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									Application form Investing in Communities


Application form
Investing in Communities

For use only in Scotland


Welcome to Investing in Communities.

Having read your outline proposal, we may be able to consider funding your project.
We will need to know more detail about your project and this form will allow you to
tell us.

To help you fill in this application form, please make sure you read the guidance
before completing the application.

To make filling in the application form simpler, some sections of the application form
have already been filled in for you. This information has been taken from your outline
proposal. It is important you read your outline proposal again to make sure the
information that has been filled in for you is still accurate. Please write clearly in
black ink, or if typing, in 12 point font.

You can also get this application form in Braille, on audiotape,
on disc or in large print, by calling us on 0845 4 10 20 30
(Textphone 0141 242 1500. This is for those with a hearing
impairment).

If you are not sure how to answer any questions, we will be happy to help. Please
call 0870 240 2391 or email enquiries.scotland@biglotteryfund.org.uk You do not
need to send any extra information unless we ask you to.

Please send this form to Big Lottery Fund, 1 Atlantic Quay, Glasgow G2 8JB.




                                    Page 1 of 38
                                                         Unique reference number

                                                                   SVP/1/010299725




Section A: About Your Organisation
We have used the details you gave us in your outline proposal to fill in this section of
the form. If any of the details in this section have changed, please let us know.

1 Organisation name
 Douglas St Bride's Community Group

2 Organisation address
In your outline proposal you gave us the following address as the registered address
for your organisation.

 St. Brides Centre
 Braehead
 Douglas
 Lanark
 Lanarkshire
 ML11 0PT


 Phone number(s)                                    01555851440, 01555850019

 Email (if applicable)                              wsinclairscott@aol.com

 Website

If your organisation’s registered address has changed tell us what the new registered
address for the organisation is.




 Phone number 1(or                            Email address (if
 textphone)                                   applicable)
 Phone number 2 or                            Web address (if
 textphone (if                                applicable)
 applicable)
 Fax number (if
 applicable)


3 Main contact details for the project
In your outline proposal you gave us the following address as the main contact
details for your project:


                                     Page 2 of 38
Name of contact
 Mr Sinclair Scott

Position or job title (provide below)
 Chairperson


Address for correspondence
 St. Brides Centre
 Braehead
 Douglas
 Lanark
 Lanarkshire
 ML11 0PT

 Phone number 1 (or      01555             Email address (if   wsinclairscott@aol.com
 textphone)              851440            applicable)
 Phone number 2 or       01555             Web address (if
 textphone (if           850019            applicable)
 applicable)
 Fax number (if
 applicable)

Please tell us if we should be aware of any particular communication needs your
main contact has. These might be Braille, audiotape, large print, sign language or a
community language.



If the main contact details for your project have changed tell us what the new contact
details for the project are.

Name of contact



Position or job title



Address (including postcode) for correspondence




 Phone number 1 (or                             Email address (if
 textphone)                                     applicable)


                                        Page 3 of 38
 Phone number 2 or                            Web address (if
 textphone (if                                applicable)
 applicable)
 Fax number (if
 applicable)

If any of your project contact details have changed tell us why.



4 Governing Document
If you sent us a governing document, with your outline proposal, has it changed
since you sent it to us?

Yes           No
If it has you will need to send us the most recent version.


Section B: About your project

5 Project name
In your outline proposal you gave us the following project name:
 St Bride's Centre Acquisition and Development Project

If your project name has changed tell us what its new name is (this should be no
more than ten words). If your application is successful, we will use this name in any
press releases we send out about your project.



6 Project summary
In your outline proposal you gave us the following description of your project:
 Douglas St. Bride's Community group's aim is to obtain ownership and develop
 the existing facility to establish it as a sustainable community asset, which is
 located in Douglas, South Lanarkshire. The project will develop on the Investing in
 Ideas award of this year to commission an architect/engineer to draft plans for
 redevelopment; to employ a development worker to support the group and to
 acquire and develop the asset as per business plan in conjunction with the
 community. The 3-year project will benefit 1600 individuals and 43 organisations.

Use this space to update and expand on your original project description and give us
any additional information about what you plan to do. For example, if you have made
any changes to the activities since you sent in your outline proposal, please detail
them here. Use no more than 1000 words.




                                     Page 4 of 38
BACKGROUND.
The St Bride's Centre is located in the village of Douglas in rural South
Lanarkshire. Originally built in the 19th century as the village school, it came into
the ownership of the Church of Scotland in the 1970's and was leased to the
community 16 years ago.Major refurbishment took place in 1998. The current
lease to the Community Group expires in 2013. 63 hours of staff cover is provided
each week for janitorial services by South Lanarkshire Council.
Lack of investment in recent years has led to deterioration of the fabric of the
building.Running costs have risen due to an antiquated heating system ( oil-fired )
and rising fuel prices.
The building is a critically important community facility, and and we are now faced
with the prospect of it falling into disrepair. The village would lose the only
available space for community activities and events.
The business plan sets out our ambitions to preserve and enhance this asset for
the future, taking on full ownership, management, and control of this facility.
The ST BRIDE'S COMMUNITY GROUP.
The Group was formed in August 1991 to enable the community to play a role in
the running of the Centre. The Group is a registered Scottish Charity (SC 020530).
Between 1991 and 1996 the Group worked with the owner to bring the building
into use as a community centre, and in 1997 funding was secured from the
Community Fund for an upgrade, with installation of a computer suite.
The role of the Group is to
-oversee upkeep and maintenance
-monitor and promote usage and classes
-meet and liaise with user groups to discuss needs and ideas
-administer and control finance.
Over time the deteriorating fabric of the building and rising costs have made
operation difficult. During the last 18 months we have combined our efforts with
those of another local group who have been exploring plans for a sports facility.
This group sprung from an initiative led by the local uniformed organisations who
had sold an old hall which was no longer fit for purpose. The Scouts and Guides
had inherited that building, originally the Victorian Village Hall, from the Royal
British Legion, and proceeds from the sale have been ring-fenced for
development of the St Bride's Centre, where the organisations now meet.
THE CENTRE BUILDING.
The Centre is a stone built, single storey construction. It lies within the
Conservation Area of Douglas Village, in a prominent location adjacent to the late
18th Century church of Douglas St Bride's. Twin main roof ridges are separated by
a large valley gutter which has for years been the subject of attempts to prevent
rainwater ingress. All windows have been replaced by double glazed units.
A technical survey carried out in 2008 by Graham & Sibbald has confirmed that
the fabric has declined as a result of water ingress. This has been further
assessed by surveys in January 2009 for drainage problems (CCTV survey), rot
and damp, and asbestos (Type 3 Survey). The main concerns are:
-slate roof requires a thorough overhaul as a mini mum
-drain to front of building is cracked and requires replacement
-several areas of water ingress require to be stripped and treated for timber fungal
decay
- floors require further investigation for damage to the supporting joists by damp
-some external stone work repairs are required


