking of progress and delivery of action and milestones associated with the priorities agreed with communities through 9 Local Outcome Improvement Plans (LOIP’s); • delivery of engagement plans for key parts of The Plan for North Lanarkshire relevant to local communities; • development of the Digital Communities (access and literacies) programme; • key areas of work associated with the shared community and voluntary sector support framework and working arrangements; and • tracking of progress with implementation of a Participatory Budgeting model.
2.2.3 Appendix 2 outlines the framework for reporting progress using project management methodology, thereby ensuring that the council and community planning partnership can reflect on key management and leadership considerations such as: -
• risk; • resource; • benefits realisation/deliverables; and • financial impact.
2.2.4 The risks are based on the risk management model associated with The Plan for North Lanarkshire as identified within the Working with Communities Framework.
2.3 Tackling Inequalities
2.3.1 The Community Empowerment (Scotland) 2015 places an obligation on Community Planning Partnerships, to ensure that their work in and with communities maintains a focus on reducing inequalities. This is reflected in the approach to working with communities to drive inclusive growth across North Lanarkshire. To ensure that the emphasis on addressing inequalities is maintained across all priorities and actions in working with communities, targeted approaches and interventions are required with communities known to experience higher levels of inequality and progress must be tracked against this recognising communities such as those who:-
• live in certain areas more likely to experience socio economic deprivation; • are experiencing poverty or who have experienced poverty; • are from one or more of the groups covered by protected characteristics; • experience barriers to accessing services due to living in remote or rural communities; and • are vulnerable for a number of complex and interrelated reasons.
2.3.2 The ways in which action will be targeted to ensure that people from these groups benefit from partnership approaches will vary depending on the target audience and the aim of the action, activity or priority. Examples of how this can be achieved include: -
• targeting capacity building support to particular communities of place, interest or identity experiencing inequality to help build resilience and approaches that meet their needs and ensure that they have the tools to help themselves and influence decision making; • working with local communities (of geography, interest and identity) more at risk of experiencing inequalities to support them to identify and undertake actions and activities to improve their lives and the area they live in;
Page 96 of 209 • undertaking integrated Equality and Fairer Scotland impact assessments for all activity in an area to identify any specific impact on particular communities and agreeing action to mitigate; and • in addition to the wider engagement approach, identifying communities of inequality affected by a proposed action or investment in an area and undertaking targeted and tailored engagement activity to ensure that the voices of those with lived experience are listened to.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 See section 2.3 of this report.
3.2 Equality Impact Assessment
3.2.1 See section 2.3 of this report.
4. Implications
4.1 Financial Impact
4.1.1 None identified.
4.2 HR/Policy/Legislative Impact
4.2.1 The Progress Tracker will ensure improved compliance with the Community Empowerment (Scotland Act) 2015
4.3 Environmental Impact
4.3.1 None identified.
4.4 Risk Impact
4.4.1 The Progress Tracker will ensure improved compliance with the Community Empowerment (Scotland Act) 2015 and will function as a further mitigation measure in line with the corporate Community Engagement risk.
5. Measures of success
5.1 Measurable Milestones as outlined in Appendix 1 to this report agreed, implemented, and progress tracked accordingly.
Page 97 of 209 6. Supporting documents
6.1 Appendix 1 – Progress Tracker - Measurable Milestones and Indicators
6.2 Appendix 2 – Framework for Reporting Progress
Lizanne McMurrich Head of Communities
Page 98 of 209 Appendix 1
Ambition We want to 19. Improve engagement with communities and develop their capacity to help themselves. 20. Improve the involvement of communities in the decisions, and development of services and supports, that affect them.
NLP Strategic Leadership Board: Programme of Work priority – Community Empowerment
We will ……. Why…? How will we know What does success look Tackling Progress updates that we are on like? inequality track? (targets/milestones) Establish 9 Local people 9 Community Boards Community led Community Undertaking • 9 Community Boards established Community know their own established Boards with a clear remit Equality impact • First two cycles of meetings Boards to communities and governance assessments on complete ensure local best. They have number of arrangements to enable key reports for • Communities influenced decision community a right to have a participants engaged local people to influence consideration to realign the Northern Corridor involvement say in setting through Community decision making locally and Coatbridge areas and priorities for Board meetings • Agreement to establish governance for their area, how Community Boards are able Share meeting subgroups to progress specific local decision resources are Minimum of 4 to make informed papers and local issues (to reflect Local making and used and how Community Board decisions/recommendations agendas and Outcome Improvement Plan investment local services meetings per year based on a clear encourage priorities) are delivered understanding of their engagement • Agreement to endeavour to share Number of decisions community and its diverse though chairing arrangements in favour that can be needs reflecting wider more established of community representatives evidenced as being targeted engagement using equalities • Number of key local matters influenced or initiated quality data and a range of networks discussed at 2nd cycle (i.e. Local through Community tools and approaches Outcome Improvement Plans, Board discussion (online, seldom heard Facilitate feedback from Community voices, communities of Equalities Listening Events, Budget interest and identity) awareness discussions) raising/training for Community Board members
Page 99 of 209 Work with Local people are Community and Community led plans for Priority setting • Initial mapping of The Plan for local best placed to stakeholder each of the 9 areas engagement North Lanarkshire priorities communities identify and set engagement reflecting the unique activity targeted complete to develop priorities for programme to identify circumstances for each through • Community and stakeholder targeted local their area and to key locality priorities area and The Plan for established engagement sessions across 9 outcome work with public and actions North Lanarkshire priorities equality groups areas complete (including seldom improvement and voluntary and ambitions and also heard voices/communities of plans for their sector partners Creation of 9 Local through service interest and communities of area and local Outcome An integrated model for users as identity) businesses to Improvement Plans supporting community led required • Online survey complete ensure action (LOIP’s) delivery of the plans that • Elected Members briefing that supports streamlines local Reflect sessions and survey complete the vision for Agreement with partnership delivery feedback and/or • Feedback from Community and North communities and approaches action required stakeholder engagement Lanarkshire in a partners through from equality presented to Community Boards way that is Community Boards Plans that are ‘owned’ by groups Nov/Dec 2020 tailored to local around responsibility communities and partners throughout • Agreement through Community needs and for supporting as the local partnership plans Boards regarding the way circumstances delivery of agreed delivery mechanism forward to finalise plans for action Final drafts to launch and ongoing delivery be Equality Clear reporting Impact schedule for Assessed and Community boards further targeted and The NLP engagement as Strategic Leadership required Group Clear action Number of actions aimed at with local community reducing organisations and inequality networks leading delivery
Page 100 of 209 Develop We understand Number of A diverse and dynamic Ensure Equality • Engagement plans in place for engagement that engagement activities programme of engagement Impact early adopter community hubs plans for all communities are linked to The Plan for activity using a range of Assessment on • Engagement plan in place for key parts of diverse and that North Lanarkshire tools with participation individual Local Outcome Improvement TPFNL people engage Programme of Work reflecting the demographic plans/proposals Plans reflecting a diverse range relevant to a in different ways makeup of an area are considered of participants and targeted particular area, dependant on Response to online proportionate to the when planning approaches community of their engagement (i.e. issue/engagement matter engagement to • Online and social media routes interest and circumstances, surveys, Consul in ensure any established for Community Board ensure that interests, needs line participation Communities feel involved required areas feedback is and passions at system) and engaged in decision targeting of • Targeted engagement being reported to the any given stage making and delivery of specific groups planned for voluntary sector community in their life. feedback/participation priorities within their is planned for involvement in delivery of the boards and/or through social media community in a way that Palacerigg Masterplan relevant We understand interaction suits their needs, Ensure that any • Engagement plan for Town decision- that the circumstances, abilities and feedback from visions making bodies community Evidence of decisions stage of life equalities • Online engagement around the boards and/or made, or leadership groups or Mental Health Strategy and the decision makers discussions based on reflecting Community Safety Strategy cannot be engagement impact on • 9 Community Listening events to expected to feedback (community equalities consider the impact of Covid-19 know the views boards, North groups is on those experiencing poverty of everyone in Lanarkshire shared and and inequality their community Partnership Strategic reflected in • 9 Budget setting engagement or to make Leadership Group, investment and session delivered informed Council Committees) plans for an
decisions area
without access to good quality information from the wider community
Page 101 of 209 Support and We understand Response to online An easy to use inclusive Consider tools Web pages and social media implement a that how people engagement (i.e. partnership digital required to presence established for the 9 Board clear Digital choose to surveys, online engagement programme ensure that any areas (My Airdrie…) Communities interact with Consul participation taking advantage of digital or remote programme services and/or system) technology participation engagement is Work underway to develop a Digital make their reflecting the demographic inclusive Communities Framework supporting views heard feedback/participation makeup of an area the engagement model and depends on a through social media proportionate to the Undertake reflecting wider priorities of Digital number of interaction issue/engagement matter Equality Impact NL (i.e., inclusion, affordability, complex factors Assessment on access) and local people Contact made using Communities feel involved the need to be able digital means and engaged in decision development of Audit of existing community led to engage with making and delivery of the Digital social media pages underway to us and make Digital Communities priorities within their Programme identify key connections for sharing their voices Framework community in a way that information and engaging with those heard digitally if suits their needs, who may not necessarily participate this is the best circumstances, abilities and via traditional approaches option for them stage of life Joint use of Social media training We want to being organised for locality make best use partnership staff of technology to help Number of online engagement communities to activities delivered since start of vision and Covid -19 linked to (Community understand the Safety Strategy, Community potential impact Listening events, Mental Health of The Plan for Strategy, and Local Outcome North Improvement Plans) Lanarkshire ambitions
Page 102 of 209 Develop a The support that Partnership A clear agreement, set of Ensure Equality • Early discussion through key shared individual Community support/ working arrangements and Impact partnership groupings (i.e. CLD community communities Capacity Building approaches to assessing Assessment is Partnership, Recovery and and voluntary need to thrive strategy and delivering action with undertaken for Renewal Group, Communities sector support must be and in support of the all key parts of Team) to scope out the approach framework understood so Voluntary Sector needs, assets and this work and to developing a partnership that local people Commissioning opportunities that exist that this is Community Support/Capacity can build on arrangements within the Community and embedded Building Strategy their skills and Voluntary sector across any • Community Recovery and knowledge and Partnership frameworks or Renewal Group established strengths to Memorandum of strategies (Communities Team, Voluntary influence and Understanding for developed Action North Lanarkshire, deliver action to supporting the role of NHS(NL)) to begin to lead this improve lives for the community and Ensure that any work local people. voluntary sector as a feedback from • Memorandum of Understanding delivery partner equalities drafted The Community groups or • Community Asset Mapping and Voluntary Community Asset reflecting process underway for ‘Early Sector is a key Mapping process impact on Adopter’ Community Hub sites delivery partner equalities and work underway to embed as and we need groups is an approach across North clear working shared across Lanarkshire to ensure that the arrangements to the partnership assets of the local community reflect the and reflected in and voluntary sector are diversity of the investment and understood and that this is the sector planning starting point for local dialogue or planning activity
Page 103 of 209 Create Local people are 1% of eligible Council A partnership approach to Consider tools • Task Group established to drive opportunities best placed to budget aligned to Participatory Budgeting that required to the mainstream approach for local identify and set Participatory meets requirements but is a ensure that any • Learning from people to priorities for Budgeting processes ‘mainstreamed’ and a voting, debate Motherwell/Wishaw pilot collated influence use their area and to by 2021 sustainable way for local or decision to inform delivery moving forward of partnership work with public people to influence making is • Council leadership considering resources and voluntary Partnership resource decisions inclusive mainstreaming approach to through a sector partners agreement for use of affecting their lives budgets and resourcing sustainable and local Participatory Reflect Equality • Ongoing participation in national Participatory businesses to Budgeting Impact discussion and learning around Budgeting ensure action approaches to Assessment in Participatory Budgeting model that that supports resourcing local the takes the vision for priorities development of advantage of North the key actions joint Lanarkshire in a associated with resourcing way that is the Participatory opportunities tailored to local Budgeting needs and programme circumstances
Page 104 of 209 NLP Working with Communities Programme Report From 01/11/2020 Report To 08/01/2020 Overall Status Green Appendix 2
Project Stage Implementation Phase Project Manager Leanne Pollock/Matt Costello
Current Baseline Start 01/04/2020 Current Baseline End Date 01/04/2021 Date
Actual Start Date 01/04/2020 Current Projected End Date 01/04/2021
4 Weekly Progress Update Progress this Period Outlook for Next Period 1. Second cycle of Community Baord meetings complete Nov/Dec 2020 1. Planning underway for Community Boards cycle 3
2. Elected Members Briefings have taken place covering development of LOIP's and Community 2. Ongoing communication with Elected Members's and Community and stakehlder engagement in locality focused delivery arrangements for the development and Boards delivery of LOIPs and Community Boards 3. LOIP Stakeholder and Community Engagement programme nearing completion (online surveys, 3. Agreement around next steps in finalsisng the development of LOIP's and agreeing supporting delivery approaches targeted surveys, Stakeholder engagement sessions, Community Listening events) and feedback provided to Community Boards
4. Participatory Budgeting approach report approved by Community Empowerment Committee 4. Mainstreaming Participatory Budgeting Task and Finish group set up commencing 2nd Nov and 2 weekly thereafer
5. Draft Memorandum of Understanding for Community & Voluntary Sector Recovery and Renewal approach 5. MOU to be finalised and further work on key areas of work for the Community and Voluntar Sector through the Vol Sector Renewal and Recovery Group 6. PoW engagement plans for remainder of 2020 underway (early adopter community hubs, town visions) 6. Develop schedule of key engagement plans for 21/22
7. Performance framework for Working with Communities under development 7. draft Performance Framework to be finalised and shared with NLP and Council Committee
Project Slippage and Remediation Decisions for NLP Stratgic Leadership Group
Nothing to report at this time. approve progress tracking approach under development and subject of report Key Communication/messages to be shared Promote engagement through Community Boards and wider participation from communties in the boards. Promote LOIP's as local vehicle for community and partnership delivery of agreed priorities. Ensure that all partners are aware of priorities for working with communities and that responsibility for the the approach to delivering the model and LOIPs is shared and understood across key partnership agencies Promote LOIP's as local vehichle for partnership deliverya dn support to community priorities Target Indicators Previous BRAG Status Current Report Update and Proposed Path to Green Report Budget PB resource require to be finalised Resource Consideration required to support future and ongoing delivery of the approach to working with communities and supporting the LOIP and Community Board priorities Benefits To be embedded across all activity and the enterprise contract Relationships No Issues to report at this time
Risk Summary No of Open Risks No of Open Issues Highlighted Risks / Issues Risk / Issue Escalate Risk/Issue ID Risk / Issue Description Risk Rating Action / Mitigation Currently in Place Action Required from the Board Owner (Yes/No)
Page 105 of 209 NLP does not appropriately Lizanne McMurrich Frameowork for Working with Communities, Community Board model, No None at present engage and consult with LOIP engagement programme communities, partners and stakeholders in the shaping and delivery of services resulting in action, service and use of resource that does not meet community need .
NLP does not comply with Lizanne McMurrich LOIP engagement programme and delivery approaches , No opment of aligned partneship approaches to support delivery of LOIP's with local statutory obligations and put in Development of LOIP and wider Communities Framework tracking place robust approaches to and performance and reporting arrangements community empowerment in line with the Community Empowerment (Scotland) Act 2015) therefore failing to maximise opportunities for local community and partnership action to support delvery of the priorities within TPFNL
Community Planning partners NLP Strategic Leadership LOIP engagement programme and delivery approaches , Yes pportunities to support key Working with Communities priorities and around ali fail to adequetely plan to Group Development of LOIP and wider Communities Framework tracking resource approaches to and performance and reporting arrangements, Development of Working with Communities processes for supporting and developing the relationship between the resulting in ineffective and statutory, community and voluntary sector inefficient use of shared resource, missed opportunity for an integrated approach and the potential for duplication and mistargeted approaches
Project Timelines / Revisions Start Date End Date Revision Date Approved Date Approved By Reason For Revision
Key Events Calendar (4 Week Forecast) Subject Attendees Date Time Location 26th/27th/28th Oct Elected Member briefings Leanne Pollock, Matt Costello, Christine Boyle, Elected Members various Webex 2020
W/C 26th Oct 2020 (stakeholder sessions) Finish LOIP Stakeholder and Community Leanne Pollock, Gary Stark, Locality staff (NHS, NLC, VANL), community reprsentatives, - W/C 9th Nov 2020 various Webex engagement sessions and conclude online survey community organisations, local stakeholders (Community Listening events)
Matt Costello, Leanne Pollock, assigned HoS, Elected Members, Community Board members, Community Board cycle 2 Nov/Dec 2020 6.30/7pm Webex local partners
Leanne Pollock, Jonathan Smith, Community Budget setting engagement sessions 01/12/2021 6.30pm MS Teams VANL, Community representatives
PB task and finish Group initial meeting Matt Costello, Ross Dunn, Council Services, Community representation? 2nd November TBC Webex
Page 106 of 209 Key Milestones / Deliverables Baseline Due Forecast / Actual Milestone Description Progress Status Reason For Deviation Date Due Date
Community Boards initial meetings 01/08/2020 August/Sept 2020 Complete complete
Feedback from initial meetings was considered and governnace arrangements are being agreed with Community Boards governance, reporting and 01/08/2020 01/12/2020 On track communities, partners and elected members at the next meetngs in November 2020. Working with ongoing meeting cycles established Communities performance and progress tracking process under development
Extensive partnership delivery of engagement programme underway. Later than initially anticipated due to LOIP Community and stakeholder engagement 01/08/2020 01/12/2020 On Track the need for briefings and planning sessons with partners and the complexity of organisning activity with a programme delivered number of stakeholders and audiences Oultine plans have been produced based on mapping of TPFNL priorities and early engagement with services and partners. However the plans need to reflect community priorities also and should be community led, therefore an 9 LOIPs finalised and approved for delivery 01/08/2020 01/01/2021 On Track extensive engagement programme is underway and draft plans will be presented for approval through the 9 Community Boards. Agreement will then be required regarding supporting delivery across the partnership and with Community Boards no change Digital Communities Framework 01/01/2021 01/01/2021 On Track
no change Partnership Community support/ Capacity 01/12/2020 01/03/2021 On track Building strategy
Draft produced, feedback from key agencies being used to update and finalise draft Partnership Memorandum of Understanding for supporting the role of the community and voluntary 01/07/2020 01/12/2020 On track sector as a delivery partner complete Community Asset Mapping process 01/08/2019 01/03/2021 Complete
1% of eligible NLC budget aligned to Participatory Task and finish group Action plan approved to Budgeting processes by 2021 due to commence allow mainstreaming of 01/04/2021 01/04/2021 On track fortnightly meetings to PB to progress drive process
Partnership agreement for use of Participatory Budgeting approaches to resourcing local priorities
Project Controls Current Control Records Current Status Last Updated By Authorised Date Authorised By Comments Version
Project Brief - Community Boards v001 draft Matt Costello
Project Brief - LOIP's v001 Draft Leanne Pollock Project Brief - Participatory Budgeting v001 Draft Matt Costello Project Brief - Community and Voluntary Sector Supv001 Draft Leanne Pollock Project Brief - Community Engagement programme tba Leanne Pollock Project Brief - Digital Communities v.001 Draft Jonathan Smith Preliminary Risk Assessment v0.1 under development Leanne Pollock/Matt Costello N/R N/R N/R N/R N/R Change Control Template N/R N/R N/R N/R N/R No Change Requests as yet Project Business Case N/R N/R N/R N/R N/R
Page 107 of 209 Project Initiation Document v.001 Draft Leanne Pollock/Matt Costello
Communications Matrix v1.0 under development Leanne Pollock/Matt Costello
V 1.2
Risk and Issue Registers under development Leanne Pollock/Matt Costello
Interim Report (This Report ) Live Document Leanne Pollock/Matt Costello Reviewed and updated monthly Project Post Evaluation Questionnaire Only required at Project Closure Post Project Evaluation Report Only required at Project Closure Lessons Learned Only required at Project Closure Project Closure Questionnaire Only required at Project Closure Historical Log - Stage Control Documents Project Plan Live Document Reviewed and updated weekly
BRAG Status Indicator Status Overall / Milestone Status Budget Resources Benefits Realisation Relationship
Relationship good with open honest On schedule, projected No current issues re achieving benefits GREEN On budget and forecast to complete on budget No current project resource issues communication and 'one team' approach and milestone dates all OK targets focus across all parties
In jeopardy of missing a Currently > 5%* over budget or forecast > 5% Minor problems known or projected in One Team approach working, occasional disparity AMBER milestone date – but recovery over budget at completion (* lower figure of Some (non critical) issues – but plan in place to address meeting agreed benefits targets – recovery requiring client escalation to resolve plan / action in place 5% or 10K) plan in place
Has missed or is projected to Currently > 10%* over budget or forecast > Issues in meetings, missed meetings, focus on Critical project resource issues likely to effect delivery dates, quality or Problems known or projected in meeting RED miss a key milestone against 10% over budget at completion (* lower figure one team not evident, escalation required for costs agreed benefits targets the current plan of 10% or 20K) resolution
Reliable information not BLACK Reliable information not currently available Reliable information not currently available Reliable information not currently available Relationships broken down currently available
GREY Complete Complete Complete Complete
Direction of Travel Direction Explanation
No change from last reporting period
Progress has improved since last period
Progress has worsened since last period
Page 108 of 209 AGENDA ITEM 7
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/JS Date 01/02/21
Syrian Resettlement Programme & UK Global Refugee Programme (GRP) 2020
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 812336
Executive Summary
This report provides Committee with an update on the current status of the Syrian Resettlement programme in North Lanarkshire and provides a summary of the most recent developments on the introduction of the new UK ‘Global Refugee Programme’ (GRP) which was scheduled to commence in April 2020.
