Agenda Document Pack - North Ayrshire Council - 05/11/2025
North Ayrshire Council · 5 November 2025
Back to North Ayrshire Council — 5 November 2025 and its agenda
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE North Ayrshire Council A Meeting of North Ayrshire Council will be held in the Council Chambers, Ground Floor, Cunninghame House, Irvine, KA12 8EE on Wednesday, 05 November 2025 at 14:00 to consider the undernoted business. Meeting Arrangements - Hybrid Meetings This meeting will be held on a predominantly physical basis but with provision, by prior notification, for remote attendance by Elected Members in accordance with the provisions of the Local Government (Scotland) Act 2003. Where possible, the meeting will be live-streamed and available to view at https://north-ayrshire.public- i.tv/core/portal/home. 1 Apologies 2 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 3 Previous Minutes The accuracy of the Minutes of the Ordinary and Special Meetings of the Council held on 17 September 2025 will be confirmed and the Minutes signed in accordance with Paragraph 7(1) of the Local Government (Scotland) Act 1973 (copy enclosed). 4 Provost's Report Submit report by the Provost for the period covering 8 September 2025 to 26 October 2025 (copy enclosed). 5 Leader's Report Submit report by the Leader of the Council for the period covering 8 September 2025 to 26 October 2025 (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 6 Minute Volume (issued under separate cover) Submit, for noting and for approval of any recommendations contained therein, the Minutes of Meetings of committees of the Council held in the period 2 September to 9 October 2025. 7 Appointments to Committee The Council is invited to note that, in terms of the Scheme of Administration, Councillor Hill as the relevant Portfolio Holder on Cabinet, is appointed as Chair of the Local Development Plan Committee. 8 Community Planning Partnership (CPP) Board: Minutes of Meeting Submit report by the Executive Director (Communities and Housing) on the Minutes of the Community Planning Partnership Board held on 11 September 2025 and the Community Planning Annual Performance Report (copy enclosed). 9 Boundaries Scotland: Second Review of Scottish Parliamentary Boundaries – Conclusion of Review Submit report by the Head of Service (Democratic Services) on the the conclusion of Boundaries Scotland’s Second Review of Scottish Parliamentary Boundaries (copy enclosed). 10 Medium-Term Financial Outlook and Approach 2026/27 to 2028/29 Submit report by the Head of Service (Finance) on the financial challenges facing the Council and to examine the likely financial position of the Council’s General Fund in the medium-term (copy enclosed). 11 Questions In terms of Standing Order 14, submit:- (1) a question by Councillor Sweeney to the Cabinet Member for Green Environment and Economy in the following terms: “The Ardrossan Campus is to include a range of community facilities, including a public swimming pool. Can you the Cabinet Member provide the current specifications for the proposed swimming pool?” (2) a question by Councillor McLean to the Cabinet Member for Communities and Housing in the following terms: "What definition and guidance was the public or tenants panels or tenant and resident groups given regarding choice based letting as part of the recent housing allocation system consultation and what was their feedback?” 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE (3) a question by Councillor Todd Ferguson to the Cabinet Member for Education in the following terms: “Can the Cabinet Member confirm what discussions have taken place with the Scottish Government regarding funding for any changes to the provision of school toilets and changing facilities?” (4) a question by Councillor Hume to the Cabinet Member for Communities and Housing in the following terms: “What implications does the Scottish Government's decision to grant planning consent for new homes at Nethermains, Kilwinning have for the determination of future planning applications in North Ayrshire, given that our planning committee rejected the application on the grounds of flood risks?” (5) a question by Councillor McLean to the Cabinet Member for Communities and Housing in the following terms: "What would it take for you to say that the housing system as currently constituted isn't working?” (6) a question by Councillor Angus-McDonald to the Cabinet Member for Education in the following terms: “Following the review of the school library service, can the Cabinet Member outline how the service at Greenwood Academy is accessed by pupils?” (7) a question by Councillor McLean to the Cabinet Member for Communities and Housing in the following terms: “What condition the Vineburgh Community Centre was left in after the previous tenants/operators left, (i) were there any outstanding bills, (ii) was a 'stock check' undertaken to ensure that all equipment was left behind?" (iii) and what was the reported 'utility issue' that prevented the building from opening until recently?” (8) a question by Councillor Currie to the Cabinet Member for Health and Social Care in the following terms: “Can the Cabinet Member advise the current number of residents at Montrose House?” 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE (9) a question by Councillor McLaughlan to the Cabinet Member for Education in the following terms: “Does the Cabinet Member think it is equitable there is a difference of over £100 in what families at two primary schools, situated within two miles of each other, each serving high SIMD datazones, are being charged for their children to visit Arran Outdoor Centre as part of their Primary 7 visit?” 12 Motions In terms of Standing Order 15, submit:- (1) a motion by Councillor Collier, seconded by Councillor McTiernan, in the following terms: Council notes that it has been reported in the press of a possible UK Labour Government proposal to introduce a 20% Value Added Tax (VAT) on all taxi and private hire vehicle fares as part of its forthcoming Autumn Budget. Council further notes that this measure would: • Contravene the Government’s manifesto commitment not to increase taxes on working people; • Disproportionately impact low-income, elderly, and disabled residents who rely on taxis as a vital form of transport; • Threaten the livelihoods of independent and self-employed taxi drivers across North Ayrshire; • Risk a reduction in the availability of taxi services, particularly in rural and underserved areas. Council therefore resolves to instruct the Chief Executive to write to the Chancellor of the Exchequer, the Rt Hon Rachel Reeves MP, outlining the serious consequences this proposed tax would have on the lives and livelihoods of people in North Ayrshire, and to request that this measure be excluded from the Autumn Budget scheduled for 26 November 2025. 13 Urgent Items Any other items which the Chair considers to be urgent. 4
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 5
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE North Ayrshire Council Sederunt Nairn Angus-McDonald John Bell Marie Burns Eleanor Collier Joe Cullinane Charles Currie Scott Davidson Anthea Dickson Stewart Ferguson Todd Ferguson Robert Foster Scott Gallacher Tony Gurney Alan Hill Mary Hume Cameron Inglis Margaret Johnson Amanda Kerr Christina Larsen Shaun Macaulay Tom Marshall Jean McClung Louise McLaughlan Matthew McLean Davina McTiernan Jim Montgomerie Ian Murdoch Donald Reid Donald L Reid Chloe Robertson Ronnie Stalker Angela Stephen John Sweeney Chair: Apologies: Attending: 6
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North Ayrshire Council 17 September 2025 At a Meeting of North Ayrshire Council at 2.00 p.m. involving a combination of participation by remote electronic means and physical attendance within the Council Chambers, Irvine. Present (Physical Participation) Nairn Angus-McDonald, Marie Burns, Eleanor Collier, Joe Cullinane, Scott Davidson, Anthea Dickson, Stewart Ferguson, Todd Ferguson, Robert Foster, Scott Gallacher, Tony Gurney, Alan Hill, Mary Hume, Cameron Inglis, Margaret Johnson, Christina Larsen, Shaun Macaulay, Tom Marshall, Louise McLaughlan, Matthew McLean, Davina McTiernan, Jim Montgomerie, Ian Murdoch, Donald L. Reid, Chloé Robertson, Ronnie Stalker and John Sweeney. Present (Remote Electronic Participation) John Bell, Charles Currie, Amanda Kerr, Jean McClung In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director (Education); C. Cameron, Director (Health and Social Care Partnership); D. Hammond, Executive Director (Communities and Housing); L. Kirk, Head of Service (Economic Development, Growth & Regeneration) (Place); M. Boyd, Head of Service (Finance); F. Walker, Head of Service (People and ICT); A. Craig, Head of Service (Democratic), R. Lynch, Senior Manager (Legal Services); M. McColm, Senior Manager (Communications), C. Stewart, Committee Services Officer, and H. Young, Senior Committee Services Officer (Democratic) (Corporate Services). Chair Provost Dickson in the Chair. Apologies Angela Stephen. 1. Provost's Remarks The Provost welcomed those present to the meeting and dealt with preliminary matters, including intimation that the meeting, which was taking place on a hybrid basis, was being recorded. 2. Apologies The Provost invited intimation of apologies for absence, which were recorded. 3. Declarations of Interest There were no declarations of interest in terms of Standing Order 11 and Section 5 of the Councillors' Code of Conduct. There were no declarations of the Party Whip. Agenda Item 3 7
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4. Previous Minutes The accuracy of the Minutes held on 25 June 2025 were confirmed and the Minutes signed in accordance with Paragraph 7(1) of Schedule 7 of the Local Government (Scotland) Act 1973. 5. Provost’s Report Submitted report by the Provost for the period from 16 June 2025 to 7 September 2025. Noted. 6. Leader’s Report Submitted report by the Leader of the Council for the period for 16 June 2025 to 7 September 2025. Noted. 7. Council Minute Volume Submitted for noting the Minutes of meetings of committees of the Council held in the period 1 May – 1 September 2025. Noted. 8. Community Planning Partnership Board: Minutes of Meeting held in June 2025 Submitted report by the Executive Director (Communities and Housing) on the overview of the meetings of the North Ayrshire Community Planning Partnership Board held on 5 June 2025. Noted. 9. Findings of a Hearing Conducted by the Standards Commission for Scotland Submitted report by the Head of Service (Democratic Services) on the findings of a Hearing conducted by the Standards Commission for Scotland Councillor Burns, seconded by Councillor Macaulay, moved the approval of the recommendations set out in the officer’s report. As an amendment Councillor Inglis, seconded by Councillor Gallacher, proposed the following: That Council: 8
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(1) notes the report; (2) records its disapproval of the conduct of Councillor Donald Reid as established by the Standards Commission at its hearing on 30th July 2025; and (3) instructs Craig Hatton, Chief Executive of North Ayrshire Council to write to Councillor Reid to request that in the light of the decision of the Standards Commission, he considers his positions as Chair of the Police Fire and Rescue Committee, Vice – Chair of the Audit & Scrutiny Committee and his positions on the Ayrshire Valuation Joint Board and SPT. Members asked questions of clarification of the movers of the amendments. On a point of order, Councillor Burns queried whether the questions being asked were for clarification. On a point of order by Councillor Inglis in terms of Standing Order 12.2, the Provost asked that Councillors be respectful of the speaker. There followed debate and summing up. On a division and roll call vote, there voted for the amendment, Councillors Burns, Collier, Davidson, Dickson, Gallacher, Gurney, Hill, Inglis, Johnson, Larsen, Macaulay, Marshall, McClung, McLean, McTiernan, Robertson and Stalker (17) and for the motion, Councillors Angus-McDonald, Bell, Cullinane, Currie, Foster, Hume, Kerr, McLaughlan, Montgomerie, D.L Reid and Sweeney (11) Councillor S. Ferguson, T. Ferguson and Murdoch abstaining and the amendment was declared carried. Accordingly, the Council agreed to (i) note the report; (ii) record its disapproval of the conduct of Councillor Donald Reid as established by the Standards Commission at its hearing on 30 July 2025; and (iii) instruct Craig Hatton Chief Executive of North Ayrshire Council to write to Councillor Reid to request that in the light of the decision of the Standards Commission, he considers his positions as Chair of the Police Fire and Rescue Committee, Vice – Chair of the Audit & Scrutiny Committee and his positions on the Ayrshire Valuation Joint Board and SPT. 10. Annual Review of Governance Documents The Council was invited to consider the following reports in terms of the annual review of the Council's suite of Governance documents which regulate the operation of Council, its committees and officers. 10.1 Standing Orders Relating to Meetings and Proceedings of the Council and Committees Submitted report by the Chief Executive on the Standing Orders Relating to Meetings and Proceedings of the Council and Committees. 9
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Councillor Gurney, seconded by Councillor Collier, moved approval of the revised Standing Orders for Meetings and Proceedings of Council and its Committees as set out in Appendix 1 to the report. As an amendment, Councillor Inglis, seconded by Councillor Gallacher, moved to amend Standing Order 26.2, to replace “three Members” with “two Members”. As a further amendment, Councillor McLean, seconded by Councillor S. Ferguson moved: to amend Standing Order 15.1 paragraph one to insert after “Chief Executive” the words “not later than end of day on the Wednesday 2 weeks preceding the meeting, with publication as soon as is practical” and at paragraph two to insert after “Chief Executive” the words “not later than end of business on the Wednesday 1 week preceding the meeting and will be moved on the day of the meeting” and to amend Standing Order 23.1 to insert between paragraphs 1-2 “A motion to suspend standing orders must include a title and one line reference to which decision is being revised” Members asked questions of clarification of the movers of the amendments. Following a question of clarification, Councillor McLean with the agreement of his seconder agreed to alter his amendment to the following: “A motion to suspend standing orders must include a title and one line reference to which decision is being revised”. In terms of Standing Order 16.5, and with the agreement of his seconder, Councillor Gurney agreed to amend his motion to include Councillor McLean’s amendment which became the substantive motion. There followed debate and summing up. On a division and roll call vote, there voted for the amendment, Councillors T. Ferguson, Gallacher, Inglis, Marshall and Stalker (5) and for the substantive motion, Councillors Angus-McDonald, Bell, Burns, Collier, Cullinane, Currie, Davidson, Dickson, S. Ferguson, Foster, Gurney, Hill, Hume, Johnson, Kerr, Larsen, Macaulay, McClung, McLean, McLaughlan, McTiernan, Montgomerie, Robertson and Sweeney (24), Councillors Murdoch and D.L Reid abstaining and the substantive motion, as amended, was declared carried. Accordingly, the Council agreed to approve, with immediate effect, the revised Standing Orders Relating to Meetings and Proceedings of the Council and Committees set out at Appendix 1 to the report, subject inclusion that a motion to suspend standing orders must include a title and one line reference to which decision is being revised. 10
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11.2 Scheme of Administration Submitted report by the Chief Executive on the Council’s Scheme of Administration. The draft revised Scheme of Administration was set out in Appendix 1 to the report. Councillor Gurney, seconded by Councillor Hill, moved the approval of the revised Scheme of Administration set out in Appendix 1 to the report. There being no amendment, the motion was declared carried. Accordingly, the Council agreed to approve, with immediate effect, the Scheme of Administration, set out at Appendix 1 to the report. 11.3 Scheme of Delegation to Officers Submitted report by the Chief Executive on the Council’s Scheme of Delegation to Officers. The draft revised Scheme of Delegation to Officers was set out at Appendix 1 to the report. The Monitoring Officer advised that further revision was ongoing in light of recent correspondence sent to all Councils from the Accounts Commission. Councillor Gurney, seconded by Councillor Hill, moved approval of the recommendations set out in the officer’s report. There being no amendment, the motion was declared carried. Accordingly, the Council agreed as follows: (a) to approve, with immediate effect, the Scheme of Delegation to Officers, attached at Appendix 1; and (b) to note the existing Statutory Officers. 11.4 Other Key Governance Documents Submitted report by the Chief Executive on other key governance documents regulating the operation of the Council, its committees and officers. The Guidelines on Member/ Officer Relations, revised Standing Orders for Contracts and the updated Financial Regulations and Codes of Financial Practice were set out in Appendices 1-3 to the report, respectively. Councillor Gurney, seconded by Councillor Hill, moved approval of the recommendations set out in the officer’s report. There being no amendment, the motion was declared carried. Accordingly, the Council agreed to approve, with immediate effect, (i) the Guidelines on Member/Officer Relations, attached at Appendix 1 to the report; (ii) the Standing Orders for Contracts, attached at Appendix 2 to the report; and (iii) the Financial Regulations and Codes of Financial Practice, attached at Appendices 3a and 3b to the report, respectively. 11
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12. Committee Timetable Submitted report by the Chief Executive on a proposed timetable of meetings of the Council and its committees for the period from January – December 2026. The draft timetable was set out in the appendix to the report. The Council agreed as follows: (a) to approve the draft committee timetable set out at Appendix 1 to the report; and (b) to note that any ad hoc or Special Meetings would be intimated separately to Members. 13. Collaborative Working in Ayrshire Submitted report by the Chief Executive on the progress of collaborative working across Ayrshire and outline the recommended next steps. Councillor Burns, seconded by Councillor Macaulay, moved approval of the recommendations set out in the officer’s report. There being no amendment, the motion was declared carried. Accordingly, the Council agreed to (a) note the progress to date; (b) approve the approach to further develop regional collaborative working opportunities across Ayrshire; and (c) receive future reports for consideration. 14. Questions In terms of Standing Order 14, submitted: (1) a question by Councillor Currie Cabinet Member for Health and Social Care in the following terms: “In their first media interview following their appointment, the new Cabinet Member said, “putting communities at the heart of things is the biggest priority”. Their first action in post was to second the proposal to cut beds at Montrose House. 97% of those who took part in the so-called consultation opposed these cuts. The IJB’s own paper showed that between 2020/21 and the current financial year, 48% of Arran residents who have entered long-term care settings have been required to move to a mainland care setting due to a lack of available beds on Arran. That was before these cuts. The Cabinet Member, this SNP administration, and the IJB, have all left island families worried that they will be separated by the sea if one of them requires care in the future. 12
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Why, in their first action, has the Cabinet Member broken their promise and treated our communities on Arran with such disdain?” Councillor Robertson thanked the Member for his question and responded in the following terms: “The paper and proposals presented to the IJB for consideration on 21st August were accompanied by a full and comprehensive options appraisal, an engagement report and equalities and island communities impact assessments. This was presented to the IJB for consideration following a previous report presented in June where further work was requested to be undertaken in relation to engagement and impact assessments. There had also been previous engagement with the IJB through the finance working group to share and develop the proposals. When acting as a member of the IJB, elected representatives and health board members have a duty to act in the best interests of the IJB. It is unusual for decisions at the IJB to lead to a vote to resolve, this was required for Montrose House, which demonstrates the difficult position faced by all members. In considering the recommendations presented to the IJB I took time to review all of the information provided to come to my own position and view. After much consideration I supported the officer’s recommendations, as my priority is to ensure we can in the future have safe, high quality and sustainable care services on the Island of Arran. There are benefits of the new model moving forward including: • Safe, sustainable care delivery – with reduced reliance on costly agency staffing • Compliance with safe staffing legislation • Continuity and consistency of care from core staff who can build meaningful relationships with knowledge of resident support needs • Access to respite provision both through the care home and the day services outreach model, all to better support our families and carers • The development, with the community, of an admissions policy, and • Opportunity to maximise the use of the rest of the Montrose House building, including opportunities for health and social care teams to be more closely located with the care home.” As a supplementary question, Councillor Currie referred to the Care at Home provision being increased to allow islanders to remain in their homes longer, and asked when the Health and Social Care Partnership would be in a position to allow this to happen given the current lack of success in employing staff? Councillor Robertson advised she did not have the information at present but would be happy to meet Councillor Currie to discuss the matter further. (2) a question by Councillor Stalker to the Cabinet Member for Communities, Housing and the Islands in the following terms: 13
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"Houses were demolished by NAC at Longbar, Dalry in 1999. The land has been left undeveloped, although the grass is regularly cut at the Council’s expense. Given the recent increase in private housebuilding activity in Kilbirnie, Glengarnock and Beith, would the Council consider selling the land at Longbar to help regenerate the area?” Councillor Hill thanked the Member for his question and responded in the following terms: “Housing Services are currently developing proposals to create Local Housing Plans for each North Ayrshire town/locality during 2026/27. These Plans will be developed through consultation and engagement with elected members and local communities and will include a detailed assessment of housing need in each town, for comparison against existing and planned future provision, and to identify any gaps to be addressed by both social and private housing supply. Linked to the Council’s land and property transformation programme, this work will help to determine whether the Longbar site should be retained by the Council for example for future social housing development through the Strategic Housing Development Plan (subject to funding availability) or re-marketed for other use with reference to our Council Plan priorities, Community Wealth Building Strategy and Local Development Plan. In the meantime, the site will continue to be maintained by Streetscene to an appropriate standard.” (3) a question by Todd Ferguson to the Cabinet Member for Education in the following terms: “Can the Cabinet Member for Education provide an update on the current provision of traditional Scottish music education in primary and secondary schools on the North Coast? “ Councillor Macaulay thanked the Member for his question and responded in the following terms: “The North Ayrshire Music Service’s upper string lessons incorporate traditional music education, with many string pupils showcasing traditional music in their SQA exams. We also actively support traditional music on the Isle of Arran through a partnership with North Ayrshire Libraries and We Make Music Libraries Scotland, offering fiddle and guitar workshops at the Arran Library. Our YMI (Youth Music Initiative) delivery to primary schools further promotes traditional Scottish music, using song, instrumentation, and classroom resources to engage students with the rich cultural heritage of Scotland.” As a supplementary question, Councillor Todd Ferguson asked if the Cabinet Member would facilitate a meeting with Largs Academy and local residents regarding the pipe and drum provision in the North Coast? 14
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Councillor Macaulay advised he was also very passionate about this topic and would be happy to facilitate a meeting. (4) a question by Councillor Foster to the Cabinet Member for Education in the following terms: “Can the Cabinet Member for Education provide details of what new approaches have been taken to strengthen early intervention and prevention, with a view to minimising the number of excluded pupils who are Care Experienced?” Councillor Macaulay thanked the Member for his question and responded in the following terms: “We are committed to supporting positive outcomes for all our children and young people with care experience. The Education Service Improvement Plan 2025-26, which was endorsed by Cabinet earlier this month, includes a number of workstreams that support the overall education experience of care-experienced children and young people. As an example of early delivery, we have developed an extensive professional learning offer for all staff in supporting dysregulated behaviour which can lead to violence and aggression, which remains the main reason for exclusion. The developing policy on Promoting Positive Relationships and Behaviour also includes clear guidance on Functional Behavioural Assessment, Positive Behaviour Planning and linked risk assessment. In addition, primary schools also now have a Targeted Support Teacher. This is a new role with a primary focus of supporting learners who we believe need specific assistance, including those who are care experienced. The post of virtual Head Teacher (Outreach Support Services and Care Experienced Learners) has recently been recruited and is committed to providing the best possible education outcomes to learners with additional support needs. This new post has been created to lead our Outreach Support Service, who support around 600 learners including those who are care experienced.” (5) a question by Councillor Stalker to the Cabinet Member for Communities, Housing and Islands in the following terms: "A block of flats was demolished by NAC at Baidland Avenue in Dalry during 2022. The site has been left in a derelict condition and serves no purpose. It is fenced off and the overgrown weeds are not maintained. Would the Council consider selling this land if it has no further use for it? Councillor Hill thanked the Member for his question and responded in the following terms: “The Council’s approved Estate Based Regeneration Programme included the Garnock Valley regeneration programme, which targeted the demolition of 48 low- demand properties within four streets throughout the Garnock Valley; eight of these 15
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properties were located on Baidland Avenue, Dalry, with demolition works completed in March 2023. As noted within the response to the previous question, options for the future use of the Baidland Avenue site are currently being assessed and will determine whether the land should be earmarked for future social housing development, retained as open space, or other Council purpose, or marketed for sale. In relation to the appearance of the site, options are currently being investigated to create a suitable maintenance access point and enable regular maintenance thereafter by the Council’s Streetscene team.” (6) a question by Councillor Todd Ferguson to the Cabinet Member for Communities, Housing and Islands in the following terms: “To provide an update on the steps the Council has taken in the last year to support veterans and their families under the Armed Forces Covenant?” Councillor Hill thanked the Member for his question and responded in the following terms: “Across the Council and Health & Social Care Partnership, a number of established supports are in place to further our obligations in respect of the Armed Forces Covenant. Over the past year, the HSCP continue to part fund the NHS Veterans First Point Ayrshire & Arran (V1P) service which specifically supports veterans and their families. To reduce isolation and improve wellbeing, weekly drop-in sessions are held at Veterans First Point offices in Irvine town centre, offering opportunities for social engagement and practical support. The service has also worked closely with North Ayrshire Council Housing and Riverside Scotland to ensure that veterans facing homelessness are provided with appropriate advice, assistance, and housing solutions. The services offered by V1P are accessible to all veterans living within Ayrshire. Veterans also benefit from prompt access to psychological and psychiatric assessment and treatment. The service is further enhanced by the role of the veteran peer support workers, who offer both individual support and group-based interventions. Notably, they deliver a peer-led support group for any veterans incarcerated at HMP Kilmarnock and operate a dedicated weekly recovery hub for veterans affected by addiction within the community. At a national level, the Clinical Lead of Veterans First Point Ayrshire & Arran sits on the Scottish Government’s Veterans Mental Health and Wellbeing Pathway Group. The objective of the group is to implement the Veterans Mental Health & Wellbeing Plan. A part of this plan is to develop a model of three regional hubs to deliver services across Scotland, and it is anticipated that Veterans First Point Ayrshire & Arran will assume a lead role in one of these hubs. 16