                                    Page 5 of 38
-cast iron guttering and pipes require attention
-timber fascias,soffits,and skirtings require repairs
-heating system requires replacement
CURRENT AVAILABLE FACILITIES
Main hall - seats 120 for concerts; 90 for catering
Two meeting rooms which accomodate 20 and 40 people respectively
Computer suite - 13 terminals
Cafe - currently operated by Social Work Resources on week days 10am-2pm as
a community cafe, with a training facility for a Special Needs group. Available for
hire outwith these hours.
Small staff office/reception
Storage
Male, female, and disabled toilets.
DEVELOPMENT.
We intend to maximise the potential of this vital community asset by:
-securing perpetual ownership
-restoring and enhancing the fabric of the building and land
-redesigning the Centre internally to create multi-functional spaces, including
leisure facilities in accordance with the identified community needs
-to generate sustainable income for the Centre.
Estimated costs are as follows:
Acquisition - The General Trustees of the Church of Scotland have stated that they
will transfer the building for "little or no value".
Capital cost ( Building ) - £919,279 ( exclusive of VAT )
Design team cost to completion - £108,000 ( ex VAT )
Planning application - £145
Building Warrant Application - £4,105
Company registration - £1,500
Revenue costs - Co-ordinator - £22,000 per annum for first 3 years of project
FUNDING SOURCES
South Lanarkshire Rural Communities Trust - £200,000 (held by trust, ring-fenced
for Centre project)
Scout Association - £40,000 ( from sale of old hall; held by Scout Association, ring
fenced for Centre project)
Girlguiding, Lanarkshire - £5,000 ( from sale of hall; held by Girlguiding, ring-
fenced for Centre project )
Robertson Trust - Application for capital funding in progress. Maximum of 10% of
capital cost available.
Coalfield Regeneration Trust - Application in progress.
PROGRESS
The Group have formally merged with the committee investigating a Sports
Facility. That Committee had already held a community meeting and an electronic
community survey (Opinionmeter)which identified the wishes of the population.
The Group have utilised the grant from Investing in Ideas to engage a consultancy
firm (EKOS). A Stage One Business Plan has been produced with input from a
community consultation, from the Centre User group, from partners in the project,
from focus groups, and from potential users of the Centre. A structural survey has
been completed with financial assistance from the local authority. Grant aid was
obtained from South Lanarkshire Rural Communities Trust to commission an
architect to produce a set of existing plans, sections, and elevations; a set of


                                   Page 6 of 38
 proposed plans, sections, and elevations, an outline specification, and an
 elemental cost plan. Surveys have been carried out for timber infestation and
 damp proof reporting, for drainage (CCTV), and for asbestos (type 3 report).
 Agreement has been reached with the General Trustees of the Church of Scotland
 to sell the building and surrounding land, and a valuation has been carried out.
 Some match funding has been secured towards purchase and development as
 detailed above, and further funding is being actively sought.
 The Group have taken over the operation of a local Charity Shop, which generates
 income. The shop also re-cycles clothing and fabrics. The shop is operated by a
 group of 10 volunteer staff who are supported and managed by the Centre
 Committee.
 The Group now seek funding for Technical Assistance to develop the project to the
 stage of Planning and Building Warrant, securing the necessary agreements,
 establishing the Group as a Company Limited by Guarantee, maximising
 community involvement, and furthering community support through consultation.
 Technical assistance will provide revenue funding for the post of Co-ordinator.
 Technical assistance costs therefore include:
 Co-ordinator's costs, Architect's costs ( Stage D ), combined additional
 consultants' costs ( Stage D ), Planning application, Building Warrant Application,
 Company registration. ( Amounts detailed at Q19 - Budget ).

7 Project location
In the table below tell us where your project will be delivered (that is, where the
project activities will take place) and what its postcode is.

In some cases a project will be delivered in more than one place. If so, tell us the
locations and postcodes for each delivery location. If your project is delivered
through outreach work or covers a wide area then give us the postcode where the
project is based. Estimate the percentage of the grant that will be used to deliver the
project in each location.

 Location                             Location            Percentage per location
                                      postcode            If the project is only going to
                                                          be delivered in one place, write
                                                          100% in this box.
 Example
 South Community Centre,
 Anytown                              A11 1AB             25%
 Douglas St Bride's Community         ML11 0PT            100%
 Centre, Braehead, Douglas,
 Lanark.




8 Project beneficiaries
In your outline proposal you told us that the following people and organisations
would mainly benefit from your project:




                                     Page 7 of 38
 Not Specified

Use this space to provide further details about the people and organisations you
expect to benefit from your project.
 TECHNICAL ASSISTANCE.
 Help with technical assistance will be of benefit to the Centre Committee in
 progressing the project (currently 10 members). The Partners in the project and
 the User Groups (40)will also derive benefit. The provision of technical assistance
 will enable the committee and User Groups to plan the best possible way to
 redesign and operate the Centre. The provision of a Co-ordinator will afford
 Committee and User Groups help with ensuring that best practices are adopted
 and milestones met during the redevelopment process.
 FULL PROJECT.
 We anticipate that the entire community will derive benefit from the acquisition and
 development of the centre ( population 1,676 from 2001 census data). The
 following organisations currently use the Centre on a regular basis ( weekly,
 fortnightly or monthly). Groupings of those who benefit are:
 YOUNG CHILDREN:
 Mothers and Toddlers. The project would allow facilities for pre- and after-school
 care also.
 YOUTH:
 Currently Rainbows and Brownies (girls), Beavers and Cub Scouts (boys), and
 Scouts (boys and girls),Karate (boys and girls),Dance Class(girls),and Sunday
 School (boys and girls) all meet in the Centre, but have to compete for space with
 other users. A redesign as a multifunction building would alleviate pressure on
 evening bookings.
 WOMEN:
 Rural, Line dancing, Mothers and Toddlers, and Beauty Therapist all currently use
 the Centre. Again, redesign with an emphasis on multifunctional spaces would
 benefit all of these.
 SENIOR CITIZENS:
 One o' Clock Club have a high regular attendance. Better facilities would be of
 benefit - especially improved catering from a redesigned cafe/kitchen.
 SPECIAL NEEDS:
  South Lanarkshire Council currently operate "The Larder", a community cafe for 4
 hours a day, 5 days a week. This provides training for a group of adults with
 Special Needs, and affords them an opportunity to meet and engage with the
 community. This is a highly valued user group who would benefit from the
 redesign, which would provide a brighter, more attractive cafe space. The same
 group also make use of the IT Suite.
 LOW INCOME FAMILIES:
 The Citizens Advice Bureau and "Routes to Work South" (employment advice) use
 the Centre, but lack an interview room at present. This is included in the redesign.
 HEALTH ORIENTATED ACTIVITIES:
 Weight reduction classes, Smoking Cessation classes, Keep Fit classes, and an
 Alanon group all operate from the Centre at present, but sometimes suitable
 accomodation is not available. "Healthy Valleys", a healthy living initiative
 empowering communities to improve their health through programmes of activity
 and healthy eating, would make more use of the Centre if redesign were carried
 out.


                                    Page 8 of 38
 ALL AGES:
 Art class, Church groups, Douglasdale Players, Yoga Group, IT Classes, Clyde
 Valley Housing. All of these would benefit from a better design of the space within
 the Centre.
    Other regular, but less frequent users include Community council, NES (GP
 Training), Curling Club, MP surgery,and others. At present these groups compete
 for bookings for the Centre, where evening occupancy can be very high.
 Developing the building in a multi-functional manner will resolve this problem. For
 most of these groups there is no other suitable location within the village. The
 Centre also provides a venue for social events in the village: dances, birthday
 parties, dinners, fund-raising events, exhibitions, conferences, etc.

