Agenda Document Pack - Cabinet - 29/09/2026
North Ayrshire Council · 29 September 2026
Back to Cabinet — 29 September 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, Cunninghame House, Irvine KA12 8EE Cabinet A Meeting of the Cabinet of North Ayrshire Council will be held in the Council Chambers, Ground Floor, Cunninghame House, Irvine, KA12 8EE on Tuesday, 29 September 2026 at 14:30 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 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 2 Minutes The accuracy of the Minutes of the Meeting of the Cabinet on 1 September 2026 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). Reports by the Director (Health and Social Care Partnership) 3 Chief Social Work Officer Report Submit a report by the Director (Health and Social Care Partnership) to provide awareness of the annual Chief Social Work Officer report which is required by the Scottish Government (copy enclosed). Reports by the Executive Director (Communities and Housing) 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 Proposals for Community Investment Fund (CIF) Expenditure Submit a report by the Executive Director (Communities and Housing) to determine applications by Locality Partnerships to allocate CIF funding to proposed projects (copy enclosed). 5 Community Transport Submit a report by the Executive Director (Communities and Housing) to seek approval to support a Community Transport proposal for North Ayrshire (copy enclosed). 6 Local Housing Strategy 2023–2028: 2025/26 Progress Update Submit a report by the Executive Director (Communities and Housing) to provide an annual update on progress of the Local Housing Strategy 2023-2028 and to seek approval for the update to be submitted to Scottish Government (copy enclosed). Reports by the Executive Director (Place) 7 Roads Winter Service and Weather Emergencies Plan 2026/27 Submit a report by the Executive Director (Place) to seek approval for the Roads Winter Service and Weather Emergencies Plan 2026/27 (copy enclosed). 8 Road Safety Plan Submit a report by the Executive Director (Place) to seek approval of the proposed Road Safety Plan (copy enclosed). 9 Litter, Flytipping and Dog Fouling Prevention Strategy - Clean North Ayrshire Submit a report by the Executive Director (Place) to seek approval on the proposed draft updated Litter, Flytipping and Dog Fouling Prevention Strategy (copy enclosed). 10 Climate Change Update Submit a report by the Executive Director (Place) to provide an update on the Council’s progress on delivering the strategic priority, Climate Change (copy enclosed). 11 15 Year Lease Extension – Meadowside Pavilion & Football Ground and Orr’s Trust Public Park Pitches, Beith Submit a report by the Executive Director (Place) to seek approval to grant a 15-year extension to the lease of Meadowside Pavilion and Football Ground and Orr’s Trust Public Park Pitches, Beith to Beith Community Development Trust. (copy enclosed). 12 Urgent Items Any other items which the Chair considers to be urgent. 2
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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 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Tony Gurney (Chair) Christina Larsen (Vice-Chair) Eleanor Collier Alan Hill Margaret Johnson Jean McClung Chair: Apologies: Attending: 4
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OFFICIAL INFORMATION OFFICIAL INFORMATION Cabinet 1 September 2026 IRVINE, 1 September 2026 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Tony Gurney, Christina Larsen, Eleanor Collier, Alan Hill, Margaret Johnson, Jean McClung, and for consideration of Education Authority Business Elizabeth Turbet and Jacqui MacKenzie. In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director, A. McClelland, Head of Service and K. McCormick, Executive Manager (Education); R. McCutcheon, Executive Director, and L. Cree, Head of Service (Sustainability, Transport and Corporate Property) (Place); A. Elliot, Senior Manager (Housing Operations), L. Forsyth, Senior Manager (Information and Culture), J. Greenlees, Senior Manager (Connected Communities) (Communities and Housing); E. Currie, Principal Manager (Finance) (Health and Social Care Partnership); M. Boyd, Head of Service, P. Brown, Senior Manager (Audit, Fraud, Safety & Risk), and J. Walls, Team Manager (Corporate Health & Safety) (Finance); F. Walker, Head of Service (People & ICT); A. Craig, Head of Service (Democratic Services), I. Cruickshanks, Senior Manager (Policy, Performance and Democracy); J. Hutcheson, Senior Communications Officer (Media and Internal Communications) and H. Young, Senior Committee Services Officer (Democratic Services) (Corporate Services). Chair Tony Gurney in the Chair. 1. Chair Remarks Prior to commencing with the business of the meeting, Councillor Gurney, Chair, advised Cabinet that Councillor Johnson had resumed the position as Cabinet Portfolio holder for the Health and Social Care Partnership, and that Councillor Jean McClung had been appointed as the new Cabinet Portfolio Holder for Education and welcomed Councillor McClung to her first meeting of Cabinet 2. Declarations of Interest There were no declarations of interest by Members in terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors. 3. Minutes The Minutes of meeting of the Cabinet held on 2 June 2026, and the Special meeting held on 19 June 2026 were confirmed and signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. Agenda Item 2 5
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OFFICIAL INFORMATION OFFICIAL INFORMATION 4. Education Service Standards and Quality Report 2025-26 Submitted a report by the Executive Director (Education) providing a draft of the statutory annual Standards and Quality Report for the Education Service. The Education Service Standards and Quality Report 2025-26 was attached at Appendix 1 to the report. The Cabinet agreed (a) to approve the contents of the report; and (b) to note that the report would be published and submitted to Scottish Ministers in line with statutory requirements. 5. Education Authority Service Improvement Plan 2026-29, including high-level actions for 2026-27 Submitted a report by the Executive Director (Education) presenting the new Education Service Improvement Plan 2026-2029. The Plan sets out the Education Service’s strategic improvement priorities for the next three years and the high-level activities to be taken forward during session 2026-27 Officers responded to Members’ questions and Cabinet agreed (a) to approve the Education Service Improvement Plan 2026-29, including the high-level actions to be taken forward during session 2026-27; and (b) noted that the plan would be published and submitted to Scottish Ministers, in line with statutory requirements. 6. Pupil Equity Funding in North Ayrshire - Progress Report Submitted a report by the Executive Director (Education) providing an update on (a) the use of Pupil Equity Funding (PEF) in North Ayrshire during session 2025-26 and (b) the range of approaches used by schools to support learners impacted by poverty. Officers responded to Members’ questions and Cabinet agreed to note (a) the use of PEF investment to date; and (b) the positive impact PEF is having within school communities. 7. Our Council Plan Year End Progress Reporting Submitted a report by the Head of Democratic Services advising on progress in delivering Our Council Plan 2023 to 2028 as at Year End 2025 to 2026. Cabinet agreed (a) to approve the Year End Progress Report and Annual Performance Report and note its submission to the Audit and Scrutiny Committee for consideration; (b) to note the status of the Council’s performance indicators within the LGBF Analysis of April 2026 Data Release; and (c) to approve the revisions to four Education 2025 to 2026 targets and the revision of 2027 to 2028 targets outlined in section 4 of the report. 6
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OFFICIAL INFORMATION OFFICIAL INFORMATION 8. Health and Safety Annual Report 2025/26 Submitted a report by the Head of Finance providing an annual report on the Health and Safety performance within Council Services during 2025/26. The Annual Report 2025/26 and 3 Year Statistical Comparison 2023-2026 was attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to note the Annual Health & Safety Performance update for 2025/26 and 3 Year Statistical Comparison 2023-2026 attached at Appendix 1 to the report. 9. Capital Programme and Treasury Management Performance to 30 June 2026 Submitted a report by the Head of Finance providing an update on the progress in delivering the Capital Investment Programme 2026/27 and the associated Treasury Management performance to 30 June 2026. Officers responded to Members’ questions and Cabinet agreed (a) to note (i) the revisions to budgets outlined in the report; (ii) the General Services and HRA revised budgets at 30 June 2026; and (iii) the forecast expenditure to 31 March 2027; (b) to approve the virement proposal noted within the HRA programme detailed at Appendix 2 to the report; and (c) to note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 10. Revenue Budget 2026/27: Financial Performance to 30 June 2026 Submitted a report by the Head of Finance providing an update on the financial performance for the Council at 30 June 2026 Officers responded to Members’ questions and Cabinet agreed (a) to note (i) the information and financial projections outlined in the report; and (ii) the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (b) to approve the virements detailed at Appendix 8 to the report. 11. Alteration to Community Asset Transfer – Irvine Community Sports Club Submitted a report by the Executive Director (Communities and Housing) requesting an amendment to the Community Asset Transfer previously agreed by Cabinet for land at Irvine Community Sports Club. Officers responded to Members’ questions and Cabinet agreed (a) to approve the amendment to the Community Asset Transfer application from Irvine Community Sports Club as previously agreed by Cabinet on 29 October 2019 by approving the plan attached at Appendix 2 to the report; and (b) to authorise officers to conclude the Community Asset Transfer process, including initiating the necessary court action to dispose of Common Good land. 7
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OFFICIAL INFORMATION OFFICIAL INFORMATION The following item is subject to the call-in procedure per the Council's Scheme of Administration and will be considered at a Special meeting of Audit & Scrutiny Committee. 12. Locality Planning 2.0 Implementation Update Submitted a report by the Executive Director (Communities and Housing) providing an update on progress in implementing recommendations from the North Ayrshire Locality Planning review. Cabinet agreed (a) to note the progress update provided regarding the review; and (b) to approve the planned next steps for review implementation outlined at paragraph 2.20- 2.22. 13. STAR Rape Crisis Centre Funding Submitted a report by the Executive Director (Communities and Housing) seeking approval for a fixed term funding award of £30,000 per annum for three years to support STAR Rape Crisis Centre. Cabinet agreed to continue consideration of the matter to a future meeting. 14. Sale Disposal: Abbey Park Football Ground, Bankhead Road, Kilwinning, and 26 Dovecot Lane, Kilwinning Submitted a report by the Executive Director (Place) providing an update on the outcome of the public consultation and seeking approval for the disposal of the former Abbey Park Football Ground and the adjacent yard at 26 Dovecot Lane, byway of a sale. Officers responded to Members’ questions and Cabinet agreed (a) to note the outcome of the public consultation; (b) to approve the disposal of Abbey Park Football Ground and adjacent yard at 26 Dovecot Lane, by way of a sale, following completion of the public consultation period; and (c) to note that any planning application in relation to the site will be considered and determined by the Planning Authority in accordance with the provisions of the Town and Country Planning (Scotland) Act 1997. 15. Urgent Items There were no urgent items. 16. Exclusion of the Public Para 9 Resolve in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following item of business on the grounds indicated in terms of Paragraph 9 of Part 1 of Schedule 7A of the Act. Non-Disclosure of Information In terms of Standing Order 21 (Disclosure of Information), the information contained within the following report is confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 8
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OFFICIAL INFORMATION OFFICIAL INFORMATION 17. 10 Year lease: Block 7 Annickbank Innovation Campus, Irvine Submitted a report by the Executive Director (Place) seeking approval to grant a 10-year Full Repairing and Insuring (FRI) lease of Block 7, Annickbank Innovation Campus, Irvine. Officers responded to Members’ questions and Cabinet agreed to approve the recommendation as detailed in the report. The meeting ended at 3.55 p.m. The full meeting proceedings can be viewed at https://north-ayrshire.public-i.tv/core/portal/home 9
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Chief Social Work Officer Annual Report 25/26 Purpose: To provide Cabinet with awareness of the annual Chief Social Work Officer report which is required by the Scottish Government. Recommendation: Cabinet is asked to: 1. Note the contents of the report, particularly the achievements and challenges identified. 2. Recognise the skilled and compassionate contribution of practitioners and managers. 3. Note the worsening financial context and its impact on wellbeing and risk across all age groups. 4. Ask the Chief Social Work Officer to submit the annual report to the Scottish Government. 1. Executive Summary 1.1 There is a requirement for every Local Authority to appoint a professionally qualified Chief Social Work Officer (CSWO) and this is contained within Section 3 of the Social Work (Scotland) Act 1968 as amended by Section 45 of the Local Government etc (Scotland) Act 1994. 1.2 In accordance with the legislation and guidance, the CSWO is required to prepare an annual report for the Council, on all statutory, governance and leadership functions of the CSWO role. 1.3 This report will also be presented to the Integration Joint Board on 1st October 2026. 2. Background 2.1 In 2014, the Office of the Chief Social Work Adviser, following consultation with CSWOs across Scotland, SOLACE and other stakeholders, introduced a more standardised approach to annual reporting. 2.2 This report provides the CSWO’s overview of partnership structures, governance arrangements and the performance of social work and social care services within Agenda Item 3 11
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North Ayrshire’s demographic context. It also considers statutory functions, service quality and workforce development. 2.3 The report describes the breadth of social work activity during 2025/26 and places this within the significant socio-economic challenges facing North Ayrshire. Five key issues are drawn to Cabinet’s attention: 1. Sustaining Safe and Effective Statutory Services The Council continues to discharge its statutory social work responsibilities in an increasingly challenging operating environment. Demand and complexity are rising across children’s services, adult services and public protection. The priority is to maintain safe, lawful and effective services, protect vulnerable people and manage finite resources responsibly. 2. Prevention, Early Intervention and Community Capacity Long-term sustainability depends on supporting people earlier and reducing reliance on crisis intervention. This requires continued investment in prevention, stronger community capacity, support for unpaid carers and effective partnership working to help people remain independent for longer. The financial environment makes this increasingly difficult to sustain. We recognise, respect and value the diversity, strengths and contributions of all members of our community. We are committed to ensuring that every person is treated with dignity, fairness and compassion, regardless of their background, identity, beliefs or circumstances. Through an anti-discriminatory approach to policy and practice, we actively challenge inequality, prejudice and barriers to inclusion, promoting equitable access to support and opportunities so that people can participate fully in their communities and achieve the outcomes that matter most to them. 3. Workforce Sustainability and Professional Leadership The workforce remains the Partnership’s most important asset. Service quality depends on recruitment, retention, wellbeing, succession planning and professional development. Current support arrangements are generally well established, and social work vacancies remain at around 8%, which compares positively with other areas and reflects well given North Ayrshire’s geographical position relative to the central belt. 4. Public Protection and Risk Management Protecting children and adults at risk remains a core statutory responsibility. Increased complexity across child protection, adult protection, corporate parenting and the management of high-risk offenders requires robust governance, effective partnership working and strong professional oversight. Continuous improvement, organisational learning and assurance are essential to safeguarding those most at risk and maintaining public confidence. Professional advice has been clear about the risks to the Council’s ability to meet all social work duties. The position is equally clear that children or adults must not be left in circumstances where they are likely to experience significant harm. I remain confident in the professional judgement exercised by social work leads across service areas. 12
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5. Transformation, Reform and Financial Sustainability The scale of the financial challenge means that traditional models of service delivery are no longer sustainable. Transformation and redesign are required to target resources effectively while continuing to meet statutory duties. Change must proceed at a pace that balances financial necessity with safe practice, workforce capacity and effective governance. Significant points for noting during the past 12 months: Services continue to meet local demand • Adult Support and Protection referrals have doubled over six years, from 558 to 1,122. Adult Concern Reports reached a record 3,039. • Adults with Incapacity activity continues to increase. Private Welfare Guardianships rose from 314 to 556, while CSWO Guardianships increased from 71 to 168. • Child Protection Conferences reached their highest level in six years, increasing from 83 in 2023/24 to 198 in 2025/26. This reflects growing complexity and risk for children. • Criminal Justice Social Work demand continues to grow, with court reports rising from 430 to 725 over six years. Investment in care-experienced children and young people • A new supported-living service for care-experienced young people aged 16 to 21 was approved and opened in August 2026. • An enhanced fostering scheme was approved, including increased payments, retention incentives and enhanced support packages. Health and Community Care • Services continue to support 97% of people to leave hospital on time. • Additional Mental Health Officer capacity in the hospital is helping to protect and promote the rights of people who lack capacity or family support. • Locality social work teams continue to manage community-based risk proactively and safely. Workforce development • The social work workforce increased by 5.9%. • The Growing Our Own programme continues to support staff towards professional social work qualifications. 10 staff are currently in training and 14 have qualified through the programme. • A new partnership with the University of Strathclyde has been established to strengthen workforce development and research opportunities. Digital innovation • Beam Notes was successfully piloted across social work services. 13
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• Staff reported average administrative time savings of 3.5 hours each week, alongside improved recording quality and better engagement with people who use services. • Approval has been secured for wider implementation across social work services. In summary, North Ayrshire's social work services remain stable and effective, but face significant pressures arising from increasing demand, growing complexity of need, workforce challenges and financial constraints. There is now very marginal flexibility in the system. The focus for the coming period is to sustain safe statutory services while strengthening workforce resilience, maintaining robust public protection arrangements and delivering transformation that supports long-term sustainability. 3. Proposals 3.1 It is proposed that Cabinet: • Notes the key themes, achievements and challenges set out in this report; • Endorses the Chief Social Work Officer Annual Report at Appendix 1; and • Asks the CSWO to submit the annual report to the Scottish Government. 4. Implications/Socio-economic Duty Financial 4.1 None Human Resources 4.2 None Legal 4.3 The delivery of Social Work services remains a statutory duty of North Ayrshire Council whilst delegated to the Health and Social Care Partnership. Equality/Socio-economic 4.4 None Climate Change and Carbon 4.5 None Key Priorities 4.6 This report covers matters which contribute to the key priorities contained within the Council and IJB strategic plans. Community Wealth Building 14
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4.7 None Islands Communities Impact Assessment (ICIA) 4.8 None United Nations Rights of the Child (UNCRC) 4.9 This report highlights issues that have a direct and indirect impact on the rights of children and young people particularly in relation to article 3. Article 3 states that (1) in all actions concerning children the best interests of the child shall be a primary consideration. (2) States Parties undertake to ensure the child such protection and care as is necessary for his or her well-being, taking into account the rights and duties of his or her parents, legal guardians, or other individuals legally responsible for him or her, and, to this end, shall take all appropriate legislative and administrative measures. (3) States Parties shall ensure that the institutions, services and facilities responsible for the care or protection of children shall conform with the standards established by competent authorities, particularly in the areas of safety, health, in the number and suitability of their staff, as well as competent supervision. This report outlines child protection practices, a commitment to keeping families together wherever possible and on the quality of residential and fostering services which indicates how North Ayrshire works to uphold article 3. Consumer Duty 4.10 None 5. Consultation 5.1 The Partnership Senior Management Team and operational services have contributed to the contents of this report. Caroline Cameron Executive Director / Chief Officer HSCP For further information please contact Scott Hunter, Chief Social Work Officer, on scotthunter@north-ayrshire.gov.uk. Background Papers Chief Social Work Officer Annual Report 2025 - 2026 15
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Chief Social Work Officer Report 2025 – 2026 16
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Contents Chief Social Work Officer Report ............................................................................ 1 2025 – 2026 ............................................................................................................... 1 Introduction ............................................................................................................. 1 Demographics ......................................................................................................... 3 Locality Planning ..................................................................................................... 4 Progress 2025 to 2026 ......................................................................................... 4 1. Governance, Accountability and Statutory Functions ...................................... 6 Service provision .................................................................................................. 6 Corporate Responsibilities ................................................................................... 7 1.1. Overview of the North Ayrshire Health and Social Care Partnership ........ 9 Strategic Plan 2026-30 ......................................................................................... 10 2. Service Quality and Performance .................................................................. 11 2.1 Children and Families ............................................................................. 11 2.2 Adults ..................................................................................................... 22 2.3 Criminal Justice ...................................................................................... 28 3. Resources ..................................................................................................... 36 3.1 Financial Position – 2025-26 ........................................................................ 36 3.2 Workforce Planning ................................................................................ 38 3.3 Workforce Support and Development .................................................... 40 4. Independent Care Providers who provide care services on our behalf .......... 45 4.1 Registered Services – Minimum Grades across all themes ................... 45 5. Inspection of Local Services .......................................................................... 47 17
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1 Introduction I am pleased to present the 2025 to 2026 Annual Report, which reflects both the resilience of our communities and the unwavering commitment of our workforce. This year, perhaps more than any in recent memory, has underscored the essential role of social work in supporting people through complexity, adversity and change. Across all services our staff have continued to demonstrate professionalism, compassion and determination in the face of significant and sustained system pressures. I want to begin by recognising the extraordinary contribution of our workforce. Social workers, social care staff, managers and partners have worked with skill and integrity, often in challenging circumstances, to safeguard vulnerable people, promote rights and maximise wellbeing. Their ability to sustain high standards of practice while adapting to increasing demand is a testament not only to their individual dedication, but also to a strong collective ethos rooted in public service values. This report highlights numerous examples of person-centred, trauma- informed practice that has made a tangible difference to individuals, families and communities across North Ayrshire. I also understand that with the pressures identified, there are examples where we do not get it right. We remain committed to learning and improving from these circumstances. However, it is equally important to be clear about the context in which these achievements have been delivered. Social work operates within a system that is under massive strain in all areas and at all levels. Demand continues to grow in both scale and complexity, driven by poverty, inequality, mental health challenges, alcohol and substance use and the enduring impacts of trauma. At the same time, the system is increasingly shaped by national policy developments that, while well- intentioned, are frequently introduced without the necessary and sustainable funding to support effective implementation at a local level. This creates cumulative risk. Unfunded or partially funded national policy initiatives place additional expectations on already stretched services. The result is a tension between ambition and capacity, which can impact on service delivery, workforce wellbeing and, ultimately, outcomes for the people we serve. The impact of this implementation gap in social care policy is a real disconnect between the goals promised in high-level legislation and the actual care people receive on the ground. As Chief Social Work Officer, I have a duty to ensure that these risks are visible, understood and actively managed within our governance arrangements. The reporting period covered by this report is April 2025 to March 2026 and, as such, can only provide a high-level overview of the significant challenges encountered during this year's budget-setting process and the subsequent decisions regarding eligibility criteria. The papers and minutes relating to these discussions are matters of public record and demonstrate the careful consideration given to the difficult choices required. While the implications of these decisions are both professionally and publicly significant, our focus remains firmly on the ongoing monitoring of their impact, alongside strengthening the consistency and robustness of decision-making frameworks. This is essential in mitigating unintended consequences wherever 18
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2 possible, ensuring that people are treated fairly and equitably, and maintaining the Council's ability to fulfil its statutory Social Work responsibilities while prioritising support for those with the greatest levels of need. Next years report will provide the narrative in relation to impact. The concerns arising from these policy decisions are well understood and should not be underestimated. However, the financial pressures facing Integration Joint Boards and local authorities have been highlighted for many years, including through repeated warnings from Audit Scotland regarding the long-term sustainability of current funding and service delivery models. As a result, many IJBs have reached a point where difficult decisions about eligibility and prioritisation have become unavoidable. In this context, our responsibility is to ensure that these decisions are implemented with compassion, transparency and rigorous oversight, while continuing to advocate at the highest levels for the resources necessary to meet the needs of the residents of North Ayrshire. Despite these challenges, we have continued to prioritise safe, effective and rights- based services. We have strengthened our approach to inspection readiness and self-evaluation, ensuring that our practice is evidence-informed and that we are transparent about both strengths and areas for improvement. We have also collaborated closely with partners across health, education, police and the third sector to maintain a whole-system approach, recognising that the complexities faced by individuals and families cannot be addressed by any single service in isolation. Looking ahead, the sustainability of social work services will depend on honest dialogue between national and local partners about what can be delivered within available resources. It will require a shared commitment to aligning policy ambition with funding, workforce planning and realistic timescales for implementation. Above all, it will require continued investment in the workforce that is the foundation of our system. This report therefore serves not only as an account of performance over the past year, but also as a statement of professional assurance and a call for collective responsibility. I remain confident in the capability and commitment of our workforce, and I am equally clear that addressing systemic risk is essential to ensuring that we can continue to protect and support the people of North Ayrshire effectively in the years ahead. Scott Hunter Chief Social Work Officer North Ayrshire Health and Social Care Partnership 19
