Call-In Report and Appendices
North Ayrshire Council · 8 October 2026
Back to Audit and Scrutiny Committee — 8 October 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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NORTH AYRSHIRE COUNCIL 8 October 2026 Audit and Scrutiny Committee Title: Call In: Locality Planning 2 Implementation Purpose: To allow the Committee to consider a call-in request in respect of the decision taken by Cabinet at its meeting on 1 September 2026 to approve the planned next steps for the North Ayrshire Locality Planning review. Recommendation: That the Committee considers the terms of the call-in and agrees, or otherwise, to make a recommendation to Cabinet. 1. Executive Summary 1.1 In terms of the Scheme of Administration (Section 5), the Audit and Scrutiny Committee has a remit to consider call-in requests and invite at least one of the Members who has requested the reference to call-in to attend the Committee to explain the request. 1.2 This report sets out the background to a call-in request in respect of the decision taken by Cabinet at its meeting on 1 September 2026 in relation to the report on the approval of the planned next steps for the North Ayrshire Locality Planning review. 2. Background 2.1 The Cabinet, at its meeting on 1 September 2026, considered a report on the approval of the planned next steps for the North Ayrshire Locality Planning review. 2.2 A request was received in terms of the call-in procedure set out in the Council's Scheme of Administration and Standing Orders, that the Audit and Scrutiny Committee examine the decision taken by the Cabinet. 2.3 The call-in request, which was signed by Councillors Foster, Cullinane and Angus- McDonald is in the following terms: - Reason for call-in “Locality planning has failed to engage or involve communities within North Ayrshire in any meaningful way, with the exception of CIF there has been nothing worthwhile through the locality planning process that could ever improve our communities as meaningfully as CIF has. There is a democratic deficit and the 2.0 plan being developed does not address any of the fundamental issues required to address this deficit.”
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Desired Outcome “Our desired outcome would be that there is work done to engage Councillors and the wider public of North Ayrshire on what meaningful decision making and wider community involvement in council services could look like in the future.” 2.4 A copy of the original report presented to Cabinet on 1 September 2026 is attached as Appendix 1 to this report. A briefing note has been provided by the Head of Connected Communities and is attached at Appendix 2. 2.5 The call-in request is valid for consideration by the Committee. The request was received within the appropriate timescale, it was requested by three Elected Members and details were provided on both the reason for the call-in and the desired outcome. 2.6 The Elected Members who have submitted the call-in will be invited to address the Committee to explain the respective call-in request. The appropriate Cabinet Member will then be invited to clarify the reasons for the decision. The relevant senior officer will also be present to provide information on the report presented to Cabinet and on issues raised by the call-in received. The Committee will have an opportunity to ask questions of both parties and of those officers in attendance. 2.7 The Committee will then debate the call-in request and decide whether or not it agrees with the decision of the Cabinet. 2.8 The Audit and Scrutiny Committee:- i) decides if it agrees or not with the decision of the Cabinet; and ii) if it does not agree with the decision, considers what alternative action the Committee would recommend to the Cabinet. 2.9 If the Committee supports the decision of Cabinet and does not accept the call-in, the original decision of Cabinet remains in effect and no further procedure is required. 2.10 If the Committee accepts the call-in, the matter is referred to Cabinet with a recommendation. When the matter is considered by the Cabinet, the Chairperson or another member of the Audit and Scrutiny Committee will have the right to attend the Cabinet and speak in support of any recommendation. 2.11 In the event that Cabinet declines to accept the recommendation from the Audit and Scrutiny Committee, the matter will be referred to Council for determination. The decision of the Council will be final. 3. Proposals 3.1 It is proposed that the Committee considers the call-in request.