9 Direct beneficiary numbers
How many people do you expect to benefit from your project?                 50

and / or
How many organisations do you expect to benefit directly from your project?
                                                                          40+

10 Project need
What is the need for your project?
LOCAL AREA
Douglas is a village in rural South Lanarkshire, two miles west of the junction of
the A70 with the M74. There is an hourly bus service to Lanark provided by SPT.
A twice daily service to Hamilton is available. The nearest rail links are Lanark
(18.5km) and Larkhall (25km).
The village is surrounded by striking scenery, with several trails and walks
accessible. In 2002 a study was carried out to investigate the potential of the area
as a walking centre.
SOCIO-ECONOMIC NEEDS.
The village economy was originally based on agriculture with a weaving industry
until the late 19th Century. Deep coal mining developed throughout the second
part of the 19th Century and remained the main source of employment until the
decline of the industry in the 1960's. Three "advance" factories were introduced in
the late 1960's to address the deteriorating employment situation at that time and
provided significant work until the decline in one firm's labour force (machine tool
factory) and the closure of another (plastics). The third is a smaller foundry.
A major haulage/distribution firm became the area's largest single employer, and
in fact expanded to become a national player in the field, with four bases and a
work force of 400+. Sadly that enterprise closed in 2008, and no buyer could be
identified. Two smaller haulage firms closed at the same time.
Low employment is therefore a major factor in the community. The employment
rate (most recent figures) is 56%. 18% of the population are "income deprived"
and 19% are in receipt of Housing Benefit and Council Tax Benefit. 18% of
children receive free school meals and 27% receive Clothing Grants. These
statistics are derived from the 2006 returns, and the situation has deteriorated
since then with the closure of haulage businesses as detailed above.
The provision of facilities to improve employment prospects was highlighted in the
second public meeting and in one-to-one consultations with local people and
representatives of statutory agencies.


                                    Page 9 of 38
The provision of good community facilities is a necessity if people are to be drawn
to live in the area, as the need to travel for these is a disincentive to settling in
rural areas. This was confirmed by the survey of Scottish Village halls carried out
by the Scottish Government and reported in late 2008. The redevelopment of the
Centre would meet this need.
HEALTH.
Health statistics show a higher overall death rate in the locality than the rest of
South Lanarkshire. The birth rate is also above South Lanarkshire average with
relatively more young people. Over a three year period there were 108 emergency
admissions to hospital per 1000 population and 10% of the population had
received prescriptions for anxiety or depression. There is a significantly lower rate
of breast feeding.
There is a higher rate of hospital admission than for the rest of South Lanarkshire
for Coronary Heart Disease and respiratory disease.
This need for better health was confirmed by the community's response to the
Opinion Meter Survey ( v below ) and their belief that physical activity was their
chosen route to fitness in 57% of responses. The provision of a gymnasium,
space for keep fit and dance classes, and for special groups such as Karate, Line
Dancing, and the youth organisations for whom indoor games are a major part of
the programme, will address this need.
The provision of better kitchen facilities would also increase the usage by Healthy
Valleys for their "Healthy eating" initiative, as their present local premises are too
small to accomodate classes.The Health visitor led baby clinics are a valuable
resource, and redesign would provide more suitable accomodation.
EDUCATION & TRAINING.
Educational attainment in the population is low. 46% of residents have no formal
qualifications and only 12% have degrees.
At P7 85% reached level D or above in reading, 49% in writing, and 61% in
mathematics.
By end of S4, 84% had 5 or more awards at Level 3 or better, 50% had 1 or more
awards at Level 6 or better.
By comparison with the rest of South Lanarkshire therefore, the Douglas area has
-significantly more people with no qualifications
-relatively fewer with degrees, and
-significantly fewer achieving 5+ at Level 3 or better.
The second public meeting identified the wish for a continuing IT facility. Although
the current facility has proved to be too large, there is an intention to provide a
smaller facility with 6 terminals. Adult learning services have used the IT Suite in
the past and would continue to do so.
The current training facility for the Special Needs Group would continue, but a
brighter and more attractive cafeteria area would undoubtedly attract a larger
clientelle, thus making the cafe more sustainable.
HOUSING
When compared to the rest of South Lanarkshire, the Douglas area has:
-significantly lower levels of owner occupation (49%)
-relatively higher levels of council tenancy (28%)
_significantly lower house prices
-significantly higher proportion of Band A Council Tax properties (66%)
There is therefore a need for a meeting space for Clyde Valley Housing
Association, and a need for Citizens Advice bureau sessions. These agencies


                                   Page 10 of 38
require suitable meeting rooms, which are planned in the Centre re-design, to give
more comfortable and private office space for consultations.
Local politicians such as the MSP provide surgeries, currently held in large rooms
such as the Board room. Again the redesign will meet this need with a more
appropriate venue.
STRATEGIC FIT
We have examined how the proposals fit with other plans and strategies for the
area, and find that development of the Centre is consistent with, and contributes to
a number of main policies. These are:
South Lanarkshire Community Plan. The project will contribute positively to this
vision for South Lanarkshire up to 2015. In particular it will contribute to objectives
relating to improvement in community health and well-being, and access to
learning and cultural opportunities.
South Lanarkshire Local Plan. This plan sets out a strategy for development and
land use, recognising the needs of rural communities to be greater due to poor
access to employment and services. It stresses the importance of community
facilities. The project is in accord with these aims.
South Lanarkshire Rural Development Strategy.
This stresses the importance of an asset-based approach to rural development
and encourages local communities to take control of the resources in their area.
The project will achieve this aim.
South Lanarkshire Leisure Strategy.
The delivery of indoor sport and recreational facilities has been identified as a key
issue by residents, and will be addressed in the proposals for the Centre redesign.
Douglas Heritage and Regeneration Strategy.
This set out a plan to take forward the conservation of the physical fabric of
Douglas, while capturing regeneration benefits for residents. The village has
Conservation Status.The Centre is an important building within the historic core of
the village, and as the former school has important connotations locally.
Douglas and Angus Estates plan.
The Estate, the major local land owner, has recognised the strategic importance of
the Centre redevelopment and is actively supporting the proposal.
SUMMARY of NEEDS.
There are, therefore, many real disadvantages in Douglas, with a weakened
economic structure, poor transport, isolation from services, an aging population,
health issues, less than average educational achievement,and poor job
opportunities.The project is an opportunity to address some of these needs and
fits with local strategies. Provision of Technical Support will afford the Centre
Committee the potential to achieve the necessary improvements in the most
efficient manner, by making available the required specialist help and expertise.
The Centre, as the only village hall, is truly the heart of the community, and affords
a facility to meet needs for health improvement, education, and better provision of
statutory services.
The need for Technical Services Assistance is critical to ensuring that the
redevelopment of the Centre is carried out as efficiently as possible, with the
needs of the Community truly addressed and not just given lip service. The best
possible expertise is required to monitor and manage the pre-development,
development, and operational stages.