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From a housing perspective, the Council and the social landlords operating the North Ayrshire Housing Register (NAHR) give enhanced priority for housing to service personnel and their families. Where an applicant advises that they are a member of the armed forces or a service leaver, the NAHR landlords will signpost the household to the Veterans 1st Point Ayrshire and Arran service. Housing Benefit and Council Tax Reduction regulations allow for an element of disregard for payments from the Armed Forces where the pension paid is attributable to illness or injury received during service. North Ayrshire Council disregard 100% of any compensation, pension or payment deemed to be 'service attributable'. The Council also now applies the same disregards to income calculations when assessing Community Care Grants. North Ayrshire Council Education Service has been closely following the guidance from the Association of Directors of Education in Scotland (ADES) guidance to ensure that they fulfil the statutory duties regarding Armed Forces families and have an Education Lead and an Operational Lead for Armed Forces children and young people. There is a system in place to identify and record Armed Forces children and families. This information is used in schools to ensure consideration is duly given to meeting those young persons need given the challenges they may face. In addition, the various local Royal British Legions are supported on an ongoing basis by Information and Culture staff as they deliver community events, heritage based work and deliver activities in the local communities to raise awareness. This included involvement in the recent VE Day 80 commemorations as well as access to the VE Day 80 Funding that was available to support local communities commemorate the significant date in history. These measures demonstrate the Council’s continued commitment to the Armed Forces Covenant and to ensuring that veterans and their families are supported effectively across a range of health, social, education and housing needs.” As a supplementary question, Councillor Todd Ferguson asked if Councillor Hill would discuss the Valour Programme with the UK Government to ensure that North Ayrshire was considered a priority as a regional hub at the rollout? Councillor Hill advised that the Council would continue to do what it could to support veterans as they leave armed services in the future and if there were any initiatives that could be further investigated then officers would be happy to look at this. (7) a question by Councillor Montgomerie to the Leader of the Council in the following terms: “Does the administration support a cash-first approach to anti-poverty initiatives?” 17
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The Leader of the Council thanked the Member for his question and advised there was a general acceptance that the reduction in child poverty in Scotland compared to elsewhere was largely due to the Scottish Child Payment that puts money directly in the pockets of struggling families. The Leader of the Council advised that as a Council we were more restricted in what we could do but have been innovative in the past, for example supplementing bridging payments made to low income families and the energy fund payment cash supplements direct to families to help with fuel costs. As a supplementary question, Councillor Montgomerie referred to the use of second hand mattresses and asked if the Leader of the Council believed that this was treating those most at need in our communities with dignity, as upholding dignity shows equality and respect. In terms of Standing Order 6.8, the Provost agreed that the meeting be adjourned at 3.35 p.m. for a short in order to seek to resolve a technical issue with the Chambers’ microphones. The meeting reconvened at 3.50 p.m. with the same Members and officers present and in attendance. The Leader of the Council referred to Councillor Montgomerie’s characterisation of the project being inaccurate and advised that the Council had joined forces with Cunninghame Furniture Recycling to collect, sanitise and redistribute reuseable mattresses through the bulky waste reuse service. The project reduced the number of mattresses for disposal and North Ayrshire’s environmental footprint. The project had also created employment opportunities and offered a low cost credible alternative for residents hoping to furnish their homes on a budget. The Leader of the Council also advised the team were awarded a gold APSE award earlier this year and that mattresses were expensive and difficult to dispose of and the innovative partnership to sanitise and reuse them had been a great success. The mattresses were not forced on people and there was demand for them with other Councils also enquiring about this project. (8) a question by Councillor Marshall to the Cabinet Member for Education in the following terms: “Apparently the Scottish government uses 13 different measures for the size of the Poverty Attainment Gap - the gap between the richest and poorest groups of pupils. They include the number of pre-school children showing development concerns, levels of literacy and numeracy at primary school, qualifications and the destinations pupils go on to such as further education or apprenticeships ad nauseam. The recent Cabinet Report on Education measures the Gap between SIMD Quintile 1 and SIMD Quintiles 2-5. A Measure that minimises the Gap. However, a more realistic Measure is the Gap between SIMD Quintile1 and SIMD Quintile 5. 18
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Using that Measure can you exhibit graphs, similar to those appearing on page 43 of the recent Cabinet Report for the NAC Poverty Attainment Gap ,showing the proportion of students achieving grades A to C for SIMD Quintile1 and SIMD Quintile 5. for each of the Exam Results for National 5 and for Higher for each of the last 10 years?” Councillor Macaulay thanked the Member for his question and responded in the following terms: “The national attainment gap is measured using a comparison between learners living in SIMD Quintile 1 and those living in Quintile 5. This is because, at a national level, the proportion of learners who live in each quintile is approximately the same (at around 20% each). We use this data in North Ayrshire too; however, here almost 50% of our learners live in SIMD Quintile 1, with just under 10% living in Quintile 5. As a result, locally we compare the performance of Quintile 1 with Quintiles 2-5 because the size of both groups is broadly the same. The Standards and Quality Report (SQR), approved at Cabinet recently, displays this local poverty-related attainment gap. Our SQR also shows the gap between Quintile 1 and Quintile 5 within the table reporting on Stretch Aims, although the relatively low numbers in Quintile 5 require these statistics to be treated more cautiously Notwithstanding the above caveat on the number of learners within each quintile, the graphs below show the equivalent of those displayed in the Standards and Quality Report, but comparing Quintile 1 and Quintile 5, and specifically for the requested focus on National 5 and Higher graded qualifications. For reference, the national version of the graphs has also been provided. NATIONAL 5 (Grades A-C) (SCQF Level 5) 19
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To support the comparison of NAC and national performances, the tables below show the percentage of leavers achieving at least 1 National 5 qualification, with the green highlights to show where NAC performance was better than the equivalent national performance: NATIONAL 5 Quintile 1 at least 1 National 5 qualification (grades A-C) or better: 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 NAC Q1 77.6 % 72.9 % 76.0 % 79.8 % 74.6 % 77.0 % 81.1 % 78.6 % 77.0 % 71.8 % Scotland Q1 74.0 % 74.4 % 75.5 % 75.0 % 74.4 % 74.5 % 77.9 % 76.4 % 74.5 % 71.0 % Quintile 5 at least 1 National 5 qualification (grades A-C) or better: 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 NAC Q5 94.0 % 93.4 % 96.1 % 98.0 % 95.5 % 95.3 % 95.7 % 95.5 % 94.3 % 98.0 % Scotland Q5 94.9 % 94.7 % 94.8 % 95.0 % 94.6 % 95.3 % 96.1 % 95.5 % 94.7 % 94.6 % 20
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HIGHER (Grades A-C) (SCQF Level 6) To support the comparison of NAC and national performances, the tables below show the percentage of leavers achieving at least 1 Higher qualification, with the green highlights to show where NAC performance was better than the equivalent national performance. Quintile 1 at least 1 Higher qualification (grades A-C) or better: 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 NAC Q1 41.7 % 42.2 % 40.3 % 46.0 % 43.2 % 46.7 % 54.2 % 44.6 % 41.6 % 38.7 % Scotland Q1 41.2 % 42.7 % 43.0 % 44.4 % 43.5 % 46.6 % 49.5 % 44.1 % 41.5 % 40.2 % 21
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Quintile 5 at least 1 Higher qualification (grades A-C) or better: 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 NAC Q5 80.1 % 81.1 % 83.8 % 86.3 % 81.8 % 79.8 % 81.6 % 82.7 % 74.7 % 79.1 % Scotland Q5 80.3 % 81.2 % 80.6 % 81.8 % 79.3 % 82.7 % 83.9 % 81.1 % 78.3 % 78.6 % The complete published dataset at national and local levels relevant to this question can be found here: Supporting documents - Summary Statistics for Attainment and Initial Leaver Destinations, No. 7: 2025 edition - gov.scot As a supplementary question, Councillor Marshall referred to a previous First Minister’s aim to close the attainment gap completely by 2025, and asked what reassurances could be given that in the next 10 years the Poverty Attainment gap would disappear at all? Councillor Macaulay responded by advising given the information provided, North Ayrshire was performing well compared to the national picture. Quintiles 1 – 5 showed we were making an impact, however the biggest driver for attainment was the poverty levels. Councillor Macaulay advised we were making progress on Child Poverty in North Ayrshire which would contribute to improving the education attainment. (9) a question by Councillor Murdoch to the Cabinet Member for Green Environment and Economy in the following terms: “During debate on noting the paper regarding the additional funding for Ardrossan Campus, I asked if the revised budget would be £155,538,167, not £114.6 million as stated in the papers. This would mean an increase of £84,062,659, from the original budget of £71,000,475 can I ask which of these calculations is correct? An answer to this question was not available at this point, I received the following answer on 8th July 2025. “In response to your query, I can provide the undernoted information: • The total cost of the de-contamination, revetment and any other enabling works? £47.9m • The total cost of the new campus construction? £114.6m • The total combined cost of this project and everything connected to it? £162.5m • The borrowing rate for the combined figure? Not all of this combined figure will be subject to a borrowing requirement as we will seek to maximise income from other funding sources, including SUSTRANS and the Vacant and Derelict Land Fund, before undertaking prudential borrowing. Additionally, we do not borrow for specific projects or assets but rather as cash flow requires, utilising internal balances before resorting to PWLB borrowing. However, 22
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the costs to the General Fund for the provision of these assets would be based on the prevailing interest rate at the time of expenditure. The majority of the de-contamination, revetment and enabling works were undertaken during 2024-25 when the average cost of borrowing was 4.87%. The costs for the construction phase would be incurred during 2025-26 and 2026-27 and we are currently budgeting to achieve all required borrowing over these financial years at 5.3% or lower.” Can the Cabinet Member please inform this Council why the £162.5 million figure was not mentioned during the item at the June meeting?” Councillor Gurney thanked the Member for his question and responded in the following terms: “The report presented to Council on the 25 June provided an update on progress with the delivery of the Ardrossan Campus project along with the current financial position and set out the additional funding required as a result of market conditions in the construction industry, to enable the delivery of the project in accordance with current programme timelines. At the meeting, a question was asked regarding projected final costs for construction of the campus, the enabling works for decontamination of the site and the revetment works. The Head of Service (Finance) undertook to provide details of the costs to all members and subsequently did so on the 17 July.” As a supplementary question, Councillor Murdoch advised that without the enabling works, decontamination and revetment the construction of the campus could not have gone ahead and asked why the £162.5m figure was not mentioned during the noting of the report at the June meeting? Councillor Gurney responded by advising that he disagreed with the characterisation as all the figures were available through various Cabinet and Council papers. Councillor Gurney advised should any member require project breakdowns then he would be happy to provide the figures on a confidential basis. (10) a question by Councillor Foster to the Cabinet Member for Health and Social Care in the following terms: “Can the Cabinet Member for Health & Social Care provide details of our progress in keeping the promise, specifically relating to how many siblings in Care within NAC have been separated from their brothers or sisters over the past 12 months? How many instances of Care Experienced Children being physically restrained have been recorded over the past 12 months and what percentage of Care Experienced children have had access to independent advocacy as defined by The Scottish Independent Advocacy Alliance?” Councillor Robertson thanked the Member for his question and responded in the following terms: 23
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“The Corporate Parenting Action Plan captures all actions associated with The Promise. The action plan has been aligned with the 5 key foundations upon which The Promise is built - Care, Voice, Family, People and Scaffolding. In relation to the specific questions, I can provide the following update: • Over the 12 months to June 2025 a total of 42 children and young people who are part of sibling groups were received into care. 24 of those were placed with siblings, 8 were placed with not all but at least one of their siblings and 10 were placed separately from their siblings at the point of coming into care. • Over the 12 months to August 2025 there were a total of 39 incidents of physical restraint involving care experienced children within North Ayrshire’s children’s houses. There was a total of 4 incidents reported within schools in North Ayrshire over the same period. • Over the past 12 months, 240 children and young people have made the decision to access support from Hear4U. Hear4U in North Ayrshire is an independent advocacy service, delivered by Barnardo’s, and operates separately from statutory decision-making bodies. It provides one-to-one support for all care experienced children and young people aged 5 to 26. 100% of care experienced children have access to Advocacy, however accessing advocacy is entirely the choice of the child or young person, ensuring their right to decide whether and when they wish to engage with the service.” As a supplementary question, Councillor Foster asked if Councillor Robertson would meet with him and relevant Council Officers between now and the next Council meeting to discuss this further? Councillor Robertson advised she would be happy to meet with Councillor Foster and relevant Council Officers. (11) a question by Councillor Murdoch to the Cabinet Member for Green Environment and Economy in the following terms: “Can the Cabinet Member please provide separate costs of the decontamination and revetment of the land at the new Ardrossan Campus Site?” Councillor Gurney thanked the Member for his question and responded in the following terms: “From the total budget of £47.9 million to support advance works development of the whole Ardrossan Coastal Quarter site, a total of £3.9 million relates to land remediation and £18.1 million revetment costs which is part of an enabling works contract.” As a supplementary question, Councillor Murdoch asked what the £25.9m figure was used for, a breakdown of the £3.9m for the decontamination of the site and why the Cabinet Member refused to give a 100% guarantee that the site was 100% fully decontaminated? 24
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Councillor Gurney responded by providing clarification that the Campus was not the same as the site, the site being much larger than the Campus itself. The remediation and revetment works apply to the whole site which would provide a base for further works in the future. Councillor Gurney also advised he would be happy to provide more details of the costs to Councillor Murdoch on a private basis, given that some of them are commercially confidential so could not be provided in a public meeting. Regarding the decontamination of the site, Councillor Gurney referred to what he had previously said having been slightly taken out of context, as he had advised that no land was completely free of contamination. He further advised that works on the site had been done to the highest level of decontamination measured. (12) a question by Councillor Hume to the Leader of the Council in the following terms: “Having cut the number of school crossing patrollers, the Council Leader promised a road safety campaign in response to her administration's cuts. Can the Leader tell us when that campaign will launch because surely social media memes saying, “Stay Alert” and “Phones Down, Eyes Up”, is not the much-vaunted road safety campaign the Leader used to justify her cuts to crossing patrollers?” The Leader of the Council thanked the Member for her question and responded in the following terms: “Given the importance of road safety for all of our communities, officers are currently reviewing our road safety strategy which is a key priority of the Safer North Ayrshire Strategy, developed with a range of partners from across the Community Planning Partnership. The result will be a refreshed strategy and action plan which will form the basis of all ongoing road safety campaigns. This will include work currently underway with our schools through road safety education. For example: • Junior Road Safety Officer training. • Leaflets for schools. • Reflectors for young primary school children. • Walk n Wheel (a Sustrans active travel to school project). • iCycle training. • Secondary school 6th years – young driver event. • Travel Smart - Active travel to school - takes place in May each year, 27 primary schools participated in May 2025. • Junior road safety officer training is scheduled for mid-September 2025 and includes how to cross the road safely. Other measures will include: • New road safety leaflets being designed by Communications which will be offered to all schools in October 2025. • Webinars on road safety education within primary schools, scheduled for November 2025 to tie in with national Road Safety Week. 25
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The strategy will also address joint working between education, communication and the road safety officer to ensure a consistent but locally tailored approach across all of our schools. The strategy will not just focus on schools as accidents can happen anywhere at any time. It will include a number of initiatives delivered and planned by the council to improve wider road safety. Some examples are set out below. The enforcement of the Pavement Parking Ban ensures pavements are clear for pedestrians, including those in wheelchairs, with visual impairments, or pushing prams, who would otherwise be forced onto the road. This is helping a lot of people in their everyday lives. Complementing this is the implementation of Temporary Traffic Regulation Orders to introduce 20 mph limits across North Ayrshire, again reducing the likelihood and severity of accidents. The Scottish Government has recently awarded North Ayrshire Council £320,158 from the Road Safety Improvement Fund (RSIF) for 2025/26. This fund will be used to implement a number of road safety measures at various locations in North Ayrshire. Measures include anti-skid improvements and road markings, installation of improved crossing points, installation of high friction surfacing, extension to Vehicle Restraint Systems, installation of 3 new speed tables, junction realignment, provision of 2 traffic island crossing points, installation of road studs and the provision of 2 new mobile Variable Message Signs. The Council also liaises with the Scottish Safety Camera Programme where there are concerns over road safety and, in 2024, a new fixed speed camera was installed at Stoneyholm Road, Kilbirnie. If any resident contacts the Council with concerns on speeding, the Council undertakes an evaluation of the speed, considers if any additional measures are needed, and highlights speeding concerns to Police Scotland for further enforcement action, if needed. The refresh of the strategy is underway, but the activities outlined above will continue to be developed and delivered in the meantime.” (13) a question by Councillor Murdoch to the Cabinet Member for Finance in the following terms: “In the light of the BBC’s recent report into Scottish Council’s debt levels, (North Ayrshire Council showed Scotland’s third biggest rise in debt in 2024/25 – which increased from £319,364,000 in 2024/25 to £429,364,000 in 2024/25: an increase of 34.4 %). Will the Cabinet Member inform Members of the breakdown of the debt? Specifically, who the debt is owed to, for what purpose was the debt incurred and when was it incurred, what was or is the nature of the debt, eg, PFI, PPP, SFT, PWLB or held by Venture Capital Organisations such as banks or insurance companies? Have any such projects ever been subject to refinancing or 26
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renegotiation, and if so, what were or are the outcomes of the exercise in terms of both amounts still owed and contract end dates, what proportion of the debt is interest? What is the 2024/25 per capita debt for the constituents of North Ayrshire and where can the public view or access the figures, including historic data?” Councillor Larsen thanked the Member for his question and responded in the following terms: “Borrowing is undertaken to help fund investment in the Council’s Capital Programme across both the General Fund and Housing. This has and will continue to benefit North Ayrshire through delivery of key infrastructure that supports Council priorities. Recent examples being the completion of Moorpark and Montgomerie Park primary schools. In terms of governance, the 10-year Capital Investment programme is approved annually by the Council along with the Treasury Management and Investment Strategy. It is a requirement that capital plans are prudent, affordable and sustainable. At the 31st March 2025, the gross principal debt position of the Council was £429 million. This is inclusive of fixed and variable debt at an average interest rate of 4.89%. This includes £373 million borrowed through the Public Works Loans Board (PWLB), £21 million from Other local authorities and agencies and £35 million historic Lenders Option Borrowers Option (LOBO) loans. From the current debt portfolio, the Council continues to work with our Treasury Management advisers to identify financially beneficial opportunities to repay the LOBO loans. These are loans where the lender has the option to propose an increase in the interest rate at set call dates. During the year two of these loans totalling £15 million were called and the Council opted to repay the loans and again in May 2025, another £5.6 million loan was called, with the Council again opting to repay the loan. For 2024/25 the per capita debt position for North Ayrshire is £3,215. In terms of Scottish local authority ranking this is 16th highest from the 32 local authorities. It should be recognised however that this measure does not allow for a like for like comparison, as 6 local authorities do not operate a Housing Revenue Account, therefore debt levels would be proportionately less for these Councils. Affordability of borrowing is measured by the percentage of financing costs relative to the net revenue stream of the General Fund. In 2024/25 this was 3.3%. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the Scottish Local Authority average in 2023/24 was 5.8%, therefore demonstrating a prudent borrowing position for North Ayrshire. This information is reflected in the Council’s Annual Treasury Management and Investment report 2024/25 which was approved at Council on 25 June 2025.” As a supplementary question, Councillor Murdoch asked the Cabinet Member how long the Council could continue to operate and function under these pressures? 27
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Councillor Larsen responded by advising that the Treasury Management advisors continually monitor this, although with the Section 95 Officer. The PPP and PFI contracts were not billed through the Capital Budget and were not associated with the debt. Councillor Larsen advised the borrowing equates to around 3.3% of our financing costs which was significantly less than the Local Authorities national guidelines which was average of 5.8%. (14) a question by Councillor Montgomerie to the Cabinet Member for Green Environment and Economy in the following terms: “Can the Cabinet Member explain why the railing and footpath around the Saltcoats Harbour Tower has not been fixed yet?” Councillor Gurney thanked the Member for his question and responded in the following terms: “The Saltcoats Harbour Tower was among a number of assets damaged by Storm Eowyn. The Roads Engineering Services team have been prioritising the repairs resulting from the storm, the force of which caused significant damage to infrastructure. The design and procurement for the Turret repair has already been completed. A contractor has been appointed for other works including the footpath and railing to commence 22 September 2025. There will be additional signage and a notice board installed at a later date.” As a supplementary question, Councillor Montgomerie asked if the railings and footpath that had fallen into the water would be removed and when this would happen? Councillor Gurney advised he would get back to Councillor Montgomerie with this information. (15) a question by Councillor Currie to the Leader of the Council in the following terms: “As co-chair of the Ardrossan task force, can the Council Leader update us on progress to bring Ardrossan Harbour into public ownership?” The Leader of the Council thanked the Member for his question and responded in the following terms: “A letter to the Ardrossan Task Force Members was received from the Cabinet Secretary Transport on 1 September 2025. This provided an update on the port purchase position and negotiations following the last meeting of the Task Force in April 2025. This was shared by the Chief Executive with Elected Members on 2 September 2025.” 28
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As a supplementary question, Councillor Currie asked if the Leader of the Council had confidence that Caledonian Maritime Assets Limited (CMAL) would bring the negotiations with Peel Ports to a satisfactory conclusion within an acceptable timeframe, or if representations should be made to the Scottish Government to hand over the negotiations to a body more experienced in this type of negotiation? The Leader of the Council responded by advising the letter was good news and the heads of terms was a good position to be in, that we had come a long way and it would be inappropriate to change the negotiation team now. 15. Motions In terms of Standing Order 15, submitted: (1) a motion by Councillor Inglis, seconded by Councillor Gallacher, in the following terms: Council considers that: • Constituents expect North Ayrshire councillors from different political parties and ideologies to work together to better their lives, towns and villages in the area. • A budget working group would allow councillors to come together to help form North Ayrshire Council's 26/27 budget • Furthermore, a budget working group through a collaborative approach could also help avoid Council revisiting recent budget decisions and focus on future budgets. Therefore, Council agrees: • To create a budget working group and • That the group: • Will be made up of two members of each political group and the three independent members; • Include relevant senior officers to provide financial and strategic advice; • Begin meeting during October 2025; • Consider budget pressures, service priorities, savings proposals and opportunities for investment; • Facilitate open discussion and early engagement ahead of formal budget setting. Members asked questions of clarification of the movers of the motion. As an amendment Councillor Cullinane, seconded by Councillor Foster, proposed the direct negative. There followed debate and summing up. 29
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On a division and roll call vote, there voted for the amendment, Councillors Angus- McDonald, Bell, Cullinane, Currie, Foster, Hume, Kerr, McLaughlan, Montgomerie and Sweeney (10) and for the motion, Councillors Burns, Collier, Davidson, Dickson, S. Ferguson, T. Ferguson, Gallacher, Gurney, Hill, Inglis, Johnson, Larsen, Macaulay, Marshall, McClung, McLean, McTiernan, Murdoch, Robertson and Stalker (20) Councillor D.L Reid abstaining and the motion was declared carried. Accordingly, the Council agreed as follows: Council considers that: • Constituents expect North Ayrshire councillors from different political parties and ideologies to work together to better their lives, towns and villages in the area. • A budget working group would allow councillors to come together to help form North Ayrshire Council's 26/27 budget • Furthermore, a budget working group through a collaborative approach could also help avoid Council revisiting recent budget decisions and focus on future budgets. Therefore, Council agrees: • To create a budget working group and • That the group: • Will be made up of two members of each political group and the three independent members; • Include relevant senior officers to provide financial and strategic advice; • Begin meeting during October 2025; • Consider budget pressures, service priorities, savings proposals and opportunities for investment; • Facilitate open discussion and early engagement ahead of formal budget setting. (2) a motion by Councillor Inglis, seconded by Councillor Stalker in the following terms: Mixed Tenure Repairs & Maintenance Grant Fund Motion • Notes the growing financial pressures faced by private owners in Council- factored blocks, particularly in relation to the affordability of major common repairs and maintenance such as lift replacements, roofing and essential building works. • Recognises that while the Council’s Scheme of Assistance and repayment arrangements are available, these measures do not always provide timely or sufficient support for owners facing large and unavoidable repair costs. • Agrees to the principle of establishing a Mixed Tenure Repairs & Maintenance Grant Fund with an initial budget of £500,000, to be financed as follows: 30