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4. Implications/Socio-economic Duty Financial 4.1 The financial implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Human Resources 4.2 The human resource implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Legal 4.3 The legal implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Equality/Socio-economic 4.4 The equality/socio-economic implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Climate Change and Carbon 4.5 The climate change and carbon implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Key Priorities 4.6 The key priorities are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Community Wealth Building 4.7 Any community wealth building implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Islands Communities Impact Assessment (ICIA) 4.8 Any ICIA implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. United Nations Rights of the Child (UNCRC) 4.9 Any UNCRC implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1. Consumer Duty 4.10 Any consumer duty implications are outlined in the Locality Planning 2.0 Implementation Update report attached at Appendix 1.
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5. Consultation 5.1 None concerning this report. Craig Hatton Chief Executive For further information please contact Hayley Young, Senior Committee Services Officer, on 324236. Background Papers 0
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PUBLIC INFORMATION PUBLIC INFORMATION NORTH AYRSHIRE COUNCIL 1 September 2026 Cabinet (Education) Title: Locality Planning 2.0 Implementation Update Purpose: To update Cabinet on progress in implementing recommendations from the North Ayrshire Locality Planning review. Recommendation: That Cabinet: a) notes the progress update provided regarding the review; and b) approves the planned next steps for review implementation outlined at paragraph 2.20- 2.22. 1. Executive Summary 1.1 North Ayrshire Council's locality planning arrangements are a key mechanism for reducing inequalities, strengthening community empowerment and supporting local democracy. Following the approval of the North Ayrshire Participation Strategy, and in the context of national developments relating to community empowerment and local governance, a comprehensive review of locality planning in North Ayrshire was undertaken during 2024/25. The review included engagement with community representatives, elected members and Community Planning Partners and sought to assess whether locality planning was addressing inequalities as effectively as possible. Feedback highlighted significant strengths within the existing model alongside opportunities to strengthen consistency, partnership engagement, meeting effectiveness and the focus on locality priorities. 1.2 In May 2025, Cabinet approved the implementation of a programme of improvement activity (referred to as Locality Planning 2.0), structured around four themes: strengthening support arrangements through a "Team Around the Partnership" approach; re-energising partnership meetings; strengthening the focus on Locality Plans and reducing inequalities; and refreshing Community Investment Fund processes. Officers committed to providing an update on implementation at a later date. 1.3 Progress has been made on the key recommendations over the past 12 months, including the introduction of refreshed meeting formats, improved partner reporting, enhanced engagement with partners and locality chairs, development of refreshed Locality Plans and locality profiles, and the establishment of a communications group to strengthen awareness and reporting of locality outcomes. Appendix 1
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PUBLIC INFORMATION PUBLIC INFORMATION 1.4 This report provides Cabinet with an update on progress made in implementing these recommendations and outlines the next phase of development as refreshed locality planning continues to be embedded across North Ayrshire. 2. Background 2.1 North Ayrshire Council has a long-standing commitment to community empowerment, participative democracy and partnership working. This commitment is reflected in the Council Plan, which identifies Communities and Local Democracy as one of its strategic priorities and sets out an ambition to build strong relationships with communities and partners based on trust, participation and shared decision-making. Locality Planning is one of the Council's principal mechanisms for delivering this ambition and plays a key role in bringing together communities, elected members and Community Planning Partners to identify and address local priorities and inequalities. 2.2 Locality Planning is also a statutory requirement under the Community Empowerment (Scotland) Act 2015 and forms an important part of North Ayrshire's wider Community Planning arrangements. Through six Locality Partnerships, communities and partners work collaboratively to identify local priorities, influence decision-making and support delivery of locally led solutions. These arrangements also contribute to the delivery of the Community Planning Partnership's Local Outcomes Improvement Plan (LOIP), the Council Plan and wider Health and Social Care Partnership priorities. 2.3 Over the past decade, North Ayrshire has continued to develop and strengthen its approach to community participation and local democracy. Previous reviews have considered Locality Partnership membership, structures and Terms of Reference, while maintaining a focus on continuous improvement. In 2024, the approval of the North Ayrshire Participation Strategy, alongside national developments relating to the Community Empowerment Act, the Scottish Government's Local Governance Review and the Democracy Matters programme, provided an opportunity to undertake a comprehensive review of locality planning arrangements. 2.4 The review was undertaken during 2024/25 and included surveys of Locality Partnership members, engagement with elected members, Community Planning Partners and community representatives, alongside consideration of national good practice. The review sought to answer a central question: "Are we addressing inequalities as effectively as we could?" 2.5 The findings informed the development of the Locality Planning 2.0 recommendations, which were approved by Cabinet in May 2025. The recommendations are focused around four interconnected themes: • Strengthening support arrangements through a Team Around the Partnership approach.