                                    Page 11 of 38
11 Identifying need
How have you identified that need?
 Consultation has been carried out to identify Community needs and demands.
 PUBLIC MEETING 1
 This was organised by the group looking at the need for a Sports facility in the
 village. An attendance of 120 individuals of all ages demonstrated the level of
 public interest in this. An initial presentation was followed by group work and a
 final plenary session. The needs identified were for indoor facilities for sports, with
 a gymnasium high among priorities. Another high priority was for a hall suitable for
 badminton, indoor hockey, and bowls. A cafe facility was highlighted as a need,
 together with a soft play area for children.
 COMMUNITY SURVEY.
 Carried out by EKOS Ltd, this was launched in June 2008 and consisted of a
 questionnaire examining people's views on the St Bride's Centre and future
 requirements from it .128 responses were received :
 -79% residents of Douglas
 -21% surrounding area
 -28% male
 -72% female

 20% <18, 70% between 18 and 65, 10% >65 years of age.
 The responses mirror the characteristics of Centre Users
 ONE-TO-ONE CONSULTATIONS.
 Based on a standardised interview guide, EKOS consulted with 27 individuals. this
 included 16 people able to speak for 16 of the Community Groups in the village,
 14 staff representing the views of public agencies and voluntary sector service
 providers, and the Centre janitorial staff.
 Each of these individuals was asked for their opinions on the present services
 provided by the Centre and what they would wish to see in a redevelopment.
 FOCUS GROUPS.
 EKOS canvassed the views of groups of people. This included group discussions
 with older people (One o' Clock Club), Art Group (all ages). Again, the groups
 were asked their opinion on existing facilities and what they saw as the needs for
 development.
 OPINION METER SURVEY.
 This exercise was carried out with the assistance of the local authority to
 establish support for better sports facilities. Meters were set up at 4 key points in
 the village in 2006 over a two week period. 530 responses were received from
 residents. This not only showed a desire for more sports facilities, but gave an
 indication of intent to use these if they became available. Of the 530 responses
 received from residents 30% considered themselves not sufficiently fit or needing
 to make a change in their level of physical activity, and 84% felt there was a need
 for local sports facilities. 57% said that sports of some type would be the most
 likely way to improve their fitness, with 13% identifying keep fit classes.
 PUBLIC MEETING 2
 This was held in January 2008 and identified local needs, opportunities, and
 barriers to progress. This meeting considered a wider range of uses for the Centre
 beyond sports activities as at Meeting 1. Again, however, a need for facilities for
 sports was identified, along with meeting spaces, cafeteria, and child care
 provision. IT/Computing facilities were suggested although the under-usage of the


                                     Page 12 of 38
 current generous provision was acknowledged. There was once more a demand
 for a gymnasium, reinforcing the belief that such provision would be well used.
 The meeting also noted the importance of providing a base for agencies such as
 "Routes to Work South" and Citizens Advice Bureau.
  The above consultations have shown the public's commitment to developing the
 Centre, and this has informed the Committee's plans. To progress these plans it
 will be necessary to call on expertise from specialists, which will require funding
 from a technical assistance grant.
 TECHNICAL ASSISTANCE GRANT.
 We have consulted with;
 EKOS Ltd - Business plan
 Building surveyors - Graham & Sibbald
 Architect - Arcial Group - Existing & Draft Plans
 Quantity surveyor, Rot Survey, Drain Survey, Asbestos survey.
 The advice from all of these has been to seek technical assistance on how best to
 progress the project to the next stage.

12 Project outcomes
In your outline proposal you listed these main proposed outcomes of your project:
  The people in our community are stronger, healthier and more integrated
  The people in our locality have access to locally owned and managed high
     quality, affordable community facilities
  Our community is greener and more aware of ot s impact on the environment
  The people in our community have better access to sustainable leisure and
     sports facilities

If the outcomes you originally proposed have changed, update the list of your
proposed outcomes in the box below. You may only list up to six proposed
outcomes. Write them as short bullet points and make sure that they are SMART
(Specific, Measurable, Achievable, Realistic, and Time bound).
   The provision of Technical Assistance will enable the Group to develop the
  project to the stage of Planning and Building Warrant, securing the necessary
  agreements, establishing the Group as a Company Limited by Guarantee,and
  maximising community involvement by October 2009

  By acquiring and developing the Centre,the people of our community will have
 access to locally owned and managed services which better meet their needs.




13 Area of investment changes
How will your proposed project outcomes help achieve the changes we are looking
for? Your area of investment card will tell you what these are and how many of these
changes your project must contribute to.




                                   Page 13 of 38
 The community will be more able to make use of opportunities by having
 ownership of the Centre, and being able to initiate future Centre developments
 themselves, whether these be health, sports, or educationally centred. Ownership
 and self-management will encourage enterprise and self-reliance. This has, in
 fact, already happened as the initiative sprung from the community themselves
 and not from local authority or other statutory body.
 The community will be strengthened by working together on the project. They
 have been given the opportunity to state their aspirations and wishes for the
 Centre's future. Management of the Centre is, and will continue to be in local
 hands, giving a sense of achievement. This should also instill confidence for the
 future.
 The project will provide services which are at present difficult to access such as
 Citizens Advice Bureau sessions ( important for low income families), "Routes to
 Work" consultations ( those seeking employment), Child Care (single parent
 families), and health orientated groups (smoking cessation). There are no other
 premises available in the village and the preservation of the Centre is critical to
 these organisations and their users. Thus needs will be better met, and access
 improved.
 The project will deliver opportunities for learning new skills. A good example is the
 volunteer group who will acquire new skills and confidence. The volunteer base
 already existing to operate the Charity Shop are a real community asset, and the
 project will build upon this foundation. During predevelopment, development, and
 operational phases the Committee and volunteers will learn from the design team
 by liaising with them through the Co-ordinator. technical assistance is vital to this
 mechanism.
 The Group will liaise with Adult Learning Services and provide a base for local
 activity. An IT facility will be available.
 The Centre is an important building in the historic setting of the village. Its
 preservation and redesign to meet 21st Century requirements for energy
 conservation and usage is a powerful way for the community to emphasise their
 commitment to protecting the environment. The land around the Centre has been
 identified as having potential to be a Community Garden ( Community Survey;
 Public Meeting 2 ). This, too, would be a very positive demonstration of care for
 the environment.
 The redesign of the Centre will empower the community and provide a focus for
 community events, developing their ability to be more self-reliant. Ownership of
 the facility and confidence in its sustainability will allow them to determine a
 direction for the Centre's further development and usage in the future. Technical
 Assistance will be required to take the Group through the process of re-design.


Section C: Delivering your project to achieve your
outcomes

14 Project delivery method
Tell us why you think your project is the best way to meet the need and bring about
your proposed outcomes.




                                    Page 14 of 38
 Four main options were considered:
 ONE: Do nothing. Continue as at present carrying out ad hoc maintenance and
 repairs as finances permit.
 TWO: Basic repair and refurbishment of existing space. Carry out essential repairs
 and maintenance to bring the Centre to an acceptable standard that is capable of
 accomodating current users. No structural alterations or change in the uses of the
 space.
 THREE: Comprehensive refurbishment/reconfiguration of existing space. This
 would involve a complete refurbishment of the building fabric and a reconfiguration
 of the internal space to accommodate the range of uses now required by the
 community.
 FOUR: As Option Three, but with a purpose built extension on the adjacent
 ground to provide an enlarged sports hall and fitness area.

 We regard Options One and Two as unacceptable. The first option will lead to the
 ongoing decline and eventual closure of the Centre, and the second will not
 address identified community needs.
 With a technical assistance grant from Big Lottery we will appoint a design team to
 help us appraise the options. To inform this work we have considered the main
 functions of the spaces that might be included in the redesigned Centre. Technical
 assistance will therefore allow the Group to progress the project to Stage D
 planning, in support of a full application for capital works.