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3 Demographics North Ayrshire is home to approximately 134,010 people, (National Records for Scotland, Mid-2024 Population Estimates Scotland) all living in its many towns, villages, and islands, with slightly more females (52.1%) than males (47.9%). 15.6% of the population are aged 0 to 15 years, 9.5% are aged 16 to 24 years, 21.7% are aged 25 to 44, 28.6% are aged 45 to 64 years of age, 13.4% ages between 65 to 74 years of age, with 11.3% of our population aged 75 years and above. One in four people (24.7%) in North Ayrshire are 65 and over. The latest update of the Scottish Index of Multiple Deprivation has reconfirmed the deep structural challenges faced by many communities in North Ayrshire, despite steady progress by North Ayrshire Council in its ongoing commitment to eradicate poverty. North Ayrshire is ranked as the fifth most deprived council area in Scotland. Some of the area’s most heavily affected by deprivation are concentrated in the Three Towns and Irvine areas but areas in Kilwinning and the Garnock Valley also have above average deprivation. 20
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4 Locality Planning Locality Planning remains the local mechanism for strategic planning through which local priorities are developed for smaller geographical areas across North Ayrshire. During 2024 to 2025, work to develop HSCP locality plans was paused to allow focus on the development of the refreshed Strategic Plan 2026 to 2030, and in response to ongoing capacity and resource pressures associated with maintaining the Locality Planning Review Groups. In April 2026, the Integration Joint Board approved revised Locality Planning Arrangements which align HSCP locality planning with existing Community Planning Partnership (CPP) Locality Partnership structures. This revised approach is intended to streamline governance, reduce duplication, and strengthen joint ownership of place-based priorities, while ensuring the HSCP continues to meet its statutory locality planning duties. Under the revised model: • HSCP locality planning activity will be integrated within CPP Locality Partnership meetings, removing the need for separate HSCP locality planning forums, with the exception of Arran, where established integrated arrangements will continue. • HSCP Locality Leads (Heads of Service) will attend two CPP Locality Partnership meetings per year, with written HSCP locality planning updates provided for remaining meetings to support ongoing visibility and accountability without additional meeting attendance. • Locality Plans will continue to be developed by the Strategic Planning and Equalities Team, drawing on locality data, engagement activity, service input and feedback from CPP Locality Partnerships, with oversight through the Strategic Planning Group. This revised approach supports a more sustainable locality planning model, strengthens alignment between health and social care priorities and wider community planning outcomes, and maintains statutory locality leadership and assurance within HSCP governance. Progress 2025 to 2026 During 2025 to 2026, locality planning activity focused on consolidating existing evidence and completing key engagement activity to inform future locality plan development, while preparing for the implementation of the revised Locality Planning Arrangements approved in April 2026. Between March and May 2025, targeted engagement was undertaken with children and young people across all six localities in North Ayrshire as part of the Locality Planning biannual engagement cycle. This engagement was designed to ensure that younger people’s views and experiences were captured as part of the locality 21
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5 evidence base and to support alignment with the Children’s Services Plan and wider strategic planning. Engagement activity included: • facilitated sessions with youth groups across each locality. • an online survey promoted through a range of internal and external networks; and • a joint Health and Social Care Conversation Café with the Youth Cabinet. The purpose of this engagement was to understand the issues that matter most to young people in their local areas, explore where they seek support, identify barriers to accessing health and social care services, and gather suggestions for service improvement. Findings from this work have been collated at locality level and form part of the wider evidence base that will inform the development of HSCP Locality Plans. Alongside this engagement activity, the Strategic Planning and Equalities Team continued to maintain and consolidate existing locality evidence gathered between April 2023 and April 2025, including data profiles, service mapping and previous engagement findings. This ensured that, despite pauses to formal locality planning structures due to capacity pressures, a comprehensive and up-to-date evidence base has been retained to support future locality planning activity. In April 2026, the Integration Joint Board approved revised Locality Planning Arrangements, aligning HSCP locality planning with Community Planning Partnership Locality Partnership structures. This provides a clear governance framework and implementation approach for the next phase of locality plan development, with delivery scheduled to commence from June 2026. 22
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6 1. Governance, Accountability and Statutory Functions The Chief Social Work Officer is a statutory appointment by virtue of Section 3 of the Social Work (Scotland) Act 1968. The Chief Social Work Officer is appointed for the purposes of the Council's functions under the 1968 Act and under those other enactments listed in Section 5(1B) of that Act. In broad terms, those functions cover all social work and social care services whether provided directly by the council, in partnership with other agencies, or procured by the council and provided by others on its behalf. Those functions are referred to as “social work services.” The qualifications required for the post are set out in the Qualifications of Chief Social Work Officers (Scotland) Regulations 1996. The Chief Social Work Officer is required by section 5(1) of the 1968 Act to perform the duties of the post under the general guidance of the Scottish Ministers. The Scottish Ministers issued revised and finalised guidance in January 2010. The overall powers of the Chief Social Work Officer post are:- (a) To oversee the discharge of the council's statutory social work duties; (b) To ensure the provision of effective professional and objective advice to elected members and officers of the Council in the Council's provision of social work services; (c) To secure the effective provision of social work services. The powers of the Chief Social Work Officer fall into two broad categories; service provision and corporate responsibility: Service provision • To establish and develop social work services focussed on the needs of service users, to promote the continuous improvement of those services, and to monitor and raise standards of their delivery; • To ensure the effective governance of the balance of need, risk and civil liberties in the provision of social work services in accordance with professional practice; • To provide advice on all aspects of workforce planning including safe recruitment practice, supervision, monitoring and assessment of social work students, securing of professional qualifications and continuous learning and development for staff, and supporting and advising managers in all aspects of staff supervision; • To ensure the existence of systems to both promote good practice and identify and address poor practice in the provision of social work services; • To ensure that significant case reviews are undertaken of all critical incidents either resulting in, or which may have resulted in, serious harm or death; and 23
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7 Corporate Responsibilities The Chief Social Work Officer has the following corporate powers which require direct access to the Council's Chief Executive,’ Elected Members of the Council and the Chief Officer, and the provision of forthright and independent advice to them:- • To ensure compliance with the Council’s statutory duties to prepare, publish and review plans for the provision of social work services. • To promote, communicate, support and review values and standards of professional practice, and to ensure that they are adhered to. • To establish, in conjunction with the Council's Corporate Management Team, appropriate experience and qualified cover for the post of Chief Social Work Officer during the post-holder's absence or incapacity. • To report to the Chief Executive and Chief Officer any failure in the Council's corporate policy or governance arrangements designed to reflect the proper balance amongst need, risk and civil liberties in the provision and management of social work services. • To report to the Chief Executive and Chief Officer any weaknesses and failures in the systems in place to promote good practice and identify and address poor practice in the provision of social work services. • To report and provide independent comment where necessary to the Chief Executive, Elected Members of the Council and the Chief Officer on the findings of significant case reviews and relevant performance reports and on any other social work related issues. • To provide an annual report to the Council on all of the statutory, governance and leadership functions of the role of the Chief Social Work Officer North Ayrshire continues to invest in its oversight of Social Work activity through the provision of a standalone Chief Social Work Officer, further supported by a formal Depute CSWO. The CSWO reports directly to the Director of the NAHSCP and has a direct line to the Chief Executive of the Council. The CSWO represents Social Work within a range of strategic groups including: IJB, IJB Performance and Audit Committee, IJB Strategic Planning Group, NAHSCP Health Care Governance Committee, HSCP Partnership Senior Management Team, Alcohol and Drugs Partnership, Child Protection Committee, Adult Protection Committee, Chief Officers Group, Carers Advisory Group, Children’s Services Strategic Planning Partnership; Corporate Parenting Board, Transitions Strategic Group amongst others. The CSWO also provides professional oversight as a member of the Care Home Oversight Group and the Care at Home Oversight Group. These groups continue to fulfil key governance activity in relation to the Social Care sector. The CSWO has regular contact with the Independent Chair of CPC and APC to ensure public protection oversight. The year past has seen North Ayrshire 24
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8 commission four learning reviews covering both children and adult services. The outcomes of these reviews will be forthcoming over 2026/2027. Social Work and Social Care matters are regularly reported to the IJB and Clinical and Care Governance Committee. There is a particular focus on the impact of policy and external scrutiny activity. The CSWO maintains regular calls with our Care Inspectorate strategic link to share developments and hear of national developments that support activity in North Ayrshire. The CSWO also contributes to quarterly calls with the inspectorate and the broader PSMT. The primary governance of practice matters remains the Social Work Governance Board. The board terms of reference and membership have been refreshed in the current year with the support of the professional leadership group. The board has had a full agenda of issues over the year and has provided support and governance in relation to a range of matters including: • Practice Guidance for Social Workers Assessing Capacity and Practice Enhancement Notice: In Person Assessments for Complex Cases • Re-modelling of acute in-patient service for adults with learning disabilities • Chronology Training and Practice Improvement • Community Justice Outcome Implementation Plan (CJOIP) • HSCP Refugee and Resettlement Team Transition • National Social Work Agency Workforce Improvement • AWI Delayed Discharge - best practice • Test of Change – All Age Disability Service • Secure Screening Process • Proposal for Social Work Overtime Hours • CPO Breach Report • Locality Team Parenting Assessment • Hospital Screening Tool • Self-Directed Support (SDS) Policy 25
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9 1.1. Overview of the North Ayrshire Health and Social Care Partnership Visions, Values and Priorities Our Partnership includes health and social care services within Health and Community Care Services (H&CC), Mental Health and Learning Disability Services and Children, Families and Justice Services. In this report, we look back on the progress we have made, share some of our successes and reflect on some areas that have proved challenging. This report aligns with our “Caring Together” Strategic Commissioning Plan 2022- 2030. This is the first time the Health and Social Care Partnership has set out such a long-term plan for how we intend to improve services and the health and wellbeing of the local community. The plan set out our pandemic recovery intentions, as well as offering a longer-term vision for local health and social care services. Over the period of this strategic plan, the Health and Social Care Partnership will seek to: We see these priorities as interlinked, and we expect that where we see success against one priority, it is effect will positively impact against others. People who use our services and North Ayrshire residents will experience our Partnership values in the way our staff and volunteers engage with you and how we behave. We will treat you with: A full annual update against these priorities can be found in our HSCP Annual Performance Report for 2025-26. 26
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10 Strategic Plan 2026-30 Our new Strategic Plan 2026-30 was approved by the Integrated Joint Board in December 2025. The new plan replaces the current priorities and outlines the strategic priorities for anticipating and improving future health and care needs, and Service Delivery Priorities, reflecting the current requirements for delivering services. As such the new vision going into the next 10 years, is: “To empower people in North Ayrshire to live safe, healthy and active lives with fair and equal access to sustainable health and care services”. The newly agreed Strategic Priorities are: • Improving Population Health: Supporting people to live healthier, active lives. • Meeting the Needs of an Ageing Population: Adapting services to support older residents. • Tackling Health Inequalities: Addressing the root causes of health and care disparities. These aim to address future service requirements based on demographic changes and local inequalities and aim to better understand and assess how we may influence improved health and wellbeing. Strategies will be aligned to these goals and decision making will consider these priorities and impacts when implementing change The Service Delivery Priorities guide how the partnership designs and operates daily care: • Prevention: Stopping health issues before they start. • Community-based services: Delivering care closer to home. • Life stages: Supporting people from birth through childhood, adulthood, and later life. • Whole-person approach: Treating the whole individual rather than single conditions. • Accessibility and communication: Making sure services are easy to reach and understand. • Evidence and performance: Using data to monitor and improve 27
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11 These reflect how services will be designed and delivered to address the health and care needs of the population. All future service planning will be aligned to these principles. All reporting within services and to the Integrated Joint Board and Performance and Audit Committee will be structured to meet these new priorities from Quarter 1 2026- 27. Next years report will provide a narrative on the implementation and impact of these new priorities. 2. Service Quality and Performance 2.1 Children and Families Foster Care Foster Care Fortnight took place in May with a dedicated social media campaign on the NAHSCP Facebook channel highlighting some of the myths and facts around foster caring and signposting the public to our dedicated foster care website . Figures above reflect a decline in foster care provision due to a national shortage of carers, often resulting in children being accommodated in expensive external placements, away from their schools, friends and support networks. Currently, it is especially difficult to recruit full time foster carers and given the high cost of living, most families require to have two parents/carers, at work. In addition, the complexity of the young people is also a factor. An enhanced package of support for foster carers was approved by members of North Ayrshire Integration Joint Board (IJB) on Thursday 13 November. A new Fostering Scheme has been approved, offering greater support for those providing foster care for NAHSCP, with the aim of boosting the recruitment of new carers and retaining current carers. This was developed after 28
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12 engaging and consulting with approved foster carers, whose feedback was invaluable. As well as an increased weekly payment, the new scheme will also see the introduction of a retainer payment, providing financial stability for carers who may be without a placement until a suitable match is made; a loyalty payment for new foster carers who join NAHSCP and remain with the organisation, and an additional payment for those who care for children with enhanced needs. We also now use Can Digital for all our fostering advertising, via social media, to raise our digital profile and this has resulted in a rise in enquiries. Child Protection Registrations In 2025 to 2026 there were 185 Child Protection registrations and 130 De- registrations. The greatest number of registrations were found in July, when there were 26 registrations within the month. The lowest number of registrations occurred in May, when there were 8 registrations within the month. The median number of registrations per month across the year was 15. Supported Living Accommodation Plans for new supported living accommodation for care experienced young people were approved by members of North Ayrshire Integration Joint Board (IJB) on Thursday 13 November. The IJB supported these proposals, alongside receiving an update on a range of work and actions being taken forward following a system-wide programme with all Corporate Parents in North Ayrshire to improve outcomes for care experienced young people - the Brighter Pathways programme. The programme focusses on a rights-based approach to create a sustainable, responsive, and nurturing care system for our children and young people. Through engagement with care-experienced young people, NAHSCP identified a gap in provision for those who do not 29
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13 require full residential care but still need additional support - or are ready to step down from residential care as they move into adulthood. Permission has been given to develop supported living accommodation that will open in September 2026, which as well as equipping young people with the skills, confidence and stability they need for a successful future, will also free up capacity in its Children’s Houses. Located in Irvine, the accommodation will offer a safe and supportive environment for young people aged 16 to 21 years, bridging the gap between residential care and independent living. The service will provide individual ensuite rooms, shared living spaces, and 24/7 dedicated staff support, with practical help around issues such as budgeting, cooking, and tenancy management. Proactive in-reach support will also be available from a range of services and agencies, including housing, employability, and Money Smart. Breastfeeding Breastfeeding remains a priority for Scotland and, correspondingly, for local partners involved in the promotion of breastfeeding within community and hospital settings. The benefits of breastfeeding on the short and long-term health of mothers and babies has been well documented. It promotes optimum nutrition, growth and development for babies, as well as providing comfort and protection from infections. As such, breastfeeding is actively promoted and supported in a wide range of settings across North Ayrshire and Arran. The health visiting and infant feeding team in North Ayrshire, along with counterparts in South and East continue to work towards maintaining UNICEF Baby Friendly Gold standards following re-accreditation in 2024. This remains a significant and prestigious achievement, with only a small number of areas re-accredited to this standard. Published data for 2024 to 2025 has shown that despite slight decreases in two of the indicators, improvements from 2022 to 2023 have been maintained in the most recent year from an NHS Ayrshire and Arran perspective: Indicator 2022 to 2023 2023 to 2024 2024 to 2025 % breastfeeding at initiation 54.6% 57.6% 55.9% % exclusive breastfeeding at first HV contact (10-14 days) 27.4% 30.5% 30.2% % exclusive breastfeeding at 6–8- week HV assessment 22.8% 25.6% 25.9% Similarly, the published data for 2024 to 2025 has shown the following changes in breastfeeding indicators from a North Ayrshire perspective: 30
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14 Indicator 2022 to 2023 2023 to 2024 2024 to 2025 % breastfeeding at initiation 53.0% 59.6% 56.0% % exclusive breastfeeding at first HV contact (10-14 days) 23.2% 30.5% 29.0% % exclusive breastfeeding at 6–8- week HV assessment 20.3% 25.0% 25.5% Data has also shown that the number of babies receiving any breastmilk (mixed feeding with breastmilk and infant formula) in North Ayrshire has increased: Indicator 2022 to 2023 2023 to 2024 2024 to 2025 % overall breastfeeding at first HV contact (10-14 days) 41.0% 44.9% 46.0% % overall breastfeeding at 6–8-week HV assessment 31.7% 35.2% 38.7% In two years, we have seen an increase in overall breastfeeding of 5% at the first health visiting contact and 7% at the 6-8 week health visitor assessment. Immunisations Immunisation Uptake in North Ayrshire has been historically lower than in South and East Ayrshire, closely correlated with deprivation levels. With targeted interventions and data capture our aspiration is to continue our upward trajectory for Immunisation Uptake in both HPV, Teenage Booster and Meningococcal ACWY across Ayrshire and Arran and in particular North Ayrshire to lessen the gap in uptake across Local Authorities. All Primary and Secondary pupils are offered the Annual Flu Vaccine which is mainly the LAIV (Live attenuated Influenza vaccine) unless clinically not appropriate where the Inactive vaccine would be offered. All Secondary age pupils are called for Teenage Boosters (Td/IPV – Tetanus, Diphtheria and Polio) and HPV (Human Papillomavirus). All Schools are visited between January and April each year to complete the Td/IPV, Meningococcal ACWY and HPV. There is an additional offer at absentee dates in August- September each year for those who missed the first session. MMR (Measles, Mumps and Rubella) are offered to all Secondary pupils without a complete course of 2 doses of MMR. These pupils will have not had their Primary immunisation of MMR at 12 months and 3 years 4 months. 31
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15 HPV immunisation uptake at S1 by the end of the school year 2022 - 2025, by local authority of residence, NHS Ayrshire and Arran and Scotland Source: PHS – HPV immunisation 2024 to 2025 - Statistics Scotland – 25/11/25 HPV Immunisation in 2024 to 2025 showed 75.2% of those in S1 were immunised in Ayrshire and Arran, compared to a Scottish uptake of 72.6%. HPV uptake in Ayrshire & Arran has seen a rise of 8% overall and 10.1% in North Ayrshire. S3 pupils are eligible for Td/IPV and Meningococcal ACWY and are offered this from S3 every year until the course is complete. This is a one dose schedule for both vaccines. Td/IPV and MenACWY immunisation uptake by S3/S4 by the end of the school year 2022 to 2025, by local authority of residence, NHS Ayrshire and Arran and Scotland. 32
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16 Source: PHS – Teenage Td/IPV and MenACWY 2024 to 2025 immunisation - Statistics Scotland – 25/11/25 In 2024 to 2025, 67.5% of S3 pupils received a Td/IPV booster and MenACWY vaccines. This compares to a national uptake of 70.1% for both programmes. North Ayrshire has seen a rise of 0.7% and Ayrshire & Arran as a whole an increase of 2.5%. Child Healthy Weight Child healthy weight is a public health priority. Over the last three decades, obesity levels in children and, indeed, the wider population have increased, with inequalities observed across our communities. Maintaining a healthy weight throughout childhood is associated with many health benefits both in the short-term and the medium term. Child healthy weight is monitored throughout the universal Health Visiting pathway but also when a child moves into Primary 1. The most recent data for 2024 to 2025 was released in December 2025. For North Ayrshire: • 70.9% of P1 children were of a healthy weight • 13.6% of P1 children were at risk of overweight • 15.1% of P1 children were at risk of obesity Health Visiting The Health Visiting service in North Ayrshire continues to fully implement the national Universal Health Visiting Pathway, with all children under 5 and their families offered a minimum of 11 visits from the ante-natal period through to the child starting school. Developmental assessments are undertaken at 13-15 months; 27-30 months and 4-5 years. Since 2020, the percentage of children with one or more 33
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17 developmental concern at these assessments has increased as shown in the table below: Over the last ten years, the Children and Families Health Team (CFHT) has continued to enhance its approach to early years through the introduction of separate roles to support early and preventative help. The early years CFHT consists of: • Health Visitors • Health Visiting Support Workers • Family Nurtures • Perinatal Mental Health Nurses • Community Infant Feeding Nurse (pan-Ayrshire) • Community Infant Feeding Support Nurse (North Ayrshire only) The service also been working in partnership with national charity Dads Rock and have commissioned, through North Ayrshire’s Whole Family Wellbeing Fund, two dads’ workers to support dads of children under 5 to promote confidence and improved interaction and attachment. As well as all children under 5 in North Ayrshire being supported by the health visiting team as part of the Universal Health Visiting Pathway (UVHP), during 2025 to 2026, 841 children and families were supported by the various roles described above, evidencing our approach to early help and support where concerns are identified. The Collaboration for Health Equity in Scotland (CHES) programme – a partnership between North Ayrshire, Public Health Scotland and the Institute of Health Equity (IHE) seeks to look at our approach to early years support with the aim of improving outcomes for children, including data around developmental concerns. 34
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18 Key Performance Indicators Child Protection 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Child Protection Concerns 885 756 570 361 444 587 Child Protection Investigations (CP1s) 443 432 375 197 421 401 Child Protection Initial Conferences 121 119 76 83 170 198 Pre – Birth Conferences 29 34 17 22 14 25 CP Initial/Pre-Birth Conferences 7 4 9 1 10 8 Child protection activity presents a mixed picture. While Child Protection Concerns remain lower than 2020-21 levels, there has been a significant increase in formal statutory intervention. Initial Child Protection Conferences have risen to their highest level on record, increasing from 83 in 2023-24 to 198 in 2025-26. Investigation activity has also returned to levels comparable with those seen prior to 2023-24. The data suggests an increase in the complexity and severity of risk experienced by children and young people, creating increased pressure on statutory child protection services and partner agencies. Looked after Children 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Children newly accommodated in North Ayrshire 63 49 61 46 52 55 ** Where the number of children accommodated = the number of children either admitted into any placement type except “At Home with Parents”/”With Friends/Relatives” OR moved from “At Home with Parents”/”With Friends/Relatives” to any other placement type 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Foster Carers 103 99 96 105 107 109 35
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19 Permanency Planning 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Number of permanency plans approved 10 21 19 15 6 8 Adoption – approved and placed 8 5 7 4 2 2 Adoptions granted 4 5 5 7 5 1 Permanence orders approved 3 7 7 7 6 4 Permanence orders granted 0 1 2 9 2 9 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Children Subject to Compulsory Supervision Orders 351 342 298 271 258 264 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Children with Compulsory Supervision Orders Terminated 102 101 102 117 69 89 Emergency Placements 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Child Protection Orders 39 11 18 14 22 13 Secure Placements 2020–21 2021–22 2022-23 2023-24 2024-25 2025-26 Number of secure placements 1 2 0 2 3 7 36
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20 The ongoing pressure on children’s placements presents an ongoing significant risk to both our communities and the Council in the discharge of its welfare duties. The Brighter Pathways work articulates the strategy to mitigate these risks and work progresses. It is important to acknowledge that the placement shortage is a national issue and not unique to North Ayrshire. Across both adult and children's services, there is clear evidence of growing statutory demand. Adults with Incapacity activity has increased significantly, Adult Support and Protection referrals have doubled, and Child Protection Conferences are now at their highest level in six years. Whilst the nature of demand differs across service areas, the overall trend is one of increasing complexity, higher levels of risk, and growing pressure on specialist statutory social work functions, particularly Mental Health Officers, public protection staff and frontline assessment teams. This reinforces the need to maintain sufficient professional capacity, governance oversight and workforce resilience to meet statutory duties safely and effectively. Justice Services 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Number of reports submitted to the courts (CJSW reports, Section 203, Short Notice CJSW & Supplementary CJSW) 430 606 606 668 707 725 Number of home leave and background reports submitted 114 (39 leave reports, 75 background reports) 93 (30 leave reports, 63 background reports) 91 (28 leave reports, 63 background reports) 112 (41 leave reports, 71 background reports) 112 (42 leave reports, 32 background reports 38 TARL) 141 (49 leave reports, 25 background reports 56 TARL, 11 TARL addendum) Unpaid Work Requirements 94 172 313 310 329 313 Criminal Justice Social Work activity has increased significantly over the last six years. Court reports have risen by 69%, increasing from 430 to 725 annually, while Unpaid Work Requirements have more than tripled from 94 to 313. Additional pressures are evident through increasing prison throughcare, leave report and risk management activity. The data demonstrates sustained growth in statutory criminal justice demand, increasing requirements for assessment, court engagement, risk management and community supervision. 37
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21 2020-21 2021–22 2022-23 2023-24 2024-25 2025-26 Level 1 MAPPA 152 172 190 174 188 205 Level 2 MAPPA 10 14 27 11 13 10 Level 3 MAPPA 3 7 2 2 1 1 Criminal Justice Social Work activity has increased significantly over the last six years. Court reports have risen by 69%, increasing from 430 to 725 annually, while Unpaid Work Requirements have more than tripled from 94 to 313. Additional pressures are evident through increasing prison throughcare, leave report and risk management activity. The data demonstrates sustained growth in statutory criminal justice demand, increasing requirements for assessment, court engagement, risk management and community supervision. 38