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PUBLIC INFORMATION PUBLIC INFORMATION • Re-energising Locality Partnership meetings and increasing community participation. • Refocusing activity around Locality Plans and tackling inequalities. • Reviewing Community Investment Fund processes and associated guidance. Progress Update 2.6 Since Cabinet approved the Locality Planning 2.0 recommendations in May 2025, a structured programme of implementation activity has been progressed across all six localities. There is recognition that each locality is different, and activity has focused on embedding the recommendations arising from the review in a tailored way, strengthening governance and partnership arrangements and ensuring that Locality Partnerships remain focused on addressing inequalities and delivering locally identified priorities. The Team Around the Partnership 2.7 A key recommendation of the review was the introduction of a more coordinated support model through the development of a "Team Around the Partnership" approach. This recognised the need to strengthen leadership, accountability and support around Locality Partnerships whilst making best use of limited resources. 2.8 A series of engagement meetings have been undertaken with Community Planning Partners, Locality Partnership Chairs and senior officers to discuss the findings of the review and agree implementation priorities. These discussions have focused on clarifying the respective roles of elected members, Partnership Lead Officers, Locality Officers, Connected Communities staff and Community Planning Partners in supporting delivery of locality priorities. 2.9 Work has also been undertaken through the Locality Partnership Officers Group (LPOG) to develop a shared understanding of key roles and responsibilities and identify opportunities to strengthen support for partnerships, particularly through the Locality Networks. 2.10 In parallel, discussions with Health and Social Care Partnership (HSCP) colleagues led to the alignment of locality planning arrangements across community planning and health and social care. On 30 April 2026, the Integration Joint Board approved an integrated locality planning model which aligned HSCP locality planning with Community Planning Partnership locality structures, reducing duplication, strengthening partnership working and ensuring a more sustainable approach to locality planning while maintaining statutory responsibilities. Implementation commenced in June 2026 across the six locality partnerships to support greater alignment of health, social care and community planning priorities and improve outcomes for local communities. Re-Energising Locality Partnership Meetings 2.11 One of the earliest priorities following Cabinet approval was the redesign of Locality Partnership meetings. Feedback gathered during the review identified a desire for meetings to move away from a largely information-sharing format and provide more opportunities for discussion, co-production and action planning.