15 Other organisations
What other organisations will you work with on the project and what will they do?
TECHNICAL ASSISTANCE:
The provision of a technical assistance grant will allow us to engage with:
1)User groups:
"Douglas Larder" Cafe ( Local Authority Social Works Dept - Special Needs Group
) - daily Monday - Friday.
Mothers & Toddlers - Three mornings per week.
One o' Clock Club ( Senior Citizens ) - Weekly
Beavers, Cub Scouts ( Boys 6-10 Years ) - Weekly
Scouts ( Boys & Girls 10 - 15 Years) - Weekly
Rainbows, Brownies ( Girls 6 - 10 Years ) - Weekly
Art Class ( All ages ) - Weekly
Karate ( All ages ) - Twice weekly
Line Dancing ( All ages ) - Weekly
Yoga ( All ages ) - Weekly
Keep Fit ( Women ) - Weekly
Weight Reduction ( Men & Women ) - Weekly
Dance class ( Girls ) - Weekly
Douglas Valley Church: Sunday School ( Boys & Girls ), After Church meeting -
Weekly; Guild - Monthly
Citizens Advice Bureau - Weekly
Alanon ( Meeting for families affected by Alcohol Problems ) - Weekly
Routes to Work South ( Employment support ) - Weekly
Douglasdale Players ( All ages ) - Weekly Oct - Jan
Womens Rural ( Women ) - Monthly
Community Council, Douglas Coal Yard Project, Gala Day Committee, Hagshaw


                                   Page 15 of 38
Hill Windfarm Trust, Clyde Valley Housing Association, MSP
Surgery,Communities on the Edge Project, Horticultural Society - Regular use at
varying intervals.
Health Visitor ( baby clinic ) - Varying intervals.
Healthy Valleys ( Community Health Initiative ) - Varying intervals
Smoking Cessation Classes - Varying intervals
Other organisations use the centre for social functions, fund-raising events, and
exhibitions - Curling Club, Horticultural Society, and others.
2) Local Authority
3) Architect
4) Design Team
5) Structural and mechanical engineers
6) Legal Advisers
and others in delivering the project to the stage of Planning and Building Warrant.
FULL PROJECT:
It will be necessary to work closely with several bodies to ensure the most efficient
and sustainable running of the Centre once operations commence. The principal
agencies are the following:
Centre Users: Monitoring of the day to day operation of the Centre, satisfaction
surveys, and guidance on further development.
Local Authority Resources Dept: Provision of janitorial staffing, guidance, and
support.
Childcare: Agree with a provider a license/rental to operate child care services
Local Authority Social Services: Continue the operation of a cafe/catering service
providing a training facility for Special Needs Group under a rental agreement.
Citizens Advice Bureau:Outreach facility to provide advisory service for low
income families
Healthy Valleys: We will work with this Healthy Living Initiative organisation to
provide a range of activities designed to promote positive lifestyles and health in
the community.
Universal Connections: We will liaise with this Education Authority initiative to
ensure services are complementary.
Douglas Primary School: we will liaise with the Education Dept and Primary
School to ensure that sports activities can be carried out at reasonable cost on
school premises when necessary.
Local Authority Child Care Partnership: we will work with the partnership to ensure
services at the centre meet local needs.
Community Learning Service/South Lanarkshire College: We will work with these
bodies to promote and deliver adult learning in the Centre.
ALVO: We will seek support from ALVO to identify and address capacity building
needs of the Group.
Community Council: We will liaise with the Council to ensure the needs of the
Community are identified and met.
Clyde valley Housing Association: We will seek advice and support from this body
during re-development.




                                   Page 16 of 38
16 Outcomes table
Outcome 1: The people in our community are stronger, healthier and more
integrated
New or changed outcome (if applicable): The provision of Technical Assistance
will enable the Group to develop the project to the stage of Planning and Building
Warrant, securing the necessary agreements, establishing the group as a
Company Limited by Guarantee, and maximising community involvement by
October 2009.
Milestones                                                           Timescales
Prepare and issue tender for professional design team                 May 2009
Recruit and appointment co-ordinator                               May 2009
Appoint design team                                                June 2009
Draft plans available for consultation                             July 2009
Plans submitted                                                    August 2009
Plans approved                                                     End October
                                                                   2009
Strengthen committee and register as a Company Limited by          June 2009
Guarantee.

Outcome 2: The people in our locality have access to locally owned and managed
high quality, affordable community facilities
New or changed outcome (if applicable): Through acquiring and developing the
Centre, the people of our community will have access to locally owned and
managed services which better meet their needs.
Milestones                                                         Timescales
Funding package agreed                                             January 2010
Tender process completed                                           March 2010
Works commence                                                     May 2010
Works completed                                                    January 2011




Outcome 3: Our community is greener and more aware of ot's impact on the
environment
New or changed outcome (if applicable):

Milestones                                                         Timescales




                                   Page 17 of 38
Outcome 4: The people in our community have better access to sustainable
leisure and sports facilities
New or changed outcome (if applicable):

Milestones                                                     Timescales




Outcome 5:
New or changed outcome (if applicable):

Milestones                                                     Timescales




Outcome 6:
New or changed outcome (if applicable):

Milestones                                                     Timescales




                                Page 18 of 38
17 Tracking and measuring outcomes
Tell us what methods you will use to measure and track whether the outcomes are
being achieved.
 Outcome 1 : Monitoring will be carried out by Centre Co-ordinator, reporting to the
 Committee on a monthly basis. The Co-ordinator will liaise with the design team
 via an identified member, receiving reports on a weekly basis from them in the
 early stages. After approval of plans reports will be on a four weekly basis.The Co-
 ordinator will ensure milestones are reached and report the achievement of these
 to the committee.Liaison with the Co-ordinator will be through an identified
 Committee member, with a formal report to the full Committee four weekly.
 Outcome 2 : Again, the Co-ordinator will be the lead in liaising with the Centre
 Committee and reporting on progress. Once the Centre is in use regular meetings
 with User Groups will continue, satisfaction surveys will be carried out, and the
 existing feed-back cards will continue to be available. The Committee will produce
 an Annual Report on Centre activity.

18 Learning
How will you review what you have learned as your project progresses?
 Learning during the initial stages will inform the full process. The Group will learn
 about management structure, and it will be necessary to acquire knowledge
 around new roles as Company Directors as that new phase begins. good support
 is available through Companies House.
 Lessons learned during the project are currently reflected on at monthly
 Committee meetings. These meetings are fully minuted and all minutes are
 available for User Groups.
 During the process of acquisition and redevelopment progress reviews will be
 required so that developments and milestones can be examined in a pro-active
 manner. Dates for these reviews will be set in consultation with Co-ordinator and
 design team, on a 3 monthly basis. The results of these reviews will be shared
 with User Groups and partners.




                                     Page 19 of 38
19 Project budget
‘Please check that the totals add up correctly’.
                          Total project costs – include VAT where applicable
                         Year 1      Year 2      Year 3     Year 4      Year 5   Total       VAT        Funding        Amount
                                                                                         recoverable   from other    requested
                                                                                          from total     sources      from Big
                                                                                                                       Lottery
                                                                                                                        Fund
                                                                                  A          B             C           (A-B-C)
 Revenue Costs
Centre Co-ordinator     £22,000                                                                                     £22,000




Total revenue costs                                                                                                 £22,000
   Capital Costs
 Architect ( Stage D)   £27370                                                                                      £27370
Combined additional
 consultants (Stage
          D)
 1Quantity Surveyor     £5031                                                                                       £5031
   2Mechanical &        £6239                                                                                       £6239
 Electrical Engineer
3Structural Engineer    £4005                                                                                       £4005

Planning application    £145                                                                                        £145
  Building Warrant      £4,105                                                                                      £4,105
    Application
      Company           £1,500                                                                                      £1,500
    Registration
Total Capital Costs                                                                                                 £48395
    Overheads




                                                                 Page 21 of 38
                          Total project costs – include VAT where applicable
                         Year 1      Year 2      Year 3     Year 4      Year 5              Total           VAT        Funding        Amount
                                                                                                        recoverable   from other    requested
                                                                                                         from total     sources      from Big
                                                                                                                                      Lottery
                                                                                                                                       Fund
                                                                                              A              B            C           (A-B-C)



   Total overheads
 Total project costs                                                                                                               £71,220
If you are asking us to fund overheads, what percentage of your organisation’s total overheads does this represent?