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22 2.2 Adults North Ayrshire Drug and Alcohol Service The North Ayrshire Drug and Alcohol Service (NADARS) has continued to demonstrate high levels of performance by meeting national and local standards and targets, such as access to treatment waiting times, provision of alcohol brief interventions (ABIs), the roll-out of Naloxone supplies and increasing patient choice regarding Opiate Substitution Therapy (OST) medications. Figures for those seen within 3 weeks for Alcohol were no lower than 95.5% during any quarter, while those seen within 3 weeks for Drugs were no lower than 97% during any quarter in 2025 to 2026. 100% of referrals for Alcohol and Drugs were seen within 6 weeks. The team continues to identify new ways of working to provide a more agile and streamlined service and further improve performance. This work has been evidenced by the delivery of early intervention services in the delivery of Alcohol Brief Interventions (ABI) in both priority (Primary Care, A&E and Antenatal) and wider settings. 39
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23 North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) The North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) utilises multidisciplinary holistic interventions to focus on providing high-quality care and support, through proactive early intervention and preventative action. They aim to assist patients presenting with falls, frailty, low grade infections and general functional decline to avoid hospital admission where possible and facilitating early discharge home from hospitals. The North Ayrshire Enhanced Intermediate Care Team brings together the expertise of dedicated Physiotherapists, Occupational Therapists, Technical Instructors, Dieticians, Community Psychiatric Nurses, Pharmacists, Admin workers, Rehabilitation Nurses, Advanced Nurse Practitioners, and Intermediate Care GP with special interest into one single multidisciplinary and interdisciplinary team; focused on problem-solving for patients in their own homes across all of mainland North Ayrshire. The seven-day rehabilitation service facilitates early discharge from hospital and provides a rapid Indicator 2023-24 2024-25 2025-26 Target set by Scottish Government – Priority Settings 3,420 3,420 3,420 Total ABI delivery in Priority Settings (Ayrshire & Arran) 6,398 5,940 5,977 Indicator 2023-24 2024-25 2025-26 Target set by Scottish Government in Wider Settings 855 855 855 Total ABI delivery in Wider Settings (Ayrshire & Arran) 1,216 1,325 1,544 40
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24 alternative to acute hospital admissions. The Enhanced part of the team addresses medical and clinical issues that limit a patient’s ability to engage in rehabilitation via a shared care model with the patients registered GP. Out of Hours Social Work Service The Ayrshire Out of Hours Social Work Service has been operational for 14 years. During 2025 to 2026, despite some challenges relating to staff absences and an average of 18% staff vacancies, the service continued to provide uninterrupted cover. During this period, the team manged a total of 9,973 referrals, this included an increase of 518 referrals compared to 2024 to 2025. Referrals to North Ayrshire were 4,122 or 41.3% of all referrals across Ayrshire. Of the 4,122 referrals to North Ayrshire, 742 were requests for Child Protection Register checks. Of these 706 were from the Police, with 24 from Social Work and 10 from Health. 41
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25 There were 1,466 referrals in relation to Child Concerns/Child Welfare and 578 in relation to Adult Concern/Welfare. There were 94 referrals in relation to Child Protection and 34 referrals in relation to Adult Protection. There were 261 referrals relating to young people missing from home, 87 relating to Care at Home, 140 in relation to Mental Health and 54 in relation to financial destitution. Self-Directed Support Self-Directed Support (SDS): For the reporting year 2025 to 2026, the following information indicates how people have arranged and directed their support in North Ayrshire. Self-Directed Support offers four options. These are: • Option 1 – Direct Payment. • Option 2 – Individual Service Fund. • Option 3 – Council Arranged Services. • Option 4 – a mix of the above options. 42
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26 This continues to demonstrate that traditional support options are offered and accessed most with 84.8% of people receiving Option 3. Care at Home The Partnership’s Care at Home Service, across the Irvine, Kilwinning, Garnock Valley and Community Alarm Service, was subject to a comprehensive, unannounced inspection by the Care Inspectorate in September 2025. Key messages highlighted high user satisfaction and respectful, responsive care; active encouragement of feedback and involvement in recruitment (co‑production); good support planning with continued focus on timely reviews and strong, compassionate, and person-centred practice across a large and complex service. At the time of inspection, the service supported 1,023 people, with a further 4,500 individuals receiving support through the Community Alarm Service. Inspectors engaged with 119 staff and managers, undertook home visits, and reviewed a wide range of documentation and processes, providing a robust assessment of service quality. Feedback from people using the service and their families was overwhelmingly positive. Inspectors observed carers who were highly compassionate, attentive and skilled, often going “above and beyond” to ensure people felt comfortable, respected and valued. Families described staff as “exceptional” and “wonderful,” emphasising the dignity and kindness shown in day-to-day interactions. The inspection identified effective early intervention and strong collaboration with health professionals, with staff responding promptly to emerging health concerns. Workforce development was a particular strength, supported by a structured 12-week induction, mandatory 5-day training for new staff, ongoing specialist training and initiative-taking approaches to staff wellbeing. The formal grading as a result of the inspection is detailed below: • How well do we support people’s wellbeing? 5 (Very Good) • How good is our staff team? 5 (Very Good) Carers On Wednesday 11 June, over 50 carers from all across North Ayrshire attended Carers Gateway North Ayrshire’s annual conference to celebrate Carers Week 2025. The theme this year was ‘Equality in Caring,’ with Provost Anthea Dickson referencing this and the valuable work that unpaid carers provide. The newly formed Champions Board, a forum that brings carers and professionals together to design services for carers, announced the launch of the Carers Community Fund. This is available for groups, charities and 43
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27 communities to apply for up to £2,000 for activities, events or projects that benefit unpaid Carers across North Ayrshire. Carers also heard from Carers Trust Scotland, Ayrshire Independent Living Network, Social Security Scotland, Home Energy Scotland and North Ayrshire Health and Social Care Partnership about the work that they are doing to support unpaid carers. Mental Health In 2025 to 2026, 100% of all accepted referrals to the Intensive Community Psychiatric Nurse team from non-mental health refers received contact with 4 hours. This is an increase of 13% from figures in 2021 to 2022 and an increase of 6% on figures for the previous year. The target of 95% has been met in three of the previous five years. There were 1,749 referrals in 2025 to 2026 and all received contact within 4 hours. 44
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28 2.3 Criminal Justice Community Payback Orders The latest Government statistics on Community Payback Orders (CPOs) 2024 to 2025 show that figures for North Ayrshire were identical (478) to that of the year before and occupied median positioning of the Ayrshires in this regard. The population per 10,000 was the lowest of the Ayrshires at 52.2. In comparison, East Ayrshire had 509 CPOs and was 60.8 per 10,000 population while South Ayrshire had 429 CPOs and was 57.3 per 10,000 population. The Scottish average was 42.2 per 10,000 population. 2025 to 2026 has seen a significant increase in CPOs exceeding 500 impositions. There has been a reduction in the number of Criminal Justice Social Work Reports (CJSW) since 2020 to 2021 largely thought to be due to the result of COVID-19. 2025 to 2026 sees the highest number of report submissions since this downward turn, albeit not yet at pre-covid numbers. The latest Government statistics on CJSWs for 2024 to 2025 reveal North Ayrshire to have submitted the highest number of reports of the Ayrshires however continue to be the lowest of the Ayrshires at 77.2 per 10,000 population. In comparison, East Ayrshire sits at 79.2 and South Ayrshire sits at 77.6. The Scottish average is 75.9 per 10,000 population. Our Justice Services continue to have a positive impact on the local community through the Community Payback Order (CPO) unpaid work scheme. For thirteen years we have continuously over-achieved against targets for CPO level 1 and level 2. 2025 to 2026 saw 82 out of 85 level 1 CPO’s completing within timescales and 136 out of 138 level 2 CPO’s completing within timescales. The targets set for unpaid work are pan-Ayrshire targets. 45
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29 Drug Treatment and Testing Order There was a marked decrease in Drug Treatment and Testing Order (DTTO) Assessment and Impositions in 2025 to 2026. There had been a slight decline in the previous year 2024 to 2025. There have been some staffing pressures in the past year which are being resolved. With increased staffing, the team will have more capacity to have a presence within fieldwork teams to advocate for more DTTO screenings/referrals. Of the 44 assessments completed in 2025 to 2026, 36 new DTTO’s were imposed across Ayrshire. This incorporates Orders from both Kilmarnock and Ayr Sheriff Courts. DTTO is an intense Order which involves monthly Court reviews, twice weekly contact for the first month and weekly oral drug screens. There are three distinct roles within the team delivering the service and interventions. The Supervising Officer oversees the Order, monitors compliance and compiles the assessment and review reports. The Additions Worker delivers the therapeutic interventions and is primarily responsible for administering the oral drug screens. There are then Recovery Development Workers who provide practical supports, assistance with welfare needs and also build links and connections within the recovery community to help build the persons own recovery capital. A Recovery Care Plan is created with each individual. There are ten domains, including substance use, relationships and offending, which are scored from 1 to 10. These plans are updated at three monthly intervals and allows areas for support/intervention to be identified and progress to be monitored. 46
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30 Diversion from Prosecution Diversion from Prosecution (Diversion) has been available since 1997, within this past year we have experienced a further increase across Ayrshire in assessment referrals from the Procurator Fiscal. Referrals have increased at a significant rate from 2018. Although this disposal is early intervention and low-level offending, the presenting need of service users is extremely high, thus resulting in more staff time being allocated and closer partnership working with other agencies to provide identified services. The number of assessment reports submitted are relatively lower than the number requested due to limited resources, which has resulted in waiting lists within each local authority area. In comparison with last year, 2025 to 2026 notes a decrease in the number of Diversion cases imposed. This is due to delays from the time that the offence was committed until the individual is referred to and assessed by the Diversion team. In this time many positive changes could have taken place, and individuals are actively seeking and engaging with services to address any issues which they may have, thus reducing their risk of further offending. In these instances, no interventions are required due to positive reasons. 47
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31 Case Study: Unpaid Work Income Regeneration Programme Unpaid Work provides individuals subject to community justice disposals with the opportunity to make meaningful reparation, develop new skills, and contribute positively to their local area. The income generated reflects the commitment, effort, and productivity of those undertaking unpaid work, supported by Officers and Supervisors who ensure that work activities are purposeful, safe, and community-facing. The Unpaid Work Income Generation Programme continues to demonstrate the positive contribution that unpaid work can make to local communities across North Ayrshire. Between April 2025 and March 2026, income generated through supervised unpaid work activity allowed a total donation of £2,285.46 to be made, split evenly between two local charities: Café Solace and Andy’s Man Shed in Dreghorn. Each organisation received £1,142.73, supporting their ongoing work within the community. The donations were warmly received by both charities, who highlighted the importance of this funding in supporting local wellbeing and mental health initiatives. Due to the sensitive nature of mental health support within Andy’s Man Shed, the organisation was unable to have a representative participate in a photograph. Café Solace were able to take part in a group photograph, with Supervisor Peter Donohue pictured alongside staff and volunteers, as seen below. This programme not only delivers tangible financial benefits to third-sector partners but also reinforces the rehabilitative purpose of unpaid work, supporting individuals to build responsibility, confidence, and a stronger connection to their community, while delivering visible social value across North Ayrshire. 48
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32 Key Performance Indicators MHO Service Mental Health (Care and Treatments) 2003 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 Emergency Detentions 81 96 92 99 121 100 Short Term Detentions 134 There have been a total of 171 requests (of which consent was given to 134, with the other 37 being assessed but consent not given) There have been a total of 127 requests (of which consent was given to 108, with the other 19 being assessed but consent not given) There have been a total of 182 requests (of which consent was given to 151, with the other 31 being assessed and consent not given) There has been a total of 202 requests (of which consent was given to 170, with the other 32 being assessed and consent not given) There has been a total of 176 requests (of which consent was given to 144, with the other 32 being assessed and consent not given) Compulsory Treatment 59 There have been a total of 70 new CTOs granted (of which 27 had been Interim CTOs, with 14 of these moving to full CTO following a further Mental Health Tribunal) There have been a total of 60 new CTOs granted (of which 17 had been Interim CTOs, with 12 of these moving to full CTO following a further Mental Health Tribunal) There have been a total of 47 new CTOs granted (of which 10 had been Interim CTOs, with 4 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 60 new CTOs granted (of which 24 had been Interim CTOs, with 18 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 59 new CTOs granted (of which 13 had been Interim CTOs, with 2 of these moving to full CTO following a further Mental Health Tribunal) Warrants Undertaken 6 4 4 3 2 4 49
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33 Criminal Justice Act Scotland 1995 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 Compulsion Order and Restriction Order 3 2 0 0 0 1 Compulsion Orders 6 3 3 3 6 1 Hospital Directions 1 0 0 0 0 0 Assessment Orders 2 6 5 6 4 2 Treatment Orders 2 6 2 3 4 3 Transfer for Treatment 3 1 1 1 1 2 50
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34 Adults with Incapacity Act (Scotland) 2000 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 Private Welfare Guardianships 314 (57 new) 402 (102 new) 371 (99 new) 422 (125 new) 450 (63 new) 556 (88 new) CSWO Guardianships 71 (24) 91 (26) 85 (27 new) 121 (54 new) 151 (40 new) 168 (47 new) Financial Intervention Order (LAG) n/a n/a n/a n/a n/a n/a MHO Report PWG Application 75 156 139 141 101 162 Adults with Incapacity activity has increased significantly over the last six years. Private Welfare Guardianships have risen by 77%, while CSWO Guardianships have increased by 137%. MHO reports reached their highest level in 2025-26 with 162 completed reports. The data demonstrates sustained growth in statutory demand and a rising supervision burden for the Partnership. This creates increasing workforce, governance and financial pressures and reinforces the need to ensure sufficient specialist capacity to fulfil statutory responsibilities safely and effectively. Adult Protection 2020–21 2021-22 2022-23 2023-24 2024-25 2025-26 ASP Referrals (AP1) 558 643 722 915 1092 1122 ASP Investigations (AP2) 132 102 72 112 100 101 ASP Case Conferences 64 40 41 57 43 37 Protection Orders 3 1 0 1 0 0 Adult Concern Reports 2215 2070 2370 2103 2538 3039 Adult Support and Protection demand has increased significantly over the last six years. Adult Concern Reports have risen by 37% from 2,215 to 3,039, while ASP Referrals have doubled from 558 to 1,122. In contrast, investigations, case conferences and protection orders have remained relatively stable. The data points to increasing pressure at the front end of the adult protection system, with far greater volumes of screening, inquiry and risk assessment activity. This trend presents a growing workforce and 51
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35 capacity risk and reinforces the need to ensure sufficient professional and management oversight to meet statutory duties safely and effectively. Taken together with the AWI data, the overall picture is one of sustained growth in statutory adult social work demand across both public protection and incapacity workstreams, with increasing pressure on specialist social work and MHO functions. 52
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36 3. Resources 3.1 Financial Position – 2025-26 The IJB set a balanced budget for 2025-26, including £4.019m of savings and no planned use of reserves. Key pressures were residential placements for children, supplementary ward staffing and Unplanned Activities within the lead partnership for mental health. An overspend was projected from month 3. Recovery actions reduced costs by £3.498m. After £1.006m of unexpected pressures, the net recovery achieved was £2.492m. The year-end position was a £2.501m underspend. After £1.805m was transferred to new earmarked reserves, the remaining underspend was £0.696m, or 0.2%. This reflected recovery action, stronger controls and non-recurring benefits. Recurring pressures remain. Without sustained redesign, savings delivery and cost control, future budgets may again depend on one-off measures or partner support. 3.2 Budget – 2026-27 The IJB approved a one-year balanced budget on 13 March 2026, based on the Scottish Government budget and finance settlement. NHS Ayrshire and Arran • A 2% baseline uplift will provide £2.890m to North Ayrshire IJB. • A further £1.824m is expected for the difference between the 2% pay assumption and the 3.75% Agenda for Change settlement. Total anticipated NHS funding towards pay and inflation is £4.714m. • National recurring funding of £150m will support Agenda for Change reforms, including the further one-hour reduction from 1 April 2026. Associated delegated staff costs are currently expected to be fully funded. • Wider reform funding routed through NHS Boards will support community activity and reduced system pressure. North Ayrshire Council The Council approved £4.961m of additional funding and passed through other social care funding and settlement adjustments. This produced a net contribution increase of £13.759m, although some elements were already in the Partnership base budget. The budget includes £22.007m of unavoidable pressures and requires £9.138m of additional savings. 53
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37 The remaining social care gap is to be addressed through revised eligibility for funded adult services, including a Critical Only threshold and a Best Value Care Funding Framework. Statutory assessment, Adult Support and Protection, Self-Directed Support options for eligible needs and carers’ support planning remain unchanged. The change may increase unmet need, pressure on unpaid carers, deterioration and crisis presentation, with costs shifting elsewhere in the health and care system. A remaining £0.494m Health services gap will be monitored in-year, with further recovery action if required. Decisions must balance statutory duties, sustainability and support for those at greatest risk. 3.3 Financial Planning Current service delivery models are not financially sustainable. The Strategic Plan 2026- 2030 responds to rising demand, demographic change and sustained financial pressure. Planning will prioritise redesign, best value and investment aligned to strategic priorities, including affordable shifts towards prevention, early intervention and community support where these improve outcomes and sustainability. The Medium-Term Financial Outlook and financial governance will identify risks, monitor savings and transformation, and keep investment aligned with the Strategic Plan. 3.4 Medium Term Financial Outlook The Medium-Term Financial Outlook sets IJB ambitions against likely resources and assesses future pressures, including demand, demographics, workforce, policy, legislation, the economy and funding. Controls introduced in 2024-25 and 2025-26 will continue, focusing on care home placements, care packages, supplementary staffing and vacancy management, supported by regular monitoring and recovery action. Key risks include rising demand, recruitment and retention, policy costs, depleted unearmarked reserves, wider NHS pressures, provider sustainability and reliance on supplementary or agency staffing. From a CSWO perspective, these pressures increase the risk of harm, strain assessment, review and safeguarding, and make escalation of unmet need more likely. The next three years will remain extremely challenging. Transformation will not close the gap alone. Further prioritisation, investment and disinvestment decisions will be required to deliver the Strategic Plan within available funding. 54
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38 3.2 Workforce Planning As the HSCP “Be the Best You Can Be” Learning & Development Strategy (Social Work and Social Care) 2023–2028 continues to be implemented, it provides a clear and consistent statement of the organisation’s offer and expectations regarding professional development for the social work and social care workforce. Now in its fourth year, the strategy continues to highlight our commitment to investing in our practitioners’ development, while supporting the ongoing strengthening of leadership and management capabilities. The issues in relation to professional staff sufficiency remain across all areas of social work both locally and nationally. The most recent SSSC Annual Workforce Data Report shows there was an increase of 5.9% in the social work workforce in NAHSCP within six months. The continual rise in the number of social workers is testament to the implementation of the “Be the Best You can Be” Learning and development Strategy 2023/28 which outlines the qualification pathways and annual development offers to staff. We can continue to offer annual sponsorship opportunities for the Undergraduate Social Work Degree and “fast track” routes including the Post Graduate Diploma in Social work. As a direct result of the “Growing Our Own” programme we have 10 employees undertaking a social Work qualification and a further 2 employees who have completed a social work qualification and will graduate in the autumn. This programme has seen 14 employees qualify as social workers over the course of approximately eight years. To further support the “Growing Our Own” programme, approval was successfully secured from Qualification Scotland and the Scottish Social Services Council (SSSC) to deliver an in-house Professional Development Award in Practice Learning. This development ensures a sustainable, locally delivered and self-sufficient model for the qualification, strengthening the progression pathway for both staff development and social work students within NAHSCP. As part of the wider strategy and the “Growing Our Own” initiative, a visual career pathway has been developed. This clearly illustrates opportunities from school leavers through to senior roles, including access to qualifications such as the HNC in Social Services and Healthcare. In addition, employees have been supported to undertake further study through flexible options, including night school provision. Through more direct ways of working and strengthened collaboration, we continue to explore a wide range of degree-level, postgraduate and post-qualifying opportunities. Supporting practice learning remains a core responsibility within this approach. In March this year, we entered into a three-year partnership with the University of Strathclyde. This collaboration will provide enhanced development opportunities, including access to research initiatives, contributions to the social work curriculum, and potential secondment opportunities. This partnership further strengthens our commitment to workforce development and professional learning across NAHSCP. Through such collaborations we have developed in partnership with Ayrshire Hospice an enhanced approach to the quality of palliative care through comprehensive training opportunities. This will support the increased number of citizens who choose to remain at home in the final stages of life rather than in a clinical setting and equip social work and 55
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39 social care staff with the knowledge and skills to provide compassionate care. A total of 11 staff members completed the course which allowed them the opportunity to shadow Hospice staff working in the community and within the Hospice setting itself. Our commitment to the provision of Mental Health Officers (MHOs) within the organisation is a key component of the Learning and Development Strategy. As we enter the third year of our partnership with Robert Gordon University, the aim is to deliver the Mental Health qualification in a more bespoke and flexible way, with a strong local context. We currently have two employees sponsored to undertake the programme in the next cohort, alongside four staff who have recently achieved qualification as MHOs. This continued investment supports capacity building and ensures the sustainability of this critical role within NAHSCP. The strategy seeks to strengthen the newly qualified first year for Social Workers in cognisance of the directive from the implementation of SSSC Newly Qualified Workers Supported Year. This is critical as the first year greatly influences professional autonomy and authority which are key to good social work practice. With the introduction of mentoring training and support for teams who will have NQSW’s and an offer to extend our support to NQSW’s from 12 months to 18 months with a monthly planned programme delivered by the social work practice team this will nourish new social workers. This approach continues to be embedded after the initial implementation year and feedback from a “deep dive” quality assurance exercise conducted by the SSSC highlighted instances of “exceptional” examples of practice from our NQSW’s. The Senior Officer for Social Work Practice enhances the monthly forums with extraordinary, tailored sessions for emerging local themes. Leadership & Role Modelling has been seen as one of the key areas where managers and supervisors can influence professional standards and practice and promote a leadership culture. With Aspiring Leaders Programmes for aspiring/new managers and Systems Management Programmes for senior managers these programmes offer reflective space and coaching to allow practitioners to explore complex systems and leadership at all levels within an organisation. Both courses have been delivered and continue to demonstrate extremely successful outcomes in the development of a cross section of practitioners. One senior manager completed the Post Graduate Certificate in Leadership and Management Care Services with distinction at Stirling University. As services become more familiar with the Supervision Standards outlined within the Learning and Development Strategy, there is increasing awareness of expectations regarding high-quality reflective supervision, values, and professional conduct. These standards provide a clear framework that can be adapted to develop bespoke, service- specific supervision guidance, while also setting out expectations for the purpose and effectiveness of face-to-face supervision. The strategy places a strong emphasis on workforce wellbeing, identifying it as a key component of effective supervision practice. Following input from external consultant Bridget Rothwell, further development work has been undertaken to explore different models of supervision. As a result, a small working group has established a framework for group supervision, which is scheduled for rollout in the near future. 56
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40 In relation to ongoing in house training, we have been able to increase the number of courses on offer by more than 100%. The variation of courses on offer has increased following consultation with the workforce and driven by other national agendas including Trauma Informed Practice. As this continues to be a prominent area of focus for practitioners 445 practitioners have attended the various offers of Trauma Training in the last year and a further 21 completed the Professional Development Award which is an accredited qualification. Our offer to the workforce for accredited qualifications has increased significantly with a variety of Professional Development Awards (PDA) including, Mental Health, Leadership and Management and Supervision available. We are also currently developing an Enhanced Care at Home Practitioner PDA which will offer our largest workforce for service delivery the opportunity to enhance their skills and Knowledge. These offers enhance the knowledge and skill of the workforce in both social work and social care and contributes the mandatory requirements outlined by our regulatory bodies. As the strategy continues to be embedded the “appetite” for development from the workforce is evident with the participation at events and information sessions. 3.3 Workforce Support and Development Ward 1, Woodland View is a large 30 bedded adult rehabilitation and enablement ward, with single ensuite rooms. Alongside the ward nursing staff there is there is a dedicated Multi-Disciplinary Team, which includes Occupational Therapists and Physiotherapists, who support patients through many health conditions to become more independent to carry out daily activities. The ward had been experiencing a number of falls, including falls with harm. An audit found that all the appropriate paperwork, including risk assessments and behaviour charts, were being used to prevent falls. It was recognised that patients were trying to mobilise as if they were still at home, getting up unassisted for bathroom or personal care needs. Despite being introduced to the nurse call system some patients did not understand how to use the nurse call or know when they should use it. Staff had completed falls prevention training and were able to prevent many falls by being vigilant with safety walk rounds and quick to respond to patient needs. Led by Senior Charge Nurse SH, the ward staff worked alongside Quality Improvement colleagues to develop a laminated poster which was placed on the bathroom door in every bedroom across from where the patient’s seat was arranged. The poster states "Call, don’t fall" with a picture of the nurse call pendent, matching colour of the actual pendant used by patients in the ward. Due to the fall improvement work the number of falls has continued to decrease, from 7 in April 2025 to only 2 in July 2025. A falls improvement board was placed in the ward area to celebrate the improvement work. 57