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• £250,000 from Energy Smart • £250,000 from Transformation Funds • Agrees that the Fund will be subject to strict eligibility criteria to ensure it supports works in Council factored private properties that is focused on repairs and maintenance that: • is essential to ensure homes are wind and watertight; • meets statutory or regulatory compliance standards; and/or • supports accessibility and building security improvements. • Requests that officers bring forward a detailed scheme for administering the Fund, including eligibility criteria, assessment arrangements, relevant integrated impact assessments demonstrating that any adverse impacts can be appropriately mitigated and officer resourcing implications, for approval at a future meeting. As an amendment Councillor Hill, seconded by Councillor Collier, proposed the following: “North Ayrshire Council instructs officers to accelerate a review of the Council’s Scheme of Assistance. The scope of that review should extend to consideration of the evidence base for any further interventions including the potential for a means- tested support fund for common repairs in Council factored blocks and how this might be funded and operated should a case be demonstrated. This will also allow a little time to investigate a business case and allow for other implications to be more fully considered, including gathering data on factoring charges, the take-up of repayment plans, any particular areas of concern in progressing repairs and maintenance, funding options, benchmarking of any other authority approaches in this area, as well as all legal and ECRIA and other considerations. This work will be reported to a future Policy Advisory Panel for further engagement and following feedback from members will form the basis of a report to Full Council.” Members asked questions of clarification of the movers of the amendment. In terms of Standing Order 16.5, and with the agreement of his seconder, Councillor Inglis agreed to amend his motion in accordance with the amendment which became the substantive motion. There being no further amendment, the motion, as amended, was declared carried. Accordingly, the Council agreed as follows: 31
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“North Ayrshire Council instructs officers to accelerate a review of the Council’s Scheme of Assistance. The scope of that review should extend to consideration of the evidence base for any further interventions including the potential for a means- tested support fund for common repairs in Council factored blocks and how this might be funded and operated should a case be demonstrated. This will also allow a little time to investigate a business case and allow for other implications to be more fully considered, including gathering data on factoring charges, the take-up of repayment plans, any particular areas of concern in progressing repairs and maintenance, funding options, benchmarking of any other authority approaches in this area, as well as all legal and ECRIA and other considerations. This work will be reported to a future Policy Advisory Panel for further engagement and following feedback from members will form the basis of a report to Full Council.” (3) a motion by Councillor Montgomerie, seconded by Councillor Angus-McDonald, in the following terms: “Members acknowledge the dynamic nature of the common housing register, with an applicants’ relative position on the list subject to daily change based on many factors such as new applications joining the register, the latest allocations and the outcome of accessibility assessments. Council also recognises that the allocation policy is a group-plus-points one and that subject to interest in areas and house types, the number of points that an applicant requires to be made an offer fluctuates from town to town, street to street, and property to property. Whilst acknowledging the above, the Council supports the principle of being more transparent with applicants over their housing prospects and agrees to explore ways in which we can share more information about allocations with housing applicants. Council therefore requests officers to bring a report back to Council outlining options that will enable residents to access more transparent information about housing allocations within their choices.” Members asked questions of clarification of the movers of the motion. On a point of order, Councillor McLean in terms of Standing Order 15.5, sought clarification on whether specific budget allocation for the costs associated with the proposal should be made. At the invitation of the Provost, the Chief Executive provided clarification that work was already underway in a particular form and that while we would not be able to provide specifics on where someone was on the housing register, an indication would be able to be provided through the development of the housing dashboard. The Executive Director (Communities and Housing) provided clarification that the Council runs a dynamic register as applicant priorities change on a daily basis due to new allocations made, reassessment of existing applications and new applications received. The Housing register was shared and operated in conjunction with four 32
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other registered social landlords, therefore the nature of the register and number of variables meant that it was not possible to predict accurately when an offer may be made. The Executive Director (Communities and Housing) also advised the service worked with applicants regularly to help them maximise an offer, had annual reviews and met with applicants every 12 months. The Monitoring Officer provided clarification that as work was already underway in this area specific further budget allocation was not required. As an amendment Councillor Hill, seconded by Councillor Collier, proposed the direct negative. There followed debate and summing up. On a division and roll call vote, there voted for the amendment, Councillors Burns, Collier, Davidson, Dickson, T. Ferguson, Gallacher, Gurney, Hill, Johnson, Larsen, Macaulay, McClung, McTiernan and Robertson (14) and for the motion, Councillors Angus-McDonald, Bell, Cullinane, Currie, S. Ferguson, Foster, Hume, Kerr, McLean, McLaughlan, Montgomerie, Stalker and Sweeney (13) Councillor Inglis, Marshall, Murdoch and D.L Reid abstaining and the and the amendment was declared carried. Accordingly, the Council agreed not to proceed with the motion. The meeting ended at 5:00 p.m. 33
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North Ayrshire Council 17 September 2025 At a Special Meeting of North Ayrshire Council at 5.05 p.m. involving a combination of participation by remote electronic means and physical attendance within the Council Chambers, Irvine. Present (Physical Participation) Nairn Angus-McDonald, Marie Burns, Eleanor Collier, Joe Cullinane, Scott Davidson, Anthea Dickson, Stewart Ferguson, Todd Ferguson, Robert Foster, Tony Gurney, Alan Hill, Mary Hume, Cameron Inglis, Margaret Johnson, Christina Larsen, Shaun Macaulay, Louise McLaughlan, Matthew McLean, Davina McTiernan, Jim Montgomerie, Ian Murdoch, Donald L. Reid, Chloé Robertson, Ronnie Stalker and John Sweeney. Present (Remote Electronic Participation) John Bell, Charles Currie and Jean McClung In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director (Education); C. Cameron, Director (Health and Social Care Partnership); D. Hammond, Executive Director (Communities and Housing); L. Kirk, Head of Service (Economic Development, Growth & Regeneration) (Place); M. Boyd, Head of Service (Finance); F. Walker, Head of Service (People and ICT); A. Craig, Head of Service (Democratic), R. Lynch, Senior Manager (Legal Services); M. McColm, Senior Manager (Communications), C. Stewart, Committee Services Officer, and H. Young, Senior Committee Services Officer (Democratic) (Corporate Services). Chair Provost Dickson in the Chair. Apologies Angela Stephen. 1. Provost's Remarks The Provost welcomed those present to the meeting and dealt with preliminary matters, including intimation that the meeting, which was taking place on a hybrid basis, was being recorded. 2. Apologies The Provost invited intimation of apologies for absence, which were recorded. 3. Declarations of Interest There were no declarations of interest in terms of Standing Order 11 and Section 5 of the Councillors' Code of Conduct. There were no declarations of the Party Whip. Agenda Item 3 35
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4. Review of the Scheme of the Establishment of Community Councils: Outcome of First Stage of Consultation of the Review Submitted report by the Head of Service (Democratic) on the outcome of the first period of public consultation on the current review of the Scheme of Establishment of Community Councils. The existing Scheme of Establishment of Community Councils was set out at Appendix 1, summarised consultation responses received set out at Appendix 2, the full redacted version of responses received set out at Appendix 3, Officer comment on the existing Scheme with initial suggestions for amendment to include some provisions of the Model Scheme of Establishment published by Scottish Government set out at Appendix 4 and an amendment to the process for holding contested elections set out at Appendix 5 to the report. Councillor Hill, seconded by Councillor Macaulay, moved the approval of the recommendations set out in the officer’s report. As an amendment Councillor McLean, seconded by Councillor S. Ferguson, proposed the following: To accept the recommendations of the report but adding scope for the consultation: • Engage with Dreghorn Community Council regarding a) merging Springside Community Council into a larger Dreghorn and Springside Community Council and b) regarding their ‘southern’ boundary. • To engage with Irvine Community Council on the following issues and proposals: 1. Clarify if changing Irvine Community Council’s boundaries will lead to a loss of access to funding ‘tied to the KA12/old Burgh’ designation 2. To seek views on keeping boundaries as they are – no change 3. To seek views on a whole of Irvine Community Council boundary – merging the currently defunct Girdle Toll Community Council 4. To seek views on the boundary model used by South and East Ayrshire Councils for Ayr and Kilmarnock respectively, where they divide the largest towns into smaller communities/estates – e.g. Girdle Toll, Lawthorn and Montgomery Park/Bourtreehill & Broomlands/Fullerton and the Harbourside/Castlepark and Town Centre etc. • To consider the creation of a Drybridge Community Council – recognising its unique small village status – which could also resolve the Dreghorn southern boundary area • To continue engagement with those not currently on community councils, particularly in areas where Councils are not operating. The Monitoring Officer provided clarification that the amendment was proposing further consultation with communities to obtain views for further consideration of Council on the areas specified which would be reported to Council . 36
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In terms of Standing Order 16.5, and with the agreement of his seconder, Councillor Hill agreed to amend his motion in accordance with the amendment which became the substantive motion. Accordingly, the Council agreed as follows: (a) to note the feedback received; (b) that an amended draft Scheme of Establishment of Community Councils was prepared; (c) to postpone the formal second stage of the review to allow (i) further engagement with Community Councils to take place as we formulate the new scheme prior to presenting to Council and (ii) Community Councils the opportunity to hold their scheduled elections this year prior to the Scheme of Establishment being finalised; (d) that the suggested timetable referred to in the report to the Special Meeting of Council on 14 May 2025 was paused and that an amended timetable be brought to a future Special Meeting of the Council once the additional period of engagement and scheduled elections (if desired) had taken place; (e) to receive further reports to Special Meetings of Council on the review; (f) to engage with Dreghorn Community Council regarding i) merging Springside Community Council into a larger Dreghorn and Springside Community Council and ii) regarding their ‘southern’ boundary; (g) to engage with Irvine Community Council on the following issues and proposals: • Clarify if changing Irvine Community Council’s boundaries will lead to a loss of access to funding ‘tied to the KA12/old Burgh’ designation • To seek views on keeping boundaries as they are – no change • To seek views on a whole of Irvine Community Council boundary – merging the currently defunct Girdle Toll Community Council • To seek views on the boundary model used by South and East Ayrshire Councils for Ayr and Kilmarnock respectively, where they divide the largest towns into smaller communities/estates – e.g. Girdle Toll, Lawthorn and Montgomery Park/Bourtreehill & Broomlands/Fullerton and the Harbourside/Castlepark and Town Centre etc. (h) to consider the creation of a Drybridge Community Council – recognising its unique small village status – which could also resolve the Dreghorn southern boundary area; and (i) to continue engagement with those not currently on community councils, particularly in areas where Councils are not operating. The meeting ended at 5:15 p.m. 37
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OFFICIAL INFORMATION OFFICIAL INFORMATION PROVOST’S REPORT For the period covering: 8 September – 26 October 2025 The attached report gives a summary and brief details to Council, of meetings and events attended by the Provost of North Ayrshire Council, Councillor Anthea Dickson. Agenda Item 4 39
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PROVOST’S REPORT • • • 1 OFFICIAL INFORMATION OFFICIAL INFORMATION PROVOST’S REPORT For the period covering: 8 September – 26 October 2025 Since the last meeting of the Council, I have taken part in many events, including: Irvine Royal Academy Prizegiving, 10 September On 10 September, I attended Irvine Royal Academy’s Prizegiving Ceremony. It is always a pleasure to attend these ceremonies and acknowledge the excellent work that goes on in our schools and to see the positive results from our talented and skilled young people. Garnock Valley Carves, Dalry, 13 September On 13 September, I attended Garnock Valley Carves at Dalry Show Ground, which despite the ever-changing weather was a great success. It was good to see the work of the carvers and the support the event received from groups and businesses showcasing their wares. The event is organised by a team of volunteers who work throughout the year, my thanks go out to them all. West Kilbride Village Hall 125th Anniversary Celebration, West Kilbride, 13 September West Kilbride Village Hall celebrated its 125th Anniversary on 13 September. The voluntary management group who run the facility pulled out all the stops to mark this milestone with a celebratory lunch, family afternoon tea and a dance in the evening. The Village Hall remains an active social hub for West Kilbride, hosting events, concerts and providing space for community groups. It is also the home to the West Kilbride Museum, which displays artefacts and information on local history and heritage. Fairtrade Fortnight Launch, Irvine, 17 September On 17 September, the North Ayrshire Fair Trade Zone Group visited Cunninghame House to officially launch Fairtrade Fortnight. The special 14 days of awareness raising is held annually to help those in developing countries get a guaranteed minimum price for their produce. It also shines a light on community development, working conditions and sustainability. We have 40
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PROVOST’S REPORT • • • 2 OFFICIAL INFORMATION OFFICIAL INFORMATION proud history of supporting this movement, and it is important that we continue our commitment to sustainable development, fair wages and prices for producers. Marymass Committee Presentation, Irvine, 17 September Also on 17 September, I was delighted to present the Marymass Committee with £1000. This amount was raised at the lunch reception I hosted on Irvine Moor on Marymass Saturday. The money will go toward the costs of arranging next year’s Festival. Opening Ceremony, St Mary’s Gardens, Largs, 18 September On 18 September, I was delighted to attend the official opening of St. Mary’s Gardens in Largs. The site completes the larger Flatt Road development that started in 2021 and provides a further twenty-six properties, including amenity bungalows and flats as well as general needs houses. There was enthusiastic input from the pupils from St Mary’s Primary School, Largs Primary School and Largs Academy with an original poem and the burying of a time capsule. Barga Night, Cecchini’s Restuarant, Ardrossan, 19 September On the evening of 19 September, I attended the Barga Night in Cecchini’s Restaurant in Ardrossan. The Cecchini family hail from Barga and the event was arranged by them to celebrate the links between Scotland and Italy. The Lord Provost of Glasgow, the Provost of South Ayrshire Council and the Mayor of Barga were all in attendance. Celebrating Success Ceremony, Auchenharvie Academy, 24 September On 24 September, the Depute Provost attended Auchenharvie Academy’s Celebrating Success Ceremony, in Stevenston. The event showcased the achievements of the pupils and highlighted the importance of acknowledging the excellent work that goes on in our schools throughout North Ayrshire. St. Mary’s Church 150th Anniversary, Irvine, 26 September On 26 September, the Depute Provost attended St. Mary’s Church, 150th Anniversary event in Irvine. There was a great turn out and it was very interesting to hear about the Church’s history and the positive impact it has on the local community and how it has survived the test of time. Kirking of Deacon Convener of Irvine Incorporated Trades, Old Parish Church, Irvine, 5 October The Depute Provost attended the Kirking of the Deacon Convener of Irvine Incorporated Trades, David Murdoch, in Irvine Old Parish Church, on 5 October. Many local organisations attended this annual event which is steeped in Irvine’s cultural history. 41
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PROVOST’S REPORT • • • 3 OFFICIAL INFORMATION OFFICIAL INFORMATION Opening of Carers’ Gallery, Harbour Arts Centre, Irvine, 20 October On 20 October, I attended the opening of the Carers’ Gallery in the Harbour Arts Centre, Irvine. The event marked the culmination of the Unseen, Unheard, Unbroken project which celebrated the experience of carers through creative expression. It was great to meet the artists and hear more about this excellent project. The artworks will be featuring in the community gallery at the Scottish Mental Health Arts Festival. Grand Opening of Millport Town Hall, 22 October On 22 October, I officially opened the refurbished Millport Town Hall. The event marked the conclusion of many years work and determination by dedicated volunteers supported by funding from the Scottish Government, North Ayrshire Council and from a number of other sources. It was heartening to see the community come together and celebrate this major achievement. Councillor Anthea Dickson Provost North Ayrshire Council 42
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Official Information Official Information LEADER’S REPORT For the period covering: 8 September – 26 October 2025 The attached report gives a summary and brief details to Council, of meetings and events attended by the Leader of North Ayrshire Council, Councillor Marie Burns. Agenda Item 5 43
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LEADER’S REPORT • • • 1 Official Information Official Information LEADER’S REPORT For the period covering: 8 September – 26 October 2025 KILWINNING LOCALITY VISIT, 9 September On 9 September, together with North Ayrshire Council Chief Executive, Craig Hatton, I took part in another one of our locality visits, this time to Kilwinning. Our first stop was to meet with Graham Kidd, Compliance and Special projects manager at Shuttle Buses and meet with some of the staff who work there. Shuttle Buses has 70 staff and is an employee-owned transport company. The company has been making strong progress in their transition to a greener fleet, investing in electric and low-emission vehicles as part of their commitment to sustainability. As part of this, Shuttle Buses are actively involved in the North Ayrshire Council-backed Net Zero Accelerator programme, which Business Growth managers from the Council’s Business team have been providing additional support for. Employee ownership has played a key role in strengthening their business model and retaining skills locally. They have invested heavily in solar and electric charging points that they hope to offer to local businesses soon. From there we then went to The Dirrans Centre to meet with Nicola Rowan, Team Manager at the centre and some of the staff/patients. The Dirrans Centre (North Ayrshire Health and Social Care Partnership) provides a rehabilitation service for adults across North Ayrshire with a physical disability, brain injury, neurological and long-term conditions. It was originally a head injury unit, helping to rehabilitate hundreds of people since first opening in 1996, but expanded its services to include reablement services for adults with physical disability, brain injury, neurological and long-term conditions. The Centre now features a training kitchen, gym, lounge/dining room, multi-purpose rooms for a wide range of activities, an IT room with smart board and computer access and a quiet room. There is also a garden area, with patio and bbq area, a greenhouse and raised beds for wheelchair users. Our final stop was to Ecocel Services Ltd to meet with Managing Director Jamie Glover and staff to tour the facility. Ecocel Services Ltd has 32 staff. It is a wind energy service provider, and has recently strengthened its international trade activity through an exclusive UK-wide multi million-pound contract with the Spanish-headquartered Hine Group. 44
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LEADER’S REPORT • • • 2 Official Information Official Information Under this agreement, Ecocel holds and distributes parts for all wind turbine platforms across the UK, supporting Hine’s global operations from a recently-opened site at Macintosh Place, Irvine, and their headquarters in Kilwinning. This strategic partnership marks a significant step in Ecocel’s ambitions to expand further into European markets, building on its strong domestic presence in the wind energy sector. In May this year, the company was awarded a multi-million pound contract with ScottishPower Renewables (SPR), which allowed it to take on almost 20 additional staff. The company credits support from North Ayrshire Council’s Business team for helping to make this deal happen. GREENWOOD ACADEMY SENIOR PRIZEGIVING, 9 September On 9 September, I was delighted to be invited along to Greenwood Academy’s senior prizegiving ceremony. It was another great evening spent with pupils and teachers and provided the opportunity of hearing more about pupils’ achievements throughout the year. A huge congratulations to pupils who received awards on the evening itself. COMMUNITY PLANNING PARTNERSHIP BOARD MEETING, 11 September On 11 September, I chaired a meeting of the Community Planning Partnership (CPP) Board held in Fullarton Connexions. CPP Partners began with workshop sessions which included an update on the work of the Wellbeing Alliance, from Chief Executive at KA Leisure, Malcolm McPhail and Head of Active Communities, Laura Barrie. There was also an update from North Ayrshire Council’s Executive Director of Education, Sam Anson, on the work of the Collaboration for Health Equity in Scotland (CHES). Both sessions provided the opportunity for CPP partners to discuss ways of future partnership working and support. The meeting finished with an update from North Ayrshire Council’s Executive for Communities and Housing, David Hammond, future key developments and scope for CPP partners joint working. IRVINE PILOT HOUSE RESTORATION GROUP MEETING, 11 September Later on 11 September, I attended a meeting with some members of the Irvine Pilot House Restoration Group. The goup are interested in restoring the Pilot House to full working order in the hope that it can be a major tourist attraction in the future and provide educational opportunities to learn about its history and its engineering. The group are keen for it to be an 45
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LEADER’S REPORT • • • 3 Official Information Official Information integral part of the Great Harbour Project which aims to bring numerous economic benefits to the Harbourside area. HIGHVIEW POWER MEETING, 15 September On 15 September, together with North Ayrshire Council Cabinet member for a Green Environment and Economy, Councillor Tony Gurney and officers from the North Ayrshire Council Business team, I attended a meeting with representatives from Highview Power. Highview Power is a leading provider of long-duration energy storage (LDES) technology and hasplans to develop four new 2.5GWh power plants in the UK by 2030, to support the Department for Energy Security and Net Zero’s (DESNZ’s), new investment support scheme. The company has currently achieved planning permission for the first phase of development and land options in the Hunterston PARC campus for the energy storage facility and grid stabilisation plant. The construction element of the facilities will provide a substantial opportunity for the local construction sector and structural manufacturing sector. Once in operation the plant will provide high-end work for a modest number of employees. IRVINE LOCALITY PARTNERSHIP MEETING, 15 September Later on 15 September, I attended an Irvine Locality Partnership meeting held at Redburn Community Centre. The Partnership considered and approved several grant applications made to the Elderly Grant Fund. These were from • Broomlands and Bourtreehill Community Association (BABCA) • LBLB & Girdle Toll & Age Concern • Dreghorn Old People Welfare Committee • Irvine Joint Wards Old People’s Welfare Committee • Drybridge Hall Management Association • Springside Community Association. The partnership also received a verbal update and presentation on the Collaboration for Health Equity (CHES) work and a presentation overview of Climate Action Plans. There were also verbal updates on Locality priorities including an overview of Youth, Education and Active Schools, Police Scotland and Scottish Fire and Rescue update and KA Leisure. 46
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LEADER’S REPORT • • • 4 Official Information Official Information NHS AYRSHIRE AND ARRAN AUDIT AND RISK COMMITTEE, 18 September On 18 September, I attended an NHS Audit and Risk Committee (ARC) meeting where attendees received a presentation from the Head of Counter Fraud Services and their annual report. The Committee also discussed various Internal Audit and Governance papers including: • Internal Audit Progress Report • Internal Audit Report – Property Transaction Monitoring • Internal Audit Follow Up Report • Internal Audit Report – Patient Flow Management • Risk Audit Advisory report • Viridan Tender Waiver The Committee will next meet on 20 November. SCOTTISH GOVERNMENT WHOLE FAMILY SUPPORT EVENT, 24 September On 24 September, I attended a Whole Family Support event hosted by the Scottish Government and Scottish Government First Minister, John Swinney, at the Scottish Exhibition Centre in Glasgow. The event brought practitioners and leaders from across the system together to explore what it takes to provide holistic Whole Family Support that genuinely responds to need and improves family wellbeing outcomes, helping eradicate child poverty, deliver on The Promise and support our children to get the best start in life. Attended by several Council Leaders and Council officials, the highly interactive event provided useful workshop discussion forums and looked at partnership working and how best to drive Local Outcomes Improvement and Locality Plans, to ensure support reaches families in ways that reflect real lives and real needs. It was an extremely useful event and underlines the importance of the work we are doing right here in North Ayrshire through our No Wrong Door policies and the work we are doing round the Collaboration for Health Equity in Scotland (CHES). COSLA LEADERS’, 26 September On 26 September, I attended a meeting of COSLA Leaders’. It was another packed agenda which included the following items for discussion: 47
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LEADER’S REPORT • • • 5 Official Information Official Information • Feedback from Council Visits Proposals • COSLA Manifesto • Population Balance White Paper • Digital Strategy Vision • SNCT Pay Negotiations and RCCT Update • School and Education Reform • Funding for Humanitarian Schemes 1 The Population Balance White Paper focuses on economic, housing and transport challenges faced by councils facing population increases and decreases and explores potential policy solutions that would contribute to achieving population balance. The paper also recognises the importance of ensuring that the new Scottish Government prioritises achieving amore balanced population through a strategic, place-based approach. Community Wealth Building (CWB) is being tabled as a legislative requirement to promote more balanced inclusive economic growth across the country. CWB should therefore be recognised as a key mechanism to addressing population challenges across Scotland and should be linked to throughout the Paper - a resilient and thriving local economy is key to population retention and attraction. Furthermore, businesses need to be encouraged to operate outwith the central belt to attract workers to rural and island areas. ST MARY’S 150th CELEBRATORY EVENT, 26 September Later on 26 September, I attended an event to celebrate the 150th anniversary of St Mary’s Church in Irvine. The Service was led by Bishop Dougan and was followed by a reception in the church hall. SPECIAL MEETING OF THE AYRSHIRE ECONOMIC PARTNERSHIP BOARD, 30 September On 30 September, I attended a special meeting of the Ayrshire Economic Partnership Board (AEPB) where Board members discussed the following items: • Regional Economic Strategy • Ayrshire Regional Economic Strategy Deliver Group Update • Ayrshire Growth Deal – Programme Update • Ayrshire Growth Deal – Risk Register Update 48
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LEADER’S REPORT • • • 6 Official Information Official Information The AGD Programme continues to gather momentum with projects at varying stages of development and delivery. This last quarter has seen business cases further develop for approval. NETHERMAINS SOLAR FARM LAUNCH, 1 October On 1 October, I was delighted to attend the official launch of Nethermains Solar Farm in Kilwinning. This is one of two solar PV farms to be built by North Ayrshire Council with the final touches being made on a second solar facility at Shewalton former landfill site in Irvine, scheduled to be switched on later this year. The Nethermains facility features more than 12,000 solar panels and will create enough energy to power more than 2,000 homes. These projects are the first solar farms to be owned and operated by a local authority in Scotland and mark a major milestone in the Council’s bid to cut carbon emissions. PAN AYRSHIRE MEETING WITH SCOTTISH GOVERNMENT MINISTER, 2 October On 2 October, I attended a pan Ayrshire meeting with Council Leaders and Chief Executives from East, North and South Ayrshire and the Scottish Government Minister for Public Finance, Ivan McKee. The key item for discussion was the Ayrshire Growth Deal and to look for guarantees from the Minister that AGD projects will continue to gain momentum in progression and delivery. NHS AYRSHIRE AND ARRAN BOARD MEETING, 6 October On 6 October, I attended a meeting of the NHS Ayrshire and Arran Board meeting. Attendees received updates relating to performance and healthcare governance. Several Board governance and strategy reports were also discussed. The Board also received the annual performance reports for 2024/25 from the Health and Social Care Partnerships at East, South and North Ayrshire as well as Childrens Services performance updates for the period 2024/25. Finally, the Board approved the minutes of the Joint Integration Boards of East, North and South Ayrshire. 49
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LEADER’S REPORT • • • 7 Official Information Official Information AYRSHIRE ECONOMIC JOINT COMMITTEE SUB-COMMITTEE, AYRSHIRE SKILLS INVESTMENT FUND (ASIF), 6 October Later on 6 October, I chaired a meeting of the Ayrshire Economic Joint Committee Sub- Committee, Ayrshire Skills Investment Fund (ASIF). Attendees received reports on various streams of work, including: • Ayrshire Skills Investment Fund Delivery Model Review • Approval of Grants round 7 • Employer Grants • In house training • Ayrshire College ASIF Courses • Progress update of activity to date • Present two new course proposals • ASIF Industry Proposals • Presentation of industry proposals & Budget Update A development session with Ayrshire College and key stakeholders has been held to review and develop courses for unemployed individuals to gain the skills to fast-track to secure employment in the identified sectors, this will build on the current engineering programmes currently delivered by the college. These proposals will be considered by the ASIF Sub Committee. VISIT TO WEST KILBRIDE VILLAGE LARDER, 7 October On 7 October and as part of Challenge Poverty Week, an annual campaign run by The Poverty Alliance, I visited The Village Larder and garden in West Kilbride, which is run by the Community Roots charity, to meet the team of staff and volunteers and find out more about the great work they do. North Ayrshire Council’s Fairer Food network comprises 16 food larders, which are run alongside various partner organisations. In a one-year period, combined, they have more than 28,000 visits from people in need of support. Larders help people in low-income households to top up their weekly shop and get some additional groceries and support if they receive an unexpected household cost or bill. Some also operate a community food exchange that sees surplus food being collected from local supermarkets to share with residents. 50
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LEADER’S REPORT • • • 8 Official Information Official Information The Village Larder has the added benefit of getting fresh, seasonal produce from the associated garden nearby. The growers supply everything from beans and lettuce to cauliflower and winter salads. I would like to thank all the volunteers in all our Larders throughout North Ayrshire for their commitment to helping our communities tackle food insecurity. MEETING WITH BRAZILIAN HONORARY CONSUL, 7 October Later on 7 October, together with North Ayrshire Council Cabinet Member for Housing and Communities, Councillor Alan Hill, I attended a meeting with the newly appointed Brazilian Honorary Consul, Faroque Hussein. The meeting was an introductory meeting and discussion focused on exploration of developing and promoting ties between Brazil and North Ayrshire. APPEALS COMMITTEE, 9 October On 9 October, I attended an Appeals Committee in Cunninghame House. NHS AYRSHIRE AND ARRAN FINANCIAL WASH-UP SESSION, 20 October On 20 October, I attended an NHS Ayrshire and Arran financial wash-up session online. This follows an Audit and Risk Committee (ARC) meeting held specifically to look at the annual accounts for 2024-25. These were agreed and will be presented to the NHS Ayrshire and Arran Board for final approval. COLLABORATION FOR HEALTH EQUITY (CHES) WORKSHOP, 23 October On 23 October, I attended a Collaboration for Health Equity (CHES) Workshop held at the Ardrossan Civic Centre. CHES is a partnership between Public Health Scotland (PHS), local authorities, NHS Boards in Aberdeen City, North Ayrshire and South Lanarkshire and University College London’s Institute of Health Equity (HE). It aims to accelerate action to improve health and wellbeing and reduce inequality in Scotland. Insights from the collaboration are shared nationally. The workshop began with a brief overview of Scotland’s health equity ambitions and the Collaboration Health Equity in Scotland programme. This was followed by a presentation detailing what the Marmot systems tell us about good practice, enablers and blockers for health equity. 51
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LEADER’S REPORT • • • 9 Official Information Official Information A detailed presentation of what has been achieved so far in North Ayrshire was delivered and there was discussion about areas for improvement and what else needs to be looked at to contribute to good health in delivering better outcomes for local people in North Ayrshire. My thanks to Sam Anson, North Ayrshire Council’s Director of Education and Caroline Cameron, Director for the Health & Social Care Partnership in North Ayrshire for their work in driving this piece of key work through. Tackling poverty continues to be one of the key objectives for this Administration. Councillor Marie Burns Leader of North Ayrshire Council 52
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NORTH AYRSHIRE COUNCIL 5 November 2025 Council Title: North Ayrshire Community Planning Partnership (CPP) Board Purpose: To submit the overview of the meeting of the North Ayrshire Community Planning Partnership Board held in September 2025 and the Community Planning Annual Performance Report. Recommendation: That Council notes the overview and report contained in Appendices 1 and 2. 1. Executive Summary 1.1 It was previously agreed that the Minutes of the Community Planning Partnership (CPP) Board be submitted to North Ayrshire Council for information. The key matters arising from the most recent minute, including the annual CPP Report for 2024/25 which is required through the Community Empowerment Act 2015, have been highlighted for the attention of Council and are detailed in Section 2. 2. Background 2.1 An overview of the meeting of the CPP Board held on 11 September 2025 is appended. The meeting took the form of rotating workshops on topics relating to Local Outcomes Improvement Plan priorities of Wellbeing Work and World. CPP partners were given the opportunity to attend each workshop in turn to learn about the work of each project, report or service. Agenda Item 3 The CPP Board were updated on the recent review of Locality Planning in North Ayrshire and the next steps for CPP partners. One of the key aims of the review is to ensure that relationships are strengthened between community and locality planning. This was followed by a discussion session. Views shared included: • The turnover of staff across partners is a challenge. • We need to align diaries for the three Ayrshire CPPs as many partners need to attend all three. • Partners agreed to re-establish partner representation at each LPP. • The Third Sector should be well represented. Agenda Item 8 53
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The CPP Board were advised that the team would pull together actions for review and implementation after the meeting. Agenda Item 4 The CPP Board participated in two rotating workshop sessions, which are designed to encourage closer discussion, increase understanding of the partners areas of work and provide opportunities for partnership working and support: Workshop 1: Collaboration for Health Equity in Scotland (CHES) – Sam Anson, Executive Director Education (NAC) The CPP Board were provided with a progress update on the work of CHES in North Ayrshire and asked participants to consider opportunities for partnership working and support. A wealth of feedback was collected including: • Partners stressed the requirement for interagency alignment. • SDS are working directly with young people (S1-S6) on career management skills. • Kilwinning college have been running a pilot program for students who are attending horticulture/trade apprenticeship courses carrying out grounds maintenance/painting work. • Discussion took place around how can we build on what is already taking place-for example, Men’s Sheds/Community Groups. • Partners highlighted that local people need to feel their opinion is valued. Workshop 2: North Ayrshire Wellbeing Alliance – Malcolm McPhail, Chief Executive, KA Leisure The CPP Board participated in a workshop to discuss the work of the North Ayrshire Wellbeing Alliance. The latest version of the KA Leisure "Leading the Way" strategy for 2025-2027 was shared, along with an overview of the Kilwinning employability and wellbeing pilot. Discussion included: • The KA Leisure Performance Strategy has been reviewed with the focus increasingly shifting to reducing child and family poverty. • The Kilwinning Pilot – Phase 2 began with an ideas workshop involving 28 partners, where insights were captured that aren’t found in data or statistics. This collective voice has continued to shape both the delivery and direction of the pilot, ensuring that the work remains rooted in real community experience and partnership collaboration. • Phase 2 will build on this by combining demographic data with the lived experience and insight gathered from local residents and partners, enabling a more tailored and targeted wellbeing offer for the 450-household area. The next phase will prioritise practical, person-centred interventions that reflect local need and build on existing strengths. • Tackling child poverty is a priority for the next two years, aiming to use the Alliance as a tool to reduce child poverty, with ongoing analysis and review by the Board. • Looking ahead the next phase includes developing Wellbeing Hubs that extend beyond sport, linking with public health, the college, and SPT transport to open opportunities and agency, especially for disengaged young people. 54
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• Board members stressed the need for more equitable approaches and the importance of data-driven localised strategies. The CPP Annual Report 2024/25 The CPP Annual Report is developed through an ongoing co-production process with community planning partners and reflects our shared priorities and joint efforts throughout the year. It is a statutory requirement through the Community Empowerment Act 2015. The report includes: • An overview of North Ayrshire Community Planning Partnership including the recent national CPP self-assessment; • Case studies of partnership working across the three LOIP priorities of wellbeing, work and world including our approach to reducing child poverty, the Kilwinning wellbeing pilot, Employability Week, and the Community Renewable Energy Generation Fund; • Relevant data from the North Ayrshire Wellbeing Dashboard, which has been agreed as the key dataset for measuring our impact; • An overview of activity and achievements for each of our 6 Locality Partnerships; and • A statement of the CPP focus areas for 25/26 including increased pan-Ayrshire working, implementation of the recent review of Locality Planning and the upcoming results of the Local Governance Review. The final draft of the North Ayrshire CPP Annual Report for 2024/25 has been provided for information at Appendix 2. 3. Proposals 3.1 That the Council notes the workshop overviews and report contained in Appendices 1 and 2. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. 55
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Key Priorities 4.6 The CPP activities detailed within this report support the Local Outcomes Improvement Plan. Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 No consultation was required. David W. Hammond Executive Director (Communities and Housing) For further information please contact Jacqui Greenlees, Senior Manager (Policy, Performance and Community Planning), on 01294 324415. Background Papers Appendix: 1 CPP Board Overview, 11 September 2025 Appendix: 2 CPP Annual Report 2024/25 56
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Community Planning Partnership Board 11 September 2025 10.00am Fullarton ConneXions, Church Street, Irvine Present North Ayrshire Council Cllr Marie Burns, Elected Member (Chair) Cllr Shaun Macaulay, Elected Member Cllr John Bell, Elected Member, Cllr Scott Davidson, Elected Member, Cllr Margaret Johnson, Elected Member, Craig Hatton, Chief Executive David Hammond, Executive Director Rhonda Leith, Head of Service Sam Anson, Executive Director Caroline Cameron, Director NHS Ayrshire and Arran Lisa Davidson, Assistant Director (Public Health) Police Scotland Chief Inspector Judith Macgregor Scottish Fire & Rescue Kevin Murphy, Area Commander TACT Scotland Kaileigh Brown, Executive Director SDS Claire Tooze, Area Manager Ayrshire College Angela Cox, Principal & Chief Executive In Attendance Jacqui Greenlees (NAC), Angela Gibson (NAC), Jennifer McGee (NAC) Apologies Cllr Charles Currie, Elected Member, Gordon James NHS, Cllr Alan Hill Elected Member, Cllr Amanda Kerr Elected Member, Allan Comrie SPT, Dean Anderson DWP, Brian Taylor Scottish Government, Ian McMeekin Scottish Fire & Rescue, Lesley Bowie NHS, Vicki Yuill Arran CVS, 57
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1. Welcome and Apologies The Chair welcomed everyone to the meeting and apologies for absence were noted. 2. Minute of the Previous Meeting The overview of the Board meeting held on 5 June 2025 were approved. 3. Locality Planning David Hammond and Jacqui Greenlees opened the meeting with a slide presentation providing the group with an update/overview of the work on the Review of Locality Planning and next steps. David opened the meeting up for discussion setting out the desire to ensure that relationships are strengthened between community and locality planning and asking that the group provide their views on the three questions below : 1. What do we have already that is working well? 2. What are the barriers? 3. How can we solidify relationships? Views shared included: • Turnover in staff across partners is a challenge • New people attending meetings are not aware of what has happened before/at previous meetings • Biggest challenge is how we make sure what we are hearing is representative of our communities • Need to align diaries for the three Ayrshire CPPs as many partners need to attend all three • Above could help provide thematic focus, e.g. SPT representative at GV LPP given moving around priority, for example • Agreement to re-establish partner representation at each LPP • Locality Networks discussed, examples of ways partners could engage differently were provided • Sharing locality action plans with matrix of where partners can add value would be helpful • How do we make sure that the Third Sector is better represented • Those attending meetings should ask questions before they attend so that they are up to speed • Need to be flexible to each of the locality areas • Attendees need time to prep before attending meetings • Induction pack for new members could be useful resource • The attendance of reps from LEP would be beneficial At the end of the discussion period David advised that the team would pull together the actions for review and implementation after the meeting. David advised it was heartening to see the high level of willingness and commitment from the group to participate. The team will look at what we can do to maximise resources. 58
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4 Workshop Sessions The workshop sessions were designed to encourage closer discussion, increase understanding of the partners areas of work and provide opportunities for partnership working and support. Session 1 – Collaboration for Health Equity in Scotland (CHES) – Sam Anson, Executive Director Education (NAC) Participants were split between 2 tables. Sam provided an update on the work of CHES in North Ayrshire and asked participants to consider opportunities for partnership working and support. Participants were provided with illustrations/handouts and Sam asked that participants make their notes/comments on them. Discussion took place, views shared included: • Requirement for interagency alignment • Where are the additional opportunities to work across CHES • Everyone should receive the level of support that they need • Children who are struggling should receive additional support • School meals are not as useful/appealing to children as they used to be – children prefer to go out with school grounds to purchase their lunch from fast food/shops. • Every child deserves the best start in life • SDS are working directly with young people (S1-S6) in regards to career management skills • Requirement to look at impact from a locality level/interventions by locality • Education have gathered feedback on what mattered to each locality and engaged with young people to bring it to a child’s level of understanding • Requirement to look at the gaps in info – how do we inform people of what help/support is available • Ensure that when we communicate that it means something – what do I need to know/how does this help me • The use of pictorial graphics helps with discussions as it keeps things simple/easy to understand • Requirement to look at what works and what doesn’t work • Awareness of the importance of key workers • North Ayrshire has the highest level of economical inactivity • North Ayrshire has the lowest level of health expectancy • The highest level of improvement in child poverty levels has been in North Ayrshire • Real deep focused work is taking place • Improvements are required to make hub of Irvine town centre more ascetically pleasing • What can we do to make Town Centres places that people can be proud of • What does a new Town Centre in 2020 look like • Requirement to invest in aesthetics • Scale of challenge is almost too big • Local volunteer/clean up crews do a great job • Local people still have a sense of pride in their community • Requirement to look at what can be done practically • Kilwinning Campus is oversubscribed which could mean there is a risk of people becoming a statistic 59
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• Kilwinning college are looking into providing a guaranteed place at college to certain postcodes • Kilwinning college have been running a pilot program for students who are attending horticulture/trade apprenticeship courses – these students have been doing great work tidying up their local areas by carrying out grounds maintenance/painting work etc. • How do we affect change/give people a pride in their area • The old Forum indoor market is unsecure – the owners are not interested in securing the building therefore the Police have stepped in to pay for it to be steel shuttered as it is a dangerous building • Need to be aware of using council budgets/public money to clean up Private properties – is not the council’s responsibility the responsibility falls to the owner of the building • Requirement to look at ways to get things done – possibility to use Mens Sheds/Community Groups • Messaging and education needs to be improved • Do people feel their opinion is valued Session 2 – Wellbeing Alliance – Malcolm McPhail, Chief Executive KA Leisure M McPhail provided an overview of the work of the North Ayrshire Wellbeing Alliance and shared the latest version of the KA Leisure "Leading the Way" strategy for 2025-2027, along with an overview of the Kilwinning Pilot and a proposal titled "Tackling Child Poverty through the Wellbeing Alliance. The Board discussed the following: • The KA Leisure Performance Strategy was reviewed, focusing on highlighted sections, with attention now shifting to child and family poverty • The Wellbeing Alliance, initiated by the CPP following a LOIP review, has engaged over 600 senior individuals in 2.5 years • Two key needs identified, a programme to drive wellbeing change and a taskforce to communicate directly and analyse issues in detail • Kilwinning Pilot – Phase 2: The groundwork established through Phase 1 now provides a strong foundation for more focused, community-led delivery. What makes the Kilwinning Pilot distinctive is that it began with an ideas workshop involving 28 partners, where insights were captured that you won’t find in data or statistics. This collective voice has continued to shape both the delivery and direction of the pilot, ensuring that the work remains rooted in real community experience and partnership collaboration. • Phase 2 will build on this by combining demographic data with the lived experience and insight gathered from local residents and partners, enabling a more tailored and targeted wellbeing offer for the 450-household area. The next phase will prioritise practical, person-centred interventions that reflect local need and build on existing strengths.The pilot emphasises a person-centred approach over traditional training, with diverse activities addressing wellbeing and unemployment. • Tackling child poverty is the priority for the next two years, aiming to use the alliance as a forensic tool to eradicate child poverty, with ongoing analysis and review by the Board • The next phase includes developing Wellbeing Hubs that extend beyond sport, linking with public health, the college, and SPT transport to open opportunities and agency, especially for disengaged young people. • There is potential for stronger involvement from SPT, which has already supported community funds for electric vehicles and bike schemes • Participatory Budgeting projects, like those at Blacklands and Whitehurst Park, showcase real community engagement and impact 60
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• Engagement with the college needs to be further developed and clarified • Board members stressed the need for more equitable approaches and the importance of data-driven localised strategies • Targeted efforts are required to reach children not attending school, with attention to family support infrastructure and community ecosystem effectiveness. • The revised strategy document (version 2.0) is expected soon, incorporating lessons learned from work of the Wellbeing Alliance, Garnock Valley Taskforce, and the Kilwinning Pilot. • There is enthusiasm to secure funding to pilot innovative, ground-level actions to test new approaches and support sustained wellbeing improvements. 5 Partner Discussion and Sharing on Key Developments and Opportunities The Chair invited anyone wishing to share with the Board to do so. Board Members did not have any additional items to add. 6. AOCB No other business was discussed. The Chair conveyed her thanks to everyone for their valuable input and attendance. The next meeting of the North Ayrshire CPP Board will be held on Thursday 4 December 2025. 61
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1 North Ayrshire Community Planning Partnership Annual Report 2024/25 62
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2 Contents 1. Introduction 2. Our Partnership Plan 3. The Golden Thread 4. Priority 1: Wellbeing 5. Priority 2: Work 6. Priority 3: World 7. Locality Planning 8. Review of Locality Planning 9. Locality Profiles a. Arran b. Garnock Valley c. Irvine d. Kilwinning e. North Coast f. Three Towns 10. Our Impact 11. The Year Ahead 12. Contact us and link to evaluation survey 63
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3 1. Introduction Welcome to our annual report! Community Planning is the statutory framework through which local public services work together with communities and third sector organisations. We work to plan and deliver services that will improve long term outcomes and tackle inequalities. It is a legal duty within the Community Empowerment (Scotland) Act 2015. There are main duties in the legislation that Community Planning Partnerships need to fulfil: This annual report outlines how North Ayrshire Community Planning Partnership (CPP) is meeting these duties and provides an overview of our achievements.0020 This report comprises of case studies alongside impact data and includes sections that focus on our key partnership priorities as well as a full update on each of our Locality Partnerships for 2024/25. The Data: How are we measuring impact? In early 2025, the CPP Senior Officers Grouped approved the North Ayrshire Wellbeing Dashboard as the core dataset for LOIP impact measurement. The North Ayrshire Wellbeing Dashboard builds on the Inclusive Economy Dashboard, which was developed in 2021 to bring together a suite of socio- economic and environmental indicators to aid understanding of inclusive growth trends across North Ayrshire. The current dashboard has been refreshed by Metro Dynamics. Each LOIP priority section in this report includes an overview of the most recent linked thematic data from the dashboard, which is updated on a 6 monthly basis. If you have questions about the dashboard or would like a list of data sources, please contact us at communityplanning@north-ayrshire.gov.uk. Partners work together in a Community Planning Partnership (CPP) Produce a Local Outcomes Improvement Plan (LOIP) Develop Locality Plans Review and report publicly on progress 64
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4 2. Our Partnership Plan (LOIP) North Ayrshire CPP is made up of organisations and communities working together to plan and deliver better public services and to reduce inequality in North Ayrshire. Our key Community Planning Partners include: 65
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5 As a Partnership, work together on the three shared priorities of Wellbeing, Work and World set out in the North Ayrshire Local Outcomes Improvement Plan (LOIP). It is an eight-year plan that identifies how we as Community Planning partners will work with local communities, local businesses and the third sector to improve our agreed upon outcomes and achieve our vision of “North Ayrshire – Fair for All.” We used the North Ayrshire strategic needs assessment, partner resources and expertise as well as public feedback to develop the LOIP. It was agreed by the Community Planning Board on 3rd March 2022. The Community Planning Board report on LOIP gives an overview of the development process and rationale for the plan. We also carried out a health impact assessment and equality impact assessment of the draft plan. Reducing Child Poverty in North Ayrshire In 2022-23 North Ayrshire had the second-highest rate of child poverty in Scotland with 29.2% of local children living in poverty after housing costs against a national average of 24%. In June 2022, North Ayrshire Council set up the Child Poverty and Cost of Living Board to address child poverty and help residents cope with the rising cost of living. The governance arrangements were recently updated, moving the work to the Community Planning Partnership to reflect that reducing child poverty is a joint effort across all partner organisations and reflect the CPP vision of a North Ayrshire that is fair for all. North Ayrshire has introduced several initiatives to reduce child poverty. Last year, it became a Fairer Futures Partnership with the Scottish Government. These partnerships bring together local authorities and government to support families living in poverty by reforming public services alongside the third sector and trying out locally tailored approaches that meet the specific needs and assets of the community. In January 2025, the Child Poverty Strategy Team was formed with funding from the partnership. The team includes a Strategy and Programme Manager, a Project Manager, and a Policy Officer. Their role is to deliver the aims of the Fairer Futures Partnership and the Community Planning Partnership, supporting North Ayrshire's wider priority of moving towards a wellbeing economy. The Fairer Futures team take a holistic approach, focusing on personalised support and ensuring people can easily access advice and assistance when they need it. They work in partnerships improving employment support, skills training, and increased access to services. They also aim to make information about council 66
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6 support, grants, and help with the cost of living clearer and easier to find. Crucially, they involve families and partner organisations to make sure support meets real needs, using data as an important evidence base. From statistics shared this year, analysis shows our child poverty level reduced to 24.3% in 2023-24 compared to 23% nationally. The reduction of 4.9 percentage points within North Ayrshire being the largest reduction of all Scottish councils over the year. As the Child Poverty Strategy Team progress the work of the Fairer Futures Partnership, including place-based tests of change co-designed with local third sector organisations and people with lived experience; developments with children and families will be targeted and focused on specific needs, intending to continue reducing the level of child poverty in North Ayrshire. National CPP Self-Assessment and the CPP Development Plan In late 2024, North Ayrshire CPP participated in the first national community planning self-assessment. The self-assessment focused on the strategic board level of these partnerships and over 200 CPP board members from 20 CPPs participated. The self-assessment will take place every two years to allow CPPs to monitor progress and support continuous improvement. Feedback from our Board members was overwhelmingly positive. An overview of the scoring for each theme is outlined in the table below: Themes North Ayrshire CPP National Average (Based on 20 CPPs) Compariso n to the 20 CPPs Shared Leadership 86% 76% 6th Governance and Accountability 73% 64% 7th Community Engagement and Capacity Building 88% 72% 3rd Effective Use of Joint Resources 55% 49% 8th Reporting Performance Management and Outcomes 90% 65% 3rd How CPP is Making an Impact 72% 59% 7th Based on the above results, several areas of focus were pulled out for the 2025/26 CPP Development Plan including: • Evaluating current CPP governance • Identifying opportunities for pan Ayrshire working across the 3 Ayrshire CPPs • Developing closer links between the CPP Senior Officers Group and Board, and • Increased focus on our annual performance workshop. 67
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7 3. The Golden Thread We want to ensure that the needs and aspirations of our communities are reflected through a golden thread from the most local engagement all the way to the National Performance Framework, and that our partnership approaches link closely with local and national priorities. • The National Performance Framework measures Scotland’s progress against national outcomes and is currently under review. • The Local Outcomes Improvement Plan is our eight-year plan that identifies how we as Community Planning partners will work with local communities, local businesses and the third sector to achieve our vision of “North Ayrshire – Fair for All.” • The North Ayrshire Council Plan 2023-28 describes how the Council works in partnership to fulfil the aim of ‘A North Ayrshire that is ‘Fair for All’. • Our Locality Planning model is one of the ways local communities work together with public and third sector organisations to improve residents’ lives and neighbourhoods. There are six Locality Partnerships in North Ayrshire which each have their own locally engaged upon priorities, and they cover the whole local authority area. Locality Planning in Scotland is about reducing inequalities and enabling communities to participate in decision making at a neighbourhood level. A wide sphere of engagement and strategic work sits behind our Locality Partnerships including Locality Network meetings and Locality Chit Chats. National Performance Framework Local Outcomes Improvement Plan Council, thematic and Partner Strategic Plans Locality Partnerships and Locality Networks Neighbourhood Engagement (e.g. Chit Chats) North Ayrshire Community Member 68
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8 4. Priority 1: Wellbeing What do we want to do? We will reduce inequalities through targeted support to improve individual, family and community health and wellbeing. How are we delivering on this? Established in December 2022, North Ayrshire’s Wellbeing Alliance builds on the existing efforts of partners across North Ayrshire to develop the strategic vision of the wellbeing agenda in North Ayrshire. The North Ayrshire Wellbeing Alliance will provide a multi-level leadership body in the development and delivery of the Local Outcome Improvement Plan (LOIP) 2022 -2030 for North Ayrshire Community Planning Partnership (NACPP). Three priorities have been identified: Wellbeing, Work and World. The main objective of the ‘Wellbeing’ priority is to reduce inequalities through targeted support to improve individual, family and community health and wellbeing. The remit of this multi-level working body includes: • Tackle the inequalities related to wellbeing with a clear focus on early intervention and prevention and a whole system approach • Identify and create opportunities for innovation, improvement and efficiency • Facilitate co-produced solutions to promote equality and reduce health inequalities 1.1 Address Inequalities 1.1.1 Partnership working mitigates the health challenges for those most vulnerable in our communities. 1.1.2 Partnership working mitigates the financial challenges for those most vulnerable in our communities. 1.1.3 Children and young people’s wellbeing is improved through partnership working. 1.2 Enable Community Wellbeing 1.2.1 We have strong relationships within our communities to reduce social isolation and loneliness 1.2.2 A whole system approach is in place to ensure that people can access the right support at the right time (No Wrong Door). 1.2.3 People feel heard and that they have influence and a sense of control. 69
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9 • Provide visibility for the community health and wellbeing agenda for the residents and communities of North Ayrshire • Enable shared planning and identify gaps and overlaps in provision, whilst considering potential savings in activities where appropriate • Identify opportunities to access funding • Align all communication to the vision ensuring that the Wellbeing Alliance brand is recognised throughout North Ayrshire by its residents and communities. KA Leisure is leading on this pillar and building upon their well-established, sector leading Health and Wellbeing Service. Contributions, feedback and insight from a series of engagement events have been captured in this paper view here. To support the paper a short explainer animation can be viewed here. Wellbeing: What is the data telling us? Overleaf you will find an overview of relevant Wellbeing data from the North Ayrshire Wellbeing Dashboard, which brings together a suite of socio-economic and environmental indicators that aim to measure progress towards delivery of a Wellbeing Economy in North Ayrshire. The data shown is a time series, whereby the most recent available data are shown, alongside the data from the last period, to show the direction of travel of the given indicator. Key Colour Explanation Performance better than previous year's Performance about the same as previous year Performance worse than previous year Colour coding not relevant because: we do not have previous period's data, or indicator is a running total, or there is no benefit in higher or lower value. For NA and Scotland, we may not be able to make a meaningful comparison between data due to differences in scale 70
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10 Wellbeing: What is the data telling us? Objective Indicator North Ayrshire North Ayrshire last period North Ayrshire performance compared to last period Polarity North Ayrshire 3 years prior Scotland North Ayrshire performance compared to Scotland Promote wellbeing ONS personal wellbeing: average (mean) happiness score (out of 10) 7.34/10 (2022/23) 7.15 (2021/22) +0.19 Higher value is better 7.22 (2019/20) 7.49/10 (2022/23) -0.15 ppts Crime rate (Total number of recorded crimes/offen ces per 10,000 population) 569 (2024/25) 579 (2023/24) -10 Lower value is better 524 (2021/22) 545 (2024/25) +24 Percentage rating neighbourho od as a very/ fairly good place to live 94% (2023) 94% (2022) 0 Higher value is better 92% (2022) 95% (2023) -1 ppt Percentage of council dwellings that meet the Scottish Housing 76.9% (2023/24) 63.2% (2022/23) +13.7 ppts Higher value is better 97.4% (2020/21) 77.8% (2023/24) -0.9 ppts 71
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11 Quality Standards Tackle health inequalities Healthy life expectancy at birth: Female 52.5 (2021-23) 52.1 (2019-21) +0.4 Higher value is better 54.0 (2018-20) 60.0 (2021-23) -7.5 Healthy life expectancy at birth: Male 52.6 (2021-23) 56.5 (2019-21) -3.9 Higher value is better 57.4 (2018-20) 59.6 (2021-23) -7.0 Life expectancy at birth: Female 79.8 (2023) 79.9 (2022) -0.1 Higher value is better 80.8 (2020) 81.0 (2023) -1.2 Life expectancy at birth: Male 75.2 (2023) 75.3 (2022) -0.1 Higher value is better 74.9 (2020) 76.9 (2023) -1.7 Deaths aged 15-44 per 100,000 161 (2021- 23) 169 (2020-22) -8 Lower value is better 160 (2018-20) 112 (2021- 23) 49 Percentage population with limiting, long-term illness: A condition that lasts or is expected to last at least 12 months and reduces a person's ability to carry out 44% (2019-23) 41% (2018-22) +3 ppts Lower value is better 39% (2016-19) 36% (2019-23) +8 ppts 72
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12 daily activities Increase community participation Percentage of Council budget directed via participatory methods 2.05% (2023/24) 2.74% (2022/23) -0.69 ppts Higher value is better 1.13% (2020/21) Data not available No data to compare Percentage of adults who have done formal volunteering in the last 12 months 24% (2023) 28% (2022) -4 ppts Higher value is better 27% (2019) 18% (2023) +6 ppts Reduced child poverty Percentage of children living in relative poverty after housing costs: Relative poverty is less than 60% of the median income 24.3% (2023/24) 29.2% (2022/23) -4.9 ppts Lower value is better 24.7% (2020/21) 20.7% (2023/24) +3.6 ppts 73
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13 Working in Partnership The Kilwinning Pilot: Connecting Employability & Wellbeing Focused on connecting two of the three CPP LOIP priorities- Wellbeing and Work- the Kilwinning pilot aims to tackle the challenges of improving wellbeing and reducing unemployment. Building on the success of the Garnock Valley Taskforce, the pilot connected the wellbeing opportunities offered by KA Leisure- from physical activity, fitness and sport to social inclusion, reducing isolation health management and fun- with the expertise and resources of a wide range of partners. This ensures people can access health and wellbeing activities in addition to employability pathways, volunteering opportunities, and wider community support. Phase 1 The pilot identified the locality of Kilwinning, more specifically 450 households in Kilwinning West/ Blacklands. This began with an ideas workshop involving 28 partners to capture key insights that can’t be found in across local or national data. The results of this will be used to shape the pilot throughout its lifespan. Phase 2 Looking ahead, the groundwork is now in place for more targeted and tailored interventions. By combining demographic profiling with community insight gathered in Phase 1, the next phase will move into a more bespoke offer for the 450- household area. Connecting Wellbeing with Employability & Skills Partner Workshops October 24- February 25 Me 2 You Project March 25- June 25 Pop Up Sports Programme May 25- June 25 Blacklands Primary School Active Play May 25- June 25 Family Fun Events June 25- July 25 “The events have given us referrals from families we don’t normally engage with. Our organisation can provide a chance for parents to get the help they need to get back into work. However without partnerships like these and the combining of resources we can’t reach those in need. “ Nicola, Lennox Partnership Collaboration for Health Equity in Scotland: Our Localities The Collaboration for Health Equity in Scotland (CHES) is a groundbreaking two- year initiative designed to improve health outcomes, enhance wellbeing, and reduce health inequities by addressing the social determinants of health. 74
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14 This strategic programme is closely aligned with the Institute of Health Equity (IHE), based at University College London and led by Professor Sir Michael Marmot, a global leader in health equity research. The programme draws on Marmot’s eight evidence-based principles to guide action, providing a robust framework to reduce health inequalities. These principles focus on: • Giving every child the best start in life • Enabling individuals to maximise their capabilities and have control over their lives • Creating fair employment and good work for all • Ensuring a healthy standard of living • Developing healthy and sustainable places and communities • Strengthening ill health prevention • Tackling racism, discrimination, and their outcomes • Pursuing environmental sustainability alongside health equity In North Ayrshire, CHES targets persistent health inequities marked by significantly low healthy life expectancy (52.5 years for females and 52.6 for males), drug-related hospital admissions nearly double the Scottish average, elevated economic inactivity at 31.5%, and widespread deprivation across multiple areas. The programme specifically focuses on three key localities in North Ayrshire: • Irvine, concentrating on Fullarton, Castlepark, and Bourtreehill, with a focus on Marmot Principle 1: giving every child the best start in life. • Three Towns concentrating on Ardrossan Central, Saltcoats Central, and Stevenston Hayock), with a focus on Principle 3: creating fair employment and good work for all. • Garnock Valley, prioritising Principle 6: strengthening the role and impact of ill health prevention. CHES operates through a multi-agency partnership model that undertakes detailed data mapping on deprivation, health outcomes, and social determinants at multiple geographic levels. The initiative is structured in phases, beginning with discovery and problem definition (July to December 2025), progressing through development and solution delivery (2026), and culminating in evaluation (early 2027). This phased, evidence-based approach ensures collaborative, targeted, and sustained efforts to close health inequality gaps and support healthier, thriving communities across North Ayrshire. 75
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15 5. Priority 2: Work What do we want to do? We will address the causes and effects of poverty through a strong local economy and skills base. How are we delivering on this? The North Ayrshire Local Employability Partnership (LEP) was re-established in 2017 and tasked with overseeing and guiding employability provision in North Ayrshire. The LEP is chaired by North Ayrshire Council, meets every 6 weeks, and is attended by the following partners: • North Ayrshire Council – employability and skills, business development, children/families/justice, community learning & development and education • Department For Work & Pensions • Skills Development Scotland • Ayrshire College • TACT - Third Sector Interface • Ayrshire Chamber of Commerce 2.1 Increase Employment 2.1.1 CPP partner and other local organisations contribute to an increased employment rate in the following groups: - People with a disability/long term health condition - Low income families - Long term unemployed people - People with convictions - People living in 0-15% SIMD Areas 2.2 Develop Volunteering 2.2.1 Our Community Planning Partnership provides opportunities for local people to gain experience and skills across our partner organisations. 2.3 Better support our young people to develop the skills they need to play a strong role in our local economy 2.3.1 The number of young people employed by CPP partner and other local organisations is increased. 2.3.2 Young people have access to a wide variety of employability opportunities in North Ayrshire. 2.3.3 Across our partnership care experienced young people are supported. 76
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16 The North Ayrshire LEP reports to the Community Planning Partnership (CPP) and uses intelligence from the Provider Forum, chaired by Skills Development Scotland and the Practitioners Forum, Chaired by North Ayrshire Council to inform activities and priorities. Operational Delivery Groups around Young People, Inclusive Growth and Closing the Disability Employment Gap have been established, and local organisations report to the LEP to maximise expertise and knowledge to identify gaps, opportunities and develop specific proposals and recommendations. This partnership structure and governance helps deliver transparency and accountability in ensuring citizens of North Ayrshire receive the best service and resources are used most effectively, where the greatest need exists to ensure no one is left behind. Work: What is the data telling us? Overleaf you will find an overview of relevant Work data from the North Ayrshire Wellbeing Dashboard, which brings together a suite of socio-economic and environmental indicators that aim to measure progress towards delivery of a Wellbeing Economy in North Ayrshire. The data shown is a time series, whereby the most recent available data are shown, alongside the data from the last period, to show the direction of travel of the given indicator. Key Colour Explanation Performance better than previous year's Performance about the same as previous year Performance worse than previous year Colour coding not relevant because: we do not have previous period's data, or indicator is a running total, or there is no benefit in higher or lower value. For NA and Scotland, we may not be able to make a meaningful comparison between data due to differences in scale 77
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17 Work: What is the data telling us? Objective Indicator North Ayrshire North Ayrshire last period North Ayrshire performance compared to last period Polarity North Ayrshire 3 years prior Scotland North Ayrshire performan ce compared to Scotland Increase in economic activity Total economic inactivity (percentage of those aged 16-64 who are economically inactive): people who are economically inactive are not in employment and not seeking work (33.0% Jan- Dec 2024) 27.7% (Jan- Dec 2023) +5.3 ppts Lower value is better 30.4% (Jan- Dec 2021) 23.0% (Jan- Dec 2024) +10 ppts Reduced unemplo yment Claimant Count (unemployment related UC claimants as a proportion of residents aged 16- 64) 4.0% (May 2025) 4.4% (October 2024) -0.4 ppts Lower value is better 4.8% (May 2022) 3.1% (May 2025) +0.9 ppts Female employment rate (percentage females in employment) 63.1% (Jan- Dec 2024) 68.7% (Jan- Dec 2023) -5.6 ppts Higher value is better 64.4% (Jan- Dec 2021) 72.1% (Jan- Dec 2024) -9 ppts Employment rate 64.2% (Jan- Dec 2024) 70.3% (Jan- Dec 2023) -6.1 ppts Higher value is better 64.7% (Jan- Dec 2021) 74.5% (Jan- Dec 2024) -10.3 ppts 78
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18 Unemployment rate 4.2% (Jan- Dec 2024) 2.7% (Jan- Dec 2023) +1.5 ppts Lower value is better 7.0% (Jan- Dec 2021) 3.3% (Jan- Dec 2024) +0.9 ppts More young people entering sustained positive destinati ons Percentage of 16-19 year olds participating in education, employment, training and other development 91.7% (2024) 92.0% (2023) -0.3 ppts Higher value is better 90.1% (2021) 92.7% (2024) -1 ppt Percentage of 16-19 years olds participating in Further/Higher Education 71.5% (2024) 73.0% (2023) -1.5ppts Higher value is better 75.3% (2021) 71.2% (2024) -0.3 ppts Youth claimant count (percentage of population aged 16- 24) 5.6% (May 2025) 5.8% (October 2024) -0.2 ppts Lower value is better 5.3% (May 2022) 3.4% (May 2025) +2.2 ppts Lifelong learning opportuni ties Percentage aged 16- 64 attaining degree level or above (RQF4+) 49.7% (2024) 54.3% (2023) -4.6 ppts Higher value is better 50.0% (2022) 53.7% (2024) -4 ppts Percentage aged 16- 64 with no or low qualifications (up to RFQ2) 32.0% (2024) 26.6% (2023) +5.4 ppts Lower value is better 25.1% (2022) 27.5% (2024) +4.5 ppts 79
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19 Working in Partnership Employability Week 2024 More than 600 people from across North Ayrshire found out about life-changing work and training opportunities during Employability Week. Employability Week featured a series of events to help showcase services that are available through North Ayrshire Council and various partners, with information about job vacancies, new careers, training and volunteering made available. The Council’s employability service’s Your Next Move, Working North Ayrshire programme arranged Employability Week to help people explore opportunities that are available on their doorstep. This was the second annual Employability Week, and key events were: • A Modern Apprenticeships (MA) information day at Irvine’s Volunteer Rooms. • An open day at CEiS Ayrshire, Irvine where people could meet the team and find out about the range of employment support programmes available • The launch of a new Youth Employment Hub in Stevenston Library for unemployed young people aged 16 to 24. • A networking Business Breakfast where local employers discussed employability support and recruitment and training initiatives. • The first birthday of the Parent Hub in Ardrossan to promote the variety of support that the We Work for Families Team can offer to parents and • A Jobs Fair in Saltcoats where people met local employers to find out about job vacancies and to speak with employment services for support. There was also a barbecue at Eglinton Community Gardens, Eglinton Park, Kilwinning, with information stands hosted by: the Council’s Justice service, which supports people who have been through the justice system with unpaid work and training; Equal, which is a Council service helping people with disabilities or long- term health conditions get back into work; We Work For Families, a Council-funded service in Ardrossan that supports parents to break down barriers and get into work, and employability provider CEIS Ayrshire. 80
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20 The MA event was a success again this year, with the team speaking to more than 200 young people who said “These events are valuable for the community” and “I would definitely recommend this to others.” Almost 30 tables were hosted by employers and partners in various sectors at the Jobs Fair and 300 members of the public went along to find out more about the range of jobs available, This week was arranged in partnership with a wide range of partners and showcases the strength of partnership working to improve outcomes across North Ayrshire. 81
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21 6. Priority 3: World What do we want to do? We will work more closely and effectively together to reduce carbon emissions and mitigate the impacts of climate change. How are we delivering on this? The North Ayrshire Climate Change Steering Group (CCSG) Act as a sounding board and critical friend to support and challenge the implementation of the North Ayrshire Sustainability Strategy. They bring ideas, lessons learned and best practice from elsewhere in the UK and internationally around climate change mitigation and adaption. The CCSG contribute wider policy knowledge on the sustainability and climate change agenda, promote North Ayrshire’s actions on climate change and contribute to the review and refresh of the North Ayrshire Council Environmental and Climate Change Strategy as required. Members of the CCSG include representatives from: • The Council • Ayrshire College • Police Scotland 82
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22 • Scottish Fire & Rescue Service • NHS Ayrshire & Arran • KA Leisure • Community Groups • Industry Sector • Transport Sector • Youth Groups World: What is the data telling us? Overleaf you will find an overview of relevant World data from the North Ayrshire Wellbeing Dashboard, which brings together a suite of socio-economic and environmental indicators that aim to measure progress towards delivery of a Wellbeing Economy in North Ayrshire. The data shown is a time series, whereby the most recent available data are shown, alongside the data from the last period, to show the direction of travel of the given indicator. Key Colour Explanation Performance better than previous year's Performance about the same as previous year Performance worse than previous year Colour coding not relevant because: we do not have previous period's data, or indicator is a running total, or there is no benefit in higher or lower value. For NA and Scotland, we may not be able to make a meaningful comparison between data due to differences in scale 83
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23 World: What is the data telling us? Objective Indicator North Ayrshire North Ayrshire last period North Ayrshire performance compared to last period Polarity North Ayrshire 3 years prior Scotland North Ayrshire performance compared to Scotland Increased use of renewable energy and reduced carbon emissions Renewable electricity installed capacity (Mega Watts): the total electricity generation capacity of all renewable energy sites. This is a rolling total 180.7 MW (2023) 165.4 MW (2022) Comparison not relevant Higher value is better 162.8 MW (2020) 15,387.4 MW (2023) Comparison not relevant Total final energy consumption in North Ayrshire (KTOE) (Kilotonnes of oil equivalent) 411.0 ktoe (2022) 419.7 ktoe (2021) -8.7 ktoe Lower value is better 422.8 ktoe (2019) 12,031.2 ktoe (2022) Comparison not relevant Total final energy consumption in North Ayrshire (excluding bioenergy and wastes) (KTOE) 276.7 ktoe (2022) 285.2 ktoe (2021) -8.5 ktoe Lower value is better 296.3 ktoe (2019) 11,471.1 ktoe (2022) Comparison not relevant Overall carbon emissions from non- domestic council estate (tonnes) 20,745 (2023/24) 20,896 (2022/23) -151 tonnes Lower value is better Data not available Data not available No data to compare Waste reduction Percentage of total household waste that is recycled (calendar year as per SEPA) 56.1% (2023) 55.3% (2022) +0.8 ppts Higher value is better 52.1% (2020) 43.5% (2023) +12.6 ppts Tonnes of waste generated per person 0.44 tonnes (2023) 0.44 tonnes (2022) 0 Lower value is better 0.47 tonnes (2021) 0.42 (2023) +0.02 tonnes 84
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24 More sustainabl e travel North Ayrshire Air Quality (Roadside Emissions): number of days when level of NO2 and level of particulate matter is 'moderate' or 'high' 0 (2024) 0 (2023) 0 Lower value is better 0 (2020) Data not available No data to compare Publicly available EV (Electric Vehicle) charging points per 100,000 population This is a rolling total 98.9 (April 2025) 95.1 (Jan 2025) Comparison not relevant Higher value is better 40.2 (April 2022) 123.0 (April 2025) -24.1 Length of new or improved active travel routes per annum (metres). Active travel refers to modes of travel that involve activity 3,900 (2023/24) 1,090 (2022/23) +2,810 Higher value is better Data not available Data not available No data to compare Increase carbon sequestrati on (Carbon sequestrati on is the process of capturing and storing atmospheri c carbon dioxide) Number of trees planted under the North Ayrshire 2030 Tree Planting Strategy 36,531 (2023/24) Data not available Data not available Higher value is better Data not available Data not available No data to compare 85
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25 Working in Partnership Community Renewable Energy Generation Fund The Community Renewable Energy Generation Fund (CREGF) was launched in 2023 to support community-led renewable energy projects. CREGF is a competitive council fund, where approved applications are agreed on merit. Funding available for projects is £350k from our council's Investment Fund as part of a participatory budgeting approach to enable crowdfunding for environmental works. The fund supports our council's Climate Change priority, achieving net-zero carbon emissions by 2030. The aim of CREGF is to provide one-off funding for projects to increase the level of community owned renewable energy generation opportunities and accelerate community benefits from local renewable energy. To be eligible, applications had to be from constituted North Ayrshire community groups. Applications from national organisations were also accepted if their project demonstrated direct benefits to the communities of North Ayrshire. Projects were required, where possible, to include match funding from other non-council funding sources. Renewable energy generation projects could include solar photovoltaic (PV), wind turbines, hydropower, heat pumps or green hydrogen. The funding was available for different stages of projects including feasibility, business case, planning, development or installation. It is expected that any surplus, profit or reduced energy costs delivered by the scheme will be used entirely for the benefit of the community group and/or wider community. So far funding of £128,939 has been awarded to projects within the Garnock Valley, Three Towns and Arran localities. Awards have been granted for the development of a solar PV farm, wind turbine, air source heat pump and battery storage. Beith Community Development Trust installed Solar PV on their roof, combined with a battery storage facility in December 2024. This enabled them to reduce energy use and costs while generating green renewable electricity. # CREGF continues to be promoted amongst community groups as part of the ongoing work to develop Community Climate Action Plans (CCAPs). The overall aim of the CCAPs is to lower the area-wide carbon emissions of North Ayrshire. The CCAPs will contain the climate views of our communities and help to identify climate actions which also support the local priorities of each of the six localities. These actions can be taken by community groups and supported by our council. An application to the CREGF can then be made to support the climate initiatives. Our council will continue to provide financial assistance by promoting the CREGF to support community-based action. This is a key outcome within the Council Plan Climate Change priority, where the fund aims to unlock the potential of community owned energy generation to bring new income streams into communities and help them take direct action to combat climate change. The Sustainable North Ayrshire Strategy 2024-27 supports the vision of a sustainable, climate ready North Ayrshire where we all play our part, whether as a local authority, business, school, community group or individual. 86
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26 The Robin Dam The Robin Dam is located on the River Garnock to the north of Kilbirnie. It forms a flood storage reservoir that was constructed as part of the Upper Garnock Valley Flood Protection Scheme. The reservoir stores water during periods of heavy rainfall which results in decreased peak river flows further downstream. The Robin Dam, together with the construction or improvement of other flood defences has increased flood protection in Kilbirnie, Glengarnock and Dalry. Flooding has been recorded in the Upper Garnock Valley since the 19th century and there have been significant flood events from the 1990s onwards, including in 1998, 2000, 2004, 2008 and in 2010. The 2008 flood resulted in considerable damage to property. The Scottish Environment Protection Agency’s (SEPA) first flood risk management plan for Ayrshire (2015) indicated that there were approximately 810 residential properties and 100 non-residential properties at risk of flooding in the Upper Garnock from both rivers and surface water sources. The development and implementation of the Upper Garnock Flood Protection Scheme was included as a measure to address this. Upper Garnock Valley Flood Protection Scheme The Upper Garnock Valley Scheme and the Robin Dam reservoir are an example of how North Ayrshire is preparing and adapting to climate change. These actions ensure that communities are prepared for and have an increased resilience to flooding and climate change. Construction of the scheme started in March 2020 and was completed in 2023. The Dam was named ‘The Robin’ following an online public poll. This was the most popular name because of the connections with a former pool in the River Garnock where local people visited for swimming, fishing and walking. In Kilbirnie and Glengarnock, the scheme removes 76 residential and 23 non-residential properties from flood risk for flood events at or below the designed flood event. During more extreme events, the same properties and a further 58 Kilbirnie properties would benefit from the scheme in some way, but flood impacts could be possible. In addition, 8 residential and 5 non-residential properties benefit from the Powgree Burn works in Glengarnock, while 49 properties benefit from the flood wall around the Mill Park housing estate in Dalry. North Ayrshire Council are currently looking at installing a story board which will help provide information on this real-life example of climate change adaptation. The story board will be placed on the public walking path around the Robin Dam. It will include before and after images, why the Dam was built and how this benefits and protects the local area. It is hoped this will encourage visitors to the Dam. The story of the Flood Protection Scheme will be included in Council’s Sustainability Team primary school lessons as an example of adapting to climate. 87
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27 7. Locality Planning in North Ayrshire There are six Locality Partnerships (LPs) in North Ayrshire which cover the whole local authority area. Our LPs are the way we fulfil duties under the Community Empowerment Act (Scotland) 2015 to have locality arrangements. Their membership comprises of: • Elected Members, • Community representatives, • Community Council Chairs, and • Community Planning partners. The LPs agreed their first set of local priorities following consultation, use of the Place Standard and consideration of local statistical profiles in 2017. A further consultation and priorities refresh took place in 2021. You can see an overview of each LP’s priorities on the next page. They meet quarterly with interim working groups/workshops as required. Their remit is to focus on tackling local issues and inequalities as well as to develop, review and implement the priorities of the Locality Plan for their area. Locality Planning Meeting Structure 88
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28 89
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29 8. Review of Locality Planning The Local Governance Review is an ongoing national programme that aims to explore how powers, responsibilities, and resources can be better shared with communities. This review, alongside North Ayrshire Council’s recently published Participation Strategy, has been used to carry out a self-assessment on locality planning. The purpose of this exercise was to identify opportunities for improvement that align with our partnership goals. Locality Planning Review: National and Local Policy Context We looked at how well our locality planning is working, using feedback from our communities and national work like the Local Governance Review and Democracy Matters 2. The aim is to make sure local people have more say in decisions and that we keep improving how we work together. What we did in 2024 • Surveys with locality reps to find out what’s going well, what’s difficult, and where things could improve. • Locality profiles were created to give a clearer picture of each area and its priorities. • Elected members took part in a Policy Advisory Panel session to share their views. • We looked at good practice nationally so we can learn from others while shaping approaches to fit North Ayrshire. The feedback showed that people involved in Locality Partnerships feel really connected to the work, with community members saying they feel included. At the same time, a few things were picked out that could be better – like using meeting time more effectively and spending more time looking closely at big priority issues. Partners also said they face challenges, especially around having enough resources and dealing with changes in staff, which can make it harder to keep things running Christie Commission (2011): Highlighted collaboration and community empowerment as key drivers of public sector reform. Community Empowerment (Scotland) Act (2015): Strengthened the role of communities in planning and decision- making. Local Governance Review (Democracy Matters 2): Ongoing national programme exploring stronger local decision- making. Community Empowerment Act Review (2025): Early recommendations call for more streamlined accountability, stronger policy coherence, and better partnership working. 90
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30 smoothly. This makes it even more important that locality planning works well, makes the best use of everyone’s time, and keeps focused on tackling inequalities. Locality Planning 2.0 – What’s Changing? Next steps to implement the recommendations will include: • Upskilling cross service Council officers in the purpose and methods of Locality Planning. • Launching the next phase of locality planning with Community and Locality Planning Partners and communities. • Working with the Locality Partnership Senior Officers Group to further develop and embed the proposed changes with partners. • Further developing the profile of locality planning through corporate communications channels, including a focus on reporting on progress against locality priorities. •The “Team Around the Partnership” will be better supported. •Locality Networks will be strengthened so they can play a bigger role in setting and delivering priorities. •More training and support will be offered for members and partners. Better Support for Partnerships •Locality Partnerships will have the option to start with a quick decision-making session, then move on to discussions on key local priorities. •Community reps (Vice Chairs) will help shape agendas, keeping meetings focused on what matters locally. •Less time will be spent on long updates – with new ways introduced to share information more effectively. Meetings Made Easier •Every partnership will use their locality plan as the main tool for tracking progress and driving action. •Plans will clearly link local priorities with wider council and national aims, including reducing inequalities and supporting Community Wealth Building. Locality Plans at the Centre •A review of grant funding is taking place to make the process simpler and fairer for community groups. •Updated guidance and support will help applicants put in stronger bids. •As CIF funding comes to a natural end, we’ll work with communities on new ways to fund and deliver local projects together. Community Investment Fund (CIF) 91
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31 9. Locality Profiles 2024/25 Arran Locality Partnership Since its inception in 2016, locality planning on Arran has seen significant progress. The Arran Locality Partnership has developed strong connections with the Health and Social Care Partnership, leading to a more unified approach to addressing the needs of the island's residents. In recent years, the focus of the Arran Locality Partnership has shifted towards aligning its initiatives with the Arran Local Island Plan. This alignment enhances how North Ayrshire Council tailors its services to better support the objectives outlined in the Arran Plan. In 2021, the Arran Locality Partnership adopted the key themes of the Arran Island Plan after engaging extensively with the public. This ensures that locality planning continues to reflect the island’s distinctive priorities. The partnership is now exploring ways for North Ayrshire Council to customise its services specifically for Arran residents, reinforcing the overarching goals of the Arran Plan. This ongoing evolution is a sign of the commitment to providing joined-up, responsive community planning that truly addresses Arran’s specific needs Arran Locality Priorities Communities Economy Environment During 2024/25 Arran Locality Partnership: Awarded £2,841 In Grant Funding Appointed a new Chair and continued to strengthen the connection between the Locality Partnership and Island Plan activities Named 1 street for new housing development on the Island 92
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32 Key discussion themes during 2024/25 Partnership focuses for 2025/26 Strengthen alignment of the Partnership and Island Plan work Continue to support and promote Arran, the Island Plan and its Sub-groups Implement changes from the Review of Locality Planning enhancing Community Engaement and Support Local Economic Resilience Further enhance partnership working 93
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33 Garnock Valley Locality Partnership The Garnock Valley is made up of several vibrant towns and villages, including Kilbirnie, Dalry, Kilwinning, Gateside, Burnhouse, Longbar, and Greenhills. In the 19th and early 20th centuries, it was a significant hub of industry, with manufacturing sectors such as textiles, furniture-making, silk scarf and leather production, weaving, iron and steel, foundry work, coal mining, and brickmaking playing a central role in the area’s development. During a wide-ranging public engagement in 2021, the community confirmed that the priorities first established in 2016 remained relevant. Guided by this feedback, the Partnership has continued to build on these priorities. To help maintain momentum, subgroups have been formed for each priority area, providing quarterly progress updates to the Locality Partnership. Garnock Valley Locality Priorities Moving Around Work & The Local Community Facilities & Amenities During 2023/24 Garnock Valley Locality Partnership: 2 Streets Named for new housing development in Kilbirnie. Awarded £15,846 In Grant Funding. Awarded £106,000 Community Investment Funding. 94
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34 Key discussion themes for 2024/25 Partnership focuses for 2025/26 Progress of the Garnock Valley Place Plan Supporting Community Initaitves Enhancing Partnership Working Progress the work of the Garnock Valley Place Plan and Travel Needs Analysis Explore what actions from the Local Place Plan that Partnership can take forward Enhancing Community Health and Wellbeing through the CHES work 95
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35 Irvine Locality Partnership The Irvine Locality Partnership includes the central town of Irvine and the nearby villages of Springside, Dreghorn, and Drybridge. The town's scenic harbour area reflects its rich industrial history and is home to the National Maritime Museum. Irvine's beach serves as a year-round natural resource for locals and visitors alike, promoting health and activity within the community. The residents of Irvine and its surrounding villages form dynamic, engaged communities that collaborate to ensure inclusivity and support for all, fostering unity and shared goals. In 2021, an extensive public engagement initiative revealed that the community felt the priorities established in 2017 needed updating due to the impacts of the Covid-19 pandemic. To address this, the Locality Team hosts chit chat events across each of the community settlements in Irvine to discuss issues relating to the priorities and how the Partnership can provide support. Irvine Locality Priorities Supporting Skills and Work Opportunities Alleviating Poverty Enhancing our Mental Health & Wellbeing Championing Green Health and the Natural Environment During 2024/25 Irvine Locality Partnership: Awarded £52,261.02 In Grant Funding. Awarded £49,500 Community Investment Funding. 96
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36 Enhancing Community Infrastructures Progressing Actions from the Locality Plan Enhancing Local Investment Enhance Community Health and Wellbeing through the CHES work Implement changes from the Review of Locality Planning Refresh Locality Action Plan based on changes from review. Key discussion themes during 2024/25 Partnership Focuses for 2025/26 97
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37 Kilwinning Locality Partnership Kilwinning is a vibrant town in North Ayrshire, situated along the River Garnock just north of Irvine. It has a rich heritage as a hub for weaving, coal mining, and ironworks, industries that played a major role in Scotland’s industrial development. In the 20th century, Kilwinning was incorporated into Scotland’s last New Town initiative, further cementing its role as an economic and cultural centre. In 2021, a comprehensive public engagement exercise was undertaken to reassess local priorities in light of the pandemic. The feedback highlighted that the priorities established in 2017 required updating to better reflect the community’s evolving needs and challenges. Kilwinning Locality Priorities Supporting Skills and Work Improving Our Local Environment Alleviating Poverty and Promoting Equity of Access to Opportunities Improving Community Wellbeing During 2024/25 Kilwinning Locality Partnership: Awarded £42,494.82 In Grant Funding. Awarded £25,000 Community Investment Funding. 3 Streets Named for new housing developments in Kilwinning 98
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38 The review of Locality Planning Community Investment and Support Community Engagement Implement changes from the Review of Locality Planning Quarterly meetings to be thematically aligned with the locality’s agreed priorities Rejuventate the Locality Networks Key discussions Topics for 2024/25 Partnership focuses for 2025/26 99
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39 North Coast and Cumbraes Locality Partnership The North Coast Locality encompasses the island of Cumbrae and the picturesque seaside towns of Largs, Fairlie, Skelmorlie, and West Kilbride. Largs, the largest town, is a traditional seaside resort offering a wide range of amenities and activities for visitors, including ferry services to Cumbrae for exploration. While Fairlie, Skelmorlie, and West Kilbride are smaller, they each boast excellent amenities such as restaurants, shops, and scenic rural walks. The seafront at Seamill features a long sandy beach, and the charming harbour at Portencross offers stunning views. In 2021, a comprehensive public engagement initiative was carried out to reassess community priorities in response to the pandemic, providing valuable insights that guided the development of refreshed targeted priorities. Cumbrae also has its own Island Plan focused on three key themes: Community, Economy, and Environment, which will guide the future development of the island. North Coast and Cumbraes Locality Priorities Improving Access to Financial Services Increasing Social Inclusion Improving Mental Wellbeing Supporting Skills and Work Opportunities During2024/25 North Coast & Cumbraes Locality Partnership: Awarded £19,190.35 In Grant Funding. Awarded £176,865 Community Investment Funding. 100
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40 Social Inclusion and Community Support Driving local Infrastructure and Environmental Sustainability Growing Local Economic and Funding Opportunities Key discussion themes during 2024/25 Partnership focuses for 2025/26 Implement changes from the Review of Locality Planning Support the work of the Cumbrae Island Plan Thematic quarterly meetings and focusing on child poverty 101
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41 Three Towns Locality Partnership The Three Towns, Ardrossan, Saltcoats, and Stevenston are vibrant communities located on the scenic North Ayrshire coast. Their beautiful landscapes and coastal charm make them popular destinations for both leisure and tourism. Together, the Three Towns offer a wide variety of attractions. Notable sites include Clyde Marina, the historic ruins of Ardrossan Castle, the Arran ferry service at Ardrossan Harbour with convenient rail and bus links, Auchenharvie Leisure Centre and Golf Club, Ardeer Golf Club, Ardeer Quarry Local Nature Reserve, and the ancient remains of Kerelaw Castle. In 2021, the community participated in an extensive engagement exercise to consider local needs following the pandemic. The valuable feedback gathered provided important insights into shifting priorities among residents, resulting in a refreshed focus for future plans Three Towns Locality Priorities Promoting the Local Economy & Tourism Regenerating Community Facilities Increasing Civic Pride and Community Engagement Improving Community Wellbeing During 2024/25 the Three Towns Locality Partnership: Awarded £66,111.26 In Grant Funding. Awarded £ 207,890 Community Investment Funding. 102
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42 Investment in local assets Boosting Community Wellbeing and Inclusion Enhancing Partnership Working Priorities Key Discussion Topics for the Partnership during 2024/25 Partnership focuses for 2025/26 Implement changes from the Review of Locality Planning Enhance Community Health and Wellbeing through the CHES work Maximising the impacts of community funding 103
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43 Local Child Poverty Statistics 2025, shows encouraging signs for North Ayrshire. The analysis shows the child poverty level (after housing costs) in North Ayrshire reduced from 29.2% in 2022-23 to 24.3% in 2023-24. This is against national averages of 24% and 23% respectively. There has been £1,079,805.25 in grants and funding invested in North Ayrshire Communities through local grant making and the Community Investment Fund since the inception of Locality Planning in North Ayrshire in 2016 . Since the start of the CIF fund in 2017/18, funding of £3.,769,858.04 has been invested in the area through our Locality Partnerships totalling over £4.8m of support for our communites. “The council works effectively with a wide range of partners including the CPP, the IJB and private business. There is joint ownership of, and commitment to delivering agreed strategic priorities. The Council Plan, the Local Outcome Improvement Plan and local community plans are all clearly aligned and focussed on addressing North Ayrshire's key challenges.” Best Value Assurance Report 2020 "CLD practices and principles are embedded within the work of the North Ayrshire Council and the Community Planning Partnership (CPP)...The CLD plan reflects both council and local outcomes improvement plan priorities...Shared aims and objectives are evident in partnership groups such as Locality Planning Partnerships (LPPs) and work is driven by council, CPP and local priorities. Senior leaders, the CLD service and partners have a clear commitment to partnership working with the communities they serve...Third sector and community representatives are well represented across community planning structures and feel heard and valued." Community Learning and Development Progress Visit Report 2023 10. Our Impact While this report highlights the Community Planning Partnership's work and achievements in 2024/25, it's important to recognise the wider journey we've taken together as a partnership over the last decade. As we look to the future, these experiences and achievements provide a valuable context for understanding the current focus of the CPP. 104
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44 11. The Year Ahead Some of our key focuses for 2025/26 are outlined below: For further information about any of the above please contact us at communityplanning@north-ayrsire.gov.uk Implementation of Locality Planning Review Implementing Local Governance Review findings North Ayrshire CPP Conference 25/26 Increased pan- Ayrshire working Local grants and funding review Continue bulding CPP Child Poverty focus 105
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45 12. Tell us your views Please take a few minutes to tell us what you think about the North Ayrshire Community Planning Partnership Annual Report by completing our survey online: https://forms.office.com/e/jArtnqVE92 Alternatively, you can email us at: communityplanning@north-ayrshire.gov.uk with any questions or comments. Thank you! 106
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NORTH AYRSHIRE COUNCIL 5 November 2025 North Ayrshire Council Title: Boundaries Scotland: Second Review of Scottish Parliamentary Boundaries – Conclusion of Review Purpose: To advise Council of the conclusion of Boundaries Scotland’s Second Review of Scottish Parliamentary Boundaries. Recommendation: That Council notes: i) the conclusion of the Review of Scottish Parliamentary Constituencies and Regions, including the impact on the North Ayrshire Area; ii) that the new boundaries will take effect at the next Scottish Parliamentary Election scheduled for Thursday 7 May 2026; and iii) that the Electoral Registration Officer will make any necessary amendments to the Register of Electors. 1. Executive Summary 1.1 Boundaries Scotland published its final report for constituency and regional boundaries for the Scottish Parliament which was submitted to the Minister for Parliamentary Business on 30 April 2025 and approved on 15 October 2025. The new constituencies and regions will come into force at the next scheduled Scottish Parliamentary Election which is scheduled for Thursday 7 May 2026. 1.2 Cunninghame North constituency will remain unchanged; however, Cunninghame South constituency will incorporate areas which are currently in the Kilmarnock and Irvine Valley constituency, namely Stewarton and Dunlop. The Polling Places in Stewarton and Dunlop will be administered by North Ayrshire Council for Scottish Parliamentary elections. 1.3 The revised boundaries for the West of Scotland Region now include Stewarton and Dunlop which will form part of the new Cunninghame South Constituency. These areas were previously within the South Scotland Regional Constituency. The West Scotland Region includes Clydebank and Milngavie; Cunninghame North; Cunninghame South; Dumbarton; Eastwood; Inverclyde; Paisley; Renfrewshire North and Cardonald; Renfrewshire West and Levern Valley; Strathkelvin and Bearsden Constituencies. 1.4 Council is recommended to note the proposals which will ensure that the entirety of the new Cunninghame South constituency is incorporated into the West Scotland regional constituency. 2. Background 2.1 Boundaries Scotland is an independent advisory non-departmental public body responsible for reviewing and making recommendations for constituencies and regions of the Scottish Parliament; the number of councillors on each council in a local government Agenda Item 9 107
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area; the number of wards for local government elections and their boundaries; and the extent of council areas. 2.2 Boundaries Scotland is distinct from the Boundary Commission for Scotland which is a separate body responsible for reviewing the boundaries of the UK Parliamentary constituencies in Scotland. 2.3 The Second Review of Scottish Parliamentary Boundaries was required by the Scotland Act 1998. The previous review was in 2010 and the existing constituencies and regions remained unchanged since 2011. Since the review in 2010 there has been significant change to the electorate, including the extension of the franchise for Scottish Parliamentary elections to those aged 16 years and over as well as changes within the population. 2.4 The Council has supported Boundaries Scotland in publicising their proposals via press releases, sharing these via our corporate and community social media channels as well as displaying the proposals in public facing offices. Links to the consultation have also been shared with Community Councils. 2.5 The approved recommendations of Boundaries Scotland are that the new Cunninghame South Constituency will be as shown on the plan annexed at appendix 1. This recommendation was noted by Council in June 2024. This change means that Stewarton and Dunlop, previously part of the East Ayrshire administered Kilmarnock and Irvine Valley Constituency, will now fall within the Cunninghame South Constituency and be administered by North Ayrshire for the purposes of Scottish Parliamentary elections from 7 May 2026. 2.6 There are no changes to Cunninghame North Constituency as shown on the plan annexed at appendix 2. 2.7 The rules governing the boundary setting process for regions state that “a constituency must fall wholly within a region”. For this reason, the area has been incorporated into the new Cunninghame South Constituency and will also be included in the West Scotland Region. The new West Scotland Region is shown on the plan attached at appendix 3. 3. Proposals 3.1 That Council notes: i) the conclusion of the Review of Scottish Parliamentary Constituencies and Regions approved by the Scottish Parliament, including the impact on the North Ayrshire Area; ii) that the new boundaries will take effect at the next Scottish Parliamentary Election scheduled for Thursday 7 May 2026; and iii) that the Electoral Registration Officer will make any necessary amendments to the Register of Electors. 4. Implications/Socio-economic Duty Financial 4.1 None Human Resources 4.2 None 108
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Legal 4.3 Cross boundary arrangements have been put in place with East Ayrshire Council for the conduct of the Poll/Count for the revised constituencies of Cunninghame South and West Scotland Region. Equality/Socio-economic 4.4 None arising from this report. Climate Change and Carbon 4.5 None arising from this report. Key Priorities 4.6 Supporting an effective boundary review directly links to our key priorities of Communities and Local Democracy as well as a Sustainable Council. Community Wealth Building 4.7 None arising from this report. Islands Communities Impact Assessment (ICIA) 4.8 None arising from this report. United Nations Rights of the Child (UNCRC) 4.9 None arising from this report. Consumer Duty 4.10 None arising from this report. 5. Consultation 5.1 Boundaries Scotland have held a full consultation exercise in terms of the Scotland Act 1998. The proposals from this review have been published in our front-line offices and online via press releases. Aileen Craig Head of Service (Democratic Services) For further information please contact Tracy O’Hara, Elections Manager, on 01294 324042. Background Papers Boundaries Scotland’s full proposals are available at Second Review of Scottish Parliament Boundaries 109
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Appendix 1 110
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Appendix 2 111
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Appendix 3 112
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NORTH AYRSHIRE COUNCIL 5 November 2025 North Ayrshire Council Title: Medium-Term Financial Outlook and Approach 2026/27 to 2028/29 Purpose: To outline the financial challenges facing the Council and examine the likely financial position of the Council’s General Fund in the medium-term, to note the progress made in addressing the challenges and to commence a programme of engagement with communities. The feedback from which will help inform the development of budget proposals for consideration at the Council’s Budget meeting in February 2026. Recommendation: That Council considers the Medium-Term Financial Outlook 2026/27 to 2028/29, notes the scale of the financial challenges facing the Council over this period and the range of areas being progressed and included within the planned programme of engagement with communities. Following the period of engagement, considers the feedback from communities and brings forward proposals to set a balanced budget for 2026/27. 1. Executive Summary 1.1 Local authorities continue to operate in a very challenging and uncertain environment with public sector funding not keeping pace with the increasing costs and demand for services. In this climate it is important that Councils take a long-term view whist also recognising areas of short-term pressure impacted through prevailing periods of higher inflation. The Council’s Long-Term Financial Outlook is the cornerstone of the Council’s strategic financial framework and establishes a sound basis for the development of the Medium-Term Financial Outlook and subsequent annual budgets, helping the Council address the challenges it faces and align resources to key priorities. 1.2 The Long-Term Financial Outlook 2024/25 to 2033/34 was presented to Council on 13 December 2023 and identified an estimated funding shortfall of £127m over this period which the Council requires to address. This included anticipated pressures in relation to the Health and Social Care Partnership (HSCP) and was based on best estimates at that time with sensitivity analyses highlighting the implications of changes to the underlying assumptions. 1.3. The Medium-Term Financial Outlook for the period 2026/27 to 2028/29 draws on similar data and projections to that contained in the Long-Term Financial Outlook, Agenda Item 10 113
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however the financial projections have been updated for this period based on more recent cost analysis and funding metrics. This has identified a gross funding gap of £61.6m over the next 3 years, excluding any assumptions regarding planned use of reserves and Council tax increases, which must be addressed as part of the Council’s Medium-Term Financial Plan. 1.4 The scale of this challenge will continue to have an impact on the range and level of services delivered by the Council, and this will require to be managed within the context of its statutory and regulatory responsibilities. Before the Council considers the range of budget proposals and the level of Council tax for 2026/27, it is appropriate to undertake a programme of engagement with communities, that firstly sets out the scale of the financial challenge facing the Council but, importantly, seeks feedback across a range of areas of Council services. This feedback will play an important role in informing the Council of the views from North Ayrshire communities and any anticipated impacts from the budget proposals, including any equality impacts and those which could proportionately have a greater impact on the island communities. This feedback will be considered as part of the development the Council’s Medium-Term Financial Plan. 1.5 To help address the financial challenges, the Council will continue to progress the sustainable change and transformation programme at scale and pace over the short, medium and longer term, and for this activity to be incorporated in the Council’s Medium-Term Financial Plan and aligned to the key priorities set out within the Council Plan 2023-2028. 1.6 The Council via COSLA will continue to engage with Scottish Government on local government funding. The Scottish Government published its Medium-Term Financial Strategy in June 2025. This was supported by a Fiscal Sustainability Delivery Plan. The strategy sets out Scottish Government priorities across 3 main pillars. It is evident from the 1st pillar “Ensuring public money is focused on delivering government objectives, underpinned by reform and prioritisation to maximise impact” that this will present a challenging financial landscape for the public sector, however, the extent to which this will impact the local government finance settlement remains unclear at this time. Within this context it is vital that Councils consider the use of all available powers as an alternative to service reductions. It is also important that Councils continue to lobby Scottish Government for maximum financial flexibility across all policy areas, in particular, funding for health and social care and education. 1.7 Elected members will continue to receive briefings on the progress of the Medium- Term Financial Plan and officers will continue to support members in developing proposals to address the budget gaps. 2. Background Long-Term Financial Outlook (LTFO) 2.1 The Council’s revised Long-Term Financial Outlook 2024/25 to 2033/34 was approved on 13 December 2023 and identified an estimated funding shortfall of £127m over this period which the Council requires to address. This included anticipated pressures in relation to the Health and Social Care Partnership (HSCP) and was based on best estimates at that time with sensitivity analyses highlighting the implications of changes to the underlying assumptions. The report included a range of information, including: 114
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• The strategic financial framework; • Local issues for North Ayrshire including our current and anticipated demographic and health profiles, employment and levels of deprivation and the impact these will have on the Council's income and cost base; • Global and national economic performance; • Factors affecting Scottish Government funding and funding for Local Government; • The financial outlook for North Ayrshire including funding and expenditure requirements; • A review of the Council's balance sheet including assets, debt, future liabilities and reserves; and • The strategic response required by the Council to ensure future financial sustainability. The Medium-Term Financial Outlook 2.2 The Medium-Term Financial Outlook for the period 2026/27 to 2028/29 draws on the same data and projections as the Long-Term Financial Outlook, however, brings into sharper focus the short and medium-term impacts from recent key global, UK and national events, all of which contribute to a challenging financial landscape for citizens, communities, and local government finance. Economic Outlook 2.3 Funding for public services is linked to the performance of global and national economies and through the volatility in financial markets. UK Government fiscal policy and Bank of England Monetary policy decisions have an influence on local government finance, whether it is through the level of Block grant available to Scotland, or the purchasing power associated with this funding within the context of inflation and the level of interest rates, which affects the cost of borrowing for Councils. Inflation 2.4 Although inflation has remained relatively static, households will continue to experience pressures on disposable income driven in some part by further rises in energy costs in the short term. 2.5 The Consumer Price Index (CPI) measure of inflation rose by 3.8% in the 12 months to August 2025. This has been unchanged in the last 3 months since June 2025. It remains above the Bank of England (BoE) target of 2%. Latest forecasts project Inflation will remain over 3% during the rest of 2025 and then fall towards 2% by the end of the 1st half of 2026. Moving forward, this should have the effect of stabilising costs across various commodities and importantly, where contracts are linked to inflation indices, this should minimise any increases. 115
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Public Sector Pay 2.6 Employee costs represent around 50% of the Council’s gross expenditure budget. Inflationary pressure in this area represents a significant pressure that will be faced by the Council over the medium and long-term. Pay awards have been agreed with unions across the SJC as part of a 2-year deal i.e. 4% increase for 2025/26 and a further 3.5% for 2026/27. Negotiations with teaching unions within the SNCT continue with no agreement yet in place from August 2025. This position presents a risk to Councils. 2.7 In terms of funding, the Scottish Government has committed to providing additional funding in 2025/26 which represents the element of the pay award increase over 3% (i.e. SG Funding equating to 1% in 2025/26) and that this will be baselined in 2025/26. Further, the Scottish Government will provide 0.5% of the 3.5% pay increase agreed for 2026/27. In summary, Council’s require to fund 3% increases for both years which, it is recognised, sits at the maximum level of affordability. The distribution of funding has still to take place. The planning assumption across the medium and long-term is for the Council funding element for pay awards to remain at a 3% increase each year from 2027/28. Future pay negotiations will continue to be influenced by the level of inflation and the trade union commitment to progress towards a minimum pay level of £15 per hour for staff. The latter having further significant financial implications for Councils. It is also noted from current negotiations with teaching unions, that class contact time remains an area of ongoing discussion and negotiation. Depending on the outcome, this could have potentially significant financial implications for Councils. Interest Rates 2.8 The Bank of England (BoE) Monetary Policy Committee met on 18 September 2025 and voted to maintain the bank base rate at 4.00%. It is projected that the base interest rate will likely remain at 4.00% at the next meeting on 6 November 2025, with further cuts projected later in 2026, however, this will very much depend on inflation being at or around the 2% BoE target. From a Council borrowing perspective, through the Public Works Loans Board, the rates available are linked to the performance of government bond yields (Gilts). Current projections indicate that bond yields will continue to fall slightly, leading to a reduced cost of borrowing. The landscape, however, remains quite uncertain. Any reduction in the cost of borrowing would help alleviate some of the pressures in delivering the capital programme. The Scottish and UK Landscape 2.9 The Scottish Government published its updated Medium-Term Financial Strategy (MTFS) and Fiscal Sustainability Delivery Plan (FSDP) on the 25 June 2025. The MTFS was presented across 3 priority pillars:- • Pillar 1: Ensuring public money is focused on delivering government objectives, underpinned by reform and prioritisation to maximise impact. • Pillar 2: Supporting sustainable, inclusive, economic policies with the greatest potential to grow Scotland's economy, expand and broaden the tax base to fund public services. 116
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• Pillar 3: Ensuring a strategic approach to tax revenues, which considers the longer-term impact of our tax choices and competitiveness. Pillar 1 sets out the ambitions for the wider public sector and the need for reform and prioritisation of resources, however, at this time it is not clear the extent to which this ambition will impact on the Local Government finance settlement. 2.10 The Scottish Government Programme for Government reaffirmed the 4 main priority areas of: • Eradicating child poverty • Growing the economy • Tackling the climate emergency, and • Ensuring high quality and sustainable public services 2.11 The Scottish Government continues to state its commitment to the Verity House Agreement and to work more closely with local government to deliver shared priorities for communities. As part of this, a Fiscal Framework was recently agreed via COSLA that sets out a foundation for co-operation and co-ordination on all matters concerning the financial relationship between the Scottish Government and Local Government. This includes areas of local taxation, fiscal flexibilities and multi-year allocations. The intention for 2026/27 is that the local government settlement will be supported with information that outlines multi-year allocations, however, the level of detail that will be available remains unclear at this time. 2.12 The UK Government will deliver its Autumn Budget on 26 November 2025. This is around one month later than normal practice. The knock-on effect of this is such that Scottish Government has recently confirmed that the Scottish Budget for 2026/27 is now due to be published on the 13 January 2026, with the local government finance settlement anticipated at the same time. It is anticipated that this will be supported by details of multi-year allocations for 2027/28 and 2028/29, however, the level of detail has yet to be confirmed. This is around 6 weeks later than last year and will present challenges to all Councils in setting Budgets. The North Ayrshire Council meeting to consider the Budget is scheduled for Wednesday 25 February 2026. 2.13 Within this context, current indicators point to a continuation of a challenging fiscal landscape for Councils. It is also recognised, from a political context, that two cycles of upcoming elections may influence areas of policy, prioritisation and investment, with the Scottish Parliamentary elections in May 2026, followed by local government elections in May 2027. The focus of the Council, linked to ongoing discussions as part of the Verity House Agreement, is to maximise any financial flexibility available. It is important that Councils, via COSLA, continue to lobby Scottish Government for maximum financial flexibility across all policy areas, in particular, funding for health and social care and teachers. Careful consideration is required in the use of these powers when setting a balanced budget, with the aim to minimise cuts to vital services, impacting on communities and outcomes, and to manage the level of Council Tax increases. 117
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Financial Outlook for North Ayrshire Council Allocation of Resources 2.14 The Chart below summarises the allocation of resources for 2025/26 approved at Council in February 2025, with around 50% of gross expenditure relating to employee costs; 2.15 It is recognised in the last number of years, the level of influenceable budget not linked to Scottish Government requirements or statutory contractual commitments, be it through the Health and Social Care Partnership (HSCP) or large elements of the education budget, has greatly reduced. This continues to place a disproportionate level of pressure on the other Council budgets. This is unsustainable within the context of trying to deliver effective services to communities. Medium-Term Financial Pressures and Planning Assumptions 2.16 Following an assessment of cost pressures and anticipated income levels, the next 3 years forecasts continue to be subject to a degree of volatility, albeit there has been a more sustained reduction in the level of general inflation. Work to review the General Services Capital Programme continues to be impacted by a high level of construction cost volatility. When set within the context of the current planning assumptions around funding, this has resulted in a projected medium-term gross funding gap of £61.6m (including the HSCP) and £39.3m (excluding the HSCP) over the next 3 years. The scale of this gap will present challenges to the Council in delivering balanced budgets. Areas of significant pressures identified within the Medium-Term financial Outlook include: Workforce costs 2.17 As noted in sections 2.6 to 2.7, the pay award for 2025/26 and 2026/27 has been agreed across SJC bargaining groups. Negotiations with teaching unions continues. 118
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The current planning assumption beyond that which has already been agreed across the medium and long-term is for the Council funding element of pay awards to remain at a 3% increase each year. As noted in section 2.7 of the report, for 2026/27, the Scottish Government have committed to fund the increase in pay above 3% i.e. 0.5% additional funding. Future pay negotiations will be influenced by the ongoing level of inflation and the trade union commitment to progress towards a minimum pay level of £15 per hour for staff. The latter having significant financial implications for public sector finance. Staff Group 2026/27 Planning Assumption 2027/28 Planning Assumption 2028/29 Planning Assumption Teachers 3.5% from August 3% from August 3% Other Staff 3.5% Agreed 3% 3% 2.18 North Ayrshire Council (including the HSCP) has benefitted from reduced Strathclyde Pension Fund (SPF) employer contribution rates, from 19.3% to 6.5% for 2024/25 and 2025/26. From the last triennial review of the fund, contribution rates from 1 April 2026 are scheduled to increase to 17.5%. The Council’s financial planning to date across 2024/25 and 2025/26 assumed the recurring contribution rate at 17.5% as this represents the revised structural rate for the Council. This allowed the Council to benefit from a non-recurring pension rebate across 2024/25 and 2025/26 and avoid a cliff edge pressure in 2026/27. As things currently stand, the next triennial actuarial review of the fund will commence later this year, with the outcome communicated in advance of the 2027/28 Budget. The current funding level of the SPF noted in the Annual Report at the 31 March 2025, reflected an indicative funding position of 174%. This position has improved since the previous 2023 valuation, at 147%, being the figure that then informed recommended contribution rates for the main employing groups for the subsequent three years. Based on this position, it is anticipated that the Council would likely accrue some benefit from 2017/28, however, this will be subject to the outcome of the review. 2.19 The projected position of HSCP, influenced by significant demographic, demand, funding and inflationary pressures of around £8.2m in 2026/27, indicates a potential funding deficit position of between £8m to £21m in 2026/27, with a central planning deficit assumption of between the best and medium-case scenarios of around £11m. The position for 2026/27 has been influenced by the anticipated change in employer pension contribution rate as outlined in section 2.18. The effect of which is an increase in costs of £6.7m in 2026/27. Recovery actions and savings options continue to be progressed through the Integration Joint Board; however, this position presents a significant risk to the financial sustainability of the Council. In view of this and as part of the Council’s Budget setting process, elected members will require to carefully consider the level of contribution to the HSCP. This should also be considered within the context of the level of general revenue grant received, any settlement conditions, savings to be made by the HSCP and considerations on the level of any Council tax increase. 119
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Other Inflationary Costs 2.20 Inflationary cost increases have been included in forecasts for major utilities (electricity and gas), fuel, food and those contractual commitments with increases linked to inflation indices. In respect of utilities, cost forecasts are based on rates secured via Procurement Scotland from the advance purchases and from available price indices applied to the balance of expected energy need across each of the years. 2.21 Major contracts linked to inflation indices include PPP contracts and waste contracts. Cost impacts based on inflation forecasts over the next 3 years have been included in the budget models. In addition to this an allowance has been made to cover other major contractual increases e.g. Strathclyde Passenger for Transport to meet legislative requirements. A particular area of cost pressure linked to inflation and growing demand, is transport costs associated with children with additional support needs. 2.22 The Council currently makes no additional financial provision for general inflation. It is recognised that due to the previous high levels of inflation, this continues to place further strain on operational budgets across the Council. The implications of this include a reduced level of purchasing power for a range of materials and commodities and re-phasing of programmes / activities to operate within existing resources on an annual basis. This position is most acute across the Place Directorate due to the nature and range of services provided. Ongoing work is being carried out to consider a risk-based funding prioritisation approach for those activities that have been most impacted by inflation. Any allowance for additional funding will be subject to the level of revenue grant received and set within the context of other pressures facing the Council. It is important that elected members are kept fully informed of any impacts. An initial additional cost assessment of £0.5m will be included within Budget plans at this time. 2.23 Although interest rates have remained static in recent months at 4.00%, the cost of borrowing remains relatively high. This, along with ongoing construction cost volatility places a burden on the affordability of the 10-year capital programme. With the recent completion of Montgomerie Park and Moorpark primary schools and approval of additional funding to support the construction of the new Ardrossan Campus, the stage of these developments has helped provide greater clarity on costs, however, the financial impact of this along with a number of other projects that are at earlier stages of development, will require additional revenue investment across the medium and long-term to ensure delivery of the Council’s ambitious capital programme. Local Government Funding and Anticipated Budget Gap 2.24 Single year settlements have been a feature of Scottish Government budget setting since 2015/16. This approach continues to create a high level of uncertainty around future funding levels and can impede progress in delivering sustainable change. This, alongside the complex interaction of block allocations from the UK Treasury, Scottish Government fiscal policy, priorities and commitments and the complexities of the distribution formulae, makes it difficult to forecast future grant funding levels. Whilst the overall quantum of funding available to local government remains unclear, the Scottish Government has made a commitment to include information to support multi- 120
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year allocations. This will be received as part of the 2026/27 local government settlement due in January 2026. Once the level of detail for future years is assessed, it is hoped that this new approach will support more sustainable medium-term financial planning. 2.25 Within this funding landscape, and with a predicted decline in overall population for North Ayrshire, it is both reasonable and prudent to assume that the level of future budget settlements will remain challenging. The MTFO forecast includes a flat cash funding projection over the duration of the next 3 years. This position assumes that any potential uplift in the quantum of funding would be negated by the impact of the declining North Ayrshire population demographic relative to a projected increase in national population levels and shifts in population, mainly from west coast and rural authorities to the central belt and the east of the country. North Ayrshire will continue to be protected from large negative movements in funding from the “Floor adjustment” included in the settlement, however, this simply slows down the level of funding reduction over a longer timeframe. 2.26 The Medium-Term Financial Planning includes various modelled assumptions of Council tax increases for 2025/26. In 2024/25 the Budget was supported by a Council tax freeze. In 2025/26 the Council tax increase was 7%. This represented the second lowest level of increase across Scotland. In a national context, North Ayrshire currently has the 18th highest level of Council tax (Band D - £1,554) from the 32 local authority areas. Although the central planning assumption for 2026/27 includes a 5% increase at this time across each of the next 3 years, the level of increase will have to be considered within the context of the finance settlement received and the areas of significant financial pressures and risks facing the Council, most notably from the HSCP. 2.27 Since 2017/18 the Council has used over £27m of reserves to support recurring expenditure. A further review of all reserves will be carried out as part of the Medium- Term Financial Plan. The Council meeting of 1 March 2023 approved the use of reserves, generated from Service Concession flexibility, to support the Budget programme over the medium-term. Due to the scale of the budget gaps forecast this funding is an essential element to deliver balanced budgets over the medium-term. As stated previously, this approach will provide only temporary mitigation and will require to run in parallel with the delivery of more sustainable measures in reducing the Council’s cost base. Approved reserves to support the Budget are included in the undernoted table. Reserves 2024/25 £m 2025/26 £m 2026/27 £m 2027/28 £m £5.0m £4.0m £3.5m £1.8m 2.28 A summary of the anticipated gross funding gap of the Council (excluding any assumptions on increases to Council tax currently and excluding any planned use of reserves for 2026/27 and 2027/28) over the next three years is provided in the table below. Although the budget in respect of the HSCP is a matter for the Integration Joint Board to consider, the undernoted table includes details of additional anticipated HSCP pressures in respect of the Council services element of the HSCP. This is appropriate as the Council is a key funding partner for the services delegated to the Integration Joint Board, and although the Council’s expenditure plans currently 121
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reflects a flat cash funding position, the level of Council contribution will be a matter for elected members to consider within the context of the pressures faced. Further work continues to refine the underlying assumptions. It is recognised that the scale of the financial challenge facing the Council is significant and this will require a range of measures to address. 2026/27 £m 2027/28 £m 2028/29 £m Total £m General Fund Funding Gap £12.5m £13.8m £13.0m £39.3m HSCP Pressures (including pay) £8.2m £7.0m £7.1m £22.3m Total £20.7m £20.8m £20.1m £61.6m Sensitivity Analysis 2.29 Given the uncertainty that underpins the assumptions, sensitivity analysis has been carried out on the key components. A +/-1% movement on these areas can result in a significant movement in funding or costs as outlined below: • Scottish Government Grant £3.9m; • Council Tax Funding £0.7m; • Payroll costs incl. HSCP £3.2m Reserves Strategy and Financial Sustainability Measures 2.30 The Council’s usable reserves are classified as either earmarked or unearmarked. The Council’s current unearmarked reserves, i.e. those set aside to allow the Council to manage any unanticipated events, currently total £9.181m, equivalent to 2% of General Fund net budgeted expenditure. This represents the lower end of recommended good practice of between 2% and 4%. In addition to unearmarked reserves, earmarked reserves have been established to meet a range of known commitments, including the Council’s Investment fund and Recovery and Renewal Investment programme, and it is anticipated that these will continue to reduce over the years as projects and are delivered. 2.31 The level of Council reserves requires to be maintained at the right level to ensure the Council’s future financial stability. These are kept under review and considered annually when setting the Council Budget. 2.32 The Council also maintains statutory reserves in the form of an Insurance fund and Capital Fund. The Insurance Fund is maintained to meet the cost of future insurance liabilities, while the current Capital Fund is earmarked to support the Council’s Capital Investment programme and any capital financing requirements. 122
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2.33 Against a backdrop of financial pressures, it is vital to develop a framework that allows measurement of the financial sustainability of the Council. Financial sustainability has been identified as one of the key strategic risks facing the Council. Demand pressures and funding constraints have resulted in challenges to the delivery of balanced budgets on an annual basis, with recognition that the use of reserves and non- recurring savings options is unsustainable. The measures noted below from the Local Government Benchmarking Framework demonstrate the sufficiency of available reserves to support future service delivery, the affordability of the capital investment plans in terms of their impact on our revenue streams and the effectiveness of budget monitoring activities. 2024/25 Scottish average data is not yet available, however, the 2023/24 data for North Ayrshire compares favourably with the Scottish averages against most indicators. Financial Sustainability Measure North Ayrshire 2024/25 North Ayrshire 2023/24 Scottish Average LGBF 2023/24 Ratio of usable General Fund reserves to annual budget 23.5% 24.8% 23.9% Ratio of uncommitted General Fund balances to annual budget 2.0% 2.0% 2.3% Ratio of financing costs to net revenue stream – General Fund 3.3% 2.7% 5.8% Ratio of financing costs to net revenue stream – Housing Revenue Account 21.3% 18.9% 20.0% Actual outturn as a percentage of budgeted expenditure 100.0% 100.0% 99.6% 2.34 The level of reserves supports financial sustainability and provides contingencies to support unexpected financial demands. Although the ratio of uncommitted General Fund balances compared to annual budget is below the Scottish average of 2.3%, 2.0% reflects North Ayrshire Council’s reserves policy and it is recognised that this is at the lower end of the recommended range of 2% to 4%. The ratio of financing costs to revenue streams demonstrates prudence and ensures that funding of capital investment plans does not consume a high proportion of the annual revenue budget. The ratios of financing costs sit below the Scottish averages, indicating that North Ayrshire is less leveraged than other councils and has proportionally directed more expenditure into other priority areas. The level of Housing Revenue Account loan charges is deemed prudent and affordable within the framework of the current 30-year Housing Business Plan. The effectiveness of the Council’s budget monitoring is demonstrated by an outturn position that does not exceed the planned budget. Health and Social Care Partnership (HSCP) 2.35 The Integration Scheme sets out the Integrated Joint Board’s (IJB) responsibility for financial planning and management of the HSCP’s resources. The IJB has an implicit statutory obligation to set a balanced budget. 123
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2.36 Information on anticipated pressures and proposed savings options are shared with North Ayrshire Council to inform the allocation of resources delegated to the IJB. The level of contribution to the HSCP is currently based on an anticipated “flat cash” planning assumption where the HSCP would look to address budget pressures through the delivery of equivalent savings. The allocation of resources will also continue to be influenced by any requirements set out in the local government finance settlement. The HSCP have identified additional financial pressures of £8.2m in 2026/27 and £22.3m over the next 3 years. As noted in section 2.19 of the report, a potential funding deficit position of between £8m to £21m in 2026/27 is projected, with a central planning deficit projection of between the best and medium-case scenarios of £11m. Savings options are currently being progressed to address this position. 2.37 The HSCP does not hold any current unearmarked reserves. The position reported at Cabinet on 28 October 2025 indicated the HSCP project an overspend on the Council Services element of £3.208m for 2025/26, reduced to £0.957m following identified financial recovery actions. A Finance Working Group has been established to address this position and to identify further recovery actions. 2.38 The current financial position of the HSCP presents a significant risk to the financial sustainability of the Council. The Integration Scheme states If the recovery plan is not successful the Parties (the Council and NHS Ayrshire and Arran) will consider making interim funds available based on the agreed percentage contribution for joint responsibilities, with repayment in future years on the basis of a revised recovery plan agreed by the Parties and Integration Joint Board. In 2024/25 the Council made an additional contribution of £2.036m to address the Council services element of the overspend in that year. It is recognised that the Council’s capacity to make any interim funds available is limited, due to the current level of Council reserves and the anticipated levels of future funding and pressures. The Council’s Approach and Progress to Date 2.39 The Council’s approach, as set out in the Long-Term Financial Outlook, will continue to be influenced by the priorities set out in the Council Plan 2023-28. The Council’s key priorities are defined as: • Wellbeing – to transition to a wellbeing economy, delivering prosperity, wellbeing, and resilience for local people. • Communities and Local Democracy – we will have active, inclusive, and resilient communities. • Climate Change – to achieve net-zero by 2030 • A Sustainable Council – a Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. 2.40 The Council will require to prioritise available funding in accordance with its statutory and regulatory obligations and aligned with the key priorities. This will also require to be supported by the delivery of sustainable change and Transformation at scale and pace. In this regard progress continues to be made across several areas including renewable energy investment and monitoring, property programmes that maximise 124
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opportunities for community ownership, commercial property development, digital projects including testing the use of Artificial Intelligence and supported with the Council’s AI Policy, as well as a range of service reviews across waste services, learning resources and economic growth and regeneration. All of this activity will help address the Budget gaps across the medium-term. It is also recognised that to deliver larger scale savings over the medium and longer-term, wider reform requires to be considered, including exploring areas of shared service delivery on a regional basis. This work is being progressed across Ayrshire. Total savings governed through the Council’s Transformation programme up to 2025/26 total £7.297m, with further savings included within the Budget plans for 2026/27 and beyond. This is a key component of the MTFP, as this approach helps protect vital Council services. 2.41 The Accounts Commission at its meeting on 9 October 2025, agreed to make findings on the Controller of Audit’s Statutory Report on Best Value in North Ayrshire Council. The Commission intends to publish the findings together with the report on the 28 October 2025. This will provide an independent examination on the Council’s approach to Transformation, performance, financial planning and leadership. Full details of the finding will be made available to Council for elected members to consider. 2.42 The Council should also continue to consider areas of financial flexibility and associated revenue generation from existing statutory powers and any further powers that could arise through progression of the Verity House Agreement. Examples of this included approval in February 2025 for the application of a 100% second home Council tax premium and changes to the level of empty property relief claimed through non-domestic rates. Future considerations may include a tourist visitor levy, with work being progressed to develop an outline scheme, however, any proposed changes would be subject to extensive consultation and elected member approval. 2.43 It is also important that Councils also continue to lobby Scottish Government (via COSLA) for maximum financial flexibility across all policy area budgets, in particular, funding for health and social care and education. A particular focus within Education Services is the alignment of learning resources against a backdrop of a reducing pupil roll demographic in North Ayrshire. The reduction in pupil roll will continue to impact the Council’s grant aided expenditure levels, with a reduced relative share of funding coming through to North Ayrshire. To add further context, the current pupil : teacher ratio in North Ayrshire remains one of the lowest in the country. 2.44 As noted in section 2.27 of the report, the planned use of reserves to support the MTFP remains an important element in delivering future balanced budgets, albeit it is recognised that this is not a sustainable approach and requires to run in parallel with more sustainable savings. Over the next 2 years a total of £5.3m reserves have been approved to support the Budget. 2.45 Revenue generation will continue to be an area which is considered in addressing various cost pressures faced by the Council. This ranges from considerations of the level of increase to be applied to Council fees and charges, to the recognition of further income due to be received by the Council in 2026/27 to help offset the cost of waste collection, disposal and recycling, in respect of extended packaging responsibility obligations on businesses, as administered via Pack UK. In February 2026, Council will also be asked to set a level of Council tax increase that considers the progress made in addressing the anticipated budget gap but also recognises the 125
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areas of significant financial risk to the Council, this being most acute in the projected financial position of the HSCP. 2.46 The triennial actuarial review of the Strathclyde Pension Fund will commence later this year, with the outcome expected to be communicated in advance of the 2027/28 Budget. Based on the current funding level on 31 March 2025, noted at 174%, it is anticipated that the Council would likely accrue some benefit from 2027/28, however, the extent of this will be subject to the outcome of the review. In view of this, whilst financial planning will continue to be managed over the medium and long-term, it is recognised that the primary focus will be on delivering a balanced budget in 2026/27. 2.47 A summary of progress in identifying savings options to address the 2026/27 Budget gap is included in appendix 1 of the report. For transparency, areas of savings that were approved as part of the 2025/26 Budget, that have a financial impact in 2026/27, have been included within the 1st section of the appendix. Section 2 includes a range of proposals for 2026/27 which can be categorised as operational efficiencies and changes within the Council. These include workforce planning reviews and areas of service re-design across Council directorates, resource level reviews and additional income recognition and generation. It is important to note that each of these areas of saving or additional income have no or minimal impact on the delivery of Council policy or services with no anticipated negative impact on communities. When undertaking service reviews, a zero-based budgeting approach is adopted, and the changes are integrated within service workforce plans. Section 3 of the appendix includes savings proposals where, it is recognised, there could be an impact on the level of service delivery and therefore could have an impact on communities. This section will form the basis of the community engagement programme, where feedback is sought to help assess any negative impacts in advance of setting the Budget in February 2026. 2.48 In summary, with a projected gross General fund revenue gap of £12.5m (excluding the HSCP) anticipated for 2026/27, based on current planning assumptions, this position already includes the savings that were included in the 2025/26 Budget, as noted in section 1 of appendix 1 i.e. £2.3m. From section 2.22 of the report, based on recent work, additional cost pressures of £0.5m have been included at this time to help facilitate a risk-based priority investment approach for those activities most impacted by inflation. The draft savings options included in sections 2 and 3 of appendix 1 total £5.1m. This, coupled with a planned use of reserves of £3.5m for 2026/27, as outlined in section 2.27 of the report, leaves a residual funding gap of around £4.4m at this time. For reference purposes this remaining gap equates to a 5.5% increase in Council tax. Elected members will consider the range of savings options that have been developed, any further areas of savings to be developed and consider the level of any Council tax increase. It is important that any considerations around Council tax increases are also looked at within the context of the financial pressures facing the HSCP. 2.49 Supported by corporate and service workforce plans, any reduction to Council posts from the savings options will continue to be managed through natural attrition, vacancy management through the Vacancy Scrutiny Panel, redeployment and, where appropriate, voluntary early release. 126
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Community Engagement Programme 2.50 Before the Council considers the range of budget proposals to address this gap and the level of Council tax for 2026/27, consistent with the approach undertaken last year, it is appropriate to undertake a programme of engagement with communities. It is intended to make clear to communities the scale of the financial challenges facing the Council, the progress the Council is making in addressing the challenges, and to seek feedback across a range of areas of Council budget options. This feedback will play an important role in informing the Council of the views from communities and any anticipated impacts from the budget proposals, including any equality impacts and those which could proportionately have a greater impact on the island communities. This feedback will be considered as part of the ongoing development the Council’s Medium-Term Financial Plan. 2.51 Consistent with the approach adopted for the 2025/26 budget, included within appendix 1 of the report is an outline of the specific areas of budget engagement where feedback is sought from North Ayrshire communities. The programme of engagement will run from 6 November 2025 to mid-December 2025 and will include a range of on-line support materials, an on-line survey aligned to the specific areas outlined in appendix 1, and a programme of community conversations. These conversations will cover both geographical communities and groups representing communities of interest and protected characteristics. A range of council services will be involved in supporting these conversations, utilising the strong relationships that are already in place. To address digital exclusion, paper copies of the full survey will be made available at libraries and KA leisure facilities and citizens will also be able to contact the Customer Services team and provide feedback over the telephone. Also, as in the previous year, Services will promote the online survey to the residents they are in contact with through their social media channels and other resources. The timescale of engagement will allow feedback to be collated, then shared with elected members and communities, and considered in advance of the Council setting its Budget on 25 February 2026. Capital Investment Programme 2.52 The General Services Capital Investment Programme 2025/26 to 2033/34 was approved at Council on 26 February 2025. The review currently being undertaken for the 2026/27 Budget will continue to focus on the affordability of the current programme, when considering the additional cost pressures, mainly through high levels of construction inflation and volatility and risks associated with contractor claims. The financing of the capital programme includes borrowing and this will continue to be affected by relatively high levels of rates of government bond yields (Gilts) which links directly to the rates available through the Public Works Loans Board (PWLB). Although forecasts indicate that the borrowing rates associated Gilts may reduce further, this landscape remains uncertain. The position will continue to be monitored, and further financial provision will be incorporated in the medium and long- term financial planning, recognising however, that this will place further strain on the Council’s revenue budget. 2.53 As well as the additional costs being incurred in the capital programme, it is also recognised from the impact of inflation over the last few years, the purchasing power of lifecycle investments has been impacted. This affects capital investments in roads, property, vehicles, ICT and other infrastructure. The 2024/25 and 2025/26 Budgets included additional investment in these areas to address the impact of inflation, 127
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however, to continue to operate within available financial resources, even by sustaining the level of budgeted investment, could result in further real term reductions across these areas. This position will continue to be reviewed as part of the 2026/27 Budget. 2.54 In view of the current financial landscape, opportunities for areas of new capital investment which are not supported by funding, will be extremely limited and will require a robust business case to support any new investment proposal. 2.55 Funding the capital programme will be supported with further prudent assessments around the level and timing of capital receipts, the anticipated level of Scottish Government capital grant, the anticipated funding profiles associated with the Ayrshire Growth Deal and how the use of the Council’s loans fund reserve and capital fund will support the programme across the 10 years. 2.56 The anticipated revenue implications of the Capital Investment Programme have been reflected in the MTFP. Next Steps 2.57 In advance of the presentation of the Medium-Term Financial Outlook report, briefings for staff and elected members have been carried out. 2.58 Officers continue to progress the Medium-Term Financial Plan for 2026/27 to 2028/29 and develop options to address the budget gap covering this period. The Scottish Budget for 2026/27 is due to be published on the 13 January 2026. It is anticipated that the settlement will present a financial challenge to the Council which will require elected members to consider the options to address the gap as well as the level of Council tax increase to maintain vital services. This process will be supported with feedback from citizens and communities as part of the Council’s programme of community engagement, in advance of setting the Budget in February 2026. 2.59 Discussions continue with the Integration Joint Board to support a partnership approach to development of the HSCP’s budget. Following confirmation of the Local Government finance settlement in January, elected members will have to consider and agree the level of financial contribution to the HSCP. It is recognised that the current level of projected deficit presents a risk to the financial sustainability of the Council. 3. Proposals 3.1 That Council considers the Medium-Term Financial Outlook 2026/27 to 2028/29, notes the scale of the financial challenges facing the Council over this period and the range of areas being progressed and included within the planned programme of engagement with communities. Following the period of engagement, considers the feedback from communities and brings forward proposals to set a balanced budget for 2026/27. 128
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4. Implications/Socio-economic Duty Financial 4.1 The anticipated gross funding gap over the period 2026/27 to 2028/29, based on current assumptions, is £61.6m, including the HSCP and £39.3m excluding the HSCP. This projected gap excludes any assumptions regarding planned use of reserves and Council tax increases. Council will require to set a balanced budget for 2026/27 as part of the Council’s Medium-Term Financial Plan. Human Resources 4.2 It is anticipated that delivery of savings will impact on the Council’s future workforce. The Council has established corporate and service workforce plans which include active management of the size of its permanent workforce; vacancy management, review of temporary contracts, re-deployment and voluntary early release. Regular communication with the workforce and trade unions will continue. Legal 4.3 It is a statutory requirement for the Council to set a balanced budget and appropriate level of Council Tax to support this. Development of a balanced budget is contingent on identification and subsequent delivery of significant transformation and savings alongside management of risk and pressures, particularly those of a demand led nature. Chief Officers will require to provide assurance that plans are in place to secure delivery of proposed savings and deliver services within the final financial envelope. Equality/Socio-economic 4.4 Equality Impact Assessments will be carried out for all options presented to Council to assist Council’s in making decisions on the bridging of the funding gap. Climate Change and Carbon 4.5 This is a key priority for the Council. Significant levels of investment are already in place through the Capital programme and Council Investment funds. Moving forward this will continue to be a key area where available investment will be prioritised in order to progress the Council towards achieving net zero. Key Priorities 4.6 In addressing the financial challenge which the Council faces it will seek to minimise the impact this has on delivering its key priorities within the context of the Council Plan 2023-28. Community Wealth Building 4.7 All capital and revenue investment will be considered within the context of the Council’s Community Wealth Building Strategy. 129
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Islands Communities Impact Assessment (ICIA) 4.8 All impacts will be considered as part of any budget proposals, including any requirements around ICIA’s. This process will be supported by community engagement feedback. United Nations Rights of the Child (UNCRC) 4.9 This is incorporated into the overall Equalities impact assessments framework and process and again will be supported by community engagement feedback. Consumer Duty 4.10 No identified impacts considered at this stage. This will be subject to future consideration as proposals are developed. 5. Consultation 5.1 The report includes details of the Council’s planned programme of engagement. This programme will include citizens, community and stakeholder groups. Details are included in appendix 1 and appendix 2 of the report. The feedback from this programme of engagement will be considered as part of the development of the Council’s Medium- Term Financial Plan for 2026/27 to 2028/29. Regular engagement with Council Directors, staff, trade unions and elected members are an embedded part of the process in developing budget plans. Mark Boyd Head of Service (Finance) For further information please contact Mark Boyd, Head of Service (Finance), on 01294 324560. Background Papers 0 130
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Appendix 1 Outline Draft Budget Options 2026/27 to 2027/28 Community Engagement Framework Overview Progress on the development of Budget options is presented across 3 main areas: 1. When setting the 2025/26 Budget on 26 February 2025, several of the savings’ proposals approved at that time included a financial impact on a future year. Details are provided in Section 1. This section is for information. 2. In progressing areas of savings for 2026/27, a range of proposals have been developed which can be categorised as operational efficiencies and changes within the Council. These include workforce planning reviews and service re-design across Council directorates, resource level reviews and additional income recognition and generation. It is important to note that each of these areas of saving or additional income are expected to have no or minimal impact on the delivery of Council policy or services and should have no negative impact on our communities. Details are provided in Section 2. This section is for information. 3. A number of savings proposals have been developed for 2026/27 where, it is recognised, there could be an impact on the level of service delivery and therefore could have an impact on our communities. Full details are provided in Section 3. Feedback from our communities is sought on these proposals to help inform the Council when setting its budget in February 2026. 131
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Section 1 – Savings already Included in the 2025/26 Budget – For Information Directorate Budget Proposal Community Impact R/A/G 2026/27 Saving £ 2027/28 Saving £ Total Saving £ Education Services Full Year Saving from the 25/26 Review of Education Headquarter Posts Green £56,000 - £56,000 Communities and Housing Increased Planning Application Fee Income to the Council based on current levels of planning application activity Green £20,000 - £20,000 Place Year 2 of Tracking, monitoring and targeted improvements in respect of the Council’s energy consumption. The Programme includes the development of an energy monitoring framework, the launch of a behavioural campaign and targeted investment and intervention to achieve greater energy consumption efficiency. Amber £256,000 - £256,000 Corporate Continued Channel Shift to Digital Solutions – Including Accounts payable review and other digital solutions. This includes the pilot programmes and phased use of artificial intelligence in accordance with the Council’s AI policy. Amber £100,000 - £100,000 Place Workforce Planning – Internal Review of Roads Staffing management structures – Year 2 Amber £120,000 - £120,000 Place Alternative working patterns within the Streetscene grounds maintenance service for greater resource, productivity and asset management and utilisation. Amber £100,000 - £100,000 Communities and Housing Review of KA Leisure Services – Year 2 of the Review includes continuing to grow the membership base and operational efficiencies plus ongoing monitoring of the business position. Amber £299,000 - £299,000 Education Service Full year impact based on academic year of the 25-26 saving to Re-align the level of teaching resource to pupil roll and Grant Aided Expenditure reduction Green £734,000 - £734,000 Education Service Full year impact based on academic year of the 25-26 saving in respect of school crossing patrollers Amber £46,000 - £46,000 Education Service Full year impact based on academic year of the 25-26 saving in respect of FM cleaning reduction in schools and early years facilities Amber £48,000 - £48,000 132
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Education Service Full year impact based on academic year of the 25-26 saving in respect of the re-design of the music service Amber £24,000 - £24,000 Place Year 2 of the Review of the Economic Development, Growth and Regeneration Service. The scope of the review covers 4 key areas of the Service: Business Support and Development, Economic Policy, Growth & Investment and Regeneration including Active Travel and Transport. The total annual revenue budget for running the services is £3.932m, which is further supported by external funding from a range of sources. Amber £320,000 - £320,000 Corporate 5% Increase in all Council fees and charges – Excluding school meal charges which remain frozen and excluding all fees and charges whose rates are set nationally. Amber £221,000 - £221,000 Total £2,344,000 - £2,344,000 133
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Section 2 – Proposed operational efficiencies and changes in the Council that will have no or limited impact on Council services – For Information Directorate Budget Proposal Community Impact R/A/G 2026/27 Saving £ 2027/28 Saving £ Total Saving £ Corporate Services Workforce Planning Service Reviews across Customer services and ICT services Green £137,000 £75,000 £212,000 Corporate Services Workforce Planning Service Review across procurement team resources Green £35,000 - £35,000 Corporate Services Review of all operational budgets across the Revenues team Green £50,000 - £50,000 Corporate Services Increased level of Procurement Rebates Income secured from procurement activity, including Scotland Excel, Purchase card use etc. Green £40,000 - £40,000 Corporate Services Increased savings generated from the administration of Employee Benefit Corporate Schemes including purchased annual leave, shared cost Added Voluntary Contribution scheme and the recent employee Car Leasing scheme Green £100,000 - £100,000 Corporate Services Review of all recurring corporate resources, including those to support inflationary pressures, aligned to current CPI inflation forecasts and corporate workforce planning resources. Green £300,000 - £300,000 Corporate Services Review of Budget provision to support Joint Boards, including Strathclyde Passenger Transport and the Ayrshire Valuation Joint Board, to align resources to current levels of financial commitment Green £8,000 - £8,000 Corporate Services Savings across all non-staffing budget lines within Democratic services through review of all service budgets Green £15,000 - £15,000 Education Services Increase in Income from Cleaning Services- Including cost recovery model from public conveniences and Housing Revenue Account sites. Green £35,000 £65,000 £100,000 Education Services Reduction in budgeted provision for non-recovery of debt aligned to catering service activity, influenced by the universal free school meal expansion programme. Green £60,000 £65,000 £125,000 134
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Education Services Productivity Improvements in Cleaning Services Green 0 £79,000 £79,000 Education Services Review of Service Structures within the Facilities Management Service, including review of vacant posts, shifts to term-time working models where appropriate and a review of catering equipment budgets following earlier periods of significant investment. Green £578,000 £191,000 £769,000 Communities and Housing Further Planning Application Fee increase based on current and projected fee application income levels Green £80,000 - £80,000 Place Removal of Workscope and Governance budget following minor internal changes to the operating model of Building services Green £79,000 - £79,000 Place Reduction in Directorate Support resources as part of a shared resource delivery model Green £18,000 - £18,000 Place Reduction in waste tonnages at Household Waste Recycling Centres following the introduction of a digital booking system. Green £150,000 - £150,000 Place Reduction in Property Running Costs and Security costs through Demolition of Surplus Assets Green £17,000 - £17,000 Place Recognition of further anticipated income from Pack UK to offset the cost of waste collection, disposal and recycling as part of the Extended Producer Liability Obligation on businesses that came into effect in 2025. Risk based approach towards income recognition which will continue to be monitored as it is anticipated that future revenue will reduce as businesses change their packaging practices. Green £2,500,000 - £2,500,000 Total £4,202,000 £475,000 £4,677,000 135
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Section 3 – Proposed savings where there could be an impact on the level of service delivery and therefore could have an impact on our communities. Feedback from our communities is sought on these proposals to help inform the Council when setting its budget in February 2026. Directorate Budget Proposal Community Impact R/A/G 2026/27 Saving £ 2027/28 Saving £ Total Saving £ Corporate Services Progress with further Regional Collaborative opportunities: For activities that could benefit from a Shared Service Delivery Model. Initially the areas being explored across the Ayrshire Councils includes Economic Development and Growth, The Education senior phase of learning and the incorporation of North Ayrshire into the current Ayrshire Roads Alliance. Further exploration work will also be undertaken and developed on wider regional reform opportunities. Green TBC TBC TBC Education Services Realign the level of teaching resource across North Ayrshire schools: North Ayrshire’s pupil : teacher ratio in 2024 was 12.4 pupils to each teacher. This is close to our lowest level on record, and is significantly below the figure ten years ago of 13.7. Our ratio is also significantly lower than the current national average pupil : teacher ratio of 13.3. The number of pupils across North Ayrshire over the last few years has been falling and is projected to fall further (both in absolute terms and relative to the position across many other parts of Scotland). This has impacted on North Ayrshire Council’s share of national funding through the annual revenue grant from Scottish Government. Green £590,000 £959,000 £1,549,000 136
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This proposal is to reduce the budget for teachers by 1% in 26/27 and 1% in 27/28. This is based on a projected 1% reduction in pupil roll in each academic session and the anticipated consequential reductions in Grant Aided Expenditure allocation from Scottish Government for financial years 2026/27 and 27/28. The saving will be achieved through the realignment of teaching resource across the primary sector to reflect the pupil population distribution and through an amendment to the secondary sector staffing allocation formula. A 1% budget reduction equates to a reduction of 14 teaching posts in each year. The reduction in posts would be achieved through normal workforce planning arrangements, including not filling vacancies. Education Services Maintain alignment of Pupil Support Assistant hours to reduced pupil rolls across mainstream schools: This proposal is to reduce the budget for Pupil Support Assistants (PSA’s) by 1% in 26/27 and 1% in 27/28. This is based on a projected 1% reduction in pupil roll in each academic session. A 1% budget reduction equates to approximately 135 hours per week PSA support in each year. The reduction in time would be achieved through normal workforce planning arrangements, including not filling vacancies. Primary and secondary schools receive an allocation of Pupil Support Assistants, with the distribution of available budget based on school roll and level of social deprivation. Pupil Support Assistants provide a range of support to children and young people to enable them to participate in education and learning. This includes supporting their emotional and behavioural needs, literacy and numeracy development and health/disability needs. Green £48,000 £77,000 £125,000 137
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The use of PSA’s acts as a preventative measure and can remove pressure not only from internal specialist provision, but also from external day education placements, both of which are significantly more expensive alternative models of service provision. Communities and Housing Reduction in small community grants budget and further promotion of mainstreaming of participatory budgeting: The reduction in funding would also involve streamlining the Participatory Budgeting small community grants processes into one community process creating a more exciting and engaging process for communities. At the same time, it would support renewed focus on mainstreaming Participatory Budgeting as part of community participation in overall Council service design and delivery. Overall, this would be a reduction in small grants funding available for community groups. However, there would still be a substantial amount available for distribution each year through Participatory Budgeting voting (around £90,000 per annum plus any additional funding which was identified year to year) as well as support to access other small grants programmes. Amber £80,000 - £80,000 Communities and Housing Increase to charges at Arran Outdoor Education Centre – following a benchmarking comparison with other provider facilities: Arran Outdoor Education Centre (AOEC) delivers high-quality outdoor learning experiences to approximately 1,200 North Ayrshire pupils each year. Occupancy for 2025/26 is already at 90% during term time, showing strong and consistent demand. However, the net cost of operating the facility is £298,000 per annum. As part of a benchmarking exercise to review similar outdoor education facilities at a variety of locations in Scotland, it has been established Amber £15,000 - £15,000 138
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that the value proposition of the AOEC offer is competitive. While North Ayrshire Council has a commitment to tackling child poverty, with several school catchment areas incorporating areas with high indices of deprivation, there is scope to consider proportionate increases to current tariffs and still remain within an affordable range. The proposal would keep the pricing structure of the centre in line with competitors while still allowing for subsided access for local schools at competitive rates. The proposal reflects a £4.00 per person, per night increase. Communities and Housing Increase Temporary Accommodation Rents: This is a proposal to increase Temporary Accommodation rents by 3.84% next year. The Housing Revenue Account budget and rent setting was approved by North Ayrshire Council in February 2025. This agreed a council house rent increase of 3.84% for 2025/2026, with indicative rents of 3.84% for 2026/2027 and 2027/2028, alongside equivalent increases for temporary accommodation. This increase would be applied to around 250 temporary accommodation properties. Amber £41,000 £43,000 £84,000 Place Review the waste collection frequency for purple (glass, cans and plastics) and blue bins (paper and card) on the mainland and Cumbrae from a 3-weekly collection cycle to 4-weekly to better reflect demand and based on current presentation levels and tonnage levels. Purple Bin Presentation rates range from the highest level of 69.3% bins presented for collection every 3 weeks to the lowest level of 50.9% of bins presented for collection every 3 weeks. The yield/weight (kg per bin) ranges from 10.22 kg per bin average (lowest) to 11.15 kg per bin average (highest). Amber £100,000 £100,000 £200,000 139
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This indicates that there is sufficient capacity in the bins to move from 3 weekly to 4 weekly. Blue Bin Highest presentation rate is 77.3% bins presented for collection every 3 weeks. The lowest presentation rate is 55.5% of bins presented for collection every 3 weeks. The yield/weight (kg per bin) ranges from 5.59 kg per bin average (lowest) to 7.19 kg per bin average (highest). Again, this indicates there is sufficient capacity in the bins to move from 3 weekly to 4 weekly. In Summary • There is nothing to indicate that the frequency of collection couldn’t change from 3 weekly to 4 weekly. It looks from the presentation rates that many people are not presenting their bins for recycling every collection cycle. • It is also worth bearing in mind that the Deposit Return Scheme is planned to commence October 2027 and this will have a significant impact on the purple bin. • To encourage recycling, anyone with capacity issues could be offered an additional bin or a larger bin on a case-by-case basis. • The main impact of this change is on the Waste scheduling team. Less frequent collections will result in higher yields/weight per bin which requires detailed scheduling in respect of tip times, bin lorry capacity. Total £874,000 £1,179,000 £2,053,000 Grand Total of Savings £7,420,000 £1,654,000 £9,074,000 140
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