                                                                      Page 22 of 38
20 Project costs
Tell us how you have worked out your costs.
 The Group obtained funding from South Lanarkshire Rural Communities Trust to
 engage an Architectural firm ( Archial Group plc ) to prepare plans of the existing
 building, and drawing from the EKOS Business Plan with the various consultations
 therein, together with discussions with the Committee, plans for a proposed
 building. Archial prepared an outline specification with Elemental Probable Costs.
 These were informed by Building Surveyors Report ( Graham & Sibbald ), Rot
 Survey, Enviraz Asbestos Report, and Drain Report. All of these surveys provided
 costings included in the report from Archial.
 Centre Co-ordinator's salary is based on similar positions in the voluntary sector in
 the area. Two of the Committee were on the Board of the former Douglas Valley
 Rural Activities Partnership, and one Committee member worked in that
 organisation. They have been able to draw on information on appropriate wage
 levels in community organisations gathered at that time. The Chairperson also sits
 on the Policy and Finance Group of the Healthy Valleys initiative, which deals with
 staff costs for that organisation and thus has access to pay-scales for the sector.
 (Healthy Valleys has an annual wage expenditure of c £252,000 ).

21 Project funding
Use this table to tell us how much you need from us in each year. The figures for
revenue, capital and overheads should include non-recoverable VAT.

(Please check that the totals add up correctly and that they match the figures given
in question 19)

                    Amount requested from Big Lottery Fund
                Year 1   Year 2     Year 3     Year 4     Year 5               Total
  Revenue
   Capital
 Overheads
    Total

If some of the money for your project will come from other sources, tell us where it
will come from. Tell us how much it is and whether you have secured it yet.

   Source of funding        Amount         Secured       If yet to be      In kind
                                            (tick if      secured,      contribution
                                          applicable)     give date         (tick if
                                                          expected       applicable)




 Totals £                    £             £              £               £




                                    Page 24 of 38
22 Staff posts
Please complete question 22 for each person who will be employed to work on the
project. Please copy this page and enclose a copy for each post ensuring the pages
are clearly labelled with your project name and unique reference number. We will
use this information to find out:

      What role and responsibilities each person will have and what they will do on
       the project
      Whether the amount of staff time you have allocated is realistic for delivering
       the project
      Whether the salary you intend to pay is realistic considering what you want
       the person to do

Job title
 Centre Co-ordinator



Tick one box.        New post?              Existing post?

If a new post, will the post be openly recruited?           Yes      No

If no, tell us why the post will not be openly recruited.




What will this person do on the project?
The Co-ordinator will liaise with the design team and report to management on a
monthly basis. The Co-ordinator will monitor performance to ensure milestones are
achieved. The Co-ordinator will work with the Committee on funding applications
and feed-back to user groups on progress.

Who will this person report to and what support will they receive?
The Co-ordinator will receive written reports from the design team in the early
stages on a weekly, and following approval of plans on a four weekly basis. A key
member of the design team will be identified as a main point of contact for the Co-
ordinator. The Co-ordinator will report to the Management Committee on a four
weekly basis through an identified member. A formal written report will be
presented to the full Committee on a four weekly basis.The Co-ordinator will be
supported and appraised by the Committee on a regular basis. Minutes will
continue to be accurately kept, presented for approval at subsequent meetings, and
action points identified and allocated.

   Total         Hours          Annual          Annual      Pension    Number of
  hours         worked on      salary for      national   Contribution hours you
  worked           this       total hours     insurance       (%)      want us to
  by this        project        worked       contribution              fund (per


                                      Page 25 of 38
  person      (per week)                                                           week)
    (per
   week)
 35           35             £22,000         £2,420           0               35


23 Volunteers
If volunteers will work on the project, explain what they will contribute to the project,
how many are involved and how much time you expect them to give.
  We will form a pool of volunteers recruited and supported by the Centre Co-
  ordinator, who will assist in the operation of the centre and its activities. There will
  be an increased demand from the greater level of activity generated. There will be
  opportunities for volunteers to participate in socially useful work, and this will build
  their confidence and skills. ALVO (Association of Local Voluntary Organisations)
  provides a help facility for identifying volunteers in the area with particular fields of
  expertise.
  Assistance will be required for : marketing and promotion, IT learning/supervision,
  events organisation and supervision, out of hours janitorial support.
  Each volunteer will have an agreed role and contribution. They will be provided with
  appropriate training in that role. Management, expenses, and support will be
  provided.
  We would anticipate the need for a group of 10 volunteers to be identified.
  It should be noted that a volunteer group of10 people are already in place managed
  by the Group, who operate the Second Glance Charity Shop in the village Main
  Street.The proceeds from sales help to support the Centre. There is a written
  volunteer policy in place.
  This volunteer group are enthusiastic and come from a wide range of experience.
  Many have learned new skills, with no prior experience of sales work. Some have
  gained confidence from the work experience also. The Committee have derived
  benefit from operating the group. Meetings (informal) have been held to identify
  needs and to thank the volunteers for their efforts.
  The volunteer group would be recruited during the pre-development phase, when
  they could assist in helping to disseminate information to the community on
  progress by newsletter or meetings. They would commence planning and training
  for their role during the operational phase .

24 Project management
Who will be directly accountable for the successful delivery of the project and whom
do they report to?
 The management committee are ultimately responsible for delivery of the project,
 and as company directors there will be a legal requirement for them to report
 formally on activities throughout the year.The Centre Co-ordinator will act as liaison
 between the Committee and the design team, ensuring that milestones are met in
 accordance with the timescale detailed at Q16 and Q22 above.
 The Board Chairperson will be line manager for the Co-ordinator.


25 Budget management
How will you manage the budget for this project?



                                      Page 26 of 38
 Responsibility for managing the budget lies with the management committee
 through the Treasurer.
 There is expertise in financial management within the Group. The Chairperson was
 prior to retiral Senior Partner in the local medical practice with management
 responsibility for three premises with twelve employed staff, including a dispensing
 business on three of these, and is currently Chair of the board of the Healthy
 Valleys organisation. The Treasurer prior to retiral managed the office of the 30,000
 acre local Douglas and Angus Estates with responsibility for the directly employed
 work force and dealing with the tenanted farms. The Secretary was Chair of the
 Douglas Valley Rural Activities Partnership ( funded by local authority and by grant
 aid). Monthly financial reports are currently prepared for the committee meetings
 by the treasurer, and these are shared with the User Groups. The Group is a
 registered Scottish Charity and prepares annual accounts duly audited for OSCR.
 Following registration as a company, appropriate returns will be required on an
 annual basis for Companies House. Accounts are audited by a Chartered
 Accountant.
 A new system has recently been introduced to monitor booking activity and ensure
 that all lets are recorded and paid for. Improved monitoring has been helpful in
 budgetting. Increased activity is anticipated following acquisition and development.
 The new system has been designed with this in mind.
 Annual budget predictions for the following financial year will be prepared. The
 Centre Co-ordinator would be expected to contribute to this process, and to
 oversee monitoring of activity.

26 Skills and knowledge
How will you ensure that the people working on the project will have the relevant
skills and knowledge?
 The Co-ordinator will require to have some experience in project management prior
 to appointment. Guidance will be sought on job and person specifications from
 expert sources. The local authority have been very helpful in this, and following
 company registration, advice will also be available from Companies House. There
 are existing committee members with experience as employers.
 Opportunities will be afforded to volunteer staff to take appropriate and effective
 training , led by the management committee and the Centre Co-ordinator. The
 Association of Local Voluntary Organisations (ALVO) are able to provide guidance
 on this, as is the Local Authority through their resources department, who have
 been very supportive in developing the project, both in assistance with funding and
 with expertise. ALVO currently operate a help facility for voluntary sector
 organisations in the area to assist in identifying volunteers with specific skills. We
 would hope to both contribute to and benefit from this.
 The selection of the design team is a critical area. We will adopt the same process
 already utilised to identify the architectural firm who have carried out the draft plans
 and costings, viz.,
 1) Seek information on firms with expertise in community/sports facilities from local
 authority advisers, web-sites, other community groups.
 2) Committee select short leet of three and invite these to meet with two
 representatives on site. Each presented with identical brief and invited to tender.
 3) Full committee meet to consider tenders and select preferred firm.




                                     Page 27 of 38
27 Project sustainability
Tell us what will happen after our funding ends?
 The re-design of the Centre will lead to revenue generation from:
 Internet access/printing fees - £1.00 per hour of usage.
 Cafe - Rental from operator £7,000 per annum
 Fitness suite - Letting to fitness groups at average of £10 per hour.
 Gym use & membership - Average of £10 per hour of use
 Main hall - £8.00 per hour let
 Multi-purpose room - £6.00 per hour let
 Child care area - Rental income from childcare provider at £5 per child-week.
 Child care area - Letting to Mother & Toddler Group
 Child care area - Rental from children's parties
 The income from the Charity Shop amounts currently to £350-400 per month on
 average.
 There will be ongoing fund-raising events, both organised by the Committee and by
 user groups.
 The redesign of the Centre will make energy use more efficient and minimise
 expense on this.
 The management committe will monitor activity and budget ahead. They will liaise
 with the community and in particular the User Group to ensure that the centre
 remains affordable and sustainable for the future. The annual business plan will
 include a budget for the following year.
 Increased usage of the facility, particularly day time usage, by groups such as the
 child care facility, should result in increased income. The Group hope to be able to
 ensure that reduced rates will be available for users from low income households.
 At present a limited number of users (CAB) are afforded this facility.

28 Equal opportunities
Tell us how your project and organisation demonstrate your commitment to equality
and meet our equality principles, which are listed in the guidance notes.
 Accessibility to services will be improved. As listed at (13), there will be benefit for
 low income groups who would otherwise have to travel to access support services,
 to single parents, to unemployed, and to senior citizens.
 The nature of the management of the Centre ( with representation from all user
 groups and a wholly local committee ) promotes community participation.
 The diversity of local organisations using the Centre demonstrates the wide range
 of interests already existing in the Community. There are currently no restrictions on
 groups applying to make use of the Centre, with equal access for all, irrespective of
 age, gender, ethnic origin,faith,disability, or sexual orientation. Although the building
 is currently in the ownership of a faith group ( Church of Scotland ) no such
 restrictions are imposed in the terms of the lease. The centre thus operates to
 promote inclusiveness.
 The redesigned Centre will afford new opportunities for Child Care, which is of
 major importance for single parent families, increasing their availability for work.
 This is of major relevance in an area where rural deprivation exists and such
 facilities have been lacking.
 The opportunities for volunteering will be increased, building on the work done at
 the charity shop. Volunteering is beneficial for the unemployed and for retirees, and
 a strong volunteer force is a major community resource.
 Although there is at present ramped access to the Centre, automatic doors will be


                                     Page 28 of 38
 installed to allow full disabled access. Disabled toilet facilities will be improved.




29 Sustainable development
Tell us how your project will:
     Reduce its use of resources like paper and energy or improve the
         environment
     Think about its long term economic future
     And encourage people and organisations in communities to work together
 The local economy depends on the perception of a locality as a good place to live
 and the provision of a Centre which is fit for purpose is critical to this. Rural
 economy is fragile and the loss of the Centre would erode the provision of multiple
 facilities in the village.
 Our intention is to exceed minimum standards for energy conservation and usage
 both in construction and operation of the Centre.The project will make use of
 energy efficient measures in heating, lighting, and in heat conservation in the re-
 design of the building. A grant from "Awards for All" has been used to replace the
 old radiators in the building and put thermostatic controls in place. This has already
 produced a reduction in fuel bills.The heating system will require replacement and
 this will done in the most energy efficient manner possible. We plan as part of the
 redesign of the building to make use of natural light by restoring a glazed central
 roof area and inserting a glazed wall in the main hall.Insulation will be
 maximised.These measures will reduce expenditure on heating and lighting,
 making the centre more financially sustainable.
  The needs survey established a desire to see the ground outside the centre
 brought into use as a community garden. This would provide another opportunity for
 local people to work together.
 We already engage local suppliers of services where these are available, and will
 continue to do so.
 The Group are already committed to re-cycling waste, and operate this facility for
 old clothing and fabrics at the Charity Shop. This also generates income. One of the
 user groups (Scouts) recycles phones and printer cartridges through the Charity
 Shop.
 The entire management committee is composed of local people. The User Groups
 are encouraged to provide representation on the committee, and the committee
 thus reflects the groups and indeed the whole community. This reinforces the desire
 for true community ownership of the centre and of the plans to develop it.
 The project will result in the community having real ownership of the Centre and the
 good attendances at user group meetings (40+) demonstrates a commitment to
 working together.




                                      Page 29 of 38
Unique Reference Number                                                 Project Name

 SVP/1/010299725                                     St Bride's Centre Acquisition and
                                                                 Development Project

Section D – Finishing your application form
What you need to send us
If you would like to email us the application form by email, please send it to
application.scotland@biglotteryfund.org.uk. Let us know that you have done this by
ticking the relevant box below.

If you choose to send us the form by email, you must send hard copies of any other
documents including Section D, as we need to receive the original signatures.

You must send in any additional information we asked for when we sent you this
application form. Please ensure this is clearly labelled with your project name and
unique reference number.

Checklist
This checklist will help you to check that you are sending us a fully completed
application. Please tick the following boxes to confirm that:

 The main contact has signed the declaration in Section D.
 The chair, chief executive or person of similar authority in your organisation
 has signed the declaration in Section D.
 If you are a company this form has been signed by either two directors or a
 director and the company secretary (only tick if applicable).
 The independent referee has filled in their contact details and has signed the
 declaration in Section D (not required for public bodies).
 You have sent us your most recent annual accounts or income and
 expenditure projection if we have asked for them (not required for public
 bodies).
 You have sent us your most recent bank or building society statement – not a
 photocopy. (Public bodies can send as original statement or a letter
 confirming the details of their bank account)
 You have sent us your completed bank (not required for public bodies).
 You have sent us a copy of your most recent governing document, if this has
 changed since you sent it to us with your outline proposal.
 If you are applying for a capital grant, you have sent us the relevant capital
 checklist and that it has been signed by an appropriate person (only tick if
 applicable).
 You have emailed your application form to us (only tick if applicable).