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PUBLIC INFORMATION PUBLIC INFORMATION 2.12 Significant work has been undertaken to redesign meeting agendas and reporting processes. Refreshed agenda formats have now been introduced across Locality Partnerships. Workshop and discussion-based approaches have been incorporated where appropriate into meetings, enabling partners and community representatives to focus on priority themes in greater depth and identify practical solutions to local issues. Improving Partner Reporting 2.13 The review highlighted that a significant amount of Partnership meeting time was being devoted to verbal updates and partner reports. In response, a new reporting framework has been developed and introduced. Building on approaches used elsewhere within the Council, a standardised partner reporting template was developed and shared with partners. This provides a more concise and consistent method of evidencing activity, outcomes and contributions towards locality priorities. Feedback from partners has been positive, with the new reporting model supporting a more strategic focus at Partnership meetings. Locality Plan Refresh and Engagement Activity 2.14 A substantial programme of engagement is being undertaken to support the refresh of Locality Plans, with engagement having taken place in Irvine, Kilwinning and North Coast and Cumbraes and planned in the remaining localities in various formats. The refreshed approach places greater emphasis on ensuring that Locality Plans are living documents that drive discussion, delivery and decision-making at Locality Partnerships. Development of Place Insights and Strengthening Locality Networks 2.15 To support a stronger evidence-based approach to locality planning, work has progressed to develop Locality Place Insights for use by communities and partners. The profiles will provide a comprehensive picture of each locality, bringing together information on community assets, capacity, local organisations, service activity and outcomes within a single accessible resource. A Practitioner Twilight Session was held to support the development of the Place Insights and explore how they can be used to strengthen locality planning and inform the future refresh of Locality Plan priorities. During 2026/27, the Place Insights will be further developed and tested across localities, drawing on community conversations, partner engagement and existing locality intelligence to create a shared understanding of local needs, strengths and opportunities, helping partners to target resources and activity more effectively. 2.16 Recognising the importance of Locality Networks in delivering locality priorities, a review of network arrangements has also been undertaken, including consideration of membership, participation, governance and links to Locality Partnerships. Feedback from the Practitioner Twilight Session highlighted the need to strengthen Networks as delivery mechanisms for Locality Plan actions, while increasing partner and community participation. During 2026/27, work will focus on implementing revised network arrangements, progressing governance proposals, and strengthening performance monitoring and reporting. This will include the relaunch of the North Coast Network following Community Conversations in August 2026, with a similar approach being introduced in Kilwinning thereafter. This phased approach recognises that localities are at different stages of development and will ensure future arrangements reflect local needs and priorities while supporting more effective delivery of locality outcomes.
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PUBLIC INFORMATION PUBLIC INFORMATION Communications and Community Investment Fund 2.17 Improving awareness and visibility of locality planning was identified during the review as a key area for development. In response, a dedicated Locality Planning Communications Group has been established, bringing together officers involved in community planning, locality planning and communications activity. Progress in this area was impacted by pre-election communication restrictions; however, work has continued developing a longer-term communications approach designed to better showcase locality activity and outcomes. 2.18 The Community Investment Fund (CIF) guidance has been updated to strengthen alignment with the fund’s objectives and governance arrangements. As part of these revisions, successful applicants are now required to complete a Grant Acceptance Form prior to the release of funding. This enhancement is intended to strengthen accountability, improve consistency in grant administration and support robust governance, monitoring and assurance arrangements. Next Steps 2.19 Implementation of the review recommendations has introduced significant changes to the way Locality Partnerships operate, including revised meeting formats, enhanced community participation mechanisms, strengthened Locality Networks, improved reporting arrangements and the development of the Team Around the Partnership approach. 2.20 As these changes become embedded, there is an opportunity to ensure that the governance framework supporting Locality Planning remains aligned with the ambitions of Locality Planning 2.0 and continues to support effective, transparent and inclusive decision-making across all six localities. It is therefore proposed that a review of the Locality Partnership Terms of Reference and Standing Orders be undertaken. The review will consider: • Membership arrangements and representation. • Roles and responsibilities of elected members, community representatives, officers and Community Planning Partners. • Quorum requirements and decision-making processes. • Reporting and accountability arrangements. • Community participation and engagement mechanisms. • Alignment with Community Planning Partnership governance arrangements. • The operation of the Team Around the Partnership approach and supporting structures. 2.21 The review will be undertaken in collaboration with Locality Partnerships, elected members, community representatives and Community Planning Partners, ensuring that governance arrangements remain fit for purpose and reflect current practice and future ambitions for locality planning. 2.22 Alongside the governance review, the next phase of implementation will focus on: • Implementing the refreshed Locality Planning communications plan and increasing awareness of locality achievements and outcomes. • Continuing the development of Locality Networks and practitioner support arrangements. • Progressing alignment between Locality Planning and Health and Social Care
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PUBLIC INFORMATION PUBLIC INFORMATION Partnership locality arrangements. • Finalising refreshed Locality Plans and development of Place Insights, including an increased focus on Community Wealth Building and place-based working. • Strengthening reporting arrangements to demonstrate the impact of locality planning on reducing inequalities and improving outcomes for communities. • Bringing forward any proposed amendments to the Locality Partnership Terms of Reference and Standing Orders through the appropriate Council governance processes for consideration and approval. • Considering how Locality Outcomes contribute to refreshing the Local Outcomes Improvement Plan. 2.23 Together, these actions represent the next stage of the Locality Planning review and aim to support the continued evolution of locality planning as a key mechanism for community empowerment, partnership working and local democratic decision-making across North Ayrshire. 3. Proposals 3.1 That Cabinet: a) Notes the progress update provided regarding the review recommendations; and b) Approves the planned next steps for review implementation at paragraphs 2.20-22. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion and advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. Climate Change and Carbon 4.5 None. Key Priorities 4.6 The work of Locality Partnerships supports the North Ayrshire Council Plan strategic
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PUBLIC INFORMATION PUBLIC INFORMATION aims. • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The work of Locality Partnerships supports the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 4.8 None. North Ayrshire’s islands are represented appropriately through the Locality Planning mechanisms. United Nations Rights of the Child (UNCRC) 4.9 The work of Locality Partnerships supports the rights of children and young people, in particular supporting the Article 12 right to be heard through offering another route for young people to participate in decision making. Consumer Duty 4.10 None. 5. Consultation 5.1 The recommendations of the review of Locality Planning were created in consultation with Locality Partnership members and Community Planning partners. David W. Hammond Executive Director (Communities & Housing) For further information please contact Dr Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers 0
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Briefing Note: Locality Planning 2.0 Call-in Background Part 2 of the Community Empowerment (Scotland) Act 2015 places duties on Community Planning Partnerships (CPPs) to improve outcomes, reduce inequalities and involve communities in decision-making. CPPs are required to prepare a Local Outcomes Improvement Plan (LOIP) and locality plans for areas experiencing poorer outcomes and socio-economic disadvantage. A key aim of the legislation is to ensure communities are enabled to participate meaningfully in identifying priorities, shaping services and influencing decisions affecting their area. In North Ayrshire, locality planning is delivered through six Locality Partnerships: Arran, Garnock Valley, Irvine, Kilwinning, North Coast and Cumbraes, and Three Towns. North Ayrshire established its six Locality Partnerships in 2016, replacing the former Area Committee model with a more collaborative, place-based approach focused on improving outcomes for local communities. This was designed to shift decision-making closer to communities and provide stronger community influence over priorities and investment. While Area Committees were primarily Council-led forums concerned with local governance, service issues and decision-making, Locality Partnerships bring together community representatives, elected members, public services and third sector organisations to jointly identify priorities, develop Locality Action Plans and coordinate resources around local needs. Each Locality Planning Partnership meets four times per years. Engagement extends beyond the Community Investment Fund and includes: • Community representatives participating in Locality Partnerships and related working groups • Local grants decisions • Participatory Budgeting which has distributed approximately £700,000 to community organisations over the past five years • Engagement with national policy development, most recently Democracy Matters 2 • Engagement to shape the CHES approach in North Ayrshire • Community Conversations and Chit Chat engagement • Preparation of Locality Action Plans, including engagement exercise to inform design of plans • Links with work to develop Local Place Plans in a variety of locations Appendix 2
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• Pride in Place and Pride in Place Impact Fund activity • Online engagement through the Shaping North Ayrshire platform Recognition and Effectiveness North Ayrshire's approach has been recognised nationally. The consultation process used to establish the Locality Partnerships, including the use of the Place Standard Tool, was recognised as national good practice by the Consultation Institute, which accredited the consultation programme as an example of national best practice. The approach was also subsequently highlighted by Architecture and Design Scotland (A&DS) as a case study. Audit Scotland has also recognised the Council's commitment to community empowerment and participation. Collectively, this demonstrates participation extending beyond funding allocation into strategic planning, place-making, neighbourhood improvement and service design. Evidence of Impact and Outcomes Locality Planning Partnerships have strengthened community influence over local decision-making, targeting inequalities and directing resources towards neighbourhood priorities with further improvements to be made moving forward. Examples of impact and engagement are provided by locality at Appendix 1. National Policy Context The policy environment for community governance in Scotland continues to evolve, with both the Scottish Government's Programme for Government and Democracy Matters: Route Map to Reform highlighting a move towards stronger community participation, local democratic decision-making and greater community influence over services, priorities and investment. Key features of the national agenda include: • Greater community involvement in local decision-making • Increased focus on participation, inclusion and democratic accountability • Stronger collaboration between public bodies and communities • Greater emphasis on place-based working and community-led planning • Potential future reforms around community governance, powers and decision-making structures North Ayrshire is well placed within this developing policy landscape. Many of the principles being promoted nationally are already reflected within the locality
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planning model. North Ayrshire has and will continue to play an active role in shaping the national conversation: • The Community Planning team sits on the national Democracy Matters Working Group. The Garnock Valley Locality Officer has also attended to speak about the work ongoing in Garnock Valley around the ‘Our Garnock Valley’ Plan. • The most recent Locality Conference focused on Democracy Matters and the future of community decision-making. • Feedback from the conference informed North Ayrshire's response to the national Democracy Matters consultation • Dedicated follow up engagement sessions have also been held with Locality Partnership members and elected members to explore the opportunities and implications arising from this agenda This is an area which is currently developing rapidly; there is an opportunity to build on the strengths of existing locality planning arrangements while ensuring North Ayrshire remains aligned with emerging policy and legislative developments. The Cabinet report is clear that this remains an ongoing programme of work. Community engagement, as evidenced by the examples within Appendix 1, is an embedded feature of the locality planning framework. The publication of the most recent Programme for Government, including proposals for local government reform, acts as a natural catalyst for community engagement on the future of locality planning, building on the previous Democracy Matters 2 activity to date, as noted above, alongside the recent decision of Council (16th September 2026) that an appropriate public consultation and engagement exercise be undertaken as proposals emerge.
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Appendix 1: Examples of Engagement and Activity Across the Partnerships Arran • Continued engagement through youth forums, community groups and locality planning structures to progress island priorities and inform future action. • Supported delivery of Arran Pride, a youth-led initiative promoting inclusion, participation, community leadership and youth engagement. • Supported community resilience initiatives, including community food provision and sustainability projects, helping to strengthen local capacity and resilience. Irvine • Engaged 454 local residents through surveys, conversation cafés, outreach activity and Community Conversations, ensuring community voices informed planning and delivery. • Residents played a key role in shaping the aspirations, design and naming of Bourtreehill Park. • Community workshops informed the development of the proposed Family Wellbeing Hub. • More than 500 young people participated in Summer of Sport and Safer Shores activities. • Secured funding and progressed development of Bourtreehill Park through collaboration between Council services and local partners. • Supported the establishment and development of the Irvine Youth Forum, creating opportunities for young people to influence local priorities. • Delivered accredited learning opportunities in partnership with Ayrshire College, including literacy and employability programmes. • Supported alternative curriculum provision through community hubs, helping young people re-engage with learning and develop confidence and skills. • Progressed development of a Family Wellbeing Hub in partnership with CHES and community partners.