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41 Douglas Grant Rehabilitation Ward is a specialist neurological rehabilitation unit providing care for individuals with a broad spectrum of neurological conditions. Historically, the ward primarily supported patients with long-term conditions such as Multiple Sclerosis. However, in recent years, the patient profile has evolved significantly following the integration of a Major Trauma Unit. This has led to an increase in referrals for individuals requiring rehabilitation following acute neurological events, including traumatic brain injuries. In response to this shift, the Senior Charge Nurse and Deputy Charge Nurses introduced a structured programme of professional development. This included a series of study days held at the hospital’s training centre, designed to enhance the knowledge and skills of the nursing team. The programme consisted of two identical sessions delivered one month apart, ensuring all staff could participate without compromising safe staffing levels on the ward. The initiative was met with overwhelmingly positive feedback from staff, who reported increased confidence and competence in managing complex neurological cases. Importantly, this education programme has been recognised as having a direct and positive impact on the quality of care delivered to patients, supporting safer, more informed clinical decision-making and improved patient outcomes. Building on this success, the Deputy Charge Nurses under the leadership of Senior Charge Nurse SC, committed to making the study days an annual event each autumn. Staff were actively involved in shaping the content of future sessions by identifying their own learning needs. For the 2025 programme, feedback highlighted a strong interest in further education around head trauma. In response, the team curated a focused agenda that included expert contributions from Psychology and Allied Health Professional teams, as well as guest speakers from Queen Elizabeth University Hospital and the charity Headway. This collaborative and responsive approach to staff development continues to foster a culture of learning and excellence within the ward, ensuring the team remains equipped to meet the evolving needs of their patient population. As part of the long-term work being undertaken within the Assessment Hub, a training framework is being produced to create development pathways for all staff grades working within the clinical environment. To ensure the provision of training across services, unscheduled care have created a training lead post, allowing experienced clinical staff to focus on continued development of and training in BRITE risk management and formulation training. • Multidisciplinary team: PMHS includes a psychiatrist, mental health nurses, CBT Nurse • Therapist, and a psychologist, fostering collaborative practice. 58
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42 • Training and development: Staff are equipped to deliver evidence-based, person- centred care, and participate in MDT meetings, including at the Mother and Baby Unit. The service provides training and awareness sessions for professionals across health, social care, and third-sector organisations. The service has adapted an e-learning module on infant mental health accessible health and non-health colleagues. This builds capacity and confidence in identifying and responding to infant mental health needs. Quarterly IMH steering groups ensure partners influence service development and can identify how the team can best support them. In order to support staff wellbeing, improved attendance, and engagement with service development activity, additional support has been sought for the nursing staff group via the Senior Nurse to deliver reflective practice sessions. In October 2025, North Ayrshire introduced a new mandatory Prevent Awareness training module through iLearn, reinforcing our commitment to ensuring that all staff understand their responsibilities under the Prevent duty. The module provides a clear introduction to the statutory framework, outlines the key forms of extremism and terrorism currently presenting the greatest threat to the UK, and supports staff to develop confidence in recognising the indicators of radicalisation and pathways into appropriate safeguarding processes. Roseanne Burns, Senior Manager in Justice Services was instrumental in the development and roll out of this Module. Engagement with the new training has been strong. By the end of December 2025, over 600 staff members, council wide had successfully completed the module, reflecting a high level of organisational commitment to strengthening our collective safeguarding responsibilities. This uptake also demonstrates the value of clear messaging, coordinated communication across services, and the accessibility of the online learning platform. Interest in North Ayrshire’s module has grown across the region. Several West of Scotland local authorities have expressed a desire to emulate our training approach, recognising the clarity, accessibility and quality of the iLearn module and how it contributes to developing the workforce. This positions North Ayrshire as a sector leader in Prevent learning design and delivery, contributing positively to shared regional practice and supporting the wider objective of ensuring consistent standards in safeguarding across local authority areas. 59
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43 Congratulations to Dads Worker Ryan Warren, who was shortlisted for the ‘Unsung Hero – Reader’s Choice Award’ category at this year’s Scotland’s Health Awards. The awards, hosted by The Scotsman in partnership with NHS Scotland and the Scottish Government, offer an opportunity to recognise and celebrate the extraordinary individuals and teams who go above and beyond to deliver compassionate, high-quality health and social care across Scotland. Ryan, who works for charity Dads Rock and sits within our Children and Families Health team, was nominated for his work in providing support to dads in North Ayrshire, helping them to be the best dads they can be and supporting them to give their children the best possible start in life. Beam Notes North Ayrshire Health and Social Care Partnership has taken an important step forward in its use of digital innovation with the approval and rollout of Beam Notes across social work services. The journey began with a clear challenge. Social workers were facing increasing statutory demand, growing complexity in cases and significant administrative pressures. Practitioners consistently reported that recording assessments, reviews and case notes absorbed valuable time that could otherwise be spent supporting individuals and families and identified the aim of exploring whether digital technology could safely reduce administrative burden while maintaining professional standards and governance requirements. Before implementation, extensive work was undertaken to ensure the proposal met procurement, information governance, cyber security and data protection requirements. A dedicated project group was established, bringing together operational managers, professional leads, information governance and ICT colleagues. Data protection impact assessments, governance reviews and business case development were all completed to provide assurance that the technology could be used safely and appropriately within a social work environment. The pilot was launched in early 2026 across Mental Health and Learning Disability social work teams. Forty practitioners participated over a nine-week evaluation period, generating 728 recordings and 197 hours of recorded conversations, with an impressive 98% active user rate throughout the trial. The evaluation produced highly positive results. Practitioners reported an average saving of 3.5 hours per week on administrative tasks, with 100% of surveyed staff confirming that Beam Notes reduced the time spent on recording and write-up activities. Importantly, the benefits extended beyond efficiency. Ninety-two per cent of participants reported improved quality of interactions with service users and 85% reported improvements in the quality of their written records. Managers also reported improvements in the quality and consistency of documentation produced by their teams. 60
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44 Feedback from staff highlighted additional benefits, including reduced stress, improved wellbeing and greater opportunity to focus on direct work with people rather than paperwork. The evaluation demonstrated that while professional review and editing remain essential, the technology can significantly support practitioners without replacing professional judgement or decision-making responsibilities. Following consideration of the evaluation findings, a business case and report were presented to senior leadership recommending wider adoption across social work services. Executive support was secured for a phased rollout supported by an organisational licence, training programme and implementation plan. Looking ahead, 2026 will focus on expanding the use of Beam Notes across social work services, developing additional templates aligned to local processes and embedding the technology within everyday practice. Continued monitoring of benefits realisation, workforce experience and quality outcomes will ensure that the Partnership continues to maximise the value of the investment while maintaining high standards of professional practice and governance. The successful pilot demonstrates how innovation, strong governance and practitioner involvement can come together to support a modern, sustainable social work service. As demand continues to rise across statutory services, Beam Notes offers an opportunity to release valuable practitioner time back into what matters most: direct work with the people and communities we serve. 61
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45 4. Independent Care Providers who provide care services on our behalf Where we commission care and support from independent and 3rd sector Providers services based within the North Ayrshire area, we monitor these services via the Contract Management Framework. The Framework focusses on ensuring a joint approach to evaluating the quality of care and where appropriate provides an approach to supporting Providers to progress improvements. We use a range of methods to monitor performance, including: • Formal Contract Management meetings on a 6 monthly basis and an Annual Joint Evaluation of Contract to ensure that services are safe, effective and most of all, that they meet people’s needs • Review of compliments, complaints and feedback from staff, carers and people who use services • Information that we collect, before visits, from the provider or from our records • Local and national information, for example, Care Inspectorate reports • Visits to providers, including observing care and support and looking at records and documents The information below represents how those service which are registered with Care Inspectorate and are based in North Ayrshire are currently performing. 4.1 Registered Services – Minimum Grades across all themes Care Service Subtype 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Grand Total Care Home Service Older People 2 3 6 2 0 13 Care Home Service Children & Young People 0 1 3 7 0 11 Care Home Service Alcohol & Drug Misuse 0 0 0 1 0 1 Care Home Service Learning Disabilities 0 1 2 0 0 3 62
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46 Care Service Subtype 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Grand Total Care Home Service Mental Health Problems 0 0 1 0 0 1 Care Home Service Respite Care & Short Breaks 0 0 0 1 0 1 Child Minding Not applicable 0 5 5 11 0 21 Day Care of Children Not applicable 1 2 11 2 0 16 Fostering Service Not applicable 0 1 0 0 0 1 Housing Support Service Not applicable 0 1 7 3 0 11 Support Service Care at Home 0 2 8 5 0 15 Grand Total Not applicable 3 16 43 32 0 94 63
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47 5. Inspection of Local Services Throughout 2025 to 2026, a total of ten inspections took place by the Care Inspectorate, all ten were unannounced. • Health & Community Care - 5 inspections. • Children & Families & Justice Services - 4 inspections. • Adult Services - 1 inspections. The Care Inspectorate use a six-point scale to grade inspections: 1 Unsatisfactory Major weaknesses – urgent remedial action required 2 Weak Important weaknesses – priority action required 3 Adequate Strengths just outweigh weaknesses 4 Good Important strengths, with some areas for improvement 5 Very Good Major strengths 6 Excellent Outstanding or sector leading Gradings for inspections can be found below. Inspection reports can be found on the Care Inspectorate website - Inspection Reports. 64
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48 Inspection Date Service/Unit Wellbeing Leadership Staffing Environment Care & Support 03 - July – 25 Dementia Support Services 5 5 5 5 5 15 - August – 25 Three Towns, North Coast & Arran 5 5 5 0 4 26 - August – 25 Canmore Children’s House 4 0 0 0 0 24 - September – 25 Irvine, Garnock Valley & Community Alarm 5 0 5 0 0 03 - November – 25 Abbeycroft Children’s House 4 0 0 0 0 09 - December – 25 The Meadows 4 4 0 0 5 09 - January – 26 Anam Cara 5 0 5 5 5 15 - January – 26 Achnamara 3 0 0 0 0 17 - March – 26 Montrose House 4 4 4 4 4 23 - March – 26 Trindlemoss House 5 5 5 4 5 65
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PUBLIC INFORMATION PUBLIC INFORMATION NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet (Education) Title: Proposals for Community Investment Fund (CIF) Expenditure Purpose: To determine applications by Locality Partnerships to allocate CIF funding to proposed projects. Recommendation: That Cabinet: a) Reviews the application from the Irvine Locality Partnership in line with CIF criteria; and b) Approves the CIF application in relation to Dreghorn Bowling Club (see Appendix 1). 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals continue to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward a proposal which responds to the specific needs of the local community, and which has been developed based on local circumstances and opportunities. 2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Locality Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Local Outcomes Improvement Plan and the Council’s Community Wealth Building Strategy. A further £3m was added to the funding in 2021. A summary of the current position on disbursement of CIF monies is summarised in the table below: Agenda Item 4 67
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PUBLIC INFORMATION PUBLIC INFORMATION 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for community organisations, as defined in the CIF guidance, to support proposals and projects that connect with: • The North Ayrshire Local Outcomes Improvement Plan overarching aim of North Ayrshire: Fair for All, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Sustainable North Ayrshire Strategies And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. 2.3 The proposal development and application process has been agreed as follows: Locality Value of CIF from first funding allocation (2017-18) Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Expenditure to date Total balance available Irvine £754,000 £290,000 £580,000 £1,146,010 £477,990 Kilwinning £286,000 £120,000 £240,000 £438,060 £207,940 Three Towns £598,000 £240,000 £480,000 £1,318,000 £0 Garnock Valley £390,000 £150,000 £300,000 £601,103.04 £238,896.96 North Coast £468,000 £170,000 £340,000 £935,761 £42,239 Arran £104,000 £30,000 £60,000 £125,079 £68,921 TOTAL £2,600,000 £1,000,000 £2,000,000 £4,564,013.04 £1,035,986.96 68
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PUBLIC INFORMATION PUBLIC INFORMATION • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed application at Appendix 1 has been developed by community partners and North Ayrshire Council officers and is now recommended for approval by Cabinet. The application is summarised below. 2.5 The Irvine Locality Partnership The allocation and funds committed to date are outlined in the table below. The Irvine Locality Partnership CIF allocation to date: £1,624,000 Irvine Digital Officer £84,604* Vineburgh & Fullarton Community Enablers £100,000 Irvine New Town Mens Shed £10,000 Irvine Harbourside Mens Shed £10,000 Irvine Youth Hub £100,000 Irvine Tennis Club £100,000 INPUT £60,000 Children's 1st £97,580 CHAP £91,534 BABCA Community Garden £12,777 Fullarton Outdoor Gym £100,000 Turning Point - Pathways to Progress £96,112 Micah Project £50,000 Irvine Cricket Club £49,500 Impact Arts £87,652 Micah Project £100,000 Balance £477,990 2.6 Proposal: Dreghorn Bowling Club (£40,000) (See Appendix 1) 2.6.1 Dreghorn Bowling Club, established in 1875, is a long-standing volunteer-led, non- profit community organisation based in the village of Dreghorn. The club has continued to develop its role as a wider community asset, supporting social connection, physical activity and wellbeing for people of all ages. The organisation offers a range of activities including lawn bowling, carpet bowling, coaching sessions and engagement with local primary and secondary schools, youth groups and community organisations. 2.6.2 The group is seeking £40,000 funding to support the expansion and modernisation of its toilet facilities. This includes the creation of a new ladies toilet, a fully accessible toilet and an enlarged gents toilet, which will double the club’s current toilet capacity and improve access for people with disabilities and mobility challenges. The 69
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PUBLIC INFORMATION PUBLIC INFORMATION improved facilities will support the club to expand its year-round programme of activities. This proposal aligns with Irvine Locality Partnership priorities by supporting inclusive access to local facilities, promoting health and wellbeing, and reducing barriers to community involvement. It also contributes to the North Ayrshire Local Outcomes Improvement Plan priorities of Wellbeing and Work through improving community facilities, supporting volunteering and developing opportunities for people of all ages to be active, connected and involved in their local area. 2.6.3 £37,000 match funding is confirmed in principle, with applications to the National Lottery Community Fund and Sport Scotland to meet the remaining project costs, subject to approval of the Community Investment Fund contribution. Dreghorn Bowling Club has operated as a volunteer-led, non-profit community organisation for over 150 years and has established governance arrangements in place to support the delivery and management of the project. 3. Proposals 3.1 That Cabinet: a) Reviews the application from Irvine Locality Partnership in line with CIF criteria; and b) Approves the CIF application in relation to Dreghorn Bowling Club (see Appendix 1). 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated from within existing resources. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion 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 Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycle and re-use principles. 70
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PUBLIC INFORMATION PUBLIC INFORMATION Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims. • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The application supports the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The proposals support the rights of children and young people through offering better access to facilities, in particular supporting the right to play and the right to be part of their community. Consumer Duty 4.10 None. 5. Consultation 5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including young people. David W. Hammond Executive Director (Communities & Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Dreghorn Bowling Club 71
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Community Investment Fund Application Form: Irvine Locality The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership and Locality priorities; and o North Ayrshire Council’s values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Co-ordinator, by email if possible: Elaine Baxter Irvine Locality Coordinator Economy and Communities Community Development Team Redburn Community Centre Dickson Drive Irvine KA12 9EW Email: ebaxter@north-ayrshire.gov.uk Tel: 01294 313593 Mob: 07814418453 Support and information will be available for groups who are not successful. For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 72
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APPLICATION FOR FINANCIAL ASSISTANCE Community Investment Fund 1. Details of your organisation Name of Organisation: Dreghorn Bowling Club Postal Address for Correspondence: 88 Main Street .................................................................. Dreghorn .......................................................................... Ka11 4AA ......................................................................... Name of Contact Person: Jim McHarg ...................................................................... Position in Organisation: Past President / Property Manager .................................. Contact Telephone Number : …………………………………………………… E mail address ………………………… 1. Brief description of your organisation Please include - [a] Legal status, e.g. voluntary organisation, public/private limited by shares or guarantee; [b] How long has organisation been in existence? [c] Aims & objectives; [d] General activities or services provided; Dreghorn Bowling Club has been operating as volunteer-led, non-profit community organisation at the heart of Dreghorn since 1875 (151 years). Dreghorn Bowling Club is seeking £40,000 towards a £75,000–£80,000 project to expand and modernise its toilet facilities, creating a new ladies’ toilet, a fully accessible toilet and a larger gents’ toilet. This investment will double our current toilet capacity and remove barriers that currently prevent some people with disabilities or mobility challenges from fully accessing the club. The improved facilities will enable us to increase participation and expand our year-round community programmes. Alongside our existing work with the local primary school, we will be able to welcome more school pupils, youth groups and community organisations to take part in carpet bowling during the winter and lawn bowling during the summer. We also plan to increase opportunities for young people through expanded coaching sessions and new partnerships with local secondary schools. This project supports the ambition of creating a fairer community for all by ensuring local people can access inclusive, affordable opportunities to be active, socialise and improve their wellbeing. The new accessible toilet will allow people with disabilities and mobility challenges to participate with dignity and independence, while free coaching opportunities will help children and young people, particularly those from lower-income families, develop skills, confidence and social connections. • Improved and fully accessible facilities. • Increased participation in lawn and carpet bowling. • Greater engagement from schools, youth groups and community organisations. • Increased uptake of free coaching opportunities for young people. • Improved inclusion for people with disabilities and mobility challenges. • Increased volunteering, community involvement and social connection. The project will strengthen Dreghorn Bowling Club’s role as a safe, welcoming and inclusive community hub that promotes health, wellbeing and equality of opportunity for local people of all ages. Funding applications are also being submitted to the National Lottery Community Fund and Sport Scotland to secure the remaining project costs. 73
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3. Title and summary of proposal Tell us a bit about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include where it will be held / delivered, who is your target audience, who will benefit from it and how and indicate any partners that are involved. Please include - [a] What outcomes your organisation wishes to achieve; [b] Is this a new service / project? [c] Does a new organisation need to be set up? Dreghorn Bowling Club is seeking £40,000 towards a £75,000–£80,000 project to expand and modernise its toilet facilities, creating a new ladies’ toilet, a fully accessible toilet and a larger gents’ toilet. This investment will double our current toilet capacity and remove barriers that currently prevent people with disabilities or mobility challenges from fully accessing the club and its activities. The improved facilities will enable us to increase participation and expand our year-round community programmes. Alongside our existing work with the local primary school, we will be able to welcome more school pupils, youth groups and community organisations to take part in carpet bowling during the winter and lawn bowling during the summer. We also plan to increase opportunities for young people through expanded coaching sessions and new partnerships with local secondary schools. 2 (a) Through this project, we aim to: • Improve accessibility and ensure all members of the community can participate with dignity and independence. • Increase participation in lawn bowling, carpet bowling and community activities. • Expand opportunities for children and young people to access free coaching and physical activity. • Improve physical and mental wellbeing through increased social interaction and active lifestyles. • Reduce barriers to participation for people with disabilities, mobility challenges and those experiencing financial hardship. • Strengthen community connections, volunteering and local engagement. • Support a fairer community by providing affordable, inclusive opportunities for people of all ages and backgrounds. 2 (b) No. This project will build upon and enhance the activities and services already delivered by Dreghorn Bowling Club. The club currently provides bowling, coaching and community activities for local residents, schools and community groups. The proposed improvements will increase capacity, improve accessibility and enable more people to benefit from existing and expanded programmes. 2 © No. Dreghorn Bowling Club is an established, constituted non-profit community organisation and will be responsible for managing and delivering the project. No new organisation is required. • Improved and fully accessible toilet facilities. • Increased participation in sport and physical activity. • Greater engagement from schools, youth groups and community organisations. • Increased uptake of free coaching opportunities for children and young people. • Improved inclusion for people with disabilities and mobility challenges. • Increased volunteering, community involvement and social connection. The project will strengthen Dreghorn Bowling Club’s role as a safe, welcoming and inclusive community hub that promotes wellbeing, reduces inequalities and creates opportunities for local people to participate, connect and thrive. Funding applications are also being submitted to the National Lottery Community Fund and Sport Scotland to secure the remaining project costs. 74
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4. What difference will this project make within the locality and to local services and programmes? Please include - [a] How you will approach reducing inequality [b] How this proposal fits with Irvine’s priorities of: 1. Supporting Skills and work opportunities 2. Enhancing our mental health and wellbeing 3. Alleviating poverty 4. Championing Green Health and the Natural Environment This project will strengthen Dreghorn Bowling Club as an accessible, inclusive and affordable community asset, increasing opportunities for local residents to participate in sport, social activities and community life. By improving and expanding the club's toilet facilities, including the provision of a fully accessible toilet, we will remove barriers that currently prevent some people from taking part and enable more local groups, schools and organisations to use the facility throughout the year. The project will allow us to expand our existing programmes with schools, young people and community groups, creating more opportunities for people of all ages to connect, learn new skills, improve their wellbeing and participate in positive community activities. 2. (a) The project has a strong focus on inclusion and fairness. Improved accessibility will ensure that people with disabilities, mobility challenges and long-term health conditions can participate with dignity and independence. By increasing capacity and improving facilities, we will be able to welcome a wider range of users and reduce barriers to participation. (B) The club already provides free coaching opportunities for children and young people, and these improvements will allow us to expand this offer. This is particularly important for families experiencing financial hardship, as it provides access to free, local activities that support physical health, social connection and personal development without adding financial pressure. By ensuring everyone can access and benefit from the club's activities regardless of age, income, ability or background, the project will contribute to a fairer and more inclusive community. B1. Supporting Skills and Work Opportunities The project will create greater opportunities for young people to develop transferable skills such as teamwork, communication, leadership, commitment and confidence through coaching and volunteering opportunities. We will continue to work with local schools and aim to expand engagement with secondary school pupils and youth groups, helping young people build skills that support future education, training and employment pathways. B2. Enhancing Mental Health and Wellbeing Participation in sport and community activities has a positive impact on both physical and mental wellbeing. The club provides a welcoming environment where people can stay active, build friendships and reduce social isolation. Expanding access to the facility will enable more people to benefit from these opportunities, helping improve confidence, resilience and overall wellbeing. B3. Alleviating Poverty The club offers affordable, and often free, opportunities for recreation, learning and social connection within the local community. Expanding our facilities will increase access to these opportunities for children, young people and families, particularly those on lower incomes. By providing free local activities, we help reduce the financial barriers that can prevent participation in sport and community life. B4. Championing Green Health and the Natural Environment Bowling is an outdoor activity that encourages people to spend time in the fresh air, be physically active and connect with their local environment. Improved facilities will enable more residents, schools and community groups to access and enjoy the club's outdoor green space throughout the bowling season. By encouraging greater participation in outdoor recreation, the project supports healthier lifestyles and promotes the benefits of green health within the community. 75