                                    Page 30 of 38
Data Protection
We will use the information you give us on the application form during assessment
and for the life of any grant we award you to administer and analyse grants and for
our own research.

We may give copies of this information to individuals and organisations we consult
when assessing applications, when monitoring grants and evaluating the way our
funding programmes work and the effect they have. These organisations may
include accountants, external evaluators and other organisations or groups involved
in delivering the project. We may also share information with other Lottery
distributors, government departments, organisations providing matched funding and
other organisations and individuals with a legitimate interest in Lottery applications
and grants, or for the prevention or detection of fraud.

To help us meet the needs of voluntary organisations, we might use the data you
provide for our own research. We recognise the need to maintain the confidentiality
of vulnerable groups and their details will not be made public in any way, except as
required by law.

Freedom of Information Act
The Freedom of Information Act 2000 gives members of the public the right to
request any information that we hold. This includes information received from third
parties, such as, although not limited to grant applicants, grant holders, contractors
and people making a complaint.

If information is requested under the Freedom of Information Act we will release it,
subject to exemptions; although we may choose to consult with you first. If you think
that information you are providing may be exempt from release if requested, you
should let us know when you apply. Your signatures on this form confirm that you
understand our obligations under the Data Protection Act 1998 and the Freedom of
Information Act 2000, and that you accept that as long as our actions conform to the
relevant law we will not be liable for any loss or damage that you suffer as a result of
us fulfilling our obligations.

Declaration
We confirm that we are duly authorised to sign this declaration on behalf of the
applicant organisation.

We confirm that this application and the proposed project within it has been
authorised by the management committee, other governing body or board, or if a
statutory organisation by a senior member of staff.

We certify that the information given in this application is true and confirm that the
enclosures are current, accurate and adopted or approved by our organisation.

We understand that any offer of grant will be subject to terms and conditions and we
confirm that the organisation has the power to accept this grant if the application is
successful and to repay it if the grant conditions are not met.




                                     Page 31 of 38
We understand that, if we make any seriously misleading statements (whether
deliberate or accidental) at any stage during the application process, or if we
knowingly withhold any information, this could make our application invalid and we
will be liable to repay any funds.

We understand that the Big Lottery Fund may commission an evaluation of the
programme. We confirm that we will co-operate with any evaluation related activities
which are required of us by the Big Lottery Fund and further confirm that the Big
Lottery Fund may use any part of our application for evaluation or research
purposes.

We have not altered or deleted the original wording and structure of this application
form as it was originally provided or added to it in any way.

We understand that you require each signatory to this form to provide their full name,
home address and date of birth for fraud prevention and detection purposes.

Unique reference number
 SVP/1/010299725

Signatory one
This must be the main contact named in question 1.

I understand that you may contact me during assessment and I confirm that I am
authorised by the organisation for this purpose and that you may rely on any further
information supplied to you by me.

 Name                                            Position
 William Sinclair Scott                          Chairperson


 Date of Birth
 8th August 1944


 Home address including postcode (if signing on behalf of a statutory body, we will
 accept a business address)
 Mansefield House,
 8 Weavers' Yards,
 Douglas,
 Lanark,
 ML11 0QB.




 Signature                                       Date



                                    Page 32 of 38
On behalf of (organisation name)
 Douglas St Bride's Community Group




                                Page 33 of 38
Signatory two
This should be the chair, chief executive or person of similar authority in your
organisation. If you are a company this form must be signed by two directors or a
director and the company secretary.

 Name                                           Position
 James Fleming                                  Treasurer


 Date of Birth
 12th March 1936


Home address including postcode (if signing on behalf of a statutory body, we will
accept a business address)
 2 Newmains,
 Douglas,
 Lanark,
 ML11 0



Address for correspondence including postcode (if different from above)




                                               01555 851243
 Phone number one (or textphone)

 Phone number two (or textphone)

 Email (if applicable)

 Signature                                      Date




 On behalf of (organisation name)
 Douglas St Bride's Community Group.




                                   Page 34 of 38
Signatory three (for companies only)
If you are a company this section must be signed by another director or the company
secretary.

 Name                                         Position



 Date of Birth


Home address including postcode




Address for correspondence including postcode (if different from above)




 Phone number one (or textphone)

 Phone number two (or textphone)

 Email (if applicable)

 Signature                                     Date




 On behalf of (organisation name)




                                    Page 35 of 38
Please fill in this section if you are not a public body:

Signature of Independent referee
I can confirm that I have known this organisation and its work for at least one year or
from its start. I have read this application and support this request for funding and am
willing to discuss this application further. I am willing to talk about the grant at a later
date if the application is successful and will provide a written report if you need one. I
can confirm that I am not, at present, and have not (within the last two years) been a
member, beneficiary or trustee of the organisation or related to a person who is
currently a member, trustee or member of staff of the organisation.

 Name                                               Date of birth
 John McCafferty                                    4th March 1962

 Occupation                                         Name of organisation
 Development officer                                South Lanarkshire Council

 Professional membership                            Professional membership number


Business address including postcode
 Montrose House,
 154 Montrose Crescent,
 Hamilton,
 ML3 6LB.

                                                            01698 454649
 Phone number day (or textphone)

 Phone number evening (or textphone)

 Email (if applicable)
 Signature                                                  Date



Please send this form to the address below.

Big Lottery Fund
1 Atlantic Quay
Glasgow
G2 8JB

Phone: 0870 240 2391
Textphone: 0141 242 1500
Fax: 0141 242 1401
Email: application.scotland@biglotteryfund.org.uk.




                                      Page 36 of 38
Beneficiary monitoring
Please note that this information is being gathered for monitoring purposes
only and will not be used to assess your application.

1. Ethnic background of direct beneficiaries
Is your project directed at, or of particular relevance to, people from a specific ethnic
background?

Yes           No

If you have answered ‘No’ please go to question two below. If you have answered
‘Yes’ please indicate the ethnic background of the people who will benefit from your
project, ticking up to three categories.
White
        Scottish
        Other British
        Irish
        Any other White background
Mixed
    Mixed ethnic background
Asian, Asian Scottish or Asian British
    Indian
    Pakistani
    Bangladeshi
    Chinese
    Any other Asian background
Black, Black Scottish or Black British
    Caribbean
    African
    Any other Black background
Other ethnic background
    Any other ethnic background

2. Gender
Is your project directed at, or of particular relevance to, people of a specific gender?

Yes           No

If yes, please tick

        Male
        Female




                                     Page 37 of 38
3. Age
Is your project directed at, or of particular relevance to people of a particular age
group?

Yes           No

If yes, please tick

       0-24 years
       25-64 years
       65+ years

4. Disability
Is your project directed at disabled people, or of particular relevance to people with
disabilities?

Yes           No

5. Faith
Is your project directed at, or of particular relevance to, people of a specific faith?

      Yes
      No

If yes, please indicate the faith of the people who will benefit from your project (you
may select more that one box).

       Buddhist
       Christian
       Hindu
       Jewish
       Muslim
       Sikh
       Other
6. Sexual orientation
Is your project directed at, or of particular relevance to, lesbian, gay, or bisexual?

       Yes
       No




                                      Page 38 of 38

								
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