Prior to the onset of the Coronavirus pandemic, building on the success of the Syrian Resettlement Programme, the UK Government announced a new a new programme and at that time requested that Council’s confirm their willingness to participate.
This report outlines a progress update on the existing programme and sets out several points to consider on developments with and future participation in the new programme. The status of the Syrian Programme Budget is also covered within the report.
Recommendations
It is recommended that Community Empowerment Committee:
(1) note the progress made with the current programme;
(2) note the position in relation to the new UK Global Refugee Programme; and
(3) agree to the submission of a further report to committee when the national position is clearer.
The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves
Page 109 of 209 1. Background
1.1 Since 2015 the Syrian Refugee Resettlement Programme has assisted Syrian people who have fled to countries neighbouring Syria as a result of the ongoing conflict in their home country. The UK Government initiated the Syrian Resettlement Programme during 2015 with the intention to resettle 20,000 Syrian refugees in the UK within a five-year period, up to 2020. All Scottish Local Authorities have participated in the Programme. North Lanarkshire Council and the North Lanarkshire Partnership approved participation in the Programme on September 2015.
1.2 In North Lanarkshire the programme has been developed and monitored via a member officer working group which consists of elected members, officers of the Council and representatives from all agencies involved in North Lanarkshire Partnership. Funding for the programme is provided by the Home Office. Local Authorities receive funding for each individual refugee resettled for a period of 5 years. From years 2 – 5 the costs are subject to a tapered reduction.
1.4 The Syrian Resettlement Programme came to an end in April 2020 and in spring 2020 the UK Government published information and guidance about a replacement programme, the ‘UK Global Refugee Programme’ and was seeking confirmation from Council’s about their willingness to continue to participate in refugee resettlement.
1.5 Implementation of the new programme was suspended at the onset of the Coronavirus pandemic.
2. Report
2.1 New Global Programme – Original Commencement date - April 2020
2.1.2 The UK Government reaffirmed its commitment to the resettlement of refugees through an announcement of a new Global Resettlement Programme originally scheduled to be introduced in April 2020. The plans at that time were to consolidate several other refugee schemes into one global programme, current programmes include: -
• Syrian Vulnerable Persons Resettlement Programme (VPRS); • Vulnerable Children’s Resettlement scheme (VCRS); and • Gateway Protection Programme (GPP – resettles refugees from across the world).
2.1.3 The Home Office had previously advised that the funding package available for the new programme would mirror that currently provided under the VPRS and VCRS. The Home Office confirmed that they proposed to settle 5,000 refugees, UK wide, through the new programme within the first year 2020/2021. This is equivalent to the current level of resettlement UK wide within the Syrian Resettlement Programme. A point of note here is that decisions on the number of refugees to be resettled in subsequent years will be determined by the Home Office through future government spending rounds.
Page 110 of 209 2.1.4 The Home Office will continue to identify and resettle the most vulnerable refugees, identified and referred by the United Nations High Commissioner for Refugees (UNHCR) and it is anticipated that resettlement will “continue to look broadly similar to those under existing schemes” therefore Syrian Refugees will still be in the majority of individuals/families involved in the new Global Programme. However, there are other areas of the world where assistance may be required in future, with the Home Office indicating that assistance is likely to be required in areas other than the Middle East and North Africa. The Gateway Protection Programme (GPP) currently covers hot spot areas such as Somalia, Myanmar, Sudan, Palestine, Afghanistan and the Democratic Republic of Congo.
2.1.5 Once again supporting the new Global Programme is voluntary on the part of local authorities and participation arrangements are expected to suit local needs so consideration of local infrastructure and support requirements would need to take place before a decision on the possibility of varying where the refugees come from is made, over and above Syrian refugees. There has been some discussion with COSLA about this issue in recent months.
2.1.6 In November 2020 UK Government announced they were restarting resettlement but only for refugees who had already been identified, nominated and accepted by UK local authorities and whose arrival had been delayed by Covid19. This work is in progress with arrivals expected in early 2021. This does not involve North Lanarkshire. The plans for resettlement beyond the remainder of the Syrian Programme are still pending ministerial decision and are subject to review of other humanitarian pressures in the UK, including the asylum system. COSLA continue to lobby the Home Office for greater clarity and have expressed concern about lack of information which affects future planning and creates concerns about the impact of the prolonged break in arrivals will have on long- term resettlement in North Lanarkshire and Scotland. 2.2 Future Participation
2.2.1 The Syrian Refugee Resettlement Programme has worked extremely well in North Lanarkshire since November 2015 and several factors have contributed to this success, including the welcome from North Lanarkshire’s communities and the voluntary sector, the flexible and helpful approach of all partner agencies and the attitude and dedication of the support teams drawn from Council and Partnership Services. On a number of occasions the way North Lanarkshire has approached resettlement has been used as an example of good practice throughout the UK and colleagues have contributed to a number of research projects that have further enhanced the reputation for quality that has been developed.
2.2.2 The numbers of Syrian refugees taken through the current programme was based on an appropriate proportion of Scotland’s share of the original target figure based on population. 43 families have resettled in North Lanarkshire. 73 children have been born to Syrian families since 2015. Should a future programme take place and participation agreed, it is proposed to repeat that calculation which would equate to 6% of the Scotland’s share of the new programme coming to North Lanarkshire – around 30 people or 6-7 households per year.
2.2.3 Progress with the current programme has been measured using the ‘Indicators of Integration’ approach (Ager & Strang). The main indicators include Housing, Health, Education, Employment, Social Connections and Rights and Responsibilities.
Page 111 of 209 2.2.4 The team supporting the refugees has grown in recent years through secondment from Social Work, Communities and the third sector. These posts are funded by the Home Office and have created greater levels of consistency across all six resettlement localities. Potential future participation in the new Global Refugee Programme would allow this team to grow and develop with a view to mainstreaming this type of work in future. However, consideration must be given to the possible scenario that the Council may not participate in a future programme which would impact on the position of seconded staff and those occupying backfilled temporary posts. The Council and North Lanarkshire partnership will be formally asked about future participation once the aforementioned clarity is received.
2.3 Current Progress and Covid19 Related Developments
2.3.1 November 25th, 2020 marked the 5th anniversary of the arrival of the first group of Syrian refugees who were resettled in Airdrie and Coatbridge. The group were given Leave to Remain for 5 years with a view to applying for Extended Leave to Remain and ultimately UK citizenship. The application process for extending leave to remain has been completed for 10 families with the support of the Ethnic Minority Law Centre and the families expect to hear the outcome of the process in the coming months. This is a complex process, made more difficult by Covid19, and the partnership model developed in North Lanarkshire has been recognised as good practice by COSLA and is being shared across the country.
2.3.2 Other developments include the adaptation of support services needed as a result of Covid -19 including; innovative online ESOL classes (English for Speakers of other languages) and preparation of learning packs distributed to families to allow progress to be maintained. Many members of the refugee group have supported community activity during the pandemic as volunteer delivery drivers and assisting with preparation of essential supplies for the most vulnerable. In schools children continue to thrive, and work is ongoing in developing the smooth transition from the school learning environment to community/college provision for older students particularly where continuing ESOL is required. A significant number of individuals are now either working or in further education including one who became a modern apprentice with the Community Learning and Development team. Other employment includes; barbering, hospitality work and factory work. Another individual works part time with an organisation called Freedom from Torture supporting victims of torture living in Scotland.
2.3.3 Community and Voluntary Sector support for the programme continues to be critical. The organisation ‘Fresh Start’ has been relaunched in order to bridge the gap between full public sector support and community support particularly when the 5- year funding period reaches its conclusion. As referred to earlier in the report, that point has been reached in the case of the first 10 families and others will follow in subsequent years when the central government funding ends and support needs to come in the main from mainstream services and the community.
Page 112 of 209 2.4 Financial Update
2.4.1 A full financial summary is included in Appendix1.The financial outlook is positive in terms of sustaining necessary support levels for the next 2 years within which time future participation issues will be resolved. Appendix 1 shows the current position and particular reference should be made to column I - projected expenditure, as this will be subject to further review before the end of the financial year and it is expected expenditure will reduce because of the cessation of some services from families who are now beyond the five year funding period. Further receipts are also expected from Home Office until 2023/24 for later arrivals. A further financial update will be provided at year end 20/21 and once future participation is clarified.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 The previous Equality Impact Assessment has been reviewed considering the new Equality and Fairer Scotland Impact Assessment as the Syrian Resettlement Programme is a significant Council Policy.
3.2 Equality Impact Assessment
3.2.1 The assessment recognises the vulnerable nature of the Syrian refugees. The programme of support has been established in line with the initial assessment which is subject to review and amendment throughout the timespan of the programme.
4. Implications
4.1 Financial Impact
4.1.1 Programme fully funding by Home Office for 2020/21. Refugees accepted during this year would receive 5 years funded support.
4.2 HR/Policy/Legislative Impact
4.2.1 HR - Length of secondments for some of the support team.
4.3 Environmental Impact
4.3.1 None.
4.4 Risk Impact
4.4.1 None.
5. Measures of success
5.1 Refugees integrated into local communities.
5.2 Good practice in North Lanarkshire is recognised nationally.
Page 113 of 209 6. Supporting documents
6.1 Appendix 1 – Syrian Resettlement Programme - Financial Update
Lizanne McMurrich Head of Communities
Page 114 of 209 Appendix 1 Syrian Resettlement Programme - Financial Update
NORTH LANARKSHIRE COUNCIL SUMMARY OF EXPENDITURE FOR SYRIAN RESETTLEMENT PROGRAMME Actual Expenditure for Period Nov 2015 to March 2020
Expenditure by Expenditure Type
LINE DESCRIPTION 2015/16 2016/17 2017/18 2018/19 2019/20 TOTAL 2020/21 TOTAL Final Final Final EXP TO EXP NO. Final Outturn Final Outturn Outturn Outturn Outturn DATE PROJECTED EXP PROJECTED TO MARCH (1) (2) (3) (4) (5) (6) (7) (8) (8) 2021 £ £ £ £ £ £
1. EMPLOYEE COSTS 14,857 57,815 181,387 180,754 174,723 609,536 154,482 764,019
2. PROPERTY COSTS 11,038 4,859 0 4,209 7,514 27,620 1,991 29,611
3. SUPPLIES & SERVICES 69,113 87,744 61,070 58,908 30,859 307,694 34,708 342,402
4. TRANSPORT & PLANT 842 5,658 18,209 2,652 3,986 31,346 3,847 35,193
5. ADMINISTRATION COSTS 2,988 221,953 12,964 5,367 259,748 503,020 256,517 759,536
PAYMENTS TO OTHER 6 BODIES 30,829 35,203 41,671 27,537 35,821 171,062 33,000 204,062
7 OTHER EXPENDITURE 0 0 0 0 2,896 2,896 20,460 23,356
8 TOTAL EXPENDITURE 129,666 413,233 315,301 279,427 515,547 1,653,174 505,004 2,158,178
9 INCOME 129,666 413,233 315,301 279,427 515,547 1,653,174 824,546 2,477,720
10 NET EXPENDITURE 0 0 (0) 0 (0) (0) (319,542) (319,542)
Page 115 of 209
Expenditure by Service Area
LINE DESCRIPTION 2015/16 2016/17 2017/18 2018/19 2019/20 TOTAL Final Final Final EXP TO NO. Final Outturn Final Outturn Outturn Outturn Outturn DATE (1) (2) (3) (4) (5) (6) (7) (8) £ £ £ £ 1. PROJ MGMT / ADMIN 16,140 37,473 96,258 51,552 36,970 238,392
2. HOUSING 74,735 118,809 49,931 7,252 31,365 282,092
3. EDUCATION 15,197 87,464 80,295 59,360 101,059 343,376
4. COMMUNITY LEARNING 0 88,883 88,613 95,588 106,194 379,277
5. SOCIAL WORK 23,595 80,604 205 65,675 239,958 410,037
6 TOTAL EXPENDITURE 129,666 413,233 315,301 279,427 515,547 1,653,174
7 INCOME 129,666 413,233 315,301 279,427 515,547 1,653,174
8 NET EXPENDITURE 0 0 (0) 0 0 0
Page 116 of 209
SUMMARY OF INCOME RECEIVED Total Carry fwd income Carry fwd to from prev Income per Received Actual Income received Next Year year year 2015/16 -129,666 0 0 -129,666 2016/17 -829,982 416,750 0 -413,233 2017/18 -855,724 957,173 -416,750 -315,301 2018/19 -29,323 707,069 -957,173 -279,427 ***Carried Forward 2019/20 -165,024 356,546 -707,069 -515,547 2020/21 -468,000
Total Income -2,477,720 2,437,538 -2,080,992 -1,653,174 TOTAL INCOME RECEIVED TO DATE 356,546 *** Available to spend in 2020/20 and subsequent years of programme 2020/21 to 2023/24 Additional income will also be received in each year
Page 117 of 209
Page 118 of 209 AGENDA ITEM 8
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/JS Date 01/02/21
Community Grants Scheme – Update 2020/21
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 812338
Executive Summary
The Community Grants Scheme exists to provide small sums in terms of funding to community and voluntary organisations operating in North Lanarkshire.
The purpose of this report is to provide the Community Empowerment Committee with an update on progress with the 2020/21 programme.
Recommendations
It is recommended that the Community Empowerment Committee:
(1) note progress with the programme for 2020/21, considering the revised criteria introduced to mitigate Covid -19 impact on the local community; and
(2) agree the proposal to keep the revised criteria under continuous review as Scottish Government and local measures change in response to the Covid -19 pandemic to ensure that infection risks are managed effectively.
The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities
Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves
Page 119 of 209 1. Background
1.1 As a result of the impact of the Covid19 pandemic, one of the local response measures was to amend the qualifying criteria for Community Grants in order to specifically support groups to deliver activities firstly in line with Scottish Government guidance on social gatherings and travel and secondly to provide support to the most vulnerable and assist with community response and recovery.
1.2 This course of action was agreed in May 2020, by the Gold Group and confirmed by the Community Empowerment Committee in August 2020.
1.2 Qualifying criteria were amended to include the following:-
• storage locations and transportation for collection/delivery of goods; • PPE; • running costs; • equipment to support home working by community/voluntary groups enhancing digital inclusion and social distancing within project bases (equipment could also be made available to wider community); • on-line training; • volunteer expenses; • funding to assist in the replenishment of community group resources depleted during the response to Covid 19 relating to original function of group; and • match funding support as 3rd party contributor for other funding applications.
1.3 The latest round of Community Grant applications for 2020/21 closed on 24th November and have now been processed.
2. Report
2.1 Community Grants 2020/21 – Covid19 - Crisis Response
2.1.1 With the onset of a second wave of the pandemic and the constantly changing Government guidance in relation to lockdown levels in particular places in was decided not to make any further revisions to the Community Grant qualification criteria for the September or November 2020/21 round of applications.
2.1.2 However, in view of the need to support community wellbeing during the pandemic it was agreed to support some seasonal activities assessed to be less of a risk of spreading infection including, funding provision for groups to provide Christmas trees and lights for their communities.
2.1.3 Appendices 1-7 provide a breakdown of approved projects for 2020/21 including a brief description of the activities to be delivered in line with the criteria.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 Not required.
Page 120 of 209 3.2 Equality Impact Assessment
3.2.1 Not required as Equality Impact Assessment carried out when award criterion originally prepared.
4. Implications
4.1 Financial Impact
4.1.1 The awards detailed in the appendices total £55,570 and were paid from the 2020/21 budget of £133,627.
4.2 HR/Policy/Legislative Impact
4.2.1 None.
4.3 Environmental Impact
4.3.1 Many of the organisations funded via the Community Grants Scheme deliver programmes/services that impact positively on the environment of North Lanarkshire communities.
4.4 Risk Impact
4.4.1 None.
5. Measures of success
5.1 Outcomes delivered by the Grant Funded Organisations meet those set out in their applications and assessed.
6. Supporting documents
6.1 Appendix 1 Airdrie Area Awards 2020/21 6.2 Appendix 2 Bellshill Area Awards 2020/21 6.3 Appendix 3 Coatbridge Area Awards 2020/21 6.4 Appendix 4 Motherwell Area Awards 2020/21 6.5 Appendix 5 North Area Awards 2020/21 6.6 Appendix 6 Wishaw Area Awards 2020/21 6.7 Appendix 7 Multi-Area Awards 2020/21
Lizanne McMurrich Head of Communities
Page 121 of 209 Airdrie Area 2020/2021 Appendix 1
Name of Organisation Purpose Total Awarded assist with costs of PPE equipment, cleaning 8th Airdrie Boys Brigade materials and general replenishment of community £350.00 resources assist with costs of green maintenance, PPE, hand Calderbank Bowling Club sanitiser, signage and screens £250.00 assist with costs of Christmas tree and decorations Caldercruix Community Council for the village £500.00 assist with costs of outdoor equipment, resources Cumbernauld YMCA and equipment to support home working for out of £0.00 school care in Airdrie
Make and Create Arts assist with costs of individual art kits, creative writing £275.00 kits and PPE equipment and supplies for tutors £1,375.00
Page 122 of 209 Bellshill Area 2020/2021 Appendix 2
Name of Organisation Purpose Total Awarded assist with costs of purchasing laptops to enable staff Bellshill & District Citizens to resume providing essential advice services within £1,000.00 an office and homeworking mixed service assist with the cost of purchasing community Bellshill Community Council christmas tree £1,000.00 Burnhead Bowling Club assist with costs of repairing drainage system £650.00 assist with costs of replacing carpet and purchasing Burnhead Bowling Club new bowls £350.00 assist with costs of replacing outside storage Orbiston Bowling Club container £450.00 Thorniewood Community assist with costs of purchasing community christmas Council tree, lights and decorations £1,000.00 assist with costs of purchasing PPE, hazard Utheo Ltd tape,assist with costs of purchasing PPE, hazard £550.00 tape, safety signange and cleaning materials assist with costs of purchasing appropriate equipment needed for health and safety due to VIP Arts and Sports Academy COVID19 such as automatic handwashing sytems, £550.00 screens, signage, face masks and gloves
£5,550.00
Page 123 of 209 Coatbridge Area 2020/2021 Appendix 3
Name of Organisation Purpose Total Awarded assist with general running costs and purchasing Bannan Fitness Club cleaning materials £550.00 assist with costs of greenkeeper and ground Dunbeth Bowling Club maintenance £700.00 Elutheria Co Ltd - The Safety assist with costs of purchasing folding tables and Zone hand sanitiser stations £300.00 Kirkwood Community Aid assist with costs of purchasing equipment £1,000.00 Kirkshaws Neighbourhood assist with running costs to enable continuation of Centre services related to COVID19 response £750.00 Kirkwood Tenants & Residents Association assist with costs of purchasing IT equipment £50.00 North Lanarkshire Titans assist with costs of purchasing sanitising kits and Basketball Club online training courses for coaches £500.00 assist with costs of purchasing digital equipment and software for "Coatbridge Stay Connected Project" in £1,000.00 St Augustine's Church response to COVID19 St Monicas Parish Church assist with costs of purchasing PPE £250.00 assist with costs of purchasing and installation of a St Monica's Parish Church broadcasting system £550.00 assist with greenkeepers fees, utility bills and Westend Bowling Club insurance costs £750.00
£6,400.00
Page 124 of 209 Motherwell Area 2020/2021 Appendix 4
Name of Organisation Purpose Total Awarded assist with costs of zoom fees, laptop, online ukelele 15th Motherwell Boys Brigade band, admin costs £400.00 African Lanarkshire for Mental assist with costs of on-line training, volunteer £150.00 Health expenses and PPE equipment Craigneuk Lifelong Learning Association assist with costs of tutor for on-line Tai Chi class £200.00 FAMS (Families affected by Murder and Suicide) assist with costs of employing registered counsellors £1,000.00 Holy Trinity Episcopal Church assist with costs of underfloor heating £400.00 assist with costs of roof repairs to continue to be a Motherwell Baptist Church hub for the community £500.00 assist with costs of distributing arts and crafts pack to St Bernadette's SVDP children and adults £400.00 to assist with costs of lease of studio and electricty Starstruck Dance and water charges £50.00
£3,100.00
Page 125 of 209 North Area 2020/2021 Appendix 5
Name of Organisation Purpose Total Awarded assist with costs of electricity, insurance and water Abronhill Bowling Club £450.00 charges Abronhill Bowling Club assist with costs of maintenance of Greens £550.00 assist with costs of providing well being pack for Abronhill Regeneration Forum children and young people £900.00 CACE Cumbernauld Action for assist with costs of online courses and purchase of Care of the Elderly tablets for training volunteers and staff £775.00 assist with costs of online relaxation classes and Carbrain and Hillcrest purchasing equipment for online and outdoor Community Council cooking sessions £1,000.00 assist with costs of purchasing hand sanitising Chryston Parish Church stations and sanitising cleaning kits £600.00 assist with costs of insurance, water rates and Croy Bowling Club £250.00 electricity
Cumbernauld and District Burns assist with costs of providing newsletters for Club members and moving schools competition online £655.00 assist with costs of providing help and response to Cumbernauld Colts Community Covid 19 in community with volunteer expenses, Football Club PPE, publicity and promotions £705.00 Cumbernauld Indoor Bowling assist with costs of PPE, sanitising machine, stations Club and solution £865.00 Cumbernauld Poverty Action assist with costs of PPE and volunteer expenses £1,000.00 assist with costs of rent, electricity and volunteer Cumbernauld Together expenses for Cumbernauld Resilience Group £700.00 Cumbernauld Walk N Roll Group assist with costs of liability insurance for 2021 £220.00 assist with costs of purchasing PPE, outdoor Dullatur Village Playgroup equipment and shelter £350.00 assist with costs of purchasing PPE, outdoor Dullatur Village Toddlers equipment and shelter £350.00 assist with costs of installing perspex around bar Greenfaulds Bowling Club area £420.00 assist with costs of purchasing cameras and Holy Cross RC Church equipment to allow online streaming of services £300.00 Kilsyth and Villages Community assist with purchase of laptop, licenses, printer, Alliance paper and ink £200.00
assist with costs of redecorating, installing sneeze Kilsyth Community Food Bank screens and purchasing social distancing stickers £325.00
North Lanarkshire Women's Aid assist with purchase of laptops and tablets £1,000.00
Northern Corridor Community assist with costs of room lets, equipment, publicity, Volunteers safe outdoor space and cycle repair service £700.00
Page 126 of 209 PALS Play and Learning assist with costs of online courses for parents and £250.00 Support children People United for Banton assist with costs of installing perspex, purchasing (P.U.B) PPE and outdoor equipment £275.00 Queenzieburn Community Centre Voluntary Management assist with costs of purchasing PPE, hygiene and Committee sanitiser equipment £325.00 Raw Taekwondo Scotland assist with cost of purchasing stand up kick bags £640.00 assist with costs of repairs and maintenance to Stepps Lawn Tennis Club £350.00 clubhouse Stepps Lawn Tennis Club assist with costs of court maintenance £200.00 Stoneyetts Bowling Club assist with costs of green keeping and insurance £725.00 £15,080.00
Page 127 of 209 Wishaw Area 2020/2021 Appendix 6
Name of Organisation Purpose Total Awarded assist with general running costs to allow online 1st Shotts Company, The Girls services to continue and to provide materials to £300.00 Brigade members
Cleland Community Council assist with costs of funding the village christmas tree £1,000.00 assist with running costs and purchasing the Coltness Community Council community christmas tree £1,000.00 assist with costs of online and covid safe activities for Go Kids Scotland Performing members including PPE, volunteer expenses and £225.00 Arts running costs assist with costs of purchasing gardening equipment £55.00 Hartwood Greenspace Project and PPE assist with costs of sessional worker, purchasing MADE 4U in ML2 resources for activity packs and health walks £1,000.00 assist with costs of funding the community christmas Newmains & District Gala Day tree £1,000.00 The Haven (Caring Counselling assist with running costs and salary costs for digital £800.00 Communication Centre) wellbeing support services
£5,380.00
Page 128 of 209 More Than One Area Boundary 2020/2021 Appendix 7
Name of Organisation Purpose Total Awarded
assist with costs of purchasing sports equipment to distribute to families with a home training programme Airdrie Community Trust and online content provided by volunteers £350.00 assist with costs of providing counselling services to Baby Loss Retreat 4 parents (6 sessions each) £760.00 assist with costs of purchasing laptops to allow zoom Baby Loss Retreat sessions with parents £240.00 assist with costs of transport, telecommunications Best Way Community and PPE kit for committee members to continue with Development essential services during COVID19 £100.00 assist with costs of rent charges, purchasing hand washing system, social disancing signange, PPE and Burnbank FC equipment £125.00 Craigneuk Wishaw Tenants & assist with costs of purchasing a community Resicents Association christmas tree £885.00 assist with costs of renting additional office space, purchasing protective screens and webcams, sensor hand sanitiser, bacterial wipes, disposable face Coatbridge CAB masks and additional staff hours for cleaners £620.00 assist with costs of purchasing PPE including a wall mounted temperature gauge, mobile fogging unit, Coatbridge Indoor Bowling Club screens and signange £180.00 Coatdyke Bowling Club assist with costs of improvements and repairs £400.00 assist with volunteer costs and printing costs for £220.00 Community Action Newarthill publicity fliers assist with costs of volunteer expenses and general Cosgrove Care running costs £25.00 Dalziel St Andrews Parsh assist with costs of providing activity packs for Church children during the summer period £300.00 assist with costs of sanitising the premises to allow safe return of services and ongoing safety of service Elim Befriending Services users £170.00
Glasgow Children's Hospital assist with costs of managing the volunteer driver Charity (GCHC) service within North Lanarkshire and purchasing PPE £330.00 assist with costs of sustaining expansion of service Glenboig Development Trust during COVID19 and cove additional fuel costs £580.00 assist with costs of purchasing materials and hiring HOPE for Autism therapists to enable activities to be provided online £1,000.00 assist with costs of supporting staff to carry out social distancing visits with group mascot and to provide Jack and Jill Support Group sweet treats to the children £790.00 assist with costs of purchasing PPE for drivers and Lanarkshire Cancer Care Trust volunteers £1,000.00 assist with costs of purchasing wellbeing resources Lanarkshire Rape Crisis for Service Users £1,000.00 Lodge Old Monkland St James Masonic Club assist with the cost of paying utility bills £380.00 assist with costs of replacing towels, bedding and Monklands Women's Aid kitchen equipment £1,000.00
Page 129 of 209 Mossend ML4 United 04s assist with costs of additional pitch hire, purchasing Football Club additional equipment and PPE £750.00 assist with costs of of installing protective screens Motherwell District Credit Union and purchasing cleaning and hygiene materials £175.00 assist with costs of delivering a programme of support by providing mental health care kits to Motherwell FC Community Trust members of the community £1,000.00 North Lanarkshire Titans assist with costs of purchasing basketballs to be Basketball distributed to allow online training sessions £100.00 assist with costs of purchasing equipment for Parent Action for Safeplay play@home bags £320.00 Parkinsons Self help Group (North Lanarkshire) assist with wellness check and stay at home activties £775.00 Society of St Vincent De Paul assist with running costs associated with 2 vans, Furniture Project volunteer expenses and purchasing PPE £1,000.00 Spina Bifida Hydrocephalus assist with running costs of SBH Scotland's family Scotland support and specialist clinical service £480.00
assist with costs of purchasing facebook portals for St Andrews Hospice patients to use during COVID19 in order to assist (Lanarkshire) with video calls to ensure engagement with families £1,000.00 assist with costs of purchasing equipment, volunteer costs and printing costs associated with COVID 19 £1,000.00 The Health & Wellness Hub response The Kings Church assist with costs of purchasing equipment and PPE £245.00 The Miracle Foundation assist with rent costs £225.00 assist with costs of purchasing freestanding hand sanitiser stations, hand sanitiser, protective screens The Moira Anderson Foundation and other items of PPE £545.00 assist with costs of rent and paying for online The Well Foundation meeting rooms such as zoom £500.00
£18,570.00
Page 130 of 209 AGENDA ITEM 9
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/JS/EW Date 01/02/21
Programme of Work (P084 (6)) Building Community Capacity and Capabilities – Progress Report on the Implementation of a Commissioning Approach (Initial Phase)
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 812338
Executive Summary
In line with the Plan for North Lanarkshire Programme of Work, the purpose of this report is to provide an update for the Community Empowerment Committee on progress made with the development of community and voluntary sector commissioning and strategic investment as a proposed alternative way to fund and support the third sector to allow them to work with partners to deliver the Plan for North Lanarkshire. Engaging communities fully in services and decisions that affect their lives requires sustained organisational capacity, especially in the most disadvantaged neighbourhoods. The structural realignments presented in this report are therefore essential to safeguard such capacity. It is also important in ensuring that resources are maximised, and the development and delivery of solutions and the delivery of care, supports and services are strengthened through an integrated council, partnership, and community approach which seeks to balance and sustain delivery.
This report covers a related proposal to develop, as a first phase in establishing the commissioning approach, a Service Level Agreement (SLA) with Voluntary Action North Lanarkshire (VANL) to support the development of the relationship with the community and voluntary sector in North Lanarkshire and how they support communities through working in partnership with the public sector.
The report also seeks in principle approval to explore the establishment of a three-year funding agreement with Voluntary Action North Lanarkshire from 2021-24 (subject to annual review) and to provide additional funding during 2021/22 to enable VANL to support community and voluntary sector activities in accordance with the Programme of Work, such as the consolidation of Community Boards, the Locality Improvement Plans and linked engagement activities in line with the North Lanarkshire Framework for Engaging with Communities and the recent Delivering for Communities report which recognises that, in order to engage communities fully in services and decisions that affect their lives, requires sustained organisational capacity, especially in the most disadvantaged neighbourhoods. This is also important in ensuring that resources are maximised, and the development and delivery of solutions, supports and services are strengthened through an integrated council, partnership, and community approach which seeks to balance and sustain delivery.
Page 131 of 209 Recommendations
It is recommended that the Community Empowerment Committee approve:
(1) the proposal to establish an in principle three-year Funding Agreement with Voluntary Action North Lanarkshire (subject to annual review) incorporating an integrated Service Level Agreement;
(2) that the Head of Communities, in consultation with the Head of Legal and Democratic Solutions’ team, finalise a best value approach to the Funding Agreement/SLA with Voluntary Action North Lanarkshire; and
(3) the developing approach to commissioning and investment in the Community and Voluntary Sector and the related proposal to award additional funding (15% uplift) to VANL during 2021/22 to cover the specific Programme of Work outcome linked activities as outlined in section 2.2.2 of the report.
The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them
1. Background
1.1 In October 2019, Committee approved a report recommending review and revision of the resourcing of the community and voluntary sector in North Lanarkshire and the development of a North Lanarkshire Community and Voluntary Sector Strategy. In February 2020 Committee noted the completion of a draft North Lanarkshire Community and Voluntary Sector Strategy 2020/23.
1.2 In August and November 2020 Committee received further updates on progress with this key piece of work covering the influence of learning from experiences of the Covid19 pandemic, contribution of the Community and Voluntary Sector and Procurement.
1.3 The need to review and improve the way that the Council and the wider Community Planning Partnership invest in the community and voluntary sector has led to the establishment of a Partnership Investment and Renewal Working Group with representation from across the Council, NHSL(Health Improvement) and VANL.
Page 132 of 209 2. Report
2.1 Service Level Agreement (SLA)
2.1.1 As Committee is aware, an SLA sets out a commitment between a service provider and a client. This can be a legally binding formal or an informal "contract". Particular aspects of the service – quality, availability, responsibilities – are agreed between the service provider and the service user. The most common component of an SLA is that the services should be provided to the customer as agreed in the service specification.
2.1.2 A typical SLA will generally contain the following, and that proposed with VANL will not differ materially:
• type of service to be provided; • the service's desired performance level, reliability and responsiveness; • monitoring process and service level reporting: this describes how performance levels are supervised and monitored and involves gathering statistics, frequency and reporting; • the steps for reporting issues with the service; and • response and issue resolution time-frame.
2.1.3 Work is progressing with the development of a model SLA for VANL. The partnership Investment and Renewal Working Group has been collaborating in developing the draft attached at Appendix 1. The draft includes all the features summarised in section 2.1.2, for example: -
• detailed Service Specification; • outline of the support needs of North Lanarkshire Community and Voluntary Sector; • strategic objectives and outcomes; • performance; • general conditions; and • conditions of funding.
2.1.4 Taking account of the work carried out to date, and specifically recognising the vital role of VANL in the Council and indeed the Community Planning Partnership’s approach to supporting communities through and beyond the Covid -19 pandemic, it is proposed to, ‘in principle’, offer VANL a three-year SLA from 2021-24.
2.2 Finalising the Funding Agreement with VANL
2.2.1 In order to ensure that VANL, through the new agreement, optimise their support to the Council, in particular, though informing, shaping and driving the development and delivery of a funding package for the community and voluntary sector that covers the full range of services required and ensures financial probity and safeguards all partners, work is ongoing with the Head of Legal and Democratic Resources’ team to finalise the details of a Funding Agreement (with associated SLA) with VANL.
Page 133 of 209 2.2.2 In addition to the above and in recognition of the present and future role to be played by VANL it is proposed to provide additional funding to the organisation during 2021/22. The sum proposed is £30,000 which is to be funded from underspend identified in the Grants Programme. The rational for and areas of work to be covered through this proposed additional funding is summarised as follows and is in line with the Plan for North Lanarkshire Programme of Work:
• the importance of community and voluntary sector support for the evolution of the Community Boards ensuring optimum levels of community and voluntary sector buy in/involvement; • to allow the sector to support and facilitate community and voluntary sector community engagement activity in relation to the Community Boards; • continue to drive community and voluntary sector support via a partnership approach to Covid19 response and recovery co-produced with communities; • work to improve representation from seldom heard voices and ensure people with protected characteristics are fully represented; • facilitate relevant community engagement in relation to the development of the Boards and the local outcome improvement plans and major Programme of Work engagement activities; • facilitate work to ensure community priorities are identified and progressed in conjunction with partners; and • play a clear role as a partner of the Council in the delivery of effective community planning;
2.2.3 The allocation of additional funding for VANL will be reviewed in the third quarter of 2021/22 in line with the wider review of grant funding and rationalisation of funding to the sector.
2.3 Ongoing Developments
2.3.1 Through the work of the partnership Investment and Renewal Working Group it is proposed to establish, through commissioning processes, what are described as Community Anchor Organisations who will play a major role in delivering local outcome improvement plans and the overall objectives of the Plan for North Lanarkshire. Community and voluntary organisations are usually formed as a result of a recognised need and are often led and developed by people directly concerned or affected by an issue. Specific organisations will be invited to bid to be the key local voluntary organisation either for a geographic location or for a community of interest and be supported to coordinate voluntary activities in support of Community Board activities and delivery of the locality outcome improvement plans. The appointment of Community Anchor Organisations is also part of the development of the funding agreement linked to an agreed service specification.
2.3.2 At this stage it is being considered how these organisations can be supported by VANL and the wider partnership to ensure they have the organisational capacity to not only deliver specific programmes themselves but also participate in the selection of and funding process for ‘2nd tier’ local organisations who will support activities based on agreed need. From a Council perspective, this proposal should involve distribution of the resources earmarked each year for the Grant Award Programme and Community Grants process ensuring maximum value for money in addressing problems faced by those in greatest need. It will also allow much closer alignment of wider public sector resources to those needs and avoidance of duplication.
Page 134 of 209 2.3.3 The focus on locality planning highlights the need to address both local and area wide issues so there is a need for specialist provision which should be commissioned on an area wide basis. The mechanisms for community and voluntary sector involvement therefore need to consider the complexities arising from locality based and area wide service planning. Existing services provided by the community and voluntary sector should be included in baseline assessments as part of the locality planning process.
2.3.4 The sustainability of organisations providing current services should also be taken into consideration within the planning process. Community and voluntary sector locality networks can be linked effectively to relevant commissioning groups. This may work differently for different service user groups or places, and will evolve over time, for example, Children and Young People’s Networks may develop a number of sub-groups, reflecting local commissioning structures and different age groups as evidenced by the Framework for Services linked to Scottish Attainment Challenge (SAC) and Pupil Equity Fund (PEF) in North Lanarkshire.
2.3.5 The partnership group is also considering how this may be brought together, building on existing structures and shared approaches to funding, for example, the Community Solutions Framework, a model for working with Community Organisations currently utilised through the work with the Health and Social Care Partnership. The group are also working to ensure decision making is based on accurate reliable data through the production of a suite of statistics that is used across the partnership linked to the nine locality outcome improvement plans, Community Boards and the Community Solutions model.
2.3.6 In terms of the delivery of the Plan for North Lanarkshire the core element of the commissioning model is the further added value that this will bring to consolidating communities at the centre of decision making in line with the principles and practices of Community Wealth Building. The group has also begun to participate in the development of the North Lanarkshire Social Enterprise Framework.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 An integrated Fairer Scotland Duty/EIA was developed at the outset of the development of the commissioning model and will be informed by further consultation as the commissioning strategy develops.
3.2 Equality Impact Assessment
3.2.1 An integrated Fairer Scotland Duty/EIA was developed at the outset of the development of the commissioning model and will be informed by further consultation as the commissioning strategy develops.
4. Implications
4.1 Financial Impact
4.1.1 The proposal to proceed with the development of a community and voluntary sector investment strategy will impact financially in terms of the level of and method through which the resources are distributed in future and by whom.
Page 135 of 209 4.1.2 The current value of the SLA with VANL is £166,550, This sum having been previously subject to reduction linked to budget savings, the proposed additional requirements to be reflected in the SLA, funded by an uplift of 15% in 2021/22, will bring the total value of the payment to VANL for 2021/22 to £191.532.50 should no further savings being applied during the budget setting process. The uplift will be met from the Grant Awards Programme budget.
4.2 HR/Policy/Legislative Impact
4.2.1 None.
4.3 Environmental Impact
4.3.1 Many of the organisations funded within the community and voluntary sector deliver programmes/services that impact positively on the environment of North Lanarkshire communities.
4.4 Risk Impact
4.4.1 The options set out in this report meet the requirements of the Community Empowerment (Scotland) Act 2015.
5. Measures of success
5.1 Community & Voluntary Sector make a full contribution to delivery of the Plan for North Lanarkshire.
5.2 Implementation of a commissioning approach in line with the Programme of Work.
6. Supporting documents
6.1 Appendix 1- Draft VANL SLA
Lizanne McMurrich Head of Communities
Page 136 of 209
Appendix 1
VANL
Service Level Agreement
between North Lanarkshire Council
represented by Enterprise and Communities
and Voluntary Action North Lanarkshire
2021 - 2024
Page 137 of 209
Contents
1. Purpose and Duration of Agreement
2. Level of Funding
3. Voluntary Action North Lanarkshire
4. Service Specification 4.1 Meeting the Support Needs of North Lanarkshire Community and Voluntary Sector 4.2 Strategic Objectives and Outcomes 4.3 Performance Reporting
5. Conditions of Funding 5.1 General Conditions 5.2 Compliance with Statutory Requirements 5.3 Operational Procedures 5.4 Ownership of Assets 5.5 Termination of Agreement 5.6 Draft Funding Agreement Appendix One: Support Needs of North Lanarkshire’s Community and Voluntary Sector: Findings from 2019 Assessment Appendix Two: Rationale and Context Appendix Three: Plan for North Lanarkshire Ambitions and Contribution of Community and Voluntary Sector and VANL
Page 138 of 209
1. Purpose and Duration of Agreement
1.1 This Service Level Agreement (SLA) between North Lanarkshire Council (NLC) in return for the services provided by VANL (as detailed in Appendix 3) for the period April 2021 to March 2024.
1.2 Performance against the service specification will be reviewed annually and the SLA updated as required.
1.3 The expectation is that, subject to satisfactory performance and the availability of a suitable budget, VANL will receive funding to deliver its obligations under this agreement until March 2024.
2. Level of Funding 2.1 Funding for 2021 xxxxx 2.2 It is expected that funding for 2021-22 and 2022-23 will be the same as or similar to the current year. If as a result of financial factors a reduction in funding is proposed, VANL shall be given an agreed notice period and the service specification will be adapted accordingly.
3. Voluntary Action North Lanarkshire 3.1 VANL is a major anchor organisation for North Lanarkshire (NL) which provides support to community and voluntary organisations across North Lanarkshire. It is estimated that there are over 1,800 diverse community and voluntary organisations in NL ranging from small community groups supported only by volunteers; registered charities of differing sizes, many with staff and volunteers; social enterprises; housing associations and co- operatives.
3.2 VANL’s charitable objective is to: “advance citizenship and community development, including rural and urban regeneration, the promotion of civic responsibility and the voluntary sector and the effectiveness of charitable/voluntary/community organisations. VANL strives to promote benefits for the residents of North Lanarkshire; in particular, the advancement of education, the furtherance of health and the relief of poverty, sickness and distress by the promotion of voluntary service and developing volunteering within the local area.
3.3 VANL’s vision is a thriving and effective community and voluntary sector in North Lanarkshire which supports local people’s quality of life and well-being 3.4 VANL’s Mission is to: improve the quality of life and wellbeing of North Lanarkshire’s citizens by fostering dynamic, inclusive communities through promotion and support for volunteering and the development of the voluntary and community sector.
Page 139 of 209
VANL’s charitable objectives, vision, mission as above and its strategic objectives and outcomes as below, supports delivery of the Plan for North Lanarkshire’s ambitions. (Please also see Appendix 3.)
4. Service Specification 4.1 Meeting the Support Needs of the North Lanarkshire Community and Voluntary Sector VANL will provide support to the community and voluntary sector in North Lanarkshire informed by assessment of their support needs. (See Appendix One.)
4.2 Rationale and Context
VANL’s support to the community and voluntary sector in North Lanarkshire is informed by the rationale and context as set out in Appendix Two.
4.3 Strategic Objectives and Outcomes 4.3.1 Funding and Resources for the North Lanarkshire Community and Voluntary Sector Strategic Objective: VANL will work with the community and voluntary sector to clarify, communicate and fulfil their resource requirements to enable them to respond to local need more effectively. Specifically VANL will:
• support North Lanarkshire community and voluntary sector organisations to diversify their income sources, including grant funding from sources outside North Lanarkshire; public fundraising; corporate sponsorship; and trading
• promote citizens’ involvement in their community through volunteering
• promote employer-supported volunteering
• work with North Lanarkshire community and voluntary sector and statutory sector to develop improved support for the community and voluntary sector paid and volunteer workforce
• work with North Lanarkshire Council, other statutory partners and the community and voluntary sector to review local grant funding, procurement and access to community resources to identify and progress improvements.
Outcomes:
• North Lanarkshire community and voluntary organisations have improved understanding of current and future funding opportunities and community resources due to the assistance provided by VANL.
Page 140 of 209
• North Lanarkshire community and voluntary sector paid workforce is better supported and feel more valued due to the support provided by VANL.
• More employers in North Lanarkshire support employee volunteering due to the work of VANL.
• Volunteering involving organisations feel better supported to recruit and support effective volunteers due to the support provided by VANL.
4.3.2 Guidance and Training for the North Lanarkshire Community and Voluntary Sector
Strategic Objective: VANL will provide NL’s community and voluntary sector with guidance, support and training on their organisational development priorities so they are more able to respond to local needs effectively. Outcome: North Lanarkshire community and voluntary organisations have greater confidence in their ability and capacity to deliver their work effectively due to the organisational development guidance and assistance provided by VANL.
4.3.3 Effective Communication and Collaboration Strategic Objective: VANL will support effective communication and collaboration with and between local citizens and the community and voluntary sector and the statutory and private sectors. Achievement of this objective will be facilitated through: • information sharing and consultation – online and through events • community and voluntary sector networks and fora • cross-sector partnerships. • “co-production” (design, planning and delivery) of specific activities, interventions, programmes and projects, involving citizens, community and voluntary, statutory and private sector organisations. 4.3.4 Effective Engagement and Influence of the North Lanarkshire Community and Voluntary Sector Strategic Objectives: • VANL will support effective engagement and positive influence of the North Lanarkshire’s community and voluntary sector over the North Lanarkshire Partnership’s “Plan for North Lanarkshire” and the linked strategies and policies which support delivery of the Plan’s five high-level ambitions: o Improve economic opportunities and outcomes. o Support all children and young people to realise their full potential. o Improve the health and wellbeing of our communities. o Improve the ability, participation, and empowerment of our communities. o Improve North Lanarkshire’s resource base.
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• VANL will support North Lanarkshire’s community and voluntary sector to evaluate and report on how they contribute to achievement of the five ambitions of the Plan for North Lanarkshire. (Please see supporting document presented separately in Appendix Three.)
Outcomes for 4.3 and 4.4:
• Due to the support provided by VANL, there is greater understanding and appreciation of the role and contribution of North Lanarkshire’s community and voluntary sector and volunteering within the community and voluntary sector and across the statutory and private sectors.
• Due to the support provided by VANL, there is greater information sharing and collaboration within the community and voluntary sector and across sectors.
• Due to the support provided by VANL, the community and voluntary sector consider that they are treated as more equal and respected partners within the North Lanarkshire’s Partnership as well as other linked partnerships such as Children’s Services Partnership and Health and Social Care North Lanarkshire. 4.4 Performance Management and Reporting VANL is committed to being an effective organisation, delivering work of high quality which seeks to achieve desired outcomes. This commitment is facilitated through sound leadership, financial and people management, monitoring and evaluation, learning and continuous improvement arrangements. VANL will capture and review relevant performance data including relevant activity data (inputs and outputs) and outcomes. VANL will provide a six-month interim progress reports and annual reports to North Lanarkshire Council and also communicate its progress and achievements more widely.
5. Conditions
5.1 General Conditions
5.1.1 The Council’s liability shall be to make payment of the funding to the organisation. All other liabilities or claims are the responsibility of the organisation.
5.1.2 The Council is responsible for ensuring that any funding provided is correctly used and so payment of any monies will be made by the Council in terms of the conditions listed within this document.
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5.1.3 The Council will inform the funded organisation of any changes in funding regulations that may have a bearing on any financial support offered or any of the funded activities.
5.1.4 Voluntary Action North Lanarkshire undertakes and agrees to adhere to the conditions within this document and further conditions as provided for by the council.
5.1.5 The funding provided may only be used for the purpose (or purposes) specified within this document and any unused grant should be returned to the Council. 5.1.6 Voluntary Action North Lanarkshire shall notify the council immediately of any material change to the organisation or to the activities and/or services provided including any change to the office bearers and any changes of address of existing office bearers.
5.1.7 Voluntary Action North Lanarkshire has a responsibility to report any suspicions of impropriety, fraud and irregularity to the council as soon as they come to light. Organisations should not wait for the outcome of investigations before reporting such matters. Any suspicions should be made known to the council. Failure to do so may be considered a breach of the conditions of funding.
5.1.8 In entering this agreement it is understood that anyone convicted of fraud should not stand as an office bearer for the organisation. The council should be notified immediately if this is not the case or if this changes at some point during the funding period.
5.1.9 Voluntary Action North Lanarkshire undertakes to inform the council if at any time the intention is to dissolve the organisation or if it has not held a management meeting for six months.
5.1.10 In the case of dissolution, the organisation must ensure that the procedures laid down within its constitution are complied with and that the council are informed in advance of any meetings held to action or discuss dissolution of the organisation. The organisation undertakes to return to the council any unspent grant monies and/or movable items purchased through grant monies.
5.1.11 The funding from the council to the organisation is dependent upon successful progress towards achieving the agreed outcomes and performance measures. Any unused grant should be returned to the Council.
5.1.12 The project must be free of any political bias and must not involve political campaigning.
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5.1.13 The construction, validity, performance and all other matters arising out of and in connection with these conditions of funding shall be governed by the Laws of Scotland.
5.2 Compliance with Statutory Requirements
5.2.1 The provision of funding from the council is conditional on compliance with any current legislation governing the conduct of the organisation in receipt of funding including: - - The Companies Act 2006 (for incorporated bodies); - The Charities and Trustee Investment (Scotland) Act 2005 and The Charities Accounts (Scotland) Regulations 2006 (for registered charities); - The General Data Protection Regulation 2018 (for anyone holding personal data), and - Protecting vulnerable Groups (Scotland) Act 2007 (for anyone working with children or vulnerable adults).
5.2.2 The Equality Act 2010: Public Sector Equality Duty - although the onus of this Act is on public bodies, the Council requires that the organisations it funds should also pay due regard to the General Duty it outlines by noting the need to: - - Eliminate unlawful discrimination, harassment and victimisation and other prohibited conduct; - Advance equality of opportunity between people who share a relevant protected characteristic and those who do not, and - Foster good relations between people who share a protected characteristic and those who do not.
5.3 Operational Procedures
5.3.1 Conflict of interest - in making decisions which involve public money (which council funding is) it is imperative that all decisions are made in the public interest (and are seen to be made in the public interest) and not in the interests of any individual. All members of the organisations management group should declare any relevant personal interests that they have before any discussion takes place on a subject. Having done so they should take no part in the discussions and should have no influence on the decisions made, and this should be recorded in the minutes of the meeting. Individuals should be regarded as having an interest (financial or otherwise) in an activity or in the provision of an activity if: - - Any spouse, partner or close relative has an interest in it; - Any company of which he or she is a director, substantial shareholder or employee has an interest in it, or
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- Any organisation of which he or she is a management committee member, trustee, employee, voluntary worker or elected representative has an interest in it.
5.3.2 Complaints - the funded organisation shall provide and maintain a complaints procedure acceptable to the council and a copy of this shall be available to people using the activity. In accordance with its own complaints procedure the organisation will maintain a complaints register which will be made available to council officers on request.
5.3.3 Employee Procedures - funded organisations and groups are required to recruit, employ and manage staff in a manner which is in line with their own equal opportunities policy and does not support any activity which is discriminatory.
5.3.4 Governance - in entering into this agreement the council expects the funded organisation to comply with relevant and current proper management procedures for voluntary organisations.
5.3.5 Insurance cover – Voluntary Action North Lanarkshire undertakes to properly insure all items and activities undertaken by this organisation. It further undertakes to indemnify the council from all costs and liability arising from its activities and from all claims at the instance of third parties which would not have arisen had this agreement not been entered into.
5.3.6 Publicity – Voluntary Action North Lanarkshire undertakes to properly insure all items and activities undertaken by this organisation. It further undertakes to indemnify the council from all costs and liability arising from its activities and from all claims at the instance of third parties which would not have arisen had this agreement not been entered into.
5.3.7 Purchasing principles - all purchases, equipment and/or services paid for through council funding must remain under the ownership of the funded organisation and backed up with receipts. The organisation may be asked to submit these receipts as proof of expenditure and so should retain these for at least 2 years along with all financial records relating to the council funding and its subsequent expenditure. These financial records and any equipment purchased should be made available for inspection by Council Officers if requested. Procurement should be through open competition, unless there are exceptional and convincing reasons to the contrary. Goods and services should be selected on the basis of value for money. A minimum of 3 tenders/quotations are required and sealed bid procedures should be used for all purchases in excess of £10,000 and for any lower-value, but potentially contentious purchases.
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5.4 Ownership of Assets
5.4.1 Unless otherwise agreed with the council, all land, buildings and moveable property with a value of £50,000 or more purchased with the aid of a council grant shall be owned by the council and shall not be disposed of during the funding period of the activity without consent of the council. In some cases, for example if the activity terminates prematurely, approval of the council to dispose of the asses will be required, and income from the disposal may need to be returned to North Lanarkshire Council. Where the ownership of such assets is not to rest with the council, then the approval of the council is required before they are purchased.
5.4.2 Where land, buildings and moveable assets purchased with the aid of a council grant is worth less than £50,000, it is for the council to decide who should own the asset. If the ownership is to rest with someone other than the council, then it is the funded organisations responsibility to take steps to ensure that full value for money is achieved in the management of the assets in question and in realising the full value of all surplus assets.
5.5 Termination of Agreement The council may terminate or suspend the grant funding if any of the following events occur: - The discovery of financial irregularities within the organisation; - The discovery that the applicant organisation or its representatives have made material misrepresentations in the funding process; - Failure to comply with council monitoring and evaluation processes; - Use of grant funding for non-approved purposes; - Insolvency of the applicant organisation; - Material breach of these conditions.
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Signatories to the Service Level Agreement
Signed on behalf of Voluntary Action North Lanarkshire …
…………………………………………………. …………………. June Vallance – Chair, VANL Board of Trustees Date
Signed on behalf of North Lanarkshire Council
Community Learning & Development …
…………………………………………………. …………………. Jonathan Smith – Community Partnership Manager (South) Date
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Schedule One: Support Needs of North Lanarkshire Community and Voluntary Sector: Findings from 2019 Assessment
1. VANL identifies NL’s community and voluntary sector support needs and priorities through regular consultation and evaluation, to inform VANL’s strategic plan and operational priorities, including outcomes and activities.
2. The service specification set out in this agreement is informed by VANL’s most recent consultation, which was undertaken during March-April 2019. This consultation was supported by discussion at six locality meetings involving over 100 participants and an online survey with nearly 130 respondents. As a result of this consultation, the following needs and priorities were identified. 3.1 Improved funding and resources o Grant funding levels for the community and voluntary sector need to reflect real costs of delivery and funding awards should be for at least three years. o More support is needed to help the community and voluntary sector secure income from other sources. o The community and voluntary sector’s workforce need better terms and conditions and improved workplace wellbeing support. o The voluntary workforce needs to be strengthened. o The community and voluntary sector need access to affordable or free community venues.
3.2 Improved guidance and training North Lanarkshire’s community and voluntary sector need continuing provision of guidance and training on organisational development and other issues including: o leadership and governance o strategic planning o innovation, improvement and evaluation o funding o people management o ICT o communications and influencing o workplace wellbeing and health and safety o equality, human rights and public protection o understanding of key population groups and key community issues.
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3.3 Effective participation, voice and influence The community and voluntary sector must be treated as equal and respected partners within North Lanarkshire’s community planning partnership – North Lanarkshire Partnership (NLP) – and other linked partnerships such as Children’s Services Partnership and Health and Social Care North Lanarkshire, with more collaborative and co-production approaches.
3.3 Improved communication There needs to be more effective and accessible communication between the community and voluntary sector, VANL and statutory organisations, including more opportunities to be updated and consulted; provide feedback; share good practice and explore and resolve challenges. 3.5 Improved recognition and understanding The achievements and benefits of volunteering and the community and voluntary sector need to be celebrated within the community and voluntary sector more and promoted more effectively across North Lanarkshire’s statutory sector and to the public.
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Schedule Two: Rationale and Context
1. Rationale
1.1 Empowered and engaged citizens – local people - are vital to healthy societies and democracy and to a thriving community and voluntary sector given they: • have the right to contribute to discussion and decisions about public policy and services through voting and participation
• pay for public and community and voluntary sector services through taxation and donations
• rely on public and community and voluntary sector services for their quality of life and well being
• contribute to their communities through volunteering
• provide most of the care for children and young people, for disabled people, older adults and others needing support.
1.2. The community and voluntary sector in North Lanarkshire is diverse and includes:
• local community groups, many run entirely by volunteers, often with little funding and often not registered as a charity
• small, medium and larger charities, some of which are local branches of national charities, usually employing staff and assisted by volunteers and relying on regular and adequate funding, some of which may come from trading
• social enterprises – that is not-for-profit businesses providing a socially useful products and/or service.
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1.3. A vibrant, dynamic and effective community and voluntary sector in North Lanarkshire is vital as it makes essential and valued contributions to people lives:
• providing support and services to local people that protect and promote quality of life and well-being, including social care, health improvement, learning, cultural, leisure and sporting activities
• protecting the natural environment
• providing employment and volunteering opportunities for local people
• contributing to public discussion and decisions about local public policies and services.
1.4. The community and voluntary sector in North Lanarkshire benefits from the guidance and support provided by VANL, which helps them to:
• secure funding
• govern and achieve their goals more effectively
• understand and influence improvements to local public strategies, polices and services
• collaborate with each other and with the public and private sector to achieve more
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2. Context
2.1 North Lanarkshire
2.1.1 North Lanarkshire is the fourth largest local authority area in Scotland with a population of nearly 340,000. NL has many deprived communities - with 63 localities in the top 10% of areas of multiple deprivation in Scotland – resulting in significant health inequalities, including premature death and long-term health problems.
2.1.2 Pressure on public sector budgets since 2008 has led to reductions in overall expenditure on public services and reduced funding for the community and voluntary sector from the public sector.
2.1.3 Despite these significant challenges, there is a strong commitment by the public and community and voluntary sectors in North Lanarkshire to work together effectively to improve quality of life, well-being and equality for residents, utilising North Lanarkshire’s assets which include the following. • A strategic location in central Scotland with good transport links, affordable land and housing, providing a prime location for local businesses and people and for businesses and people wishing to relocate.
• Excellent employability support, helping local people find work.
• Access to valued green and leisure resources, including Strathclyde Country Park, Kilsyth Hills and the Forth and Clyde Canal.
• Many excellent public services, despite financial pressures.
• Continuing – albeit reduced - funding of North Lanarkshire’s community and voluntary sector through grants and service contracts from North Lanarkshire Council and Health and Social Care North Lanarkshire Partnership and continuing funding for Voluntary Action North Lanarkshire through core and programme funding.
• A rich and diverse community and voluntary sector providing valued support and services to local people – VANL currently has over 1,800 active community and voluntary organisations on its database.
• A strong volunteering culture: o the Scottish Household Survey 2016 -17 reported that 27% of adults in North Lanarkshire (about 75,000 people) volunteered formally through an organisation or group, contributing 7 million hours of formal volunteering, equating to £102 million to the local economy
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o during 2017/2018, VANL processed 1,298 Saltire Award certificates and 881 young people registering for a Saltire Award.
2.1. The “Plan for North Lanarkshire” (PNL) was launched to the community and voluntary sector at its annual conference on the 4th June 2019. The PNL is a high-level strategic plan for all community planning partners in NL including NLC; NHS Lanarkshire; Police Scotland; Fire and Rescue Scotland; Scottish Enterprise; New College Lanarkshire; and VANL on behalf of the wider community and voluntary sector. 2.1.5 The PNL has the following five high-level ambitions, which provide a framework for improving lives of the residents.
• Improve economic opportunities and outcomes. • Support all children and young people to realise their full potential. • Improve the health and wellbeing of our communities. • Improve the ability, participation, and empowerment of our communities. • Improve North Lanarkshire’s resource base. Appendix Three provides an overview of the current contribution of NL’s Community and Voluntary Sector and VANL to these ambitions and VANL’s future developments.
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2.2 National Context
The national Scottish context for NL’s community and voluntary sector and VANL includes a wider range of positive and supportive policies and resources such as:
• a new National Performance Framework (NPF), which includes commitments to inclusive and sustainable economic growth, human rights and equality and empowered people and communities.
• endorsement of the United Nations Sustainable Development Goals, which focus on eliminating poverty, protecting the natural world and tackling climate change
• a new climate change bill to set updated targets on reducing greenhouse gas emissions
• a cross-government commitment to the protection of and promotion of human rights and equality, underpinned by Scottish, UK and international law
• the Community Empowerment (Scotland) Act which supports active citizenship through the right to own community assets, participatory budgeting and involvement in community planning.
• local governance review
• integration of health and social care
• Scottish Government funding and support for Third Sector Interfaces (TSIs). (VANL is the TSI for North Lanarkshire and receives funding from the Scottish Government to support this role.)
• a national social enterprise strategy which promotes growth of local, community based and led social enterprises.
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Schedule Three: Plan for North Lanarkshire Ambitions and Contribution of Community and Voluntary Sector and VANL
Plan for North Lanarkshire Ambitions NL Community and Voluntary VANL Current Contribution VANL Development Work Sector Contribution 2019-20
1. Improve economic opportunities • Social housing provision VANL has some links to NL CVS • VANL will review its and outcomes (Housing Assoc. and Co-ops) housing organisations and housing support for NL CSV on issues. housing issues from 1.1 Ensure a housing mix that supports • Housing support (housing with • Some Housing Associations and autumn 2019 and develop social inclusion and economic growth social care) tenants Associations are its work accordingly, members subject to resources. • Housing and money advice • We provide Independent (CABs/NL Advice and Examinations to some tenants’ Information Network) associations. • Some of the VANL-hosted • Residents empowerment Health and Social Care NL, (tenants associations) Community Capacity Building and Carer Support Programme Locality Groups have strong housing links.
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Plan for North Lanarkshire Ambitions NL Community and Voluntary VANL Current Contribution VANL Development Work Sector Contribution 2019-2022
1.2 Refocus our town centres and • Running community centres • VANL supports a wide range of • VANL will develop and communities to be multi-functional and facilities, with growing community and voluntary increase its support to NL connected places which maximise interest in asset transfer. groups with guidance and CVS organisations on social, economic, and training on governance, tendering, asset transfer, environmental opportunities • Providing services through finance, ICT, HR, etc. This work trading and social community and voluntary is currently funded through enterprise in collaboration groups and forums. core grants from Scottish Govt. with NLC and other Third Sector Unit (SG TSU) and partners. • Providing employment and NLC. supporting volunteering. • A VANL Development Officer • VANL will review its provides support to and support role to the NL CVS • Providing community transport participates in the NL on employability issues and advocating for improved Employability Forum. from autumn 2019 and public transport in NL. strengthen its work • VANL plays a strategic role in accordingly. (Also see • Promoting and protecting the development of below in section 5.) green space and nature volunteering across NL, conservation. including promotion of • VANL will develop a new volunteering and opportunities; NL Volunteering Plan with recruitment and matching of partners by early 2020, volunteers; PVG checks; which will include support support and training and for more Employer accreditation of Volunteering Supported Volunteering. Involving Organisations, through Volunteer Friendly Awards and Saltire Awards for young people.
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Plan for North Lanarkshire Ambitions NL Community and Voluntary VANL Current Contribution VANL Development Work Sector Contribution 2019-2022
1.3 Maximise the use of our marketable 1.3 n/a 1.3 n/a 1.3 n/a land and assets through improved development in business and industrial infrastructure
1.4 Market and promote North Lanarkshire as the place to live, 1.4 n/a 1.4 n/a 1.4 n/a learn, work, invest, and visit
1.5 Grow and improve the Current: • See section 1.2 above on • See section 1.2 above. sustainability and diversity of North • Employability and inclusive employability Lanarkshire’s economy employment • VANL will work with • See section 12 above on partners to develop a plan • Provision of services and goods, general support to NL CVS to increase NL CVS including social enterprises organisations. awareness, advocacy for and engagement in Potential: sustainable/green • Promotion of and contribution economic development by to sustainable/green economic early 2020 and then development support delivery, subject to resources.
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Plan for North Lanarkshire Ambitions NL Community and Voluntary VANL Current Contribution VANL Development Work Sector Current/future 2019-2022 Contribution 2. Support all children and young • Provision of support to • VANL currently has funding • VANL currently only has people to realise their full children, young people and through NL’s Integrated Joint confirmed funding for its potential. families through activities such Board (IJB) as part of its Children and Families work as: Community Capacity Building up to Sept. 2019 through 2.1 Raise attainment and skills for o Befriending and mentoring and Carer Support (CCB&CS) the IJB but expects this will learning, life, and work to enhance o Child-care and play groups Programme package to support be confirmed to March opportunities and choices. o Mental health support children and families work, 2020 by mid-June 2019. o Parenting support with a focus on convening the 2.2 Enhance collaborative working to o Sports Clubs Children and Families Network • VANL will develop a maximise support and ensure all our o Youth groups and supporting key issues such proposal for providing children and young people are as breastfeeding, parenting and continuing support to the included, supported, and safe. • Contribution to partnership child protection. NL CSV on children, young working for children, young people and family issues 2.3 Engage children and families in people and families through • VANL staff support NL CVS from April 2020, and seek early learning and childcare Children Services Partnership, engagement in the CSP. further funding. programmes and making positive task and locality groups and VANL’s CEO is a member of the transitions to school. Children and Families Network. Children Services Partnership Board on behalf of the NL CVS. 2.4 Invest in early interventions, VANL’s CCB Programme positive transitions, and preventative Manager; Children and Families approaches to improve outcomes for Development Officer and CEO children and young people. are members of various CSP sub-groups on behalf of the 2.5 Engage with children, young NLC CVS. people, parents, carers, and families to help all children and young people reach their full potential.
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Plan for North Lanarkshire Ambitions NL Community and Voluntary VANL Current Contribution VANL Development Work Sector Current/future 2019-2022 Contribution
3. Improve the health and wellbeing • Employment, often at or above • See section 1.2 above on • VANL will review and of our communities. real living wage employability support. develop its support for the NLC CVS on tackling 3.1 Increase economic opportunities • Employability support • VANL’s CEO is a member of the poverty issues on an for adults by understanding, NL Tackling Poverty Officers ongoing basis. identifying, and addressing the causes • Money advice, including Group which reconvened in of poverty and deprivation and barriers benefits advice, debt advice, May 2019 after a seven month to financial inclusion. budgeting etc. pause which is developing NL strategy and plans. • Contribution to NL tackling poverty policy and planning. • VANL staff will support NL CSV participation in Tackling Poverty Working Groups; their influence on relevant policy and plans; and the CVS sectors contribution to tackling poverty.
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Plan for North Lanarkshire Ambitions NL Community and Voluntary VANL Current Contribution VANL Development Work Sector Current/future 2019-2022 Contribution
3.2 Ensure our residents are able to • Adult protection - training and • VANL hosts and manages the • VANL will continue to achieve, maintain, and recover their effective practice. NL CCB&CS Programme, which work with Health and independence through appropriate is mostly funded through NL Social Care NL and supports at home and in their • Befriending and mentoring IJB for health and social care partners to seek communities. (£1.1 million has been continuing and increased • Carer support (direct and provisionally approved for funding for the CCB 3.3 Improve preventative approaches indirect) 2019-20; with six months programme through the including self-management and confirmed and final six IJB and other partner giving people information and • Community capacity building months to be confirmed by funding pots. (It is choice over supports and services 12.6.19.) expected that our main • Community food support funding through the IJB 3.4 Ensure the highest standards of • VANL also raises funding to will move to a three-year public protection • Community Transport support this programme from Service Level Agreements additional sources, including: expected from April • Low level support in the o Self-directed support 2020.) community (e.g. social interest (Support in the Right groups; lunch clubs; brief Direction) • VANL will continue to respite for carers) o Carers Act Support seek additional external o Social Prescribing (30K for funding to increase • Mental health support 2019-2020) support for the CCB&CS programme including • Physical activity further funding for social prescribing and mental • Preventative advocacy health and well-being.
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• Provision of information, advice • VANL uses the CCB&CS funding and self-management support. to: • Support NL CVS • Provision of community care engagement and influence services over health and social care policy and services. • Support for disabled people • Support NL CVS to deliver • Support for older people support and care through funding awards, managed • Support for people with by VANL in line with an dementia agreed commissioning plan.
• Delivering some commissioned projects directly (organisational and volunteering development; children and families project (see section 2); social prescribing)
• Supporting programme governance; partnership working; communications; management; evaluation.
• VANL’s CEO represents the NL CVS on the IJB.
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• The CCB Programme Manager represents the programme on Health and Social Care NL’s Senior Leadership Team and various sub-groups.
Page 162 of 209 AGENDA ITEM 10
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/JC Date 01/02/21
Tackling Financial Insecurity
From Lizanne McMurrich, Head of Communities Email [email protected] Telephone 01236 8122338
Executive Summary
The purpose of this report is firstly to brief the Community Empowerment committee on the Scottish Government additional flexible funding announced on 20 October 2020 to assist local authorities in supporting individuals who are experiencing financial hardship as a result of the not only Coronavirus pandemic but also the concurrent challenges presented by winter and exit from the EU and secondly to seek endorsement for the proposals to deploy this vital funding resource in North Lanarkshire.
Overall a £30 million package of funding is being made available to local authorities to support people facing financial hardship as a result of coronavirus (COVID-19), including money to provide free school meals over the school holidays.
An initial £26.95m has been allocated, with further funding to be agreed for Free School Meal support during the Easter break which falls in the 2021-22 financial year. Grant offer letters have been issued to local authorities that detail the funding allocation available and conditions for delivery and reporting from 1 October 2020 – March 2021.
The purpose of this flexible funding is to enable local authorities to adapt to the emerging needs of households, considering an income based and proactive approach to support wellbeing and reduce the need for food aid.
The Scottish Government guidance on how the funding can be used is included in Appendix 1.
The Council’s budget allocation specifically for Financial Insecurity Support is £1.555m.
The Financial Inclusion Team together with Officers from Education and Families and Finance (Revenues and Benefits) have identified the following initial areas where this additional funding could be used to ease financial hardship being experienced within the communities of North Lanarkshire. The approach to be taken will include: -
• to provide cash to residents to assist with winter fuel bills, by providing an additional payment on top the Scottish Government Hardship Payment of £100; • maintaining the provision of food supplies to Community Groups within North Lanarkshire via Lanarkshire Community Food and Health Partnership; and
Page 163 of 209 • to meet the pressing priorities identified by the Tackling Poverty Task and Finish Member/Officer Group as part of the review of the Tackling Poverty Strategy Action Plan.
Initial work has been carried out in terms of the financial value of these options. The delivery plan relating to the third strand will be developed via the Tackling Poverty Officers Group
The proposals as set out in this report were discussed, and endorsed for further development, by the Tackling Poverty Member/Officer Task and Finish Group at its meeting on 16th December 2020.
Recommendations
It is recommended that the Community Empowerment Committee endorse the approach to the use of the Scottish Government Financial Insecurity allocation to North Lanarkshire Council as set out in section 2.5 of the report.
The Plan for North Lanarkshire Priority All priorities
Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion
1. Background
1.1 The combined impact of the rise in unemployment and losses in income due to the COVID pandemic, the continuing restrictions to control the spread of COVID-19, the impact of the EU Exit and winter weather will increase the levels of financial hardship being experienced by the residents of North Lanarkshire.
1.2 On the 18th March 2020, the Communities Secretary announced a £350 million allocation of funding to support communities at risk as a result of the pandemic. This included a £45 million boost to the Scottish Welfare Fund, of which £22 million was allocated immediately to local authorities. A further £3 million was committed to the budget for Discretionary Housing Payments.
1.3 As Committee is aware, In November 2020, an overall £30 million package was made available to local authorities to support people facing financial hardship as a result of coronavirus (COVID-19), including funding to provide free school meals over the school holidays.
1.4 Local authorities have been given flexibility to use £20 million, previously held in reserve for the Scottish Welfare Fund, to support people in their communities. A further £10 million has been made available so that Councils can continue to provide, free school meals through the winter break with further funding confirmed to extend support over Easter.
Page 164 of 209 1.5 The purpose of this flexible funding is to enable local authorities to adapt to the emerging needs of households, considering an income based and proactive approach to support wellbeing and reduce the need for food aid. This complements existing investment to support people and communities at risk as a result of the pandemic.
1.6 Local authorities will be able to use their allocation from this package of resource to flexibly and pragmatically meet a range of needs related to financial hardship. Measures that strengthen household budgets are encouraged as far as possible, to reduce the need for food aid and other charitable provision of essentials. However, it is recognised that access to alternative provision such as a voucher, food parcel or meal, fuel voucher, or other direct support will be preferred or more appropriate in some circumstances.
1.7 Local authorities will be able to use £20 million to:
• supplement local budgets for the Scottish Welfare Fund or Discretionary Housing Payments; • provide financial support to tackle food insecurity or meet fuel costs, or alternate provision where this is more appropriate or is the preference of individuals themselves; • other activities and services, as necessary, to support individuals to overcome financial crisis and support wellbeing.
1.8 £6.95 million will be available to:
• provide free school meal support during the school holidays that fall within the grant period: October, Christmas and February. This funding will cover the cost of support to pupils eligible for free school meals, excluding universal provision for P1-P3.
1.9 Additional resource to continue the provision of Free School Meals during Easter holidays will be made available in due course. Eligible costs related to free school meal support during the school holidays above the local authority’s respective allocation of the £6.95m will be an eligible cost against their allocation of the £20m element of this funding package. The flexible funding is not restricted under No Recourse to Public Funds (NRPF).
1.10 The Department for Work and Pensions has advised that local welfare provision - such as financial and in-kind payments made by the local authority to help meet an immediate short term need arising out of an exceptional event or exceptional circumstances, and that requires to be met to avoid a risk to the well-being of an individual - will be disregarded when it comes to benefits. This means that a crisis cash payment, voucher or card provided by a local authority should not affect social security entitlement under the current circumstances.
1.11 Financial or other support made by third sector organisations is unlikely to affect entitlement except in the very unlikely event that these were accumulated (i.e. in the form of capital sums).
Page 165 of 209 1.12 The Council Tax Reduction (Scotland) Regulations 2012 outline sums to be disregarded for council tax reduction purposes. Local authorities would need to satisfy themselves that payments were made utilising appropriate and exempted powers.
2. Report
2.1 It is estimated that around 75,000 people are most at risk due to income lost as a direct result of Covid-19 and that 630,000 people were in severe poverty prior to the pandemic, including around 160,000 children. Around 156,000 children and young people are estimated to be eligible for free school meals and 1 in 5 households with children report experiencing serious financial difficulty, with lower income households more likely to have increased debts and more likely to have reduced their savings making it harder to manage financial pressures. 2.2 Many households are likely to experience additional costs associated with more time spent at home due to COVID restrictions which will impact on fuel and other costs with many households excluded through not having the skills, equipment, internet access or confidence to access financial support services. 2.3 It is recognised that Households worried about the adequacy of their budget may cut back or go without fuel, food or other essentials which can contribute to and exacerbate poor physical and mental health. Therefore, focusing on ways of boosting household income will provide households with greater choice and control.
2.4 The Council’s budget allocation for Financial Insecurity Support is £1.555m.
2.5 The Financial Inclusion Team with the Convener of Education and Families and Officers from Education and Families, Finance (Revenues and Benefits) have identified the following areas were the funding could be used to ease the financial hardship on the residents of North Lanarkshire. The approach proposed includes:
• providing cash to residents to assist with winter fuel bills, by providing an additional matching payment on top the Scottish Government Hardship Payment of £100;
• maintaining the provision of food supplies to Community Groups within North Lanarkshire via Lanarkshire Community Food and Health Partnership; and
• an allocation to meet the refocussed/additional tackling poverty priorities identified through the Tackling Poverty Task and Finish (Member/Officer) Group. 2.6 Initial work has been carried out in terms of the financial value of these options which will require to be developed further should Committee agree the approach. The indicative sums are as follows: -
• Food provision - £25,000, for Lanarkshire Community Food and Health Partnership (core costs, food and transport); • The North Lanarkshire Council Winter Payment - £100 per family (Note - in terms of the Scottish Government Winter Payment around 10,000 families were entitled to the payment, if based on these approximate numbers, at £100, the allocation would equate to £1m; and
Page 166 of 209 • an allocation of £530,000 to meet the refocussed/additional tackling poverty priorities identified through the Tackling Poverty Task and Finish (Member/Officer) Group.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 The Tackling Poverty Strategy/Action Plan contains no measures which would have a detrimental socio/economic impact on communities in North Lanarkshire as defined in the Fairer Scotland Duty.
3.2 Equality Impact Assessment
3.2.1 No groups will be disadvantaged or excluded through the implementation of the recommendations of the report. Indeed, approval of the recommendations presents an opportunity to promote equality and ensure greater access to public services.
4. Implications
4.1 Financial Impact
4.1.1 There is no financial impact for the Council, the Scottish Government have offered North Lanarkshire Council a grant of up to £1,555 Million, payable over the period 1 October 2020 to 31 March 2021 in connection with providing a flexible fund to support individuals at financial risk.
4.2 HR/Policy/Legislative Impact
4.2.1 There are no HR/Policy/ Legislative impact, apart from that identified in section 3.1 of the report.
4.3 Environmental Impact
4.3.1 There is no environmental impact.
4.4 Risk Impact
4.4.1 Tackling Poverty is already a Corporate Risk. Towards a Fairer North Lanarkshire - Tackling Poverty Strategy sets out a planned approach which seeks to eliminate poverty, including Child Poverty or make very significant reductions in the level of poverty there will be many benefits for the residents and the Council including improvement in the overall level of health and wellbeing of communities.
5. Measures of success
5.1 The successful implementation of the Council’s overarching Tackling Poverty Strategy as a key strand of the Plan for North Lanarkshire the Programme of Work.
Page 167 of 209 6. Supporting documents
6.1 Appendix 1 – Guidance to Local Authorities to tackle financial insecurity and support households with food and fuel over the winter.
Lizanne McMurrich Head of Communities
Page 168 of 209 Appendix 1
GUIDANCE TO LOCAL AUTHORITIES TO TACKLE FINANCIAL INSECURITY AND SUPPORT HOUSEHOLDS WITH FOOD AND FUEL OVER THE WINTER
DECEMBER 2020 1. INTRODUCTION
This guidance is to assist local authorities in supporting individuals who are experiencing financial hardship as a result of the Coronavirus pandemic and concurrent challenges faced by winter and the threat of a no-deal exit from the EU utilising the flexible funding announced on 20 October 2020.
The purpose of this flexible funding is to enable local authorities to adapt to the emerging needs of households, considering an income based and proactive approach to support wellbeing and reduce the need for food aid. This complements existing investment to support people and communities at risk as a result of the pandemic.
Local authorities will also be able to supplement local budgets for the Scottish Welfare Fund to meet demand, provide financial support to tackle food insecurity or to meet fuel costs, boost local funding for Discretionary Housing Payments, and take other action to support wellbeing. This is further detailed in sections 2 and 3. The flexible funding is not restricted under No Recourse to Public Funds (NRPF).
An initial £26.95m has been allocated, with further funding to be agreed for Free School Meal support during the Easter break which falls in the 2021-22 financial year. Grant offer letters have been issued to local authorities that detail the funding allocation available and conditions for delivery and reporting from 1 October 2020 – March 2021.
This guidance provides:
• background, including who is at risk • guiding principles on how resources can be targeted and deployed;
Annexes give further detail on public health advice and additional signposting resources including business offerings and volunteer deployment.
1 Page 169 of 209 2. BACKGROUND
The combined impact of colder weather, rises in unemployment and losses in income due to the COVID pandemic, the continuing restrictions to control the spread of COVID-19 and the uncertain impact of EU Exit will likely increase levels of financial hardship.
Local authorities will be able to use their allocation from this package of resource to flexibly and pragmatically meet a range of needs related to financial hardship. Measures that strengthen household budgets are encouraged as far as possible, to reduce the need for food aid and other charitable provision of essentials. However, it is recognised that access to alternate provision such as a voucher, food parcel or meal, fuel voucher, or other direct support will be preferred or more appropriate in some circumstances.
Local authorities have shown leadership in providing and coordinating local responses alongside third sector and community organisations and local businesses. The National Helpline and local helplines will continue to play a key role in ensuring that those who need help are able to access the full range of support services available locally. This should act as a single gateway to financial, material and social support by seamlessly connecting services and offerings across sectors, and providing pro-active outreach to the most at-risk groups.
As we navigate the routemap for moving out of lockdown using Scotland’s Strategic Framework the responses will continue to evolve. Separate flexible funding is in place to support local authorities during Tier 4 restrictions to support households at risk to access food and other essentials.
FUNDING TO SUPPORT DELIVERY
Local authorities will be able to use £20 million to:
• Supplement local budgets for the Scottish Welfare Fund or Discretionary Housing Payments • Provide financial support to tackle food insecurity or meet fuel costs, or alternate provision where this is more appropriate or is the preference of individuals themselves • Other activities and services, as necessary, to support individuals to overcome financial crisis and support wellbeing.
£6.95 million will be available to:
• Provide free school meal support during the school holidays that fall within the grant period: October, Christmas and February. This funding will cover the cost of support to pupils eligible for free school meals, excluding universal provision for P1-P3.
Additional resource to continue the provision of Free School Meals during Easter holidays will be made available in due course. Eligible costs related to free school 2 Page 170 of 209 meal support during the school holidays above the local authority’s respective allocation of the £6.95m will be an eligible cost against their allocation of the £20m element of this funding package.
Grant offer and monitoring
A single grant offer letter and addendum detail both allocations and the conditions for delivery and reporting from 1 October 2020 – March 2021. Completed Grant Claim forms are requested in January and March 2021. Light touch monitoring will sit alongside this in the form of a monthly email providing a best estimate of spend to [email protected]. Uplift to budgets for the Scottish Welfare Fund and Discretionary Housing Payments should be reported through the standard processes, highlighting where funds have been deployed from this package.
Disregards
The Department for Work and Pensions has advised that local welfare provision - such as financial and in-kind payments made by the local authority to help meet an immediate short term need arising out of an exceptional event or exceptional circumstances, and that requires to be met to avoid a risk to the well-being of an individual - will be disregarded when it comes to benefits. This means that a crisis cash payment, voucher or card provided by a local authority should not affect social security entitlement under the current circumstances.
Financial or other support made by third sector organisations is unlikely to affect entitlement except in the very unlikely event that these were accumulated (i.e. in the form of capital sums).
The Council Tax Reduction (Scotland) Regulations 2012 outline sums to be disregarded for council tax reduction purposes. Local authorities would need to satisfy themselves that payments were made utilising appropriate and exempted powers.
WHO IS AT RISK
While evidence suggests that the COVID-19 pandemic has impacted on overall prevalence of financial insecurity, the impacts are not felt equally by all groups in society.
Groups at increased risk of financial insecurity include: • Younger people • Disabled people • Lone parents • Minority ethnic households • People living in households with children • Larger families • People living in households on low incomes • People living in the most deprived areas
3 Page 171 of 209 These groups are more likely to experience difficulty affording food, fuel and other essentials. This may be due to recent changes in financial circumstances resulting from Coronavirus, such as loss of employment, or may be due to pre-existing pressures which have been compounded by Coronavirus.
It is estimated that around 75,000 people are most at risk due to income lost as a direct result of Covid-19 and that 630,000 people were in severe poverty prior to the pandemic, including around 160,000 children. Around 156,000 children and young people are estimated to be eligible for free school meals and 1 in 5 households with children report experiencing serious financial difficulty. Lower income households are more likely to have increased debts and more likely to have reduced their savings making it harder to manage financial pressures.
Many households are likely to experience additional costs associated with more time spent at home due to local COVID restrictions which will impact on fuel and other costs. Thought should be given to households with higher living costs, including those in rural areas or areas with fewer retail options. Many households are digitally excluded and may not have the skills, equipment, internet access or confidence to access financial support services.
Households that are worried about the adequacy of their budget may cut back or go without fuel, food or other essentials which can contribute to and exacerbate poor health and mental health. Focusing on income based approaches will provide households with greater choice and control.
An intersectional approach is essential. It is important to note that many of these groups overlap. For example, women, disabled people and those of many minority ethnicities are all more likely to be low earners; minority ethnic people are younger than the White population on average; and the vast majority of lone parents are women. Emerging evidence strongly suggests that COVID-19 is exacerbating pre- existing inequalities therefore it is vital that COVID-19 response, recovery and renewal effort takes account of overlapping disadvantage.
The table below summarises the issues likely to be faced by those with some protected characteristics and those experiencing socioeconomic disadvantage, and examples of support put in place by local authorities to reach these groups during the pandemic to date.
WAYS IN WHICH SUPPORT HAS POSSIBLE NEEDS OF THIS BEEN TAILORED BY LOCAL GROUP GROUP AUTHORITIES TO TARGET THIS GROUP Those Those living in low income • Provision of bank/cash experiencing households and those living in payments. socio-economic the most deprived areas were • Provision of supermarket disadvantage more likely to live in poverty vouchers. prior to the pandemic. Evidence • Direct provision of meals, shows that COVID-19 has groceries and food packs. exacerbated pre-existing socio- • Fuel top-ups economic disadvantage,
4 Page 172 of 209 increasing the prevalence of • Funding and partnership food insecurity and fuel poverty. working with community groups and third sector to support food projects that increase dignified food access. • Dedicated signposting and referral processes to financial support and advice, including to the welfare teams for a financial/benefit assessment. • Proactive signposting to sources support via leaflet drops and targeted telephone calls. Children & Households with children are • Provision of Free School Meals younger people more likely to be financially during term time and school vulnerable, and are at holidays, delivered through increased risk of food bank/cash payments, vouchers, insecurity, compared to and direct provision of meals households without children. and food packs. • Childcare hubs retained and Younger people were already redesigned to provide access to more likely to be financially breakfast, lunch and supper, vulnerable or in debt before the alongside childcare. pandemic, and more likely to be • Dedicated referral processes to experiencing difficulties family support teams and affording food or fuel. Younger sources of local support, where people were less likely to be in required. employment, and for those who • Dedicated financial support for were, this was less likely to be vulnerable families with children secure. Younger people are and looked after young people more likely to be working in with food, fuel and transport sectors hit hardest by the costs. pandemic. • Funding and partnership working with third sector Free school meal support that organisations providing is provided through schools targeted support for families may not be accessible to Gypsy with children and younger / Traveller children that are not people. regularly attending school but • Provision of a range of baby can be provided through trusted products, including milk, partners. nappies and wipes. • Provision of digital devices for younger people at risk of digital exclusion. Disabled people Disabled people were already • Delivery of frozen and hot more likely to live in poverty meals, groceries and food and at an increased risk of packs. experiencing difficulties • Dedicated referral processes to affording food prior to the adult health and social care pandemic. COVID-19 has services. further exacerbated the • Tailored food provision to meet financial vulnerability of health dietary requirements. disabled people, alongside
5 Page 173 of 209 introducing additional physical • Support with wider households barriers resulting from reduced needs, including the collection access unpaid care. A of prescriptions and provision requirement to collect food and for devices for those other essentials in-person may experiencing digital exclusion. present a barrier to disabled • Provision of information in people experiencing food Braille, BSL, Easy Read and insecurity, and disabled people Large Print. may have specific dietary • Dedicated employability officers requirements resulting from supporting adults with their health condition. disabilities. • Provision of additional health and social care at home. Older people Older people are less likely to • Home delivery of frozen, chilled be financially vulnerable and and hot meals. are at a lower risk of food • Volunteer shopping services. insecurity compared to younger • Provision of specific nutritional people, but there remains a food items for those identified at proportion of older people risk of malnutrition. concerned about affording food. • Support with wider households Older people experiencing needs, including the collection financial difficulties may face of prescriptions and provision additional physical barriers to for devices for those accessing essential supplies experiencing digital exclusion. and services, especially those • Befriending support, dedicated with limited support networks telephone advice and regular and digital literacy. A telephone contact. requirement to collect food and • Dedicated referral processes to other essentials in-person may adult health and social care present a barrier to older services, social work and people. mental health teams, where required. • Funding and partnership working with third sector organisations providing targeted support for older people. Women Women are one of the groups • Alongside food support, on which the economic effects additional households items of the pandemic are falling provided, including period disproportionately. COVID-19 is products and toiletries. likely to have a disproportionate • Provision of resources, support longer term impact on women and referral for those in the labour market due to experiencing domestic abuse, multiple factors such as women including assistance with who are employed being less relocation for those fleeing likely to be in secure domestic abuse. employment, earn less on • Dedicated support for pregnant average than men and less women, including provision of likely to be eligible for sick pay. additional food and other Women comprise the vast essentials (e.g. maternity and majority of lone parents who, breast pads). before COVID-19, were much more likely to be in debt and/or
6 Page 174 of 209 financially vulnerable. Women • Funding provided to third sector are also more likely to report organisations providing experiencing domestic abuse, dedicated support for women. which may further exacerbate financial insecurity, and present additional barriers to accessing support. Men While in the population as a • Signposting and referral to whole women are more likely to employability support. work in many shutdown sectors and are expected to face larger negative labour market outcomes longer term, early labour market evidence suggests that, so far, men have seen greater levels of inactivity, greater rates of furlough and reduction in hours worked1, which has impacted on their employment income. In addition, across many minority ethnic groups, men are more likely to work in shut-down sectors than women. Minority ethnic Minority ethnic groups are more • Tailored food provision to meet groups likely to be in poverty and less cultural dietary requirements. likely to be in employment, • Funding and partnership placing them at increased risk working with third sector of experiencing financial organisations targeting minority insecurity. ethnic groups. Gypsy/Travellers may face • Translation of resources into a additional barriers as their range of languages and accommodation may not be promotion of these resources suitable for holding large via social media. supplies of food and many • Dedicated support for delivery companies are Gypsy/Travellers, including the unwilling to deliver to provision of health & wellbeing campsites. Low insulation in packs. trailers and amenity blocks may require a higher level of energy to heat. Religion/belief/faith Food insecurity may be • Tailored food provision to meet increased by difficulties with religious dietary requirements. access and cost of specific food • Funding and partnership requirements such as Halal working with faith organisations. foods and traditional celebration foods such as for Passover and Ramadan.
1 Men saw greater falls in employment over the year to July to September 2020 and greater rates of furlough take-up than women at the end of June 2020 (HMRC Coronavirus Job Retention Scheme Statistics). While this might reflect sectoral patterns in the impact of the pandemic, with men more prevalent in some of the sectors with highest take up rates of furlough (e.g. construction where take-up rate was 73% at end of June 2020)1, these disparities might be temporary. The structural labour market barriers (e.g. a disproportionate share of caring responsibilities, low pay occupations and insecure work) faced by women are more likely to impact in the longer term (see for example - Scottish Government, Gender Pay Gap Action Plan, Analytical Annex, March, 2019). 7 Page 175 of 209
The Scottish Government has produced a paper, published on 17 September 2020, which reviews emerging evidence on the impact of the COVID-19 crisis on equality across several key domains: health, economic, education, safety and security, social and wellbeing, housing, digital, and environmental. You can access the paper here. The paper aims to be a useful reference to help inform the various response, recovery and renewal work being undertaken.
8 Page 176 of 209 3. GUIDING PRINCIPLES
A series of guiding principles has been developed to support local thinking about how funding can best be targeted and deployed. These principles are as follows:
• Joined-up and proactive – the investment in local and national helplines has brought together key public and community services to ensure that people experiencing hardship are easily able to access a full range of financial, material and social support. Ensuring the services available are up to date and that seamless referrals are in place between organisations and services will help to meet whole needs, taking a ‘no wrong door’ approach.
Proactive engagement and action to support household’s known to be financially at risk, including those who are waiting for Universal Credit, will help to reduce stress and the need for crisis support.
• Money advice – getting money advice can help people make the most of their budgets and avoid financial difficulties. Reduced and insecure household income is leading people who previously would not have required it to seek advice. Access to money advice should be offered at the earliest opportunity be that through local authority funded money advice services or the Scottish Government’s Money Talk Team income maximisation service delivered by the Citizens Advice Network in Scotland. This will help to maximise incomes, ensure households are in receipt of all the entitlements they are eligible for, and reduce financial insecurity.
• Scottish Welfare Fund – where a household is experiencing an income crisis, an active referral to the Scottish Welfare Fund should ordinarily be the priority, with wider support wrapped around. Local authorities are able to supplement Scottish Welfare Fund budgets to ensure that demand is met in full.
The regulations governing the Scottish Welfare Fund allow a local authority to make more than 3 crisis grant payments to an individual in a 12 month period if it considers there are exceptional circumstances. The Scottish Government has written to practitioners to note that the current circumstances are considered to be exceptional. Cascading this information to across services and partner organisations will help to ensure that people who may be eligible receive support. In particular, promoting the availability of crisis grants to organisations that refer people to food aid providers will help to reach people experiencing hardship.
It should be noted that EU nationals do not fall within the group of people to whom ‘no recourse to public funds’ applies, for the purposes of applying to the Scottish Welfare Fund.
Crisis grants may be an important source of support to individuals who are not eligible for a Self-Isolation Support Grant.
The Scottish Welfare Fund Guidance remains the primary source of information on administering the Fund: https://www.gov.scot/publications/scottish-welfare-
9 Page 177 of 209 fund-statutory-guidance-2019/
• Income based responses – Local authorities should consider income-based responses but have the discretion to respond based on preferences and needs of households and individuals. There will be circumstances in which an income based approach may not be suitable, including where there is household debt where payments into bank accounts can be absorbed by unauthorised overdrafts, or domestic violence or coercion.
Scottish Government note that strong stakeholder representations have been made that direct financial transfers offer choice, accessibility and discretion in a way that vouchers or other in-kind delivery approaches may not.
Local authorities can provide financial support in addition to statutory schemes, in order to support those who may not otherwise be entitled such as people with No Recourse to Public Funds (NRPF), or to intervene earlier when a household is known to be financially at risk. This includes making payments using social work powers under s12 of the Social Work (Scotland) Act 1968 or s22 of the Children (Scotland) Act 1995. Local authorities may also want to consider the power to advance wellbeing under s20 of the Local Government in Scotland Act 2003.
Vouchers may in some cases be a suitable alternative to direct financial transfers. Local authorities may want to identify the key referral partners to food aid providers and work with them to provide a voucher in place of or alongside a food bank referral where appropriate, as outlined by the Independent Food Aid Network: https://uploads.strikinglycdn.com/files/46d3a45f-37b9-45b3-bb21- ffc90e410d16/Use%20of%20Vouchers%20by%20Food%20Banks%2030.09.20.p df
• Appropriate food provision – some households may experience financial barriers and physical or digital barriers to accessing food concurrently. When a household would prefer direct access to food alongside income based support, care should be taken to understand dietary and cultural needs, and the nutritional quality of food. Reducing the need for food aid through money advice and income based interventions should remain a priority.
Where people do not have ready access to cooking facilities, such as those who are rough sleeping or being housed in temporary accommodation, the provision of meals and prepared food, rather than money to buy food, may be most appropriate.
Food can be provided through public sector catering services or in partnership with community food organisations. Food Standards Scotland can be contacted for further advice: [email protected]
Nourish Scotland and the Dignity Peer Network have produced advice on how to maintain dignity in community food provision: www.nourishscotland.org/projects/dignity/
10 Page 178 of 209 • Support with fuel – Local authorities may want to contact energy suppliers to help arrange short term support for households who are struggling with energy costs. As of 15 December 2020 new requirements will be introduced for electricity/gas suppliers to identify pre-payment meter customers who are self- disconnecting and offer short-term support as well as to enhance support to all customers who are facing financial difficulties including setting debt repayment rates based on the customer’s ability to pay. Any financial support provided by suppliers is likely to require to be repaid so this may not always be appropriate, local authorities may therefore wish to utilise resource from this financial insecurity funding to provide support.
Local authorities can utilise the flexibility in funding to directly top up pre-payment meters. National organisations such as the Fuelbank Foundation and Home Energy Scotland are able to provide same-day remote top-ups, which can form part of a wider referral pathway incorporating advice on managing bills and switching suppliers. More information on how to partner with the Fuelbank Foundation is contained in Annex A. Further to this, local authorities may want to consider providing direct assistance to others who pay in advance for their fuel, such as those reliant on physical fuel deliveries, e.g. oil or lpg, who are experiencing financial difficulties
Additional consideration should be given to households who may require a higher level of energy to heat homes including Gypsy / Traveller communities with low insulation in trailers and amenity blocks. Thought should also be given to the likely higher costs associated with keeping spaces ventilated and warm to avoid indoor transmission and whether direct support is appropriate.
• Discretionary Housing Payments – households that are in receipt of housing benefit or the housing element of Universal Credit may be eligible for a discretionary payment to assist with shortfalls between rent charged and benefit support provided. This is in addition to mitigating the cost of the bedroom tax. Local authorities are able to use this resource to supplement Discretionary Housing Payment budgets.
• Wellbeing approaches – in addition to income based support and the direct provision of essentials, the whole needs of a household should be considered – in particular the social and cultural needs of people. Taking the time to build relationships will help to tackle isolation, support mental health and identify wider needs.
It is recommended that local authorities consider what action is needed to maintain the wellbeing of people who are less engaged with services and those with complex needs, across their communities with careful consideration to the intersecting challenges. Working with community organisations can provide a range of benefits and enhance this support.
11 Page 179 of 209 ANNEX A – TOOLS TO SUPPORT DELIVERY
THE NATIONAL HELPLINE
The National Helpline was set up by Scottish Government as a resource to connect those who require help to local services. Once the caller is connected to the relevant local authority, call handlers can advise individuals on local sources of support or refer them on to other specialist services.
Maintaining an accurate picture of the local support available through the public sector, community organisations and local business offerings will be key to the ongoing effectiveness of the helplines.
Text phone service (0800 111 4114)
A text phone number is available to enable those who are hard of hearing to access the helpline. These will be routed to North Lanarkshire who will take details of the caller and pass them on to the relevant local authority.
LOCAL PARTNERSHIP WORKING
While local authorities will act as the key deliverer of this offer to tackle financial insecurity, it is important that Local Resilience Partnerships maintain situational awareness of how people are being supported and are able to assist in joining up services and identifying gaps.
Community Planning Partnerships, Third Sector Interfaces and Community Anchor Organisations will similarly continue to be important forums and partners as part of a coordinated response.
FUNDING FOR COMMUNITY AND THIRD SECTOR ACTIVITIES
The Community and Third Sector Recovery Programme is in place, supporting organisations to continue to support people and communities in responding to the ongoing impact of the pandemic. https://scvo.org.uk/support/coronavirus/funding/scottish-government/community- recovery
A collection of digital maps has been produced to display the funding provided to support communities across Scotland affected by COVID-19: https://community-funding-mapping-1-1-scotgov.hub.arcgis.com/
WORKING WITH COMMUNITY FOOD ORGANISATIONS
There is a well-established network of community food organisations across Scotland. Many organisations have adapted their activities due to COVID-19, others have paused work, and many have newly established to respond to food and other essential needs.
12 Page 180 of 209 Community food organisations are able to provide a range of support including social and cultural opportunities and parcel, shopping and meal provision. Many are open to all and also provide food aid when needed. Care should be taken to reduce the need for food aid by providing income based support alongside food activities.
Nourish Scotland and the Dignity Peer Network have produced advice on how to maintain dignity in community food provision: www.nourishscotland.org/projects/dignity/
Recent research commissioned by the Poverty and Inequality Commission found that 91% of organisations surveyed were engaging with their local authority as part of the COVID-19 response. We know that local authorities are also working closely with national organisations like FareShare to ensure a coordinated approach to food provision and links to wider support.
• FareShare is a charity that distributes surplus and donated food from the food industry to community organisations. They operate from four regional depots and have considerable reach, supporting organisations in every local authority area and delivering to locally coordinated food hubs. • The Food Train aims to prevent older people from becoming malnourished, including through the delivery of groceries. They have established a pairing service, connecting volunteers with older people to provide practical or social support.
SUPPORT WITH ENERGY COSTS
• Home Energy Scotland provide free, impartial advice across Scotland on reducing energy bills and making homes cheaper to heat. They can also make referrals for financial assistance, where required. Visit https://www.homeenergyscotland.org/ for more information or email HES- [email protected] to find out more about working in partnership. • The Fuelbank Foundation work with national and local partners to provide same-day emergency energy pre-payment top ups, accompanied by easy to action advice with the aim of tackling self-disconnection www.fuelbankfoundation.org. To find out about partners in your area or to become a partner, contact [email protected]
DEPLOYING VOLUNTEERS TO SUPPORT ACTIVITY
Where local services and third sector organisations need additional volunteers the British Red Cross and Volunteer Scotland can identify volunteers in their area. This means that local authorities and their partners can decide when, where and how volunteers are deployed.
Local authorities can request the support of community reserve volunteers from the British Red Cross by emailing [email protected].
13 Page 181 of 209 NO RECOURSE TO PUBLIC FUNDS (NRPF)
Migrants’ Rights and Entitlements to Local Authority Services and Support sets out the legal framework and good practice guidance to assist local authorities in meeting their statutory duties when working with people who have NRPF. The guidance is available at: http://www.migrationscotland.org.uk/migrants-rights- entitlements/introduction/1-1-how-use-guidance
There is also supplementary guidance to support local authorities in the context of Covid-19: http://www.migrationscotland.org.uk/uploads/Guidance%20Covid%2019%20Supporti ng%20People%20with%20NRPF%20200420%20%28002%29_0.pdf
14 Page 182 of 209 ANNEX B: PUBLIC HEALTH ADVICE AND RESOURCES
For the most up to date health advice please visit NHS Inform at www.nhsinform.scot/coronavirus
Further guidance is available from Health Protection Scotland at: www.hps.scot.nhs.uk/a-to-z-of-topics/covid-19
A coronavirus communication toolkit, including posters and social media posts for organisations to print and share, is available to download. The information is also available in several languages, easy read, BSL and audio formats: www.nhsinform.scot/illnesses-and-conditions/infections-and-poisoning/coronavirus- covid-19#information-for-professionals
Staff, volunteer and service user safety
Local Authorities should ensure the organisations they work with have appropriate processes for safeguarding and data protection in relation to employees, volunteers and the people they are supporting. To lower the risk of transmission and protect us all, social distancing advice should be followed at all times.
Public Heath Scotland and Scottish Community Development Centre have produced guidance on supporting communities safely. This includes information on social and physical distancing, hand hygiene, and preparing, handling and delivering food. The information is updated regularly: https://www.scdc.org.uk/supporting-communities- safely
Food safety
Consider the use of food safety advice in food parcels or in delivery notices. Useful practical information that could be included within advice:
• Follow good hygiene practice at all times when handling food • Wash hands thoroughly throughout the preparation of food, in particular after coughing or sneezing, after going to the toilet, before eating and drinking • Hand sanitiser gels can be used in addition to hand washing but only work on clean hands. They should never be used as a substitute for hand washing. • Try to minimise direct hand contact with food by using tongs and utensils. Disposable gloves can be used to minimise direct contact with food. However, gloves can become contaminated in the same way as hands so are not a substitute for good personal hygiene and hand washing.
Further information and guidance is available at: www.foodstandards.gov.scot/consumers/food-safety/coronavirus
15 Page 183 of 209
Page 184 of 209 AGENDA ITEM 11
North Lanarkshire Council Report Community Empowerment Committee
☐approval ☒noting Ref LMcM/MC Date 01/02/21
PO56.1 (2) Working with Communities Model and Supporting Governance Structure – Community Boards (Cycle 2)
From Lizanne McMurrich, Head of Communities
Email [email protected] Telephone 01236 812338 [email protected] 01236 812356
Executive Summary
In accordance with the Programme of Work (reference PO56.1 Working with Communities Model and Supporting Governance Structure – (2) Report on development of governance structure to support the Boards) this report provides a progress update on the work of the Community Boards, established as part of the governance arrangements to ensure that the Plan for North Lanarkshire’s agreed engaging with communities model is taken forward with community planning partners and communities. Reports on the work of the Community Boards will be provided to the Community Empowerment Committee during each committee cycle.
Recommendations
The Community Empowerment Committee is recommended to note the ways in which communities have influenced the development of the Boards during their second cycle of meetings.
The Plan for North Lanarkshire
Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them
Page 185 of 209 1. Background
1.1 Community Matters – A Framework for Working with Communities
1.1.1 Community Matters - A Framework for Working with Communities set out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on a number of key priorities associated with working with communities which included the creation of 9 Community Boards. The framework was approved by the Policy & Strategy Committee at its meeting on 19th March 2020.
1.1.2 The intent behind this report is to ensure that that the Community Empowerment Committee is kept informed regarding the work of the Boards This report covers the second cycle of meetings which took place in November/December 2020 with a focus on community representation and involvement, a key enabler in the all- important ongoing direction and development of the Boards and their standing within communities.
1.1.3 As members are aware, the 9 Boards are integral to Delivering for Communities, supporting community participation and providing a single coordinated approach to governance for local communities reflecting statutory and regulatory requirements. The Boards continue to develop in a manner consistent with influencing and delivering the One Plan outcomes at local level. This will be driven through the Local Outcome Improvement Plans (LOIP’s) for each of the 9 areas ensuring a partnership focus on supporting service design, delivery and community action reflecting both the ambitions within The Plan for North Lanarkshire and the priorities and circumstances of individual areas.
1.1.4 The second cycle of Board meetings have now taken place; an example of an agenda is included in Appendix 1.
Table 1 – Cycle 2 Community Board Meetings
Area Meeting Date & Time Location Northern Corridor 23/11/2020 at 6.30pm WebEx Shotts 24/11/2020 at 6.30pm WebEx Coatbridge 25/11/2020 at 6.30pm WebEx Motherwell 26/11/2020 at 6.30pm WebEx Kilsyth 30/11/2020 at 6.30pm WebEx Wishaw 1/12/2020 at 6.30pm WebEx Airdrie 2/12/2020 at 6.30pm WebEx Cumbernauld 3/12/2020 at 6.30pm WebEx Bellshill 7/12/2020 at 6.30pm WebEx
2. Report
2.1 Community Boards – Cycle 2
2.1.1 Representation at Community Board Meetings
2.1.1.1 At the second cycle of Community Board meetings, attendance reflected a good mix of partners, elected members and community groups at all the 9 Board meetings. Approximately 256 people attended the second cycle of meetings with 95 community representatives in attendance (an average of c10 per Board meeting) although some Boards had more community representatives than others.
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2.1.1.2 There was broader community involvement in Community Boards during Cycle 2. Members of the Scottish Youth Parliament and Youth Forum members were represented at all Board Meetings during Cycle 2. A young person from the Champions Board attended the Shotts Board Meeting and there was also representation from school Captains at Cumbernauld and Kilsyth Boards. Staff from Who Cares? Scotland attended all Board meetings with the intension of encouraging and supporting involvement of Care Experienced Young People going forward.
2.1.1.3 Lanarkshire Muslim Women and Families were represented at some Board Meetings in Cycle 2. Efforts will continue to further extend the reach of community input to the Boards and continued work will be undertaken within local communities to ensure that Seldom Heard Voices, Black and Minority Ethnic (BAME) groups and disability groups are regularly represented at future Board meetings.
2.1.1.4 As recognised in the previous report to committee, not all community organisations’ identity is place based, there is a need to ensure that people who come together because they share particular characteristics and identity, also have a platform where they are heard and can influence both decision making structures and the realisation of the Plan for North Lanarkshire.
2.1.1.5 Participants in Cycle 2 Community Boards were as set out in Table 2 below.
Table 2 - Participants (Cycle 2) Participants at Community Boards (Cycle 2) Community Councils Tenants and Residents Associations
Historical /Cultural Groups Community Forums
MSYP/Youth Forums Police Scotland
Scottish Fire & Rescue NHS Lanarkshire
Elected Members Co-op Pioneer Group
Voluntary Action North Lanarkshire Council Officers
Faith Groups Care experienced young people
2.1.2 Online Meeting Platform
2.1.2.1 Community representatives participating in the meetings were much more familiar with using the Webex online platform in cycle two. Those who required assistance received 1:1 support and test calls. This ensured that the issues experienced during cycle 1 were addressed. This offer of support will continue to be extended to any new Board representatives.
2.1.3 Community Board and Local Outcome Improvement Plan Briefing Sessions
2.1.3.1 All Elected members were invited to attend Community Board and Local Outcome Improvement Plan briefing sessions organised by the Communities Team. These sessions provided up-dates on the background and development of Community Boards and the progress and engagement taking place in relation to Local Outcome Improvement Plans (LOIPS).
Page 187 of 209 2.1.3.2 Initially 6 sessions were offered with three events being preferable to the majority of Elected Members who responded. Briefing sessions took place on Monday 26/10/2020 at 10am, Tuesday 27/10/2020 at 1pm and 28/10/2020 at 10am. 34 Elected members responded that they wished to attend the briefings and were sent Webex invitations. A total of 24 Elected Members attended briefings. Following the briefings, information was circulated to all Elected Members: -
• an outline of the role of community representatives; • a copy of the briefing session presentation to elected members; and • lists of community and voluntary sector groups within each Community Board area.
2.2 Communities Influencing Decisions
2.2.1 Community representatives suggested a range of ideas and improvements following the initial cycle of Board meetings. All suggestions have been taken into consideration and this section of the report outlines of how these suggestions have helped shape the implementation of the Boards so far.
2.2.2 Timing of Meetings
2.2.2.1 The first cycle of meeting took place over mornings and afternoons, however, community organisations including young people identified at the first meetings that timing of meetings needed to change to suit the needs of local people. This was taken on board. The second round of meetings all took place at 6.30pm.
2.2.3 Live Streamed Meetings
2.2.3.1 Due to Covid-19 restrictions, Board meetings are taking place online via Webex which limits the number of participants who can attend. Community organisations and individuals expressed concern that this meant that meetings were limited to overarching representative organisations at present. This was taken into consideration and the second cycle of Board Meetings were live streamed to enable wider communities/ individuals to observe the proceedings and contribute where possible providing questions or comments via the Community Matters e-mail address that could be fed live to the Board.
2.2.3.2 The meetings were live streamed on the Council’s YouTube Channel and received a further 1140 views (as of 14/12/2020) across all Board areas with 497 in Bellshill alone.
2.2.4 Terms of Reference (TOR)
2.2.4.1 Community Boards will provide a model for community participation in community planning which is accountable, transparent, inclusive and effective in meeting local needs and reflecting the diversity of local communities. The Boards are being supported to develop governance that not only ensures accountability to the wider community but also reflects statutory and/or regulatory requirements.
2.2.4.2 A draft Terms of Reference document has been developed and was circulated to Board members from each of the 9 Community Boards in advance of the second cycle of meetings (see Appendix 2). Board members were asked to provide comments via the Community Matters e-mail address. This was also an Item on the agenda at all Board Meetings. It was agreed that all comments received will be fed back to future Board Meetings and amendments agreed by the Boards.
Page 188 of 209 2.2.5 Agenda Items
2.2.5.1 To ensure that Board Meetings are community led and that agenda’s reflect community issues, requests for agenda items were circulated to all Boards on the 8th and 9th October 2020, 6 weeks in advance of the second Cycle of Board meetings. Council officers also contacted community representatives to encourage them to forward agenda items for the Meetings.
2.2.5.2 Council Officers were asked to attend Board meetings to speak in response to agenda items and issues raised by community representatives, for example; Bellziehill Junction, Bellshill; Flooding in Kilsyth and Town Visions in Shotts.
2.2.6 Opportunities to Provide Up-dates and Share Views
2.2.6.1 Community representatives previously suggested that there should be an opportunity to share/provide up-dates from organisations about what is happening in their local area and about what they would like to see improved. There is a designated section of the agenda providing opportunities for community organisations to share/provide up-dates on what is happening in local communities. Community representatives have suggested that this section of the Agenda is discussed at the beginning of the meeting.
2.2.6.3 All community organisations have been provided with the opportunity to participate in an extensive community and stakeholder engagement programme where they were asked to provide their views about their local areas in order to begin the process of identifying local priorities as part of development of Local Outcome Improvement Plans. Currently community representatives have also been offered the opportunity to participate in Local Housing Strategy, Town Vision and Council Budget consultations.
2.2.6.4 Community representatives through feedback forms, expressed a need for clearer/ more detailed briefing/papers issued in advance of the Board meetings. This was taken on board and a full pack of briefing papers was circulated to all Board members one week in advance of all meetings.
2.2.7 Realignment of Northern Corridor and Coatbridge Community Boards
2.2.7.1 Following feedback from online consultation and focus groups carried out with local community representatives in both Coatbridge and the Northern Corridor, Ward 6 was realigned to the Northern Corridor Board a change which was put in place for Cycle 2 of the Community Boards meetings.
2.2.8 Community Board Local Development Programme Projects
2.2.8.1 Community organisations asked for clarity regarding outstanding local development programme projects. A report split into Community Board area detailing the status of projects was circulated in advance of Cycle 2 Board Meetings. This was also an agenda item for discussion at the Community Board meetings.
2.3 Involving Seldom Heard Voices
2.3.1 Within the Cycle 2 meetings, there was increased involvement of Seldom Heard Voices in Community Boards including Lanarkshire Muslim Women and Families Alliance; MSYP/Youth Forum members and Who Cares? Scotland supporting Care Experienced Young People to participate. As referred to earlier in this report, the importance of wider representation from the local community and meaningful engagement and decision making was identified. Work with local community groups will continue to be a priority to address this proactively.
Page 189 of 209 2.3.2 Through discussion, representatives of Seldom Heard Voices, identified the positive aspects of live streaming meetings enabling seldom heard voices or those who are not as confident in attending physically to observe the meetings initially whilst having the opportunity to contribute by provide questions/comments live to the meeting.
2.4 Setting Priorities
2.4.1 Community organisations previously acknowledged that priorities will be different for every community and identified that communities should be involved in setting their priorities. An extensive Community and Stakeholder engagement programme has been progressed to begin the process of reflecting local priorities. Stakeholder sessions have taken place with key partners, elected members and community organisations. Community listening events have also taken place with the wider community with particular effort to encourage participation from ‘seldom heard’ voices.
2.4.2 Agreement was reached by 8 of the Community Boards to set up short life working groups to finalise Local Outcome Improvement Plans (LOIPS). Bellshill Board asked that a Special Community Board Meeting be organised to enable all Board members to participate in finalising the LOIP for the Bellshill area.
2.4.3 Progress to develop the Local Outcome Improvement Plans will be the subject of a separate report to Committee.
2.5 Moving Forward
2.5.1 Chair of Community Board
2.5.1.1 As discussed in the previous report to Committee, there has been welcome evidence of active community engagement emerging, with areas immediately identifying potential Community Board Chairs from within the community. During the second cycle of meetings, Airdrie Community Board was chaired by one of two community representatives nominated at the first meeting. Five of the nine Community Boards have now received nominations for Chair from Community Groups. Four Boards agreed nominations and will have community representatives Chair the third Cycle of meetings. Representatives from the other four Boards intimated that they preferred to see how the Boards progress before committing to reviewing this role. The intention is that all Boards move to being chaired by community representatives.
2.5.2 Live Streaming
2.5.2.1 Successful Live steaming of Board meetings in Cycle2 enabled wider communities/individuals to observe the proceedings and contribute where possible to the meetings. This was advertised via @MyTown twitter pages. Live streaming of Board Meetings received over 1100 views via the Council’s YouTube Channel. No objections were received regarding live streaming and future meetings will continue to be live streamed to encourage a wider reach.
2.5.3 Agendas
2.5.3.1 Requests for agenda items will be sent out in advance of Board meetings to ensure that agendas are community led and reflect the needs of local communities. Community Capacity Building Staff will continue to contact community organisations to encourage them to put forward agenda items in advance of meetings. 2.5.3.2 Discussions will take place with Board Chairs to discuss the structure of agendas in response to requests from Community organisations.
Page 190 of 209 2.5.4 Minutes 2.5.4.1 The minutes of the first two cycles of the Community Boards were recorded by the Communities Team. However, it is expected, that moving forward, that this role is rotated amongst Community Planning Partners including VANL and NHS Lanarkshire. 2.5.5 Terms Of Reference
2.5.5.1 As agreed at November/December Board meetings, all feedback and comments received from Community Board representatives via the Community Matters e-mail address will be recorded and brought back to future Board meetings for consideration.
2.5.6 Local Outcome Improvement Plans
2.5.6.1 Short life working groups will be established in 8 Board areas. A Special Community Board Meeting will be organised for the Bellshill Board to enable all Board members to participate in further developing the Local Outcome Improvement plans (LOIPS).
2.6 Future Board Meetings
2.6.1 The next Community Board meetings will be held in March 2021. These meetings will continue to be held online and will be live streamed to enable the wider community to observe the proceedings. When possible, meetings will take place in local communities with the intention to have a live-streaming facility in place to extend the reach of the Boards and encourage increased participation. The Cycle 3 meeting dates are set out in Table 3 below.
Table 3 – Community Board Meeting Dates (Cycle 3)
Date Time Board Area Monday 22nd February 2021 6:30pm Northern Corridor Tuesday 23rd February 2021 6:30pm Shotts Wednesday 24th February 2021 6:30pm Coatbridge Thursday 25th February 2021 6:30pm Motherwell Monday 1st March 2021 6:30pm Kilsyth Tuesday 2nd March 2021 6:30pm Wishaw Wednesday 3rd March 2021 6:30pm Airdrie Thursday 4th March 2021 6:30pm Cumbernauld Monday 8th March 2021 6:30pm Bellshill
2.7 Evaluation Framework
2.7.1 The establishment of an evaluation framework for Community Boards will be progressed. Reports will be provided, on a quarterly basis, to the Community Empowerment Committee, on progress in terms of key deliverables identified via the framework which will also encompass wider Locality Planning outcomes.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 An initial assessment has been completed that will be further informed by the ongoing consultation associated with the development of the Community Boards.
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3.2 Equality Impact Assessment
3.2.1 An initial assessment has been completed that will be further informed by the ongoing consultation associated with the development of the Community Boards.
4. Implications
4.1 Financial Impact
4.1.1 The Community Boards and locality planning processes will mainly be delivered within the available resources of the Council and Partners, however, there may be some additional technology costs in relation to setting up of online meetings and ensuring as wide an access as possible for local communities.
4.2 HR/Policy/Legislative Impact
4.2.1 None identified at present.
4.3 Environmental Impact
4.3.1 None identified at present.
4.4 Risk Impact
4.4.1 None identified at present.
5. Measures of success
5.1 Increased levels of engagement with local communities and partners resulting in generally positive impacts on communities across a variety of priorities and key issues identified through effective locality planning and the implementation of the Community Boards, particularly in areas where further consultation has been required.
6. Supporting documents
6.1 Appendix 1 – Sample Community Board Agenda.
6.2 Appendix 2 – Draft Terms of Reference
Lizanne McMurrich Head of Communities
Page 192 of 209 Community Board Agenda (Cycle 2) Appendix 1
AGENDA
1. Welcome and Introduction – Convener 2. Apologies 3. Minute of previous meeting and matters arising 4. Chair of Community Board Arrangements 5. Terms of Reference Feedback (C Boyle)
General Community Board Business and Updates 6. Climate Change Consultation (VANL) 7. Local Development Programme Update (M Costello) 8. Update on LOIPs and Community listening events. (L Pollock/G Stark) 9. Local Housing Strategy Progress Update (Housing) 10. Town Visions (C McIntyre) 11. Petitions 12. Council Budget Update – Arrangements for engagement events (Heads of Service) 13. Bike Marking Scheme (C Boyle)
Community Matters 14. Input from local community groups 15. Airdrie Board Reference/Sub Groups 16. AOCB 17. Date and time of next meeting - TBC
Page 193 of 209 Appendix 2 Draft Terms of Reference
______Community Board
Ward areas: ______
Title: Terms of Reference (Draft) Written: November 2020 Review date: TBC
1. Background
The Community Board approach was endorsed by the NLP Board in September 2019 and approved by the Council’s Policy and Strategy Committee in March 2020. In line with One Place One Plan approach reflected throughout The Plan for North Lanarkshire (TPFNL) the aim is to provide a model for community participation in community planning which is accountable, transparent, inclusive, and effective and meets local needs. This also aligns with the commitment to streamline and better align engagement with communities to provide one coordinated and easy to navigate approach providing meaningful opportunities to influence priorities, service design and delivery. The approach also adheres to the commitment to ensure that seldom heard voices are encouraged and supported to engage and influence the decision making process in localities.
2. Purpose of the Board
The 9 Boards will influence and coordinate engagement activity and use of information from communities to inform priority setting and support delivery of a local outcome improvement planning based round Live, Learn, Work, Invest and Visit. For example, participatory budgeting, statutory consultations, input to master planning, e.g., Town Centre Visions, Town and Community Hubs.
When fully operational the boards will play an increasingly influential role for communities in providing a transparent link with statutory and key voluntary agencies in the decision making process around:-
• Targeted use of resources to meet local assessed need (for example, Participatory budgeting)
• Designs of town and community hubs as part of the Town visions
• Planning and designing services to meet local need
• Community Safety Issues
The Community Boards will be pivotal in ensuring effective joint working between the council (including councillors), community planning partners such as NHS, Police Scotland and the Scottish Fire and Rescue Service and very importantly the voluntary and community sectors at a local level.
Page 194 of 209 The Plan for North Lanarkshire priorities require to be underpinned by strong participatory democracy supported through the Community Boards, in order to deliver on the following ambition statements:
Ambition18. Ensure our digital transformation is responsive to all peoples needs and enables access to the services they need;
Ambition 19. Improve engagement with communities and develop their capacity to help themselves;
Ambition 20. Improve the involvement of communities in the decisions and development of services and supports that affect them.
In line with the National Standards for Community Engagement, the Community Boards will adopt the following principles to ensure good quality community engagement that is:
• Effective in meeting the needs of the people involved; • Efficient by being well informed and properly planned; • Fair by giving people who may face additional barriers to getting involved an equal opportunity to participate and supports; • Shared decision making where communities influence options and the decisions that are taken; • Shared action where communities contribute to any action taken as a result of the engagement process; and • Support for community-led action where communities are best placed to deal with issue they experience and are supported to take the lead in providing a response.
3. Role and Function of the Board
Community Boards will drive and support locality engagement and planning through:
• Influencing/shaping approach to driving inclusive growth and the Community Investment Fund programme including; Town Centre Regeneration; asset management and rationalisation; community hub development; community asset transfer; participation requests; employability, community learning and development, local service development/delivery in a co-production manner;
• Enabling/promoting fully inclusive citizen and community engagement;
• Ensuring appropriate channels for effective community engagement are established;
• Establishing, implementing, monitoring and evaluating locality outcome improvement plan linked to the Plan for North Lanarkshire;
• Developing/agreeing suitable projects to be delivered to improve outcomes in line with the Locality outcome improvement Plan via the Local Development Programme and making recommendations to the Council and partners as appropriate;
• Delivering improved local community safety outcomes via a tasking/coordinating model;
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• Determining an appropriate engagement and communication strategy to optimise effectiveness of local decision making;
• Supporting development and implementation of Participatory Budgeting;
• Contributing to the planning of locality learning and development programmes;
• Considering and developing solutions to problem solving around local issues;
• Optimising funding and resource opportunities to deliver and improve services; and
• Maintaining clear communication between communities and community planning partners.
3.1 Delegated Powers
In common with North Lanarkshire Community Planning Partnership, the Community Board will normally make recommendations, which will be referred for consideration to the body responsible for exercising the function, which is the subject of the recommendation, e.g. the Local Development Programme. Alternatively an officer of bodies attending the Community Board may have authority delegated by their parent organisation to implement the recommendation without further decision by their parent organisation. Community Planning Partners or other organisation may in due course, delegate specific powers to Community Boards.
4. Representation
Core membership of each Board will consist of local Ward councillors, senior council officers, Police Scotland, Scottish Fire and Rescue, NHS Lanarkshire, Voluntary Sector and Community Representatives.
To ensure that the Boards are effective, they must be representative of the strength and diversity of communities. Membership can be decided locally and must be ensure that seldom heard voices and people with common characteristics (e.g. BAME/LGBTQ) are also represented but could include representatives from:-
• Community Councils • Community Forums • Public Partnership Forum • North Lanarkshire Federation of Tenant’s and Resident’s Association • Health and Social Care Locality Consortium • Youth Forums • Third Sector/VANL • Other community representatives to ensure matters of local importance are considered • Elected Members from locality • Such further Members of the community as will ensure that the overall number of community representatives appointed is the same as the number of Elected Members of North Lanarkshire Council serving on the Community Board.
Page 196 of 209 4.1 Role of Board Members
Community Board members will be expected to:
• attend meetings as required, actively participating in Community Board work; • be an advocate for community engagement and empowerment; • be committed to and actively involved in community planning; • make connections (supported by the Locality Teams with other key stakeholders); • nominate a suitable briefed and mandated proxy where personal attendance at a meeting is not possible, • demonstrate the importance of continuous improvement and the importance of equality outcomes and improvements for communities being evaluated; and • undertake NLP Community Planning Induction e-module and other training as required;
4.2 Inviting Non-Members
Non-members can be invited to Board meetings where deemed relevant by a particular Community Board in terms of local issues/priorities.
Community Boards may co-opt additional members, further representation, including representatives of an agency or organisation not already serving on the Community Board (for example Parent Councils). Any such representative shall have knowledge or expertise in the distinct areas of the Community Board’s work (Participation by Experience). Co-opted members will have such membership rights as the Community Board may determine.
4.3 Term of representation
A Community representative can hold the position for a period of 3 years and then must stand for re-election. If a group wishes to replace their community representative a letter or email should be sent to the Community Partnership Team via the Community Matters e-mail address.
An officer member of the Community Board will remain a member for three years. Otherwise, the term of office of Members of the Community Board shall be until the day of the next ordinary Elections for Local Government Councillors or Community Council in Scotland, as appropriate.
The period of appointment of co-opted members shall not exceed the normal period of office of community council members.
4.4 Voting rights
Every effort shall be made by members to ensure that as many decisions as possible are made by consensus. Where a decision cannot be made by consensus then only the Elected Members and the overarching representative Community organisations shall be entitled to vote. Members with voting rights will include:
• Community Council (One vote) • Community Forum/s (One vote) • North Lanarkshire Youth Forum (One vote) • Tenants and Residents Association/s (One vote) • Elected members (one vote per member)
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Where there is more than one Community Council, Community Forum or Tenants and Residents Association within a Board area, they must consult with each other and agree one vote to be put forward to the Board by the respective umbrella organisation.
Nominated Officers, Representatives/Advisers shall have no voting rights. A Senior Lead Officer agreed by North Lanarkshire Community Planning Partnership, will act as chief advisor to the Locality Partnership.
The Community Board may determine voting rights of co-opted members and the period of time or defined piece of work for which such Co-opted members are appointed.
4.5 Quorum
No business shall be transacted at a meeting of the Community Board unless there is at least one quarter of the members of the Community Board present who are entitled to vote. A minimum of one elected member and one other member must be present. If within ten minutes after the time appointed for the commencement of a meeting of the Community Board, a quorum is not present, the meeting will stand adjourned to such date and time as may be fixed.
Only Co-opted members who have full voting rights shall be counted as part of any quorum for meetings.
5. Accountability
The Community Boards will support community participation and provide a single coordinated approach to governance for local community led decision making and influencing and Community Boards will be supported to develop clear governance that ensures accountability to the wider community, reflects statutory and regulatory requirements and ensures that boards function in a manner consistent with influencing and delivering the One Place, One Plan outcomes at a local level
A briefing note regarding the role of a Community representative has been developed and circulated to all community representative organisations in advance of initial Board meetings. This briefing note will be circulated to all future representative organisations by the Community Partnership team.
6. Conduct
All representatives on the Board are expected to conduct themselves in an appropriate manner ensuring:
• Mutual Respect: Respect for fellow Board members/Council officers/elected members and other invited representatives.
• Courtesy: Showing politeness in attitude towards others during meetings and during the carrying out any work linked to the Board.
Page 198 of 209 • Objectivity: Ensuring any decisions made are based on evidence of need and feedback from Community engagement processes.
• Encouragement and support: Encouragement to support full involvement and participation of all Board representatives
In addition Board representatives will be expected to adhere to their own organisational/ group Code of Conduct including:
• Community Groups and organisations • Council Officers (NLC Employee Code of Conduct) • Elected members (Statutory Code of Conduct enforced through the Standards Commission of Scotland).
7. Review
The Terms of reference will be reviewed every 3 years or sooner if the Board deems review is necessary for any reason in advance of that date.
8. Working Methods
During Covid restrictions, Board meetings will take place via Webex. Any Community representatives who identify the need for support to access Webex will be offered a test Webex call organised by the Communities Team. Moving forward meetings will be face-to-face with potential for additional virtual access.
Sub-groups identified by the Boards and through community engagement processes will be established to progress work on locally identified themes/topics that will support the delivery of local outcomes. Sub groups could include for example, Community Safety, Youth, Local Development Programme projects, participatory budgeting, new build housing etc.
9. Meetings
Meetings of the Full Board will take place quarterly (4 times per year). Sub-groups will take place out with this period to progress work on locally identified themes/topics that will support the delivery of local outcomes.
10. Chair
The Chair of the initial Board Meetings will be the Elected Member who previously held the role under the previous LAP structure. Going forward it is expected that a Community representative/s will put forward expressions of interest to be endorsed by the Board. This role can be rotated to enable a range of community organisations to take on this role.
Meetings will be chaired by the Community Board Chair or Vice Chair. Meeting agendas and agreed actions will be circulated 5 working days prior to the meeting.
Page 199 of 209 11. Minutes
Individual Boards can decide whether a full minute or an action note is recorded.
The minutes/action log of the Community Board will be referred to the Community Planning Partnership (CPP) for noting. Any recommendations will be referred to the CPP for ratification, although Community Planning Partners or Officers authorised by them may implement Partnership recommendations prior to the CPP ratifying the minute.
Initial minutes will be recorded by NLC, CCB staff. Moving forward this role will rotate amongst locality planning groups including NHS, VANL and Community Partnership Team.
12. Petitions Received by the Council
This process does not include petitions received relating to planning proposals.
Step 1 Request received by the Council. If petition relates to a specific geographical area, it is sent to the appropriate Community Partnership Manager. If the petition relates to the Council area as a whole, or across multiple LAP areas proceed to Step 4.
Step 2 The Community Partnership Manager considers whether desired outcomes can be actioned immediately. If yes, this is undertaken. If no, proceed to Step 3.
Step 3 Appropriate Local Area Partnership (LAP) is provided with details of the petition within its "Community Matters" business and considers whether it wishes to proceed with the petition or not. If yes, LAP may request further information, in which case it would be considered at an appropriate future meeting. If LAP able to determine immediately, then may agree (a) that no further action be taken, (b) that the LAP has available budget and delegated authority to agree that the terms of the petition be progressed, or (c) decide to refer the petition to the appropriate Committee.
Step 4 The appropriate Committee considers the petition and decides accordingly.
Page 200 of 209 AGENDA ITEM 12
North Lanarkshire Council Report Community Empowerment Committee
☒approval ☐noting Ref LMcM/MC Date 01/02/21
Campsies Centre (Cumbernauld) Ltd. Dissolution and Community Projects - Progress Report
From Lizanne McMurrich, Head of Communities [email protected] 07939 280203 Email Telephone [email protected] 07725 289559
Executive Summary
Following the decision by the former Infrastructure Committee in May 2018 to wind-up the Council’s wholly owned company Campsies Centre (Cumbernauld) Ltd (CCCL), this report provides members with an update on progress with the dissolution process. A corporate working group comprising representatives from relevant services, including Legal and Democratic Solutions and Financial Solutions, manages all due diligence activity required as part of the company winding-up procedures. This group liaises with the CCCL Board of Directors to ensure that Board members are updated on progress.
The net balance of funds held by CCCL, after the settling of all debts and liabilities, will transfer to the council for subsequent allocation to projects within the boundaries of Cumbernauld and in support of The Plan for North Lanarkshire. This report provides an update on the process and considerations required to finalise the indicative net balance as at the Effective Transfer Time and also sets out for Committee one final pre transfer community-based project commended by the Board of Directors for funding in 2020/21.
Recommendations
It is recommended that the Community Empowerment Committee note:
(1) the update on approved projects, as set out in Appendix 1, commended by the CCCL Board of Directors that have been assessed in line with the criteria used for the Council’s Grant Award Scheme funding;
(2) CCCL Board agreement on specific new projects agreed for progression including a recommended award of £6,900 to St Lucy’s Youth Zone in Abronhill; and
(3) the progress and update in relation to actions by the corporate working group in undertaking due diligence and preparing the necessary resolutions to ensure the effective and timeous transfer and subsequent dissolution of Campsies Centre Cumbernauld Limited.
Page 201 of 209 The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base
Ambition statement (24) Review and design services around people, communities, and shared resources 1. Background
1.1 On 2 May 2018, the former Infrastructure Committee considered the findings of the ALEO service review into the Campsies Centre (Cumbernauld) Ltd (CCCL), which has the purpose of facilitating the redevelopment of Cumbernauld Town Centre. Committee approved the dissolution of CCCL and agreed that the net assets at the time of transfer be earmarked for allocation to projects within the boundaries of Cumbernauld.
1.2 Following this decision, the CCCL Board of Directors focused their attention on determining the most appropriate route to cease operations and wind-up the company with ‘striking-off’ being the selected option. This involves the preparation and signing of a formal Transfer Agreement between both parties and sets out the terms under which the assets and undertaking of CCCL transfer to the council. Thereafter, CCCL enters into a three-month non-trading period before submitting the formal application to Companies House for striking-off from the Register of Companies held at Companies House.
1.3 Directors also considered and developed proposals, and subsequently an application and assessment mechanism, for community-based projects to be considered for potential funding by CCCL.
1.4 A list of projects commended for funding by the CCCL Board was initially reported to the Youth, Equalities and Empowerment Committee on 26th August 2019. Thereafter, at its next meeting on 28th October 2019, the Youth, Equalities and Empowerment Committee approved the criteria and application process for considering further projects brought forward by community organisations. Where such projects are supported by the CCCL Board of Directors, and following assessment by the Communities Team, a commendation on the level of funding to be awarded is submitted to this committee.
2 Report
2.1 Approved Projects – Update
2.1.1 Regular updates on the status of commended projects have been provided to the Community Empowerment Committee together with details of any new initiatives that the CCCL Board of Directors have agreed should be supported. Progress in respect of these commended assessed projects is outlined Appendix 1 of this report. Notwithstanding the Board’s desire that these projects be delivered. It should be noted that projects may not be progressed as some may require further feasibility assessment and community consultation.
Page 202 of 209 2.1.2 The CCCL Board had previously approved funding to support work by the Cumbernauld Cottage Trust, however, only part of this funding had been paid out. Following further discussion with and approval by the Board it was agreed that the full amount should be paid to the group to allow further work to be carried out in relation to the project. This resulted in the balance, an amount of £10,845, being paid to the group.
2.1.3 CCCL also approved, and this Committee informed, a fund of £8,000 to support interpretive works at the Carrick Stone in Cumbernauld. Work will progress on delivering this project in conjunction with the Communities Team and Culture and Leisure NL.
2.1.4 In early November 2020, CCCL Directors received details of a proposal from St Lucy’s Youth Zone in Abronhill seeking funding to support a local initiative which would provide an event over several nights including drive in movies for local families. Directors have intimated their support for this project and an assessment by the Communities Team is underway. Subject to this assessment confirming that the proposed project is viable and will meet its stated objectives of providing an inclusive event for young people from Abronhill and other areas within the boundaries of Cumbernauld, an award of £6,900 is proposed.
2.2 Community Engagement
2.2.1 As reported to committee previously, the Communities Team devised a new application form and guidance note for future funding applications. This approach will be subject to review, linked to the dissolution process, to ensure that it is fit for purpose. A series of online workshops will be offered for elected members and the local community to raise awareness of the funding available and the criteria that requires to be met for projects submitted to be potentially successful. These workshops will take place closer to the date for dissolution.
2.2.2 Discussions have taken place with Corporate Communications in relation to a communications plan which will highlight the excellent work of CCCL demonstrating key examples of the local investment and the benefits/legacy of CCCL investment. This will take the form of a short video, social media post and media releases to highlight this work. This will be undertaken during the Spring of 2021.
2.3 Update on Dissolution Process
2.3.1 Following a CCCL Board meeting on 21 October 2020, where Directors instructed Officers that the pace of scale to wind-up the company be accelerated, the short-life corporate working group responsible for ensuring that all due diligence is undertaken has instigated a programme of two-weekly business meetings. The process is being led by Business Solutions, who have responsibility for oversight of the council’s arm’s length service delivery arrangements, this working group also comprises representatives from Financial Solutions, Legal and Democratic Solutions, the Communities Team and Estates.
2.3.2 Progress to date includes the appointment of external legal representation by CCCL to ensure that the Board, and the interests of both the company and individual Directors, are appropriately represented during the transfer and dissolution process. Similarly, the council has also appointed external specialist legal advice to assist in the drafting of the Transfer Agreement between CCCL and the council.
Page 203 of 209 2.3.3 The Transfer Agreement is the contractual arrangement describing the transfer of assets and undertaking from CCCL to the council. The Transfer Agreement sets out the procedure by which the net assets will transfer, including the ‘Effective Time” which is the date and point in time at which the transfer will be recorded as having taken place. The Transfer Agreement is signed by representatives from both CCCL and the council – each of whom have been identified by their respective body as authorised to sign on behalf of the organisation.
2.3.4 The Transfer Agreement will list the assets (including non-cash assets) that are transferring from CCCL to the council and the responsibilities and liabilities that the council will be taking over. Assets includes all cash held at the Effective Time; CCCL’s interest in leaseholds; property, land and other fixed assets; and debtors. In turn, the council becomes responsible for undertaking the functions and responsibilities of CCCL including taking over the company’s liabilities. This will include release of funds to commended projects where payment has not already been made.
2.3.5 The exact detail and specification of the non-cash assets will be being finalised during the due diligence process (as referenced at paragraph 2.3.1 above). Subject to completion of this exercise it is anticipated that the draft Transfer Agreement will be available at the end of January 2021 for consideration by CCCL and the council.
2.3.6 In accepting the non-cash assets and undertaking of CCCL, the council is taking over responsibility and liability for existing revenue costs and future maintenance of the physical assets, including all costs incurred with such maintenance. In calculating these costs, the council must consider current and future years’ maintenance and satisfy itself that sufficient cash assets, either by way of the net cash balance that is transferred and/or through the ground lease rental income stream, are available to fund current and future maintenance costs and the settlement of other liabilities. To this end, the council will seek to make adequate provision for current and future years maintenance costs - with the level and duration of funding determined through the Transfer Agreement. This due diligence by the council is important given that it will be taking on all statutory obligations and responsibilities for the non-cash assets including health and safety and public liability.
2.3.7 The target date for completion of the Transfer Agreement and sign-off by both parties is 19 March 2021. Subject to all matters being concluded to both parties’ satisfaction and the signing being completed, this becomes the Effective Transfer Date.
2.3.8 In order to progress activity to meet this timescale, the Head of Business Solutions has provided CCCL directors with an indicative timeline and an outline of the current and planned dissolution work to meet the targeted Effective Transfer Date. This includes a request to the Board of Directors that they do not consider any further funding proposals from 2 December 2020 onwards to allow Financial Solutions to more accurately determine the final cash balance.
3. Equality and Diversity
3.1 Fairer Scotland Duty
3.1.1 The Grant Award Programme assessment process identifies where a project supports an equality need and this is reflected in the scoring methodology.
Page 204 of 209 3.2 Equality Impact Assessment
3.2.1 Equality Impact Assessment carried out on Council’s Grant Award Programme.
4. Implications
4.1 Financial Impact
4.1.1 The net asset transfer position is outlined within Appendix 2.
4.2 HR/Policy/Legislative Impact
4.2.1 There are no issues requiring consideration at this stage.
4.3 Environmental Impact 4.3.1 Members are asked to note that a number of the projects will improve and enhance the environment within the boundaries of Cumbernauld.
4.3.2 The assessment of new projects, will include consideration of environmental impacts and the identification of potential ongoing revenue requirements and how these will be resourced.
4.4 Risk Impact
4.4.1 The requirement to identify potential risks associated with a project is clearly set out in the assessment process. Considering funding applications against the criteria will enable the early identification of potential risks and ensure that these are adequately recorded and monitored in the project management and implementation stages as projects are taken forward. The commitment to engage widely with local communities will have a positive impact on this.
4.4.2 A formal project plan is in place governing the dissolution process and the steps that require to be taken to effect wind-up and strike-off from the Companies Register. This includes the identification of potential risks associated with dissolution and the development of appropriate controls to mitigate the occurrence and potential impact of these.
5. Measures of success
5.1 Suitably robust governance and oversight arrangements in place to consider and allocate the residual balance of funds transferring from CCCL to the council.
5.2 Funding allocated to projects which benefit Cumbernauld while also supporting The Plan for North Lanarkshire and fulfilling the original objectives of CCCL whilst considering wider criteria.
5.3 Impact and outcomes delivered by the funded projects meet those as set out in the initial applications and as per assessment recommendations.
5.4 Compliance with Following the Public Pound requirements and accountability and transparency of the funding allocation, monitoring and reporting procedures.
5.5 Increased number of local community groups involved in the process ensuring a wider approach to community engagement in relation to project design and delivery.
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5.6 Increased awareness of grant application and assessment process within communities leading to increased application levels for projects leading to wider benefits for the Cumbernauld area.
6. Supporting documents
6.1 The following documents support this report:
Appendix 1 - Projects – Progress update
Appendix 2 - Campsies Centre Cumbernauld Ltd – Net Asset Transfer Position
Lizanne McMurrich Head of Communities
Page 206 of 209 Appendix 1
Projects at an Advanced Stage - Update Sponsoring Source and/or Community Campsies Other Sources of Organisation Description Location Funding Status Funding Greenfaulds, Locality Partnership Fort Marmion Play Area Cumbernauld £ 150,000 Project Complete October 2020 Total: £ 150,000
Assessed Projects Sponsoring Source and/or Community Campsies Other Sources of Organisation Description Location Funding Status Funding Friends of Cumbernauld House Park and Cumbernauld House Park – Cumbernauld £ 80,000 Discussions have taken place with Glen Improvements to park area including council services and a workplan is footpaths, drainage and signage being prepared to support delivery.
Friends of Cumbernauld Park Cumbernauld Community Park – Cumbernauld £ 250,000 Project is progressing with work Provision of Allotments ongoing to develop this proposal. Discussions have taken place with local community groups and further designs are being developed to reflect this. Funding transferred from Campsies Board to NLC to facilitate project delivery/ management Cumbernauld Poverty Action Funding to support work in local Cumbernauld £ 28,000 Funding has been issued to the group Robertson Trust are community by Welfare Rights Officers along with conditions detailed in Grant match funding Award Letter approved contribution from Campsies Fund to support work of Welfare Rights Officers.
Cumbernauld 10k Support to event Cumbernauld £10,000 Funding issued to partner organisation Held toward future event. Aria Lighting Improvements Funding to support improved lighting Cumbernauld £10,000 Work has been completed provision at Aria Environmental improvements at Millcroft Necessary works to support community Cumbernauld £3,000 Payment made to support partnership Funding also Road flats safety at bin stores and surrounding initiative provided by Scottish areas Fire and Rescue Service and NLC Environmental Solutions
Page 207 of 209 Cumbernauld Cottage Trust Funding to support the work of the Cumbernauld £10,845 Work ongoing group re ongoing project Work at Carrick Stone Improvement works at the site of the Cumbernauld £8,000 Work still to be designed and consulted stone on
St Lucy’s Youth Zone Support for local initiative involving Cumbernauld £6,900 Project still to be fully assessed young people and families Total: £ 406,745
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Appendix 2
Campsies Centre Cumbernauld Ltd – Net Asset Transfer Position
£
Net Asset Balance as at 17/12/2020 2,116,350
Expected costs to 19/03/2021
NLC SLA Finance 2,767.96
NLC - SLA Legal 7,211.54
NLC - SLA Management Fee 28,846.15
AZETS - Tax & Wind Up Costs 2,660.00
District Valuers Head Rent Fees 13,000.00
Retained Residual 20,000.00
74,486
Commended Projects 1,026,164
Current balance to be transferred 19/03/2021 * 1,015,701
* The final balance will be confirmed in the Transfer Agreement to be agreed between Campsies Centre Cumbernauld Ltd and North Lanarkshire Council
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