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• Continued development of community transport proposals linked to local priorities and accessibility needs. Kilwinning • Undertook recruitment activity to strengthen community representation within the Locality Partnership. • Consulted on the refreshed Locality Action Plan through online engagement, drop-in events and targeted engagement with young people and local organisations. • Kilwinning Vintage Voices continued to provide opportunities for older residents to identify local issues, influence decision-making and shape local priorities. • Continued support for the Kilwinning Community Shed and progression of the Blacklands Community Centre Community Asset Transfer. • Strengthened partnership working with the Health and Social Care Partnership to align locality priorities and delivery activity. • Supported access to community and older people's grant funding through partnership working and local networks. • Delivered Summer of Sport activities to improve participation, wellbeing and physical activity. • Continued support for the Aye Write Kilwinning project, promoting creativity, social connection and wellbeing. Garnock Valley • Through the Our Garnock Valley programme, continued to provide opportunities for residents, community organisations and partner agencies to identify priorities and influence decision-making. • Gathered community feedback through locality discussions, network meetings and partnership activity, directly informing development of the locality workplan. • Engaged residents and partners in shaping future priorities linked to wellbeing, regeneration, culture, recovery support and environmental improvement.
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• Supported youth forum pop-up events, Summer of Sport activities and ongoing CHES-related engagement around health inequalities, wellbeing and community-led solutions. • Enabled the Garnock Valley Youth Forum to play an active role in community engagement and local decision-making. • Continued support for the community-led Our Garnock Valley programme. • Developed a locality workplan focused on translating community aspirations into deliverable actions and projects. • Established dedicated development capacity to strengthen partnership working and progress locally identified priorities. • Facilitated partnership meetings and collaborative planning sessions around a shared vision for the area. • Progressed the Our Garnock Valley Arts Strategy, using culture, creativity and heritage to support place-making and community development. • Supported alignment between Our Garnock Valley priorities, CHES activity and wider locality planning. • Explored opportunities to expand recovery support services, wellbeing initiatives and future CHES-related activity. • Facilitated engagement on strategic community assets and spaces, including Beith Orr Park. • Progressed community-led projects including the Kilbirnie Greenspace Project, intergenerational mural activity, digital inclusion initiatives and environmental improvement projects. • Supported community councils, volunteer groups and local organisations through training, organisational development and partnership working. • Continued support for volunteering, community leadership, resilience and sustainability. North Coast and Cumbraes • Undertook extensive engagement on future locality priorities, generating more than 1,200 responses, including significant participation from young people.
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• Used engagement findings to inform locality action planning, partnership activity and Locality Network discussions. • Supported community engagement activity in Skelmorlie, helping to identify local priorities and future actions. • Enabled young people from the North Coast Youth Forum to demonstrate leadership through participation in Arran Pride and externally funded youth-led initiatives. • Supported delivery of the Skelmorlie Lights Project. • Continued support for community organisations including the Cameron Centre and Largs Development Trust, strengthening community capacity and supporting future service delivery. • Supported young people to secure external funding and participate in youth-led opportunities. • Continued partnership working to progress locality priorities and planning activity. Three Towns • Undertook community surveys to gather views on Locality Action Plan priorities and identify actions to retain, amend or add. • Brought residents and partners together through a Locality Action Plan refresh workshop to develop a shared vision for the area. • Engaged more than 850 residents through summer engagement activity, including community fun days. • Continued engagement with young people through Safer Shores, Youth Café, Gamers Group, S.C.R.A.T.C.H. and community sports programmes. • Used CHES engagement activity to inform the development of employability, family support and wellbeing initiatives. • Supported governance recovery and organisational development within ACDT and other community organisations. • Progressed preventative family support through partnership working with Ko-Nekt, schools and community organisations.
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• Supported development of a community employability initiative arising from CHES activity, focused on training, mentoring and pathways into employment. • Aligned CHES activity with wider locality priorities alongside Pride in Place, Fairer Futures, HSCP and community-led initiatives. • Supported flood resilience planning and wider community resilience activity. • Continued delivery of youth-focused programmes including Youth Café, Gamers Group, S.C.R.A.T.C.H. and community sports programmes.