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5. Please give an overview of the engagement that has taken place in relation to the project Please include the number of people that have been engaged with/ consulted Community Engagement Dreghorn Bowling Club is a well-established community organisation that engages a wide range of local residents, schools and community groups throughout the year. The club currently provides opportunities for participation in outdoor lawn bowling, indoor carpet bowling and a variety of social activities including bingo, dances, whist and first aid groups. The club works closely with the local primary school, delivering six-week coaching programmes for pupils and introducing children to the sport in a fun and supportive environment. We also work in partnership with Active Schools and other organisations to provide opportunities for young people with additional support needs, care-experienced young people, young people experiencing mental health challenges and New Scots groups. Each year, the club engages with approximately: • 80–100 bowling club members across all age groups. • 100+ primary school pupils through school coaching programmes. • 20–30 young people through junior coaching sessions held twice weekly during the season. • 30–50 participants from additional support needs, care-experienced and community groups. • Hundreds of local residents who attend community activities and social events throughout the year. Engagement with members, participants and partner organisations has consistently highlighted the need for improved and accessible toilet facilities. Current facilities limit the number and diversity of groups that can comfortably use the club and create barriers for people with disabilities and mobility challenges. The proposed improvements respond directly to this identified need and will enable the club to increase participation, expand partnerships with schools and youth groups, and ensure that everyone can access activities in a safe, welcoming and dignified environment. The project will benefit existing users while creating opportunities to engage many more residents, helping to strengthen community connections, improve wellbeing and support a fairer and more inclusive Irvine locality. 76
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6. Please tell us how the project will be managed Please include - [a] How the finances will be managed [b] Does the proposed project contribute to volunteering or employment opportunities in Irvine? Please include the number of volunteering opportunities and employment opportunities [c] If there are any staff requirements, please outline your HR plans [d] Is there evidence of partnership working in relation to the project within Irvine locality? Project Management Dreghorn Bowling Club will be responsible for the overall management and delivery of the project through its elected Management Committee, which has experience overseeing the club's operations, finances and maintenance projects. The committee will work closely with appointed contractors, funding partners and relevant statutory bodies to ensure the project is delivered on time, within budget and in line with all regulatory requirements. [a] How the Finances Will Be Managed The club has a dedicated Treasurer who is responsible for overseeing all financial matters and reporting to the Management Committee. All grant funding will be held within the club's bank account and managed in accordance with the club's financial procedures. Expenditure will be monitored and approved by the Management Committee, with contractor quotations obtained and reviewed to ensure best value. Detailed financial records, invoices and receipts will be maintained throughout the project, and all funders' monitoring and reporting requirements will be met. Regular budget reviews will be undertaken to ensure effective financial management and accountability. [b] Contribution to Volunteering and Employment Opportunities The project will support and expand volunteering opportunities within the Irvine locality. Improved facilities will enable the club to increase participation and deliver additional coaching and community activities, creating more opportunities for local people to become involved as volunteers. We anticipate the project will support: 5–10 volunteer opportunities through coaching, event support, committee roles, maintenance and community engagement activities. Increased volunteering opportunities for young people seeking experience, skills development and community involvement. The project itself is not expected to create any permanent employment posts. However, local contractors and tradespeople will be engaged during the construction phase, providing short-term employment and economic benefits within the local area. [c] Staff Requirements and HR Plans No additional staff will be required as a result of this project. The club is volunteer-led and has the capacity and governance arrangements in place to manage the project through its existing committee structure. Should any future staffing requirements arise as a result of expanded activities, appropriate recruitment, induction, safeguarding and employment procedures would be followed in line with current legislation and good practice. [d] Evidence of Partnership Working Within Irvine Locality Dreghorn Bowling Club has an established track record of partnership working within the Irvine locality and works with a range of schools, community organisations and public sector partners. Current partnerships include: • Local Primary School, through six-week coaching programmes for pupils. • Active Schools, supporting participation opportunities for children and young people. • Community groups supporting young people with additional support needs, care-experienced young people, young people experiencing mental health challenges and New Scots communities. • Local community organisations that utilise the club's facilities for social and recreational activities. The proposed improvements have been identified through ongoing engagement with members, users and partner organisations, who have highlighted the need for increased capacity and accessible facilities. The project will strengthen existing partnerships and create opportunities to develop new relationships with local secondary schools, youth organisations and community groups, enabling more people across Irvine locality to access the club and benefit from its activities. Through effective governance, sound financial management, strong partnership working and volunteer involvement, the project will deliver a sustainable improvement to a valued community asset, increasing opportunities for participation, inclusion and wellbeing across the Irvine locality. 77
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7. Amount of funding being requested Please supply details of the amount of funding being requested and any other funding you have had over the past 5 years, both financially and ‘in kind’. Amount of funding requested: £40,000 Please include detail on - [a] Breakdown of costs if available; [b] Recent quotations where appropriate Please see attached breakdown of costs & quotes 8. Monitoring and evaluation process Please include detail on – [a] What monitoring and evaluation processes are planned/ in place Dreghorn Bowling Club has proportionate monitoring and evaluation arrangements in place to ensure the project is delivered successfully and achieves the intended outcomes for the local community. [a] Planned Monitoring and Evaluation Processes The Management Committee will oversee ongoing monitoring of the project from commencement through to completion. Progress will be reviewed regularly against agreed milestones, timescales and budgets to ensure the project remains on track. The club will monitor and evaluate the impact of the project through: • Project delivery monitoring, including tracking construction progress, expenditure against budget and achievement of agreed outputs. • Participation monitoring, recording the number of club members, coaching participants, school pupils, volunteers and community groups using the facility before and after the improvements. • Accessibility monitoring, measuring increased participation from people with disabilities, mobility challenges and groups previously unable to fully access the facilities. • User feedback, gathered through surveys, informal discussions, testimonials and feedback from partner organisations, schools, members and community groups. • Volunteer monitoring, tracking the number of volunteers involved and the opportunities created through expanded activities. • Partnership engagement monitoring, recording the number of schools, youth groups and community organisations accessing the club and participating in programmes. Success will be measured against the following indicators: • Completion of the toilet upgrade project within budget and agreed timescales. • Increased capacity and improved accessibility of facilities. • Increased participation in lawn bowling, carpet bowling and community activities. • Increased numbers of children and young people accessing free coaching opportunities. • Increased use of the facility by schools, youth groups and community organisations. • Increased participation by people with disabilities and mobility challenges. • Growth in volunteering and wider community involvement. The findings will be reviewed by the Management Committee and shared with funders through progress reports and end-of-project evaluations. This information will help the club demonstrate impact, identify areas for improvement and support the long-term sustainability and development of services for the local community. 78
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Community Transport Purpose: To seek Cabinet approval to support a Community Transport proposal for North Ayrshire. Recommendation: That Cabinet: (a) notes the survey, pilot, consultation and other background activity undertaken to assess community transport needs and develop the proposal; (b) approves Council support for Coalfields Community Transport (CCT) to further develop a North Ayrshire community transport project; (c) approves the use of £100,000 allocated for community transport development as a Council contribution towards the development and three year delivery of the project; and (d) authorises Council officers to work with CCT to further develop and implement the project. 1. Executive Summary 1.1 Access to transport has been raised consistently through community and locality engagement as a barrier within North Ayrshire to accessing services, appointments, shopping, social activity and volunteering. As part of a previous Council budget setting process, a sum of £100,000 was allocated for the exploration of a community transport initiative. Considerable background work has taken place to consider the best use of this investment, including small-scale development activity with Coalfields Community Transport (CCT), public consultation and engagement feedback from Locality Partnerships. This work has helped shape the proposals contained within this report. 1.2 A significant proportion of responses came from community groups and the overall feedback supported the proposal for a dedicated, shared minibus as a practical starting point, while also identifying demand for essential journeys, accessible and dementia-aware provision, trained drivers and coverage across North Ayrshire. 1.3 CCT is an established Scottish Charitable Incorporated Organisation operating community transport services in East Ayrshire. They have worked with Council officers and community groups to develop a pilot proposal for North Ayrshire, based on Agenda Item 5 79
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accessible vehicle provision, coordinated booking, driver training and ongoing engagement to shape services around local priorities. 1.4 CCT has also been working to secure external funding for a vehicle dedicated to North Ayrshire. They have been able to secure this funding dependent on confirmation of North Ayrshire Council’s funding contribution to the establishment of the overall project. Vehicle procurement will have a lead-in period of several months. This time would be used to continue engagement, further co-design the detailed operating model, undertake due diligence and agree governance, delivery and monitoring arrangements. 2. Background 2.1 As part of a previous Council budget setting process, a sum of £100,000 was allocated for exploration of a community transport initiative. Considerable background work has been undertaken to develop the proposal, including needs assessment, engagement, survey activity, early scoping with Coalfield Community Transport (CCT) and consideration of potential delivery options. 2.2 Community transport can play a vital role by providing flexible, accessible and community-led solutions to unmet transport needs while complementing existing services. It improves social inclusion and wellbeing, connects rural communities with essential services, offers affordable and adaptable mobility, and supports local economic and community participation. 2.3 Community transport directly supports the Council’s vision of “A North Ayrshire that is fair for all” and its commitment to tackling inequality through the Council Plan. By addressing barriers linked to affordability, accessibility, rurality, disability and limited public transport availability, community transport can help people access employment, education, healthcare, essential services and social opportunities. It supports the Council’s Wellbeing priority by improving independence, resilience and quality of life, while contributing to its Communities and Local Democracy priority by strengthening inclusive, active and resilient communities. The council recognises the important role transport plays in reducing inequality and outcomes for local people. 2.4 Community transport covers a wide range of flexible, accessible and locally responsive services, including demand-responsive transport, community bus services, accessible transport, volunteer car schemes and transport for specific community, health, employment or social needs. Provision can be delivered by charities, community organisations, social enterprises and other partners, often responding to needs that cannot be met through conventional public transport. 2.5 Community transport sits alongside, rather than competes with, commercial bus services and SPT’s MyBus. Commercial services provide the core network where demand is sufficient, while MyBus offers demand-responsive journeys for people who have difficulty accessing mainstream services. Community transport provides an additional layer of flexibility, particularly where routes, timetables, accessibility or individual support do not meet local needs. The introduction of the £2 Bus Fare Cap also improves affordability, but cost alone does not remove other transport barriers. Community transport therefore remains important in ensuring people can access essential services, employment and community opportunities. 80
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2.6 The allocation was intended to explore the use of vehicles and other means to support communities where transport availability, timing, affordability or accessibility creates barriers to services and opportunities. This aligns with the Council Plan commitment to explore models and pilot schemes that increase access to and use of public and community transport. 2.7 CCT has around 25 years of experience delivering accessible community transport in East Ayrshire. Its current operating model includes coordinated booking, community group membership, accessible minibuses, driver training and services developed in response to local need. It has also supported a small number of North Ayrshire groups and initial pilot activity. 2.8 An outline business plan has been subject to cross-service consideration and engagement with elected members. This identified the need for a phased and co- designed approach. While the proposal would be based on the provision of dedicated vehicle capacity within North Ayrshire, the precise service offer would be refined before full implementation. Potential initial provision however could include: • Group and community transport supporting local organisations and activities. • Demand-responsive transport in areas with limited bus provision. • Accessible door-to-door transport for people with mobility or accessibility barriers. • Community connections linking rural areas with town centres and services. • Health, employment and training journeys where transport options are limited. These options would be refined through consultation and designed to complement, rather than duplicate, existing commercial and publicly supported transport services. Evidence of Need and Engagement 2.9 The North Ayrshire Community Transport Survey and the Garnock Valley Travel Needs Survey, both carried out in 2024/25, identified gaps in public transport, particularly in relation to evenings and Sundays, and highlighted impacts on access to healthcare, employment, food shopping and social activity. Earlier survey work indicated demand for a local community transport offer, accessible community buses and driver training. 2.10 A further consultation on the proposal for a dedicated North Ayrshire Community Transport offer was carried out during summer 2026 to test the emerging proposition. The consultation closed at the end of July and the responses were analysed through a sensemaking exercise. The exercise recorded 45 responses, many representing groups such as older people’s forums and dementia groups, and identified the following recurring themes: • support for shared, accessible minibuses and trained drivers; • the importance of balancing group and social travel with essential journeys, including health appointments and shopping; • the need for dementia-aware and wheelchair-accessible options; • concerns about transport cost, reliability, evening and weekend gaps, and rural coverage; • support for volunteer driver training and local involvement; and • the need for a sustainable, coordinated offer which complements rather than duplicates existing services. 81
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2.11 Locality feedback has also emphasised the need to coordinate the proposal with existing and emerging community transport activity, including locally funded minibuses, island provision, employability transport initiatives and wider regional transport planning. 2.12 The consultation supports progressing the shared minibus proposal as a useful starting point. It also shows that expectations extend beyond occasional group outings. Further engagement will therefore be required to determine which needs can be met safely and sustainably within the available resources and which require action by other transport providers or partners. 2.13 The CCT proposal is for a centralised and coordinated booking system that would provide a single point of contact for community transport services across North Ayrshire. The service would make cost-effective use of available vehicles and drivers while responding to local priorities. Transport would be available to community organisations, groups and eligible individuals. The initial development model CCT seeks to deliver would be based on: • access to an accessible minibus located for North Ayrshire use, with scope for the model to expand if demand and funding allow; • a single coordinated point for enquiries and booking; • a mixture of employed and volunteer drivers, supported by appropriate training and checks; • membership and affordable hire arrangements for eligible groups and, where feasible, individuals; • a stakeholder steering arrangement which would be bespoke to North Ayrshire to represent the needs of communities on an ongoing basis; • continued engagement and co-design to refine the offer leading to the procurement of additional vehicles as demand increases; • co-ordination with existing public, community, health, employability and voluntary transport provision; and • a robust monitoring and evaluation framework which would cover demand, users, journey purpose, accessibility, cost, outcomes, complaints, safeguarding, carbon impacts and financial sustainability. 2.14 CCT has advised that it has secured external funding that could enable the purchase of a vehicle dedicated to North Ayrshire. Confirmation of Council support is required to ensure the overall project can proceed and to secure the vehicle funding. The vehicle procurement lead-in period would be used to continue engagement, co-design the detailed operating model and undertake any needed due diligence. 2.15 The Council contribution would utilise the £100,000 budget allocation. This would recognise the significant background work already undertaken while enabling the proposal to move from scoping and engagement into formal development and initial delivery, subject to the necessary governance, legal, financial, procurement and subsidy control checks. Initial estimated income and costs from CCT for the first three-years are detailed below for information. 82
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2.16 The proposal does not replace scheduled public transport or commit the Council to recurrent funding beyond the approved allocation. It is a targeted community transport development intended to complement existing provision and test how identified gaps can be addressed. The proposal is focused on developing sustainability within the project. CCT has considerable experience of this within East Ayrshire, including securing funding from other sources, generating their own income and securing contracts to build a diverse income that supports their activity. 2.17 The project will be delivered through a phased approach, with clear milestones which CCT will deliver to ensure progress, learning and sustainability are built in from the outset: • Project mobilisation – Months 1–3: Procure vehicle order from manufacturer. Engage with key stakeholders, undertake demand analysis, and establish baseline data against which impact can be measured. • Service development and engagement – Months 4–6: Engage with communities, groups, employers, parents and partner organisations to refine the proposed transport solution and identify opportunities for partnership working, referrals and income generation • Pilot implementation – Months 7-9: Vehicle delivery and associated marketing. Introduce and test the targeted community transport provision, monitoring passenger demand, accessibility, reliability, costs and operational performance. • Review and refinement – Months 10–12: Evaluate the pilot against agreed outcomes, gather feedback from users and partners, and make any necessary adjustments to improve effectiveness and value for money. 83
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• Sustainability development – Yr 2: Develop the longer-term operating model, including opportunities for external funding, contract income, partnership contributions and appropriate passenger income, drawing on CCT’s established experience of developing diverse income streams. • Final evaluation and future plan – Yr 2/3: Assess the overall impact of the project. 3. Proposals 3.1 That Cabinet: (a) notes the survey, pilot, consultation and other background activity undertaken to assess community transport needs and develop the proposal; (b) approves Council support for Coalfields Community Transport (CCT) to further develop a North Ayrshire community transport project; (c) approves the use of £100,000 allocated for community transport development as a Council contribution towards the development andl three year delivery of the project; and (d) authorises Council officers to work with CCT to further develop and implement the project. 4. Implications/Socio-economic Duty Financial 4.1 The £100,000 allocation approved through the March 2023 Council budget remains available and would be applied as the Council’s contribution to the proposal. No commitment beyond the approved allocation is proposed in this report. Payments would be controlled through a formal agreement, agreed milestones and monitoring returns. The proposal assumes that CCT secures external funding for a vehicle. If that funding is not secured, or its conditions are incompatible with the agreed delivery model, officers would not commit the Council contribution until a revised and affordable proposal had been considered under the Council’s governance arrangements. Human Resources 4.2 No direct staffing implications are anticipated for the Council beyond officer time required for development, governance, monitoring and partnership support. CCT would be responsible for its own staffing and volunteer management arrangements under the final agreement. Legal 4.3 Legal Services will advise on the appropriate funding and delivery mechanism. Approval is sought subject to satisfactory completion of all necessary checks. Equality/Socio-economic 4.4 The proposal is intended to reduce transport barriers affecting people on low incomes, older people, disabled people, people living with dementia and their carers, rural 84
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communities and groups experiencing isolation. An integrated impact assessment will accompany the final delivery plan and inform final project design. Climate Change and Carbon 4.5 Shared transport has the potential to reduce reliance on multiple private car or taxi journeys. The vehicle specification, emissions, route planning and utilisation will aim to maximise this impact. Key Priorities 4.6 The proposal supports the Council Plan priorities of Wellbeing, Communities and Local Democracy and a Sustainable Council by seeking to improve access to services and community participation, reduce isolation and transport poverty, and develop a community-led response to identified needs. Community Wealth Building 4.7 The proposal supports community wealth building through partnership with a proven local charitable community transport provider, local volunteering and skills development, and the use of shared assets to enable participation in local services and activities. Islands Communities Impact Assessment (ICIA) 4.8 The proposal is primarily focused on mainland vehicle provision. Island communities have distinct transport arrangements and constraints. The impact assessment and further engagement will consider how the proposal connects with and compliments existing island community transport provision for passengers then travelling on to the mainland. The Council continues to support island specific provision with local partners. United Nations Rights of the Child (UNCRC) 4.9 The proposal may improve access by children, young people and families to services, education, employment support and community activity. Any direct service involving children or young people would require appropriate safeguarding and rights-based impact assessment. This will be implemented if required. Consumer Duty 4.10 The detailed service design will consider affordability, accessibility, transparent eligibility and pricing, complaints handling and the needs of people who may be vulnerable or digitally excluded. 5. Consultation 5.1 The proposal has been informed by North Ayrshire-wide and Garnock Valley survey work, earlier pilot activity, engagement by CCT with local groups, cross-service officer feedback and the summer 2026 public consultation. 85
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5.2 The summer 2026 consultation indicated overall support for progressing the proposal, alongside a clear request that the detailed model reflect essential as well as social journeys, accessibility, rural coverage, affordability and co-ordination with existing services. Further engagement and co-design will continue should the proposal be approved. David W. Hammond Executive Director Communities & Housing For further information please contact Dr Rhonda Leith, Head of Service Connected Communities, on 01294 314450. Background Papers 0 86
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Local Housing Strategy 2023–2028: 2025/26 Progress Update Purpose: To provide Cabinet with an annual update on progress of the Local Housing Strategy 2023-2028 and to seek approval for the update to be submitted to Scottish Government. Recommendation(s): It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan detailed in appendix 1; (ii) approves the addition of the two new actions outlined at para 2.50-55 and detailed in appendix 2; and (iii) approves submission of the LHS update to the Scottish Government. 1. Executive Summary 1.1. The Housing (Scotland) Act 2001 places a statutory duty on local authorities to produce a Local Housing Strategy that sets out its strategy, priorities, and plans for the delivery of housing and related services. 1.2. The North Ayrshire Local Housing Strategy 2023–2028 was approved by Cabinet on 13 June 2023 and sets out the strategic priorities for tackling housing issues in the area during the five-year period. 1.3. The Local Housing Strategy enables the Council to monitor progress against national and local priorities. It is a statutory requirement for a Local Housing Strategy to be kept under review; the Scottish Government expects all local authorities to review and report on progress annually. 1.4. This report provides an overview on progress made to date on the delivery of the Local Housing Strategy 2023-2028. 1.5. Members are invited to note the contents of the report, with the addition of two new actions, and approve submission of the LHS update to the Scottish Government. Agenda Item 6 87
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2. Background 2.1. The Housing (Scotland) Act 2001 sets out local authorities’ duties to prepare a Local Housing Strategy which details the Council’s strategy, priorities, and plans for the delivery of housing and related services. The 2001 Act states that the Local Housing Strategy must be: • supported by an assessment of housing provision, including the need and demand for housing-related services; • submitted to Scottish Ministers; and • kept under review by the Council. 2.2. The Scottish Government expects all local authorities to review and report on progress annually. 2.3. The North Ayrshire Local Housing Strategy 2023-2028 was approved by Cabinet on 13 June 2023 and sets out the strategic ambition for Housing in North Ayrshire: “we want all our people to live in the right homes, in great places, with access to any support services they need”. Four overarching outcomes were developed to achieve this ambition, which align to our Council Plan and the four key strategies in the Scottish Government’s ‘Housing to 2040’ vision: • Outcome 1: More homes at the heart of great places – Our places support thriving and inclusive communities; • Outcome 2: Affordability and choice – Our people have affordable homes in the places they choose to live; • Outcome 3: Affordable warmth and zero emissions – Our homes are energy efficient and release less emissions; • Outcome 4: Improving the Quality of our Homes – Our homes are in good condition and people can access any support services they need. 2.4. The Housing (Scotland) Act 2025 (‘the Act’) was passed by the Scottish Parliament on 30 September 2025 and received Royal Assent on 6 November 2025. The Act makes changes in the law including protections for tenants, preventing homelessness, and other housing matters. 2.5. Officers in Housing, with support and assistance from partner services, are continuing to plan for the implementation of new legislation and changes to existing legislation, as set out in the Act. Elected members received an overview of the Act and its implications on 21 May 2026. Housing managers continue to review emerging regulations and guidance, and participate in national forums and events, to ensure North Ayrshire’s position and particular challenges are recognised as regulations and national guidance is developed. 2.6. Whilst North Ayrshire Council has not declared a housing emergency, it 88
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recognises the significant housing challenges being experienced across Scotland and continues to work collaboratively with key service partners and the Scottish Government to better understand the local and national factors contributing to these pressures, and to identify appropriate responses through strategic planning and service delivery. 2.7. The development of Local Housing Plans will support the Council's response to the housing emergency and the preventative approach promoted through the Housing (Scotland) Act 2025. These plans will provide a locality/town-based assessment of housing need, demand, supply and investment priorities, helping to identify pressures early, inform investment decisions, and support sustainable communities. 2.8. A pilot Local Housing Plan is currently being developed for Kilwinning. The plan considers six key themes and provides a strategic assessment of current and future housing needs, housing supply and planned investment. The draft plan is currently being reviewed by Housing Services and partner services prior to wider consultation. Learning from the pilot will inform the rollout of Local Housing Plans across North Ayrshire and provide a robust local evidence base to support the preparation of the next Local Housing Strategy, ensuring future strategic priorities and investment decisions are informed by the specific housing needs and challenges within each locality. Achievements to Date 2.9. To measure the outcomes of the Local Housing Strategy 2023-28 an action plan was developed, with annual reviews approved by Cabinet in 2024 and 2025. The action plan now contains 45 actions (see Appendix 1), each with their own desired outcome and target date. The strategy is in its third year of implementation and there have been a number of successes within the action plan to date. These are grouped under each of the approved LHS outcomes noted at paragraph 2.3: Outcome 1 – More homes at the heart of great places 2.10. The Local Housing Strategy aims to support the Council’s Community Wealth Building approach and Regeneration Delivery Plan to make our area more successful for everyone, improving our places, establishing thriving town centres, supporting health and well-being, and providing more opportunities for a better quality of life. Housing can make a strong contribution to regeneration by contributing to positive health outcomes and supporting a sense of community. The Council has utilised its role as a major house builder in North Ayrshire to maximise local employment and training opportunities. As at March 2026, ten week-long work experience placements have been delivered at the Council's Ayrshire Central housebuilding site. The main contractor and its subcontractors have supported local employment opportunities through the recruitment of local apprentices. In addition, the main contractor has provided a broad programme of employability and careers-focused sessions, helping to promote skills development and awareness of career pathways within the construction sector. 89
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2.11. A total of 19 new homes were delivered during 2025/26 by the Council and our Registered Social Landlord (RSL) partners, as follows: Development Number of Homes Additional Comments Stanecastle, Irvine 13 This development replaced the former Stanecastle Primary School James McFarlane, Ardrossan 2 This development replaced the former James McFarlane Primary School Laburnum Avenue, Beith 4 Regeneration project 2.12. The Council’s new build project at the former Garnock Academy site delivered 50 homes between April and July 2026, bringing the development to full completion. 2.13. In addition, works are currently underway at the following developments: • Ayrshire Central Hospital, Irvine - NAC (202 units) • King’s Arms, Irvine – NAC (6 units) • Nelson Street, Largs – NAC (3 units) • Redburn Place, Irvine – Cairn HA (9 units) • Springbank, Brodick – Trust HA (26 units) 2.14. The Council developments listed above contribute to the Council’s latest commitment to deliver 1,666 new homes. The Strategic Housing Investment Plan (SHIP) 2026-2031, approved by Cabinet in October 2025, sets out the Council’s and its partners’ commitment to deliver new affordable homes in North Ayrshire, supporting the Scottish Government’s target to deliver 110,000 new affordable homes by 2032. The revised SHIP 2027-2032 will be presented to Cabinet on 27 October 2026. 2.15. Private developers delivered 385 new homes during 2025/26 at active sites, bringing the number of units delivered by the private sector to 918 since April 2023. Development is underway at all five new sites allocated by LDP2, which together will deliver over 1,000 private sector homes in addition to other active sites including Montgomerie Park and West Byrehill. The 2024/25 Housing Land Audit was published in November 2025. 1,023 further private sector homes are programmed to be built in the three years to April 2028, which would take the total number delivered during the LHS plan period to 1941. Outcome 2 – Affordability and choice 2.16. North Ayrshire Council established the Arran Housing Task Force (AHTF) in 2022 to assess demand for affordable housing on Arran and identify housing- related challenges that may be constraining economic growth. The AHTF comprises representatives from the Scottish Government, Highlands and Islands Enterprise, local community organisations, and Arran's registered social 90
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landlords. The AHTF developed and launched the Arran Housing Survey on 31 January 2025. The survey sought views from a wide range of stakeholders, including Arran residents, employees and employers, landlords, second-home owners, owners of empty homes and short-term lets, and individuals interested in moving to the island. The findings were intended to inform future housing provision and policy development on Arran. Following the survey's closure, the responses were analysed by the Council's Housing Strategy Team, with the final report approved by the AHTF in 2026. Since the end of the 2025/26 reporting year, the Chair and Vice-Chair agreed to pause AHTF meetings for an initial period of one year. The AHTF has played an important role in supporting housing discussions and identifying opportunities to address housing challenges on Arran. The agreed pause will provide an opportunity for a number of significant housing interventions and developments to progress, with continued oversight being maintained through the Arran Locality Plan Partnership. A review will be undertaken after one year to evaluate progress across key projects and initiatives, assess their impact on housing need and demand, and inform decisions on whether the AHTF should be reconvened, or alternative governance arrangements considered. 2.17. Through partnership working with Minority Ethnic Carers of People Project (MECOPP), Education, Money Matters, NHS and the Tenant Participation Team, support was provided to the Gypsy/Traveller community throughout 2025/26. The Tenant Participation Team met six times with the Redburn Residents Group, enabling residents to influence service delivery and contribute to engagement activities, including North Ayrshire Network meetings and the Tenant Information Service (TIS) reaccreditation process. Additional support helped residents to access welfare benefits, grants and healthcare services, while weekly tutor visits and monthly GP clinics improved access to education and health provision on site. 2.18. The redevelopment of Redburn Grove, Irvine, was included as a priority project within the Strategic Housing Investment Plan (SHIP) 2026-2031, which was approved by Cabinet in October 2025. The outcome of an ongoing feasibility study will inform the scope and viability of future site redevelopment proposals and determine next steps. 2.19. All Housing staff have successfully completed North Ayrshire Council's mandatory Equality and Diversity 2026 training module through iLearn. Opportunities for continuous professional development are further supported through partnership learning initiatives and access to further education opportunities provided by the Housing Learning Academy. 2.20. Housing Advice Officer (Prevention) posts have focused on reducing youth homelessness through early intervention, partnership working, and the development of referral pathways. In 2025/26, homelessness applications from 16 to 25-year-olds reduced from 290 to 188, a decrease of 35.17%. Officers also provide regular housing advice sessions at Kilwinning College and contribute to multi-agency groups supporting prevention, education, early intervention, and youth employability. 91
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2.21. During 2025/26, a total of 28 Housing First tenancies were created, exceeding the annual target of 20 new tenancies. This increased the cumulative number of Housing First tenancies delivered during the first seven years of the programme to 151 by 31 March 2026. In recognition of continued progress and demand, the annual delivery target for Year 8 has been increased to 25 new tenancies. Of the 151 tenancies delivered by the end of Year 7, 143 were provided by North Ayrshire Council, three by Riverside Homes, and five by Cunninghame Housing Association. 2.22. The new North Ayrshire Allocation Policy was approved by Cabinet on 30 September 2025 and implemented on 1 November 2025. The new policy was devised following regular meetings between representatives from North Ayrshire Council and the area's four local housing associations (Cairn Housing Association, Cunninghame Housing Association, Riverside Scotland, and Trust Housing Association), as well as consultation with tenants. The policy defines how social housing in North Ayrshire will be allocated and aims to: • maximise efficient use of North Ayrshire Housing Register (NAHR) housing to respond to local housing needs, demands and aspirations • prioritise applicants assessed as having the greatest housing need • support the development of active, inclusive and resilient communities through the allocation of housing • ensure we are fair, transparent, and consistent in our approach to the allocation of all NAHR housing • meet all legislative and regulatory requirements for the allocation of housing in North Ayrshire • ensure housing allocations take account of equality considerations by removing barriers, supporting fair access for applicants with different needs and circumstances, and helping to reduce disadvantage across North Ayrshire. 2.23. During 2025/26, the Council acquired four properties through the Strategic Housing Investment Plan (SHIP), Riverside Housing Association acquired a further four properties and Cunninghame Housing Association acquired two properties. In addition, Trust Housing Association acquired three homes on Arran through the Rural Affordable Homes for Key Workers Fund, which remains available until 2028. Outcome 3 – Affordable warmth and zero emissions 2.24. For each new Council housing development identified within the Strategic Housing Investment Plan (SHIP), an options appraisal is undertaken during the design and planning stage to identify the most appropriate sustainability measures. This process aims to reduce fuel poverty for tenants while supporting the Council's commitment to achieving its net zero targets. 2.25. Our most recent developments incorporate air source heat pumps, enhanced fabric measures and solar PV panels. Site-specific assessments were carried 92
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out to ensure that these measures deliver affordable running costs for tenants while also contributing to the Council’s net zero ambitions. 2.26. North Ayrshire Council’s approach to reducing fuel poverty focuses on a combination of preventative and targeted interventions which improve the energy efficiency of homes, particularly older housing stock, while supporting residents to manage rising energy costs. This includes delivering funded retrofit programmes through schemes such as Area Based Schemes (ABS) and Energy Company Obligation (ECO), alongside providing energy advice, welfare support and income maximisation services. The Council also seeks to align its fuel poverty activity with wider climate change and net zero objectives, ensuring investment delivers both social and environmental benefits. Delivery is underpinned by a targeted, place-based approach. The current focus is on scaling up retrofit delivery, building on learning from recent pathfinder projects, while continuing to ensure that residents can access immediate financial assistance, energy advice and wider support services. 2.27. North Ayrshire Council responded to Scottish Government’s consultation on the draft Social Housing Net Zero Standard (SHNZS) in February 2024. The new standard has not yet been published but is expected to require increased fabric performance and replacement of ‘polluting’ heating systems with ‘clean’ heating systems in our housing stock. The proposals have significant implications for the Council’s housing asset management approach and 30-year HRA Business Plan, including cyclical replacement of heating systems and other fabric elements e.g., window, roof, and insulation programmes. While the implementation of the new Scottish Housing Net Zero Standard (SHNZS) has been delayed, the Council remains committed to improving the quality and energy efficiency of its housing stock. Investment continues in measures such as solar PV, upgraded heating systems and external wall insulation, supporting both net zero ambitions and efforts to reduce fuel poverty among tenants. 2.28. A pathfinder project is in progress to review the financial, technical and customer implications associated with the emerging standard. The project focuses on the traditional housing stock built between 1945 and 1960 which makes up approximately 75% of the stock profile. The initial properties have been surveyed, and MAST architects have issued their recommendations and will agree a proposed scheme of works for each property. A suitable contractor is currently being procured to provide monitoring within the properties, with a budget of £0.55m allocated for this project. Outcome 4 – Improving the quality of our homes 2.29. Property Management & Investment (PMI) continues to progress implementation of the Housing Asset Management Plan, with activity focused on strengthening governance, improving asset data quality, and aligning investment planning with affordability, compliance, and sustainability priorities. The HAMP was formally reviewed and approved by Cabinet in December 2025 and underpins the Housing Revenue Account (HRA) Business Plan, ensuring that capital investment and maintenance programmes are informed by a strategic, evidence-based approach. Delivery is overseen through established 93
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governance arrangements, including the Housing Asset Management Board (HAMB), with an emphasis on the use of data to drive asset management. Performance Measure 2025/26 2024/25 2023/24 Gas Safety 100.00% 99.99% 99.79% Smoke Detection 100.00% 100.00% 99.99% Electrical Testing 99.16% 97.65% 78.71% 2.30. The views of stakeholders on the need for a target for the delivery of accessible homes within the private sector have been taken into account in the LDP Evidence Report, which was approved by the LDP Committee in December 2025. The Evidence Report states the Council is minded not to include a blanket minimum target for the provision of accessible housing with private developments across North Ayrshire within LDP3. Rather, we will ask developers to demonstrate how their proposals for new homes contribute to delivering accessible, adaptable and wheelchair accessible homes as part of the Statement of Community Benefit (as required by NPF4 policy 16 b). 2.31. The Council approved the revised Scheme of Assistance in June 2026. The 2026 Scheme incorporates the amendments to the Repairing Standard introduced on 1 March 2024, promotes positive outcomes for people with autism within the private housing sector, and strengthens the focus on inclusive engagement with hard-to-reach groups. The document is available on the NAC website, ensuring that the information can be accessed in formats appropriate for people with literacy, sensory, and communication requirements. Areas of Future Focus 2.32. Priorities that require further action, and will be implemented during the remaining lifespan of the Local Housing Strategy 2023-2028, are as follows: Outcome 1 – More homes at the heart of great places 2.33. The Council’s Resource Planning Assumption for 2026/27 to 2029/30 has been confirmed as £70.659m for the period. The uplifted budget (when compared to the estimate within the SHIP 2026-2031) will support the delivery of prioritised projects and the shadow programme. Officers continue to explore alternative/additional mechanisms to support affordable housing delivery. 2.34. The Council’s 43-unit newbuild housing development at Fullarton, Irvine is due to be tendered imminently. In addition, procurement is underway for a further 188 units at Montgomerie Park, Irvine and 6 units at Nursery Place, Ardrossan, bringing the total number of units in the development pipeline to 237. Outcome 2 – Affordability and choice 2.35. The Homelessness Prevention Strategy 2026–2031 is currently being finalised, following a comprehensive programme of consultation and engagement with 94
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Council services, partner organisations, community groups, and individuals with lived experience of homelessness. Feedback received through this process has informed the final Strategy and accompanying Delivery Action Plan, including the priority actions identified for implementation in Year 1. The Strategy is scheduled for consideration by Cabinet in late 2026. The Homelessness Task Force continues to provide strategic oversight of the development and implementation of the Strategy, including consideration of the Delivery Action Plan and associated implementation arrangements. The Strategy has been developed to align with the homelessness prevention duties introduced through the Housing (Scotland) Act 2025 and provides the framework for progressing a preventative, partnership-based approach to addressing homelessness across the area. 2.36. Under the proposed 'Ask and Act' duties in the Housing (Scotland) Act 2025, public bodies will be required to ask about a person's housing situation early and take meaningful action to prevent homelessness. The £4million national Test and Learn Prevention Pilot Fund support public bodies and their third sector partners to test and scale new approaches to early intervention. In North Ayrshire, the 'Early Doors' pilot is being managed by the North Ayrshire Homelessness Task Force. Task Force members include representatives from Housing Services, Community Housing Advisory Project (CHAP), North Ayrshire Health and Social Care Partnership (NAHSCP) and Education Services, with CHAP acting as the lead organisation. This pilot, which launched on 5 February 2026, is a 12-month pilot initiative and will focus on providing earlier support to people in the private rented sector, where many households in North Ayrshire face the real risk of losing their home. The pilot is progressing through phase 2, with 125 referrals received by 30 June 2026. The pilot has since been extended to Addiction Recovery & Justice Services, and staff can now refer clients to the service. 2.37. In November 2025, a Lead Officer for the Violence Against Women Partnership was appointed. Development of the North Ayrshire VAW Strategy and Action Plan commenced in March 2026 and will be aligned to the Delivering Equally Safe National Strategy. 2.38. The Council is working collaboratively with key partners to develop a hospital discharge pathway that aligns with the proposed "Ask" and "Act" duties within forthcoming homelessness legislation. This approach will strengthen partnership working, support earlier identification of housing needs, and promote timely interventions to prevent homelessness. It will also help ensure that a patient's housing circumstances are considered at the point of admission and throughout their hospital stay. Discussions are ongoing regarding the establishment of a dedicated housing role for hospital discharge cases. The purpose of this post would be to identify and address housing-related issues affecting patients at the earliest opportunity, facilitating homelessness prevention wherever possible. The postholder would also lead the development and implementation of the hospital discharge pathway, ensuring effective coordination between health, housing and other relevant partners. 95
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2.39. In 2023/24, North Ayrshire's tenancy sustainment rate for homeless households fell to 84.02%, representing the lowest level recorded locally at that time. Since then, performance has improved steadily, increasing to 87.5% in 2024/25 and 89.8% in 2025/26. Tenancy sustainment figures reported in 2025/26 are based on tenancies that commenced during 2024/25 and remained in place for at least 12 months. Of the 449 tenancies created during 2024/25, 389 were successfully sustained, resulting in the overall tenancy sustainment rate of 89.8%. 2.40. For households allocated housing through homelessness legislation, the sustainment rate was 87%. By comparison, the latest Scottish average is 92% for all tenants, and 91% for formerly homeless households. While performance remains below the current Scottish average, the direction of travel is positive, with tenancy sustainment improving year on year. This suggests that measures introduced to strengthen prevention, housing support and early intervention are beginning to have a positive impact on tenancy outcomes. 2.41. Since the end of the reporting period, North Ayrshire Council has implemented a revised service delivery model for Housing Support and Temporary Accommodation services. The revised approach provides a clearer distinction between roles, with Housing Support Officers focusing on assessing needs, coordinating support, and working in partnership to address the wider factors that can place a tenancy at risk, while Temporary Accommodation Officers will focus on accommodation and property management responsibilities. The change is intended to strengthen early intervention, provide more targeted support for households with complex needs, and improve multi-agency working, with the overall aim of increasing tenancy sustainment and reducing repeat homelessness. 2.42. Due to current housing market conditions, the Council has experienced increasing challenges in acquiring properties through the open market, with strong competition and limited availability reducing opportunities for purchase. To maximise acquisitions and minimise missed opportunities, officers are taking a proactive approach by working closely with estate agents, developers and the Council’s Private Sector Team to identify suitable properties, including long- term empty homes, that could be brought back into use as social housing. 2.43. The Housing Acquisition Strategy was presented to Cabinet in June 2026 and places a renewed focus on the identification, acquisition, and bringing back into use of long-term empty homes as a key mechanism for increasing the supply of available housing stock and meeting local housing need. 2.44. NAC and RSLs continue to work collaboratively to identify appropriate properties for acquisition through the Rural Affordable Homes for Key Workers Fund. This partnership approach supports the expansion of affordable housing provision on the islands and helps to meet local housing need while increasing the availability of homes for key workers and the wider community. Outcome 3 – Affordable warmth and zero emissions 96
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2.45. In preparation for the implementation of Awaab's Law on 6 October 2026, the Council is reviewing its existing dampness and mould processes for Council tenancies, to ensure compliance with the new legislative requirements. This will build on the current approach, whereby trained officers assess reported cases, identify underlying causes, and determine the remedial actions required. 2.46. A programme of improvement activity is also being progressed to strengthen the Council's capacity, oversight, and assurance arrangements. This includes the development of enhanced case management and reporting systems to improve the monitoring and tracking of dampness and mould cases from initial notification through to resolution. Targeted training will continue to be delivered to relevant staff to ensure knowledge and responsibilities are aligned with the requirements of the new legislation. 2.47. In recognition of the anticipated increase in demand arising from Awaab's Law, additional staffing resources are being recruited to support inspection, remedial, and reporting functions. Contractual arrangements are also being developed to provide supplementary delivery capacity during periods of high demand and to help ensure statutory timescales can be achieved. Alongside these measures, a communications programme will be implemented to ensure tenants are aware of the Council's responsibilities and response arrangements under the new legislation. Outcome 4 – Improving the quality of our homes 2.48. Housing staff are being supported to identify and respond to tenants’ longer- term support needs, including those associated with neurodiversity, through targeted training, person-centred assessments, reasonable adjustments, enhanced recording of communication preferences, and clear referral pathways to specialist services. This is increasing staff capability and confidence in recognising early indicators of tenancy risk, identifying property condition concerns, enabling the provision of tailored interventions that support tenancy sustainment, and improve access to appropriate services. This approach will be embedded within existing service delivery arrangements, including routine home visits undertaken by Housing Officers and Housing Support Officers, and through the established locality working model within Housing Services. This will ensure a consistent, proactive and person-centred approach to service delivery across all localities, supporting the identification of tenants’ long-term needs at an early stage and contributing to the sustainability of properties, tenancies, and improved housing outcomes. 2.49. The Sheltered Housing Reprovisioning Programme is continuing, ensuring that accommodation continues to meet the needs of current and future residents. Progress is being made across several key projects, with a main contractor appointed for the refurbishment of Laigh Court, Beith, where works commenced on 1 June 2026. The procurement process for a main contractor for Vineburgh Court, Irvine is currently underway, with refurbishment works expected to begin in autumn 2026. Looking ahead, consultation on the final plans for Moorburn Park, Largs was completed in autumn 2025, with works scheduled to commence in early 2027. In addition, final plans are currently being prepared 97
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for Regal Court, Dalry and Heathfield House, Irvine. These investments will support the ongoing refurbishment and modernisation of sheltered housing complexes across North Ayrshire, helping to improve the quality, accessibility and sustainability of accommodation for older people. New Actions 2.50. To ensure the Local Housing Strategy 2023-28 continues to deliver on the outcomes set out for North Ayrshire, two new actions have been developed for adoption within the Strategy (see appendix 2). The additional actions have their own desired outcome and target date for achieving the desired outcome. The additional actions are as follows: 2.51.LHS_NEW01. Embed North Ayrshire's Child Poverty values and outcomes across housing strategy, policy development, and service planning. Child poverty remains a significant challenge within North Ayrshire and has a direct impact on housing need, affordability, health, educational attainment and wider life chances. Housing services have a key role in preventing and mitigating the impacts of child poverty through the provision of affordable homes, homelessness prevention, tenancy sustainment support, and the delivery of inclusive, accessible services. Embedding child poverty values and outcomes within housing strategies, policies and service plans will support a consistent, preventative approach to decision-making, ensuring that housing interventions contribute to reducing inequalities, improving opportunities for children and families, and delivering on the priorities set out within the Children and Families Plan 2026-29. 2.52. LHS_NEW02. Complete and submit North Ayrshire's Rent Conditions Assessment Report to Scottish Ministers in accordance with the Housing (Scotland) Act 2025. The Housing (Scotland) Act 2025 introduces the framework for the designation of Rent Control Areas (RCAs). Within a designated RCA, rent increases for applicable private rented properties are limited to the ‘permitted rate’, which is the lower of Consumer Price Index (CPI) plus 1% and 6%. The Act places a duty on local authorities to undertake periodic assessments of rent conditions within their area in relation to relevant tenancies. A relevant tenancy is a private residential tenancy (PRT) under the Private Housing (Tenancies) (Scotland) Act 2016 or an assured tenancy under the Housing (Scotland) Act 1988. 2.53. Following completion of an assessment, local authorities must submit a report to Scottish Ministers detailing the findings of the assessment, whether the authority recommends that all or part of its area should be designated as a Rent Control Area, and the reasons for any such recommendation. A local authority may only recommend the designation of a Rent Control Area where it considers that controlling the rate at which rents are increasing is necessary to protect the social and economic interests of tenants in the area. 98
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2.54. The first rent conditions assessment report must be submitted to Scottish Ministers by 31 May 2027. After considering the report, Scottish Ministers may designate all or part of the local authority area as a Rent Control Area. The Act requires subsequent assessments and reports to be undertaken at least every five years, with provision for further reporting where required. 2.55. Scottish Government guidance to support local authorities in undertaking these assessments is currently expected in September 2026, with the associated data pack anticipated in late November/December 2026. Given the relatively short period between receipt of the data pack and the statutory submission deadline, this presents a challenging timetable for local authorities. Officers will continue to engage with the Scottish Government regarding implementation arrangements and reporting requirements. 2. Proposals 3.1. It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan (appendix 1); (ii) approves the addition of the two new actions outlined at para 2.50 – 2.55 and detailed in appendix 2; and (iii) approves the submission of the LHS update to the Scottish Government 4. Implications/Socio-economic Duty Financial 4.1. Any financial implications arising from the projects and initiatives included within the Local Housing Strategy 2023-2028 are accounted for within existing capital and revenue budgets. Business cases will be developed to support any new initiatives, as required. Human Resources 4.2. The Local Housing Strategy 2023-2028 is delivered by North Ayrshire Council staffing and complemented by external expertise, where required. Legal 4.3. The development and monitoring of the Local Housing Strategy 2023-2028, which sets out its priorities and plans for the delivery of housing and related services in North Ayrshire, ensures compliance with the Housing (Scotland) Act 2001. 99
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Equality/Socio-economic 4.4. The provision of good quality housing through the actions set out in the Local Housing Strategy 2023-28 has a positive impact upon older people, children, younger people, people with disabilities and households in fuel poverty. There are no negative or discriminatory effects on any of the equality groups as a result of the implementation of the strategy. Climate Change and Carbon 4.5. The Local Housing Strategy will continue to support the Sustainable North Ayrshire Strategy 2024 - 2027,which aims to eradicate fuel poverty and achieve net- zero carbon status by 2030. Key Priorities 4.6. The Local Housing Strategy continues to support the Council Plan strategic priorities: ‘Wellbeing;’ ‘Climate Change;’ ‘A Sustainable Council;’ and ‘Communities and Local Democracy.’ There is evidence that children and young people can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment. The strategy also aims to support our island communities and their economies. Community Wealth Building 4.7. A number of the initiatives detailed within the Local Housing Strategy continue to result in North Ayrshire Community Benefits through training and employment opportunities delivered through; the Council’s house building programme, the wider Strategic Housing Investment Plan, Sheltered Housing reprovisioning programme and through the Estate Based Regeneration programme. Islands Communities Impact Assessment (ICIA) 4.8. The Local Housing Strategy acknowledges that there are unique impacts faced by our islands and includes measures to address these. Whilst some policy interventions will be tailored to our islands, it is to ensure the islands enjoy the same opportunities as living on the mainland. United Nations Rights of the Child (UNCRC) 4.9. The Local Housing Strategy affects children and young people indirectly. The following groups of children and young people have been identified as those potentially affected by the Local Housing Strategy: • From low-income households 100
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• Living in deprived areas • At risk of homelessness or homeless • Victims of domestic abuse/part of a family affected by domestic abuse • Looked after/accommodated children and young people • Care experienced young people/young people leaving care • Those with a protected characteristic The strategy acknowledges the legislative links at a national level, such as the Children and Young People (Scotland) Act 2014 and the Getting it Right for Every Child policy. At a local level, we acknowledge the link between the strategy, the Council Plan, the North Ayrshire Children’s Services Plan, and the North Ayrshire Child Poverty Action Plan. Consumer Duty 4.10. ‘None’ 5. Consultation 5.1 The 2025/26 update on LHS 2023-2028 has been prepared by gathering information from various project leads across Council Services, as well as partner RSLs. David W. Hammond Executive Director (Communities & Housing) For further information please contact Fiona Ellis, Senior Manager (Housing Strategy & Development), on 01294 324031. Background Papers Local Housing Strategy 2023-2028 Customer Participation Strategy 2023-2028 Strategic Housing Investment Plan 2026-2031 Housing Acquisition Strategy Housing (Scotland) Act 2025 101
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 1 Collaboration LHS_01. Review and update our Tenant Participation Strategy to: • Ensure inclusive engagement with hard-to-reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A refreshed Tenant Participation Strategy is adopted by the Cabinet of North Ayrshire Council Housing Services Customer Participation Strategy 2023- 2028 was approved by Cabinet on 13 June 2023 where the following three priorities were approved. During 2025-26 the following took place: Priority 1 – Engage and Inform • Tenant Satisfaction Survey carried out by Knowledge Partnership on behalf of North Ayrshire Council’s Housing Service (NAC). • Implemented Tenant Satisfaction survey action plan • Ongoing engagement with members of the North Ayrshire Network, North Ayrshire Inspection Panel and Service Improvement Groups. • Utilised Libraries app and Care Experienced app to include Housing Services information. • Further developed our social media platforms by introducing WhatsApp broadcast channel with 384 followers. • North Ayrshire Network refreshed to incorporate members of our Service Improvement groups, Gypsy Travellers and relevant staff from seldom heard groups. • TP Leaflets were issued to 500 of our new build properties offering opportunities to participate for new tenants. • Plan development of Customer Participation Strategy 2029-34 (incl. action plan). • Continue to develop new North Ayrshire Network. • Explore ways to record transactional feedback. • Explore Tenant Participation Advisory Service (TPAS) reaccreditation. • Develop approach to mystery shopping and customer experience. • Implement Customer Charter 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) 102
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 2 • TP card included in New Tenant Packs to increase opportunities. • Up to 2,002 tenants on the Interested Tenants Register. Priority 2 Empower and Influence • Delivered virtual staff briefing and training sessions on covering the Customer Participation Strategy and action plan. • Capacity building training sessions delivered within communities. • Increased membership within each of the Service Improvement Groups. Priority 3 – Evolve and Innovate • Successfully retained Tenant Information Service reaccreditation ‘Gold ‘level. • Further developed partnership working with stakeholders and other agencies. • Delivered presentation on best practice to Scotland's Housing Network’s Community & Resident Engagement Community of Practice on 18/06/2025. • TP team supported with Scottish Housing Day duties on 17/09/2025. • Delivered presentation session at CIH Housing Festival March 2026. LHS_02. Develop Local Housing Plans to better understand the needs of our neighbourhoods in North Ayrshire Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 103
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 3 Development of local housing plans for each locality/ town to identify and support the needs of current and future residents of North Ayrshire The first pilot Local Housing Plan is being prepared for Kilwinning. The Local Housing Plan addresses six key themes, aiming to provide a strategic assessment of current supply, demand, and planned investment to ensure that housing in Kilwinning continues to meet the needs of existing and future residents. The Kilwinning Local Housing Plan is currently in draft form, and feedback is being gathered from Housing Managers and other services prior to further consultation. • Develop a timetable for future areas. • Continue the development of the pilot Kilwinning LHP 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_03. Collaborate with the Scottish Government to end the national housing emergency Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A housing emergency is not declared in North Ayrshire Continued collaboration and information sharing with key service partners and the Scottish Government has helped improve understanding of the factors contributing to the current situation. North Ayrshire Council's position remains unchanged, and it has not declared a housing emergency. • May 2026 – North Ayrshire Homeless Services working in collaboration with ALACHO to determine useful national data set to promote informed discussions with Scot Gvt. • Development of Temporary Accommodation/ Housing Support Performance Management Framework, which will be incorporated into current homeless PMF to help identify key priority to help with 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) Team Manager (Temporary accommodation/ Housing Support and Hostel) 104
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 4 homeless prevention. LHS_04. Ensure the Housing (Scotland) Act 2025 legislation is embedded in all our policies and procedures Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new Housing Act legislation is implemented in North Ayrshire Implementation planning for the Housing (Scotland) Act 2025 is progressing across Housing and partner services. Elected Members received an overview of the Act and its implications on 21 May 2026, and Team Managers continue to review emerging regulations and guidance, and participate in national forums and events, to ensure North Ayrshire’s position and particular challenges are recognised as regulations and national guidance is developed. Partnership engagement has focused on preparing for the new homelessness prevention and ‘Ask and Act’ duties, including awareness activity with relevant services and continued oversight through the Homelessness Task Force. The Homelessness Prevention Strategy has now completed consultation and is being finalised alongside its delivery action plan. The strategic membership of the Homelessness Task Force continues to be utilised to support collaborative working across services, with a focus on preventing homelessness and implementing the new prevention duties. • Monitor regulations as and when they are issued by the Scottish Government. • Partnership information-sharing approach implemented with regards to ‘Ask and act’ duties. • Homeless Prevention Strategy to be presented to Cabinet during Q4 2025/26 pending review. 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) Team Manager (Homeless Prevention and Housing Advice Manager) Team Manager (Temporary Accommodation, Housing Support and Resourcing) More homes at the heart of great places LHS_05. Use our role as a major house builder to maximise local employment and training opportunities, and encourage our partners to do the same Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 105
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 5 Training and employment opportunities are available for local people The Council is committed to improving socio-economic and environmental outcomes through community benefits within its procurement activity and has a community benefits policy in place. The policy aligns with Council priorities, most notably those captured in the 2024-2027 Community Wealth Building Strategy and Local Outcome Improvement Plans. Community benefits are mandatory for all Council contracts above £500,000, therefore are included in all social housing development contracts. For example, ten week-long work experience placements have taken place at the Council’s Ayrshire Central housebuilding site as at March 2026. The contractor and their sub-contractors employ local apprentices. The main contractor has also delivered a wide range of employability and career sessions. Our Registered Social Landlord (RSL) partners are encouraged to use Community Benefits Clauses in construction and other tenders during scheduled update meetings and at site nomination. • Continue to work with the employability team to further explore joint initiatives and employability opportunities for the wider community. • Continue to collaborate with our contractors to ensure local contractors are used where possible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_06. Deliver 1,643 new units of social housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,643 new homes are developed The SHIP 2026-2031 approved at Cabinet in October 2025 increased the previous target of 1,643 units to 1,666 new units by 2031. This reflected the addition of the Redburn Grove, Irvine and Guthrie Road, Saltcoats redevelopments. 975 new Council homes have been delivered as at 31 March 2026 against the 1,666 target. 19 new Council homes were delivered during 2025/26. The Council’s Resource Planning Assumption for 2026/27 to 2029/30 has been confirmed as £70.659m for the period. The uplifted budget (when compared to the estimate within the SHIP 2026-2031) will support the delivery of prioritised projects and the shadow programme. Officers continue to explore • Work continues on site to progress to deliver 202 units at Ayrshire Central, Irvine. • Garnock Academy, Kilbirnie and King’s Arms, Irvine to complete during 2026/27. • Explore alternative/additional mechanisms to 2028 31 March 2031 (updated 2026 to align with SHIP 2026-2031) Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) 106
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 6 alternative/additional mechanisms to support affordable housing delivery. support affordable housing delivery. • Deliver remaining programme to deliver 1,666 units by 2031. LHS_07. Deliver 1,300 new units of private sector housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,300 new private homes are developed Private developers delivered 385 homes during 2025/26 – an increase of 105 on the previous year and bringing the total number of units delivered by the private sector to 918 since April 2023. Development is underway at all five new sites allocated by LDP2, which together will deliver over 1,000 private sector homes in addition to other active sites, including Montgomerie Park and West Byrehill. The 2024/25 Housing Land Audit was published in November 2025. 1023 further private sector homes are programmed to be built in the three years to April 2028, which would take the total number delivered during the LHS plan period to 1941, which significantly exceeds the 1,300 target. • Prepare 2025/26 Housing Land Audit and update programming • Continue to work with private developers to deliver 1,300 new private homes target by 2028. 31 March 2028 Senior Manager (Planning) Strategic Planning Manager LHS_08. Consider opportunities to provide homes in and around our town centres Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing is developed in or around town centres, where feasible Work will complete during late Summer/early Autumn 2026 to deliver six new flats at the former King’s Arms public house in Irvine town centre. Refurbishment works commenced on 18 May 2026 to create three flats in Nelson Street, near Largs town centre through the SHIP. Works are expected to complete 2027/28. • Deliver further town centre homes, where feasible, during the lifespan of the SHIP. • Continue to work in partnership with the Regeneration Team to identify potential development opportunities. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) 107
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 7 Affordability & Choice LHS_09. Enforce a zero tolerance approach to harrassment and abuse against equalities groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Every identified incidence of harassment is investigated and actioned Service Health and Safety reports are completed quarterly. Within this report all workplace incidents are outlined, with Management actions noted. Incidents of harassment and violence and aggression have increased. Sanctions are presently being reviewed in relation to behaviour. Between June and August 2025, all Housing Operational Staff have attended Health and Safety and Risk Assessment Training, which outlines reporting structures for this type of situation. From April 2026, all housing staff have been trained on Personal Resilience. The Communities and Housing Directorate has developed an action plan to address levels of violence and aggression across services. This will support more in-depth monitoring and oversight of issues as they arise. • Continued quarterly Health and Safety Reporting, full discussion and debriefing to support staff. • Establishment of sanctions across all sectors of housing. • Continued training and development of staff to increase confidence in addressing matters. • Development of further SSOW within Ardrossan Hostel that will enhance H&S. • Work ongoing to review cases placed on the CRID system. • Working with Corp H&S to procure & implement a lone working device for staff based out in the community. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) Team Manager, (Temporary Accommodation, Housing Support and Resourcing) LHS_10. Train our staff to understand cultural differences and challenges faced by different ethnic groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 108
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 8 100% of our staff are trained All staff have completed their mandatory North Ayrshire Council Equality and Diversity 2026 training module on iLearn. Evidence of completion is recorded on the HR system, Chris. On an annual basis all staff undertake both mandatory and additional learning with opportunities for partnership learning and further education through the Housing Learning Academy • New staff members will be asked to complete the mandatory module. All staff will complete this module on an annual basis • Promotion of further educational opportunities through the Housing Learning Academy • Development of a Partnership Learning Approach to provide essential skills to operational staff. 2024 31 March 2028 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_11. Work with national agencies and local partners to ensure refugees, asylum seekers and other displaced people affected by conflict are supported to live in safety in our area Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of refugees and people displaced by conflict who are housed in our area received support NACs voluntary involvement in UK Government resettlement programmes remains paused. Refugee Resettlement Task Force partners are in the process of implementing their agreed Transition Strategies which were finalised in line with the target date of 31st March 2026. Accommodation for Ukrainian Refugees • 143 households (345 people) living within social housing • 9 households (23 people) living within private accommodation • 20 households (37 people) living within hosted accommodation across the North Ayrshire area • Currently 172 households (overall 405 individuals) • The Refugee Support Team to continue to work with CPP partners to ensure refugees and people displaced by conflict who are housed in our area receive support. • Refugee Resettlement Task Force partners to continue to work in partnership throughout 2026-27 to consider remaining resettlement services and identify priorities for 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) 109
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 9 The 2nd Phase of the Ukrainian Permission Extension Scheme (UPE) will open as of April 2026, (in country applications only). Afghan Resettlement • 11 households (54 individuals) • Of which 7 families are still within the initial 3 years of resettlement support commitment. Asylum Dispersal • Mears have 34 properties (124 bedspaces) fully procured for use within the North Ayrshire area. • New procurement plan/target is 334 bedspaces (additional 207 bedspaces) Asylum Decisions (Discontinuations) • 15 positive (Indefinite Leave to Remain granted) asylum discontinuations issued to households (26 Individuals) placed within North Ayrshire. • 5 households (13 individuals) presented to North Ayrshire for homelessness assistance. • Received 3 homeless applications from out with North Ayrshire granted Indefinite Leave to Remain. continuation beyond March 2027. LHS_12. Engage with Gypsy / Travellers to ensure that housing solutions meet their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Gypsy / Travellers needs and aspirations are reflected in all service provision Working with partner services, we delivered services to the community with Minority Ethnic Carers of People Project (MECOPP), Education, Money Matters, NHS and the Tenant Participation team. From 1 April 2025 – 31 March 2026 The Tenant Participation team met with Redburn residents’ group in six times throughout 2025-26 to maintain positive engagement and opportunities for residents to influence decision-making around site • We will continue to support Redburn residents' group to influence decision making in relation to housing service delivery as well as proposals to redevelop the site to improve tenant satisfaction. 2023 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer 110
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 10 issues and future development. This led to the group assisting Housing by attending the NAN on three occasions and with the TIS reaccreditation process. Further assistance was given to residents across to access Universal Credit as well as clothing and energy grants. We assisted with Occupational Therapist visits on site. Further assistance was also given to MECOPP to engage with Redburn Residents as well as education services with weekly tutor visits and monthly GP clinics. • Continue to work in partnership with the Scottish Government and COSLA in relation to supporting the Gypsy/Traveller community. Engagement & Support) LHS_13. Listen to Gypsy/Travellers from unauthorised encampments so that we can better understand and respond to their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of Gypsy/Travellers living in unauthorised encampments are approached for a Support and Needs Assessment We have assisted families on encampments to access dental support (incl emergency dental treatment). Assisted visiting families with housing applications on four occasions. Supported requests for access to local GP surgeries and access to school placements for one family. Supported a separate family to access maternity assistance. • Continue to support encampments as they visit North Ayrshire. • Continue to work in partnership with the Scottish Government and COSLA in relation to supporting the Gypsy/Traveller community and encampments. 2023 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_14. Carry out an options appraisal on potential Gypsy / Traveller site improvements Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of our findings, and supporting action plan (if feasible) The redevelopment of Redburn Grove, Irvine was included as a prioritised project within the SHIP 2026- 2031 approved by Cabinet in October 2025. • Feasibility study results awaited to inform site redevelopment. 2024 Senior Manager (Housing Strategy & Development) Team Manager (Affordable 111
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 11 Housing & Regeneration) LHS_15. Develop and deliver an LGBTQ+ informed housing service, including: • Establish LGBTQ+ champions • Develop an LGBTQ+ staff training programme • Increase private sector awareness of LGBTQ+ housing issues • Encourage our LGBTQ+ tenants and residents to participate Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The delivery of an inclusive housing service is evidenced by involvement and participation in the delivery and development of housing services An LGBTQ+ awareness session was delivered to staff in July 2024. This was delivered by the Terrance Higgins Trust, and a copy of the presentation slides are available for all staff to view. All staff have completed the mandatory training module, Equalities and Diversity 2026. The completion record for this is saved on the HR System. Chris. Ongoing engagement with seldom heard groups is taking place via the Communities Team. The Tenant Participation Team engaged with seldom heard groups to ensure all communities were invited to have a voice, by developing a new North Ayrshire Network. LGBT+ representation was invited to form part of this new wider inclusive Network. • New members of staff will complete the mandatory module when they join • Staff will complete the mandatory module on an annual basis. 2024 31 August 2025 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_16. Work in partnership with statutory and third sector agencies to deliver planned national changes to homelessness prevention legislation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of our response The Housing (Scotland) Act 2025 section 5 relating to the ‘Ask’ and ‘Act’ remains a focus for the Homeless Task Force. The Act has to be implemented no later than 6 November 2028. The Scottish Government will be using the Homeless Prevention Pilots to inform on guidance and secondary legislation. • Engage with Scottish Government when they consult on guidance and attend any national forums. 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) 112
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 12 The ‘Ask and Act’ Early Doors pilot continue to embed the approach across frontline Council and HSCP services during Quarter 3. Forty-six people were referred, with 14 substantively engaging. Early outcomes included three successful tribunal decisions in favour of the tenant. Rollout is progressing with Criminal Justice and Alcohol and Drug Partnership services, alongside work to improve recording of Ask activity. Homelessness Service staff have attended management team meetings with relevant services to raise awareness and remain available to attend further meetings as required. Team Manager (Homeless Prevention and Advice) LHS_17. Develop and deliver a North Ayrshire inter-agency strategy to prevent homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Levels of homelessness will reduce The Homeless Prevention Strategy 2026–2031 is currently being finalised following consultation with Council services, partners, community groups and people with lived experience. Public consultation during May and June 2026 received 89 responses and demonstrated broad support for the Strategy’s priorities and proposed outcomes. Feedback has been incorporated into the final Strategy and Delivery Action Plan, including the priority actions for year one. The Strategy is scheduled to be considered by Cabinet during Q4 2025/26. The Homelessness Task Force continues to provide oversight of this work to discuss the draft action plan, and implementation planning. The Strategy is being developed to align with the Housing (Scotland) Act 2025 prevention duties. • Collate all feedback which will be included in the Cabinet report (Q4 2025/26) • Year one action plan to be developed and discussed by homeless task force 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Housing Support and Resourcing). 113
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 13 LHS_18. Through the ‘Violence Against Women Partnership 2021-2026, deliver the North Ayrshire violence against women and girls action plan aligned to the ‘Equally Safe' strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A reduction in domestic violence and achievement of the Violence Against Women National Standards accreditation A dedicated VAW Lead Officer post has been established within Housing Services and multi-agency work is progressing to develop the North Ayrshire Violence Against Women and Girls Strategy and Action Plan 2026–2029. Current priorities include progressing actions arising from the MARAC review, strengthening partnership representation and data arrangements, developing the Council’s position on commercial sexual exploitation, and embedding the new domestic-abuse tenancy provisions. • Work on the Strategy Plan 2026-29 commenced. It is anticipated that a consultation draft will be completed during Q4 of 2025/26. December 2026 31 March 2028 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Resourcing and Housing Support) LHS_19. Work with our partners to develop a hospital discharge pathway Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 0% of those leaving a health care setting will be homeless Health Service were initially leading on a discharge protocol that encompassed all services with a target date of 2023, however due to the proposed changes through the “Ask” and “Act” this work stalled. The proposal is to create a dedicated Hospital/Health Link Officer who will lead on collaborating with partners, to create a hospital/Housing discharge pathway that will recognise the proposed “Ask” and “Act” recommendations within the Housing Act. This will promote partnership working and encourage early intervention to prevent homelessness and ensure the housing needs of patients are identified on admittance. • Proposals paper to finalised. 2023 31 March 2027 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) Team Manager (Homeless Prevention and Advice) LHS_20. Continue to work with the HSCP to support young people make the transition from care to a home of their own 114
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 14 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of young people are supported as they leave care and move into their own home Responsibility for implementing and monitoring the delivery of the Housing Social Services Care Leavers Protocol and Procedure sits with the Moving on Forum. The Moving on Forum membership has been reviewed, and all Senior Housing Officers now attend the 4- weekly meetings with H&SCP to meet the health, welfare and development needs of care experienced children and young people across North Ayrshire. In early September 2025, Housing Services highlighted a significant increase in care leavers awaiting permanent offers of housing and initiated an exercise to explore opportunities to alleviate cross-service pressures. A short-life task & finish group was mobilised to review and prioritise allocations to Group 2 Throughcare cases During the period 5 September 2025 to 28 April 2026, 30 Throughcare applicants were successfully rehoused, which reflects the significant positive impact of the task & finish group and the ongoing work of the Moving on Forum. • Protocol to be signed off and adopted. • To be implemented and promoted though multi- agency platform. • Development of outcome tool to monitor tenancy sustainment through partnership approach with HSCP – Throughcare team. 2024 31 March 2027 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) (Temporary Accommodation, Resourcing and Housing Support) LHS_21. Consider the pathways into housing for young people to maximise housing options specific to their needs and reduce the risk of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fewer young people become homeless The Housing Advice Officer (Prevention) posts have been concentrating on reducing youth homeless for individuals leaving the familial home and those who hold their own tenancies. These officers are liaising with Partners to create referral pathways and to promote homeless prevention. In 25/26, this intervention saw the number of people between the ages of 16 to 25 reduce from 290 applications to 188 (35.17% reduction). • Continue to promote and enhance the service to maximise uptake and impact. 2024 31 March 2027 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) 115
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 15 The Officers attend Kilwinning College 6 weekly to provide housing advice, participate in the Alcohol and Drug Partnership Prevention, Education and Early intervention Group and Employability Youth Tracking and Progression Group. LHS_22. Implement the integrated prison discharge protocol Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Homelessness as a result of prison discharge is reduced to below 5% The integrated prison discharge protocol was initially drafted in 2019. However, ongoing changes within the Scottish Prison Service, the impact of COVID-19, and the subsequent transfer of HMP Kilmarnock from Serco to the Scottish Prison Service meant that the document required continual review and updating. In July 2026, the final document was shared with the Homelessness Task Force as a working protocol. In 2019, when the short-life working group was established to develop the protocol, 26 applicants recorded prison as their last settled residence, representing 9% of all homelessness applications. In comparison, during quarter 1 of 2026/27 there were 17 prison discharges, accounting for 6% of all approaches for homelessness assistance. • Continue to monitor homeless levels. 2023 30 June 2026 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) LHS_23. Implement Housing First for our most disadvantaged service users Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100 Housing First Tenancies are delivered by 2024 During 2025/26, 28 Housing First tenancies were created. This brought the total delivered over the first seven years of Housing First to 151 tenancies by 31 March 2026, exceeding the annual target of 20 new tenancies. For year 8, the annual delivery target has been increased to 25 new Housing First tenancies. • Create 25 Housing First tenancies during 2026/27. 2024 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless 116
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 16 The 151 tenancies delivered by the end of year 7 comprised 143 North Ayrshire Council tenancies, three Riverside Homes tenancies and five Cunninghame Housing Association tenancies. The number of tenancies created each year is broken down as follows: • 2019/20 - 15 • 2020/21 - 25 • 2021/22 - 22 • 2022/23 - 22 • 2023/24 - 16 • 2024/25 – 23 • 2025/26 – 28 • 2026/27 YTD - 11 Prevention and Advice) LHS_24. Undertake a review of tenancies which have failed in the previous 12 months following resettlement of homelessness to inform allocation processes Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Increased tenancy sustainment following homelessness In 2023/24 North Ayrshire's tenancy sustainment rate for homeless households fell to 84.02%, representing the lowest level recorded locally at that time. Since then, performance has improved steadily, increasing to 87.5% in 2024/25 and 89.8% in 2025/26. Tenancy sustainment figures reported in 2025/26 are based on tenancies that commenced during 2024/25 and remained in place for at least 12 months. Of the 449 tenancies created during 2024/25, 389 were successfully sustained, resulting in an overall tenancy sustainment rate of 89.8%. For households allocated housing through homelessness legislation, the sustainment rate was 87%. By comparison, the latest Scottish average is 92% for all tenants and 91% for formerly homeless households. Of the 60 tenancies that were not sustained, the recorded reasons were: • 16 abandonments • August - Implementation of redefined roles and responsibilities for Housing Support and Temporary Accommodation. • Procurement of Support information system with person- centred, outcome- focussed approach. • Encouragement of partnership working and learning • Implementation of North Ayrshire Sustainment Forum 2026 31 March 2028 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Resourcing and Housing Support) 117
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 17 • 9 fleeing violence • 9 moving to family or friends • 5 deceased • 4 entering custody • 3 other reasons • 14 due to a range of other individual circumstances While performance remains below the current Scottish average, the direction of travel is positive, with tenancy sustainment improving year on year. This suggests that measures introduced to strengthen prevention, housing support and early intervention are beginning to have a positive impact on tenancy outcomes. From August 2026 North Ayrshire Council will implement a revised service delivery model for Housing Support and Temporary Accommodation services. The change will provide a clearer distinction between roles, with Housing Support Officers focusing on assessing needs, coordinating support, and working in partnership to address the wider factors that can place a tenancy at risk, while Temporary Accommodation Officers will focus on accommodation and property management responsibilities. The revised model is intended to strengthen early intervention, provide more targeted support for households with complex needs, and improve multi-agency working, with the overall aim of increasing tenancy sustainment and reducing repeat homelessness. LHS_25. Review the Rent Deposit Guarantee Scheme and recommend future approach Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of the review and action plan (as appropriate) The Rent Deposit Scheme remains paused however through better engagement with our landlords; we hope to encourage the use of the scheme in the future. • Continue the momentum of the Landlord Forum. • Promote Landlord-to- landlord sales. 2024 31 March 2025 Senior Manager (Housing Strategy & Development) 118
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 18 The Private Sector Landlord Forum took place on 30 June 2026. This event was the first to take place since covid and brought over 30 landlords together. The agenda included the upcoming regulations from the Housing (Scotland) Act 2025, a presentation from the Scottish Association of Landlords, and CHAP advertised their ‘Early Doors’ Project. Following consultation with the landlords, the next forum will take place in October 2026. Team Manager (Housing Strategy) LHS_26. Align support delivery to prevention activities as identified within the Homelessness Prevention Strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Appropriate levels of support available to prevent and alleviate homelessness The Housing Advice team continues to provide early advice, information and targeted intervention to households who are homeless or threatened with homelessness, with a clear focus on prevention and sustainment. This includes dedicated Prevention Officers who work with individuals and families at the earliest opportunity to explore housing options, resolve issues before crisis point and strengthen referral pathways with partner agencies. In addition, a Housing Advice Officer attends Women’s Aid on a fortnightly basis to promote joint working, raise awareness of the service and provide housing advice and early intervention support. The service is further supported by specialist roles, including a Justice Worker and an Addictions Worker, which strengthen our ability to respond to people facing multiple and complex barriers. These roles support earlier identification of housing risk, improve partnership working and help people to access the right support at the right time to prevent homelessness or reduce repeat presentations. Housing First also remains a key part of our prevention and sustainment approach for people with multiple disadvantage, providing settled accommodation • Strengthening of partnership working and learning across all services • Improved information sharing across services to ensure accurate and relevant information is available at presentation stage. • Current development of North Ayrshire Sustainment Forum. • Procurement and implementation of Housing Support outcome measurement tool. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) Team Manager (Temporary Accommodation, Resourcing and Housing Support) 119
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 19 alongside intensive, person-centred support to help sustain tenancies and improve longer-term outcomes. Tailored prevention training is also being developed to upskill staff, with a focus on mediation and trauma- informed practice. LHS_27. Review the proportion of social rented lets to homeless people to minimise the duration of homelessness Desired Outcome Next Steps RAG Status Original due date Revised due date Assigned to Reduce the length of stay in temporary accommodation by 50% from 26 weeks to 13 weeks Housing continue to prioritise allocations to homeless households in order to reduce reliance on temporary accommodation and support quicker transitions into settled housing. During 2025/26, 499 of the 844 North Ayrshire Council properties let (59%) were allocated to homeless households, compared with 458 of 1,044 lets (44%) in 2024/25. This focus has continued into 2026/27, with 131 of the 210 properties let during Quarter 1 (62%) allocated to homeless households. While the average case duration from homelessness application to case closure remained at 28 weeks in 2025/26, unchanged from the previous year, there has been a significant reduction in the average time households spend in temporary accommodation. The average number of days spent in temporary accommodation reduced from 153 days in 2024/25 to 120 days in 2025/26. This suggests that increased access to settled accommodation is helping households move on more quickly from temporary accommodation, reducing pressure on the temporary accommodation system. The Rapid Rehousing Transition Plan (RRTP) 2019/20 to 2023/24 set an ambition to reduce the average time taken to discharge homelessness duty from 26 weeks to 13 weeks. However, national priorities during this period, including the COVID-19 pandemic and • Implementation of the Homeless Prevention Strategy – Cabinet during Q4 2025/26. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) 120
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 20 humanitarian resettlement programmes, affected delivery of some RRTP outcomes across Scotland. While the future direction of RRTP remains unclear nationally, it is anticipated that there will be a renewed focus on homelessness prevention. A key objective of the Homeless Prevention Strategy will therefore be to build on the progress already made in reducing time spent in temporary accommodation and to reduce the average time taken to discharge homelessness duty to 13 weeks over the five-year life of the strategy. This will be achieved through a continued focus on prevention, earlier intervention, and improving access to settled housing options. LHS_28. Consider introducing alternative housing models to meet local housing needs beyond social rented accommodation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of the review and any associated action plan Alternative Housing Models research is now included as part of our Local Housing Plan development. An action plan will be developed from each LHP to identify specific housing needs for each area of North Ayrshire. • Review funding opportunities from the Scottish Government. • Continue with the development of LHPs 31 December 2025 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_29. Support the Scottish Government's target to deliver 110,000 new affordable homes by 2032 by delivering the projects set out within the Strategic Housing Investment Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to New affordable homes are built in North Ayrshire From April 2025 to 31 March 2026, 19 new build Council homes were delivered against the 19-unit target for the year as set out within the Strategic Housing Investment Plan 2026-2031. No new build homes were delivered by our Registered Social Landlord partners (RSLs). • As at June 2026, 50 homes are underway at former Garnock Academy, 202 at Ayrshire Central, six at former King’s Arms, nine at Redburn Place (Cairn / ANCHO), and 2028 31 March 2032 Senior Manager (Housing Strategy & Development) Team Manager (Affordable 121
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 21 26 at Springbank (Trust). Housing & Regeneration) LHS_30. Research barriers to mutual exchange in order to increase its use as a rehousing solution Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to There is an increase in the number of mutual exchanges • 462 active Mutual Exchange adverts. • 16 Mutual Exchanges approved in 2025-26. • Average timescale of 29 days to complete Mutual Exchange. Housing Services met with a mutual exchange systems provider in September 2025 to understand capabilities and support business case development. Housing Services attended Scotland’s Housing Network MX session in May 2026 with Scottish LAs. Further discussions to be held in partnership with Edinburgh City Council re. potential national MX platform. • Consider MX Options Appraisal comparing implementation of MX Officer against implementation of MX supporting platform/app for applicants before being presented to NAHR partners. 2024 31 December 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_31. Work with partners to align the North Ayrshire Allocation Policy to emerging issues, incorporating national and local priorities Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new policy is published The policy was presented to the Policy Advisory Panel on 9 September 2025 and subsequently approved by Cabinet on 30 September 2025. Collaborated with NAHR partners to develop annual and quarterly NAHR performance reports for publication on the NAHR website. 2025-26 NAHR performance report has been published on the NAHR website. • Continue to work in partnership with NAHR partners to monitor and evaluate the impact of allocations. • The next Allocation Policy review is scheduled for 2028-29 with estimated Cabinet approval required Q3 2028-29. 2023 & 2026 30 November 2025 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_32. Increase the social housing supply by buying back former social housing 122
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 22 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Former social housing is brought back into the affordable housing supply During 2025/26 the Council acquired four properties, Riverside Housing Association acquired four properties and Cunninghame Housing Association acquired two properties though the SHIP. Trust Housing Association also acquired a further three homes on Arran through the Rural Affordable Homes for Key Workers Fund which is available to 2028. Due to the current pace of the housing market the Council has been finding it difficult to acquire homes that are marketed for sale. Officers are targeting acquisitions to minimise the number of missed opportunities by working with estate agents, developers, and our Private Sector Team to identify empty homes that have the potential to become social housing. NAC and RSLs continue to work in partnership to identify suitable properties that can be bought back using the Rural Affordable Homes for Key Workers Fund to increase the affordable housing stock available on our islands. • Continue to buy back properties, subject to funding availability. • Housing Acquisition Strategy to be presented to Cabinet in June 2026. • Identify further properties that can be bought back using the Rural Key Workers Housing Fund and progress where feasible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_33. Bring empty homes back into use through the buy back scheme Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Empty homes are purchased and brought back into use as affordable housing One empty home was acquired in 2025/26. Since the end of the 2025/26 reporting year, the Housing Acquisition Strategy was presented to Cabinet in June 2026, with a strengthened emphasis on returning long-term empty homes to use as part of efforts to increase the availability of housing stock. • Monitor the progress of empty homes acquisitions following the introduction of the new strategy. • Proceed with empty homes acquisitions where the strategic needs of the service 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 123
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 23 can be met by the property. LHS_34. Assess the future housing need and demand of our island residents, workers, and key workers Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Island residents’ needs and aspirations are reflected in all service provision The Arran Housing Survey was developed and launched on 31 January 2025 by the Arran Housing Task Force. The survey looked for responses from Arran households, employees / employers on the island, landlords, second homeowners, empty homeowners, short-term let owners, and those wishing to move to the island, to help shape future housing provision on the island. Following the survey closure in April 2025, the results were analysed by the Council’s Housing Strategy Team, and the report was signed off by the Task Force in 2026. The Arran Housing Task Force membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups, and Arran registered social landlords. • Review housing need and demand of Cumbrae and Arran in line with our Local Housing Plans. 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) Affordable Warmth & Zero Emissions LHS_35. Support the Environmental Sustainability and Climate Change Strategy to reduce fuel poverty and increase affordable warmth Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fuel poverty is reduced, and affordable warmth is increased for North Ayrshire residents North Ayrshire Council’s approach to reducing fuel poverty is centred on: • improving energy efficiency of housing (particularly older stock) • delivering targeted, funded retrofit schemes (Area Based Schemes, Energy Company Obligation) • Progress delivery pilot retrofit projects to inform wider roll-out across stock • Improve tenant and homeowner engagement 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Senior Manager (Property Management and Investment) 124
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 24 • offering advice and income maximisation services • aligning fuel poverty activity with climate and net zero programmes • adopting a targeted, place-based delivery model The current focus is on scaling retrofit delivery informed by pathfinder work, while ensuring residents can access immediate financial and advisory support. • Target further interventions towards hard-to-heat and low- income households • Align delivery with EESSH and net-zero requirements, ensuring long-term improvements in affordability and warmth LHS_36. Implement a range of energy efficiency and decarbonisation measures across Council housing stock to meet EESSH2 requirements informed by an EESH2 pathfinder focusing on a whole-house approach to retrofit Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A whole house approach to energy efficiency and decarbonisation is adopted for Council housing stock The PMI Pathfinder project continues to progress as a key element of the Council’s approach to improving energy efficiency and reducing fuel poverty within the housing stock. External consultants (MAST) have completed initial surveys of selected traditional properties and have begun to develop tailored recommendations to inform a whole-house retrofit approach. The work is providing valuable insight into the financial, technical and customer implications of delivering zero-emission and energy efficiency measures at scale, which will support future business planning and wider programme delivery. • Agree final scope of works for pilot properties based on consultant recommendation • Progress procurement of contractors to deliver pilot retrofit measures • Test and refine the whole-house retrofit approach in live properties • Assess cost, performance and tenant experience outcomes to inform wider rollout • Use outputs to support long-term investment planning and EESSH delivery 2023+ 31 December 2026 Senior Manager (Property Management and Investment) 125
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 25 • Develop a scalable delivery model to expand retrofit activity LHS_37. Review our approach to dealing with dampness and mould issues within properties Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All our properties are free from dampness and mould and advice given to private sector to achieve same outcome The existing process is continuing with trained scoping officers identifying the cause and remediation required to resolve dampness and mould issues, or to provide advice where required. This process is being reviewed for Council tenancies to ensure compliance with the implementation of Awaab’s Law on 6 October 2026. • Development and trialling of a Hazard Case module within the Uniclass repairs database to assist with recording all data in relation to a dampness and mould case from awareness to completion and assurance. • Further training planned for all relevant staff relating to dampness and mould – tailored to level of involvement. • Recruitment of additional staff to deliver the anticipated increased demand, surveying, remedial work and reporting requirements. • Preparation of contractual framework to augment in-house delivery team during periods of high demand to achieve timescales. 2023 31 March 2026 Senior Manager (Property Management and Investment) Senior Manager (Operations – Building Services) 126
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 26 • Communication with all resident engagement channels regarding the obligations and response to the new law. Improving the quality of our homes LHS_38. Review Census 2022 data to identify any emerging issues which may impact housing and related services Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Develop an action plan to address any issues which may emerge following review Economic Policy are in receipt of Scottish Government's Addressing Depopulation Action Plan funding to trial a range of interventions to support population retention and attraction. Following approval of the Ayrshire RES Delivery Plan, the three Ayrshire authorities are also working in partnership to deliver joint projects • Work in partnership with Economic Policy to address impacts on housing 2024 31 March 2028 (updated 2026) Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_39. Promote and provide a ‘pre-tenancy support service’ for landlords (on tenancy agreements and property standards) Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Landlords are supported to create and maintain tenancies in accordance with legislative requirements The pre-tenancy support service was established in April 2019 and is managed by the Private Sector Team. Uptake has been low, and the team continues to look at alternative ways to promote the service. The team continue to support landlords, owners, and tenants in North Ayrshire with a range of other services including tolerable standard inspections, missing shares assistance, common repairs, resolving disputes, and empty homes. • The team continue to look at alternative ways to promote the service. • Engage with landlords through the Landlord Forum 2023 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_40. Continue to implement the Housing Asset Management Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 127
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 27 Implementation of the Housing Asset Management Plan action plan Property Management & Investment (PMI) continues to progress implementation of the Housing Asset Management Plan, with activity focused on strengthening governance, improving asset data quality, and aligning investment planning with affordability, compliance, and sustainability priorities. The HAMP was formally reviewed and approved in December 2025 and underpins the Housing Revenue Account (HRA) Business Plan, ensuring that capital investment and maintenance programmes are informed by a strategic, evidence-based approach. Delivery is overseen through established governance arrangements, including the Housing Asset Management Board (HAMB), with an emphasis on the use of data to drive asset management. Statutory Compliance Actions taken to improve our processes have delivered continued improvement in this area. Performance Measure 2025/26 2024/25 2023/24 Gas Safety 100.00% 99.99% 99.79% Smoke Detection 100.00% 100.00% 99.99% Electrical Testing 99.16% 97.65% 78.71% • Complete integration of asset data systems to support a property-level decision-making framework • Finalise and implement a RAG- based asset assessment model drawing on condition, demand and tenancy data • Continue to refine governance arrangements and roles across services to support integrated asset management • Use HAMP outputs to inform prioritisation of capital investment and future programme development • Progress pathfinder and decarbonisation activity to inform long-term retrofit and sustainability investment • Address identified resourcing and capacity gaps to support delivery of the HAMP action plan • Strengthen performance 2027 31 December 2027 (updated 2026) Senior Manager (Property Management and Investment) 128
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 28 monitoring and reporting through HAMB and Cabinet oversight to track delivery against outcomes LHS_41. Prevent housing crisis through early intervention by ensuring housing staff can identify the long term needs of tenants to ensure housing is sustainable Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All housing staff can identify the long-term needs of tenants, including the challenges facing people with neurodiverse issues Housing staff are being supported to identify tenants’ long- term needs, including neurodiverse needs, through targeted training, person-centred support assessments, reasonable adjustments, improved recording of communication preferences and clear referral pathways to specialist services. This is strengthening staff confidence in recognising early signs of tenancy risk and enabling tailored support to improve tenancy sustainment and access to services. • This approach will be embedded within existing processes, including home visits undertaken by Housing Officers, Housing Support Officers, and delivered through the locality working model already in place for Housing Services. 2024 31 March 2028 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) LHS_42. Complete our Sheltered Housing Reprovisioning Programme by investing in 11 sheltered housing complexes over the lifetime of this strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Sheltered housing complexes are refurbished James Frew Ltd. have been appointed as the main contractor for the refurbishment of Laigh Court, Beith with work commencing on 1 June 2026. The tendering process for a main contractor for Vineburgh Court, Irvine is underway, with work due to commence in autumn 2026. • Final plans consultation took place at Moorburn Park, Largs in Autumn 2025, with work due to commence in early 2027. • Final plans are currently being prepared for Regal Court, Dalry and 2028 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) 129
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 29 Heathfield House, Irvine. LHS_43. Ensure that the Strategic Housing Investment Plan addresses current and future demographic needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing investment priorities within the Strategic Housing Investment Plan align to future and current demographic needs The demand for social housing is assessed annually as part of the preparation of each new SHIP. Upon the identification of a new development site, the Common Housing Register Team undertakes an analysis of demand data and contributes to determining the most appropriate site mix based on prevailing housing needs and demand pressures. • Development of performance management framework for housing need and demand. • Development of the Housing Need and Demand Assessment 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_44. Consider establishing a target for the delivery of accessible homes within the private sector Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Local Development Plan 3 sets out the requirement for accessible private housing delivery The views of stakeholders on the need for a target for the delivery of accessible homes within the private sector have been taken into account in the LDP Evidence Report, which was approved by the LDP Committee in December 2025. The Evidence Report states the Council is minded not to include a blanket minimum target for the provision of accessible housing with private developments across North Ayrshire within LDP3. Rather, we will ask developers to demonstrate how their proposals for new homes contribute to delivering accessible, adaptable and wheelchair accessible homes as part of the Statement of Community Benefit (as required by NPF4 policy 16 b). • Continue to engage relevant stakeholders in the preparation of the Proposed Plan. 2024 30 June 2028 (updated 2026) Senior Manager (Planning) Strategic Planning Manager LHS_45. Review and update our Scheme of Assistance to: • Ensure the promotion of positive outcomes for people living with autism in the private housing sector • Ensure inclusive engagement with hard to reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues 130
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 30 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of information, sign posting to advice services and the planned refresh of the Scheme of Assistance The Council approved the revised Scheme of Assistance in June 2026. It incorporates the amendments to the Repairing Standard introduced on 1 March 2024, promotes positive outcomes for people with autism within the private housing sector, and strengthens the focus on inclusive engagement with hard-to-reach groups. The document is available on the NAC website, which allows it to be accessed in formats appropriate for people with literacy, sensory, and communication issues. • Ensure the Scheme of Assistance is publicised and accessible to North Ayrshire residents. 31 December 2025 June 2026 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 131
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Appendix 2 - Local Housing Strategy 2023 – 2028 New actions – Year 3 (2025/26) Update LHS_NEW01. Embed North Ayrshire's Child Poverty values and outcomes across housing strategy, policy development, and service planning Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing policies, strategies, and service delivery contribute to reducing child poverty by supporting families at greatest risk of poverty in line with applicable UNCRC articles New action • Establish ongoing partnership working with the Child Poverty Strategy Team to inform housing policy development • Review housing strategy actions against North Ayrshire's Child Poverty Action Plan priorities • Analyse housing data to identify and monitor outcomes for priority family groups 31 March 2028 Team Manager (Housing Strategy) Policy Officer (Child Poverty) LHS_NEW02. Complete and submit North Ayrshire's Rent Conditions Assessment Report to Scottish Ministers in accordance with the Housing (Scotland) Act 2025 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to North Ayrshire Council fulfils its statutory duty to assess local rent conditions and submit a Rent Conditions New action • Review Scottish Government guidance on rent condition assessments (expected September 2026) 31 May 2027 Senior Manager (Housing Strategy & Development) 132
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Appendix 2 - Local Housing Strategy 2023 – 2028 New actions – Year 3 (2025/26) Update Assessment Report to Scottish Ministers by 31 May 2027 • Review and analyse the rent data pack provided by the Scottish Government (expected late 2026) • Undertake the North Ayrshire rent conditions assessment and draft the statutory Rent Conditions Assessment Report • Obtain internal approval through Cabinet • Submit the report to Scottish Ministers by 31 May 2027 Team Manager (Housing Strategy) 133
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Roads Winter Service and Weather Emergencies Plan 2026/27 Purpose: To seek approval from Cabinet for the Roads Winter Service and Weather Emergencies Plan 2026/27. Recommendation: That Cabinet (a) approves the Roads Winter Service and Weather Emergencies Plan 2026/27; and (b) notes the preparations and actions taken which are contained in the Winter Preparation Action Plan. 1. Executive Summary 1.1 North Ayrshire Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads which by definition includes carriageways, footways, footpaths, pedestrian precincts, etc. 1.2 The Council is also responsible for the management and operation of the coastal flood protection controls at Largs and Saltcoats. The Council will close the flood gates on the promenades and erect the flood barriers at Largs Pier in advance of predicted severe weather with minimum disruption to promenade users and the Largs to Cumbrae ferry. Coastal flooding can occur at any time and, accordingly, the Council provides this service throughout the year. 1.3 A review of the Council's Winter & Weather Emergencies Service was undertaken over the summer months. The 2026/27 Winter Preparation Action Plan has been developed to ensure adequate preparations and effective arrangements are in place for 2026/27. The Winter Preparation Action Plan is included at Appendix 1. 1.4 The Roads Winter Service and Weather Emergencies Plan 2026/27 is contained at Appendix 2. 2. Background 2.1 In its statutory role as the local Roads Authority, the aim of North Ayrshire Council in respect of its winter service and weather emergencies is to: Agenda Item 7 135
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• provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions. • establish a pattern of working which will keep delays, diversions, or road closures to a minimum during adverse weather conditions. • conduct operations having regard to the requirements of the Health & Safety at Work Act 1974 and any other relevant enactments. 2.2 Separately, the Trunk Road Network is the responsibility of Transport Scotland and their management contractor, Amey. The Trunk Road network includes the A78, the A737 from Kilwinning to the Renfrewshire Boundary and A738 from the Pennyburn Roundabout to the A737 Dalry Road, Kilwinning 2.3 All winter gritting and snow clearing operations on the Trunk Road Network are the responsibility of Amey. The Council’s Roads Team do however liaise on a regular basis with the trunk road operator during periods of adverse weather, to provide the best possible seamless service to the travelling public. 2.4 The Council’s current updated Winter Preparation Action Plan 2026/27 highlights a few key areas where preparation arrangements are being reviewed and refreshed: • Salt supply resilience, storage and capacity • Resilience arrangements • Grit bins/community resilience 2.5 Whilst the Council's primary focus is on our Priority Network, our communities have an expectation of wider assistance during extreme weather, for example in and around schools, in residential streets, car parking areas etc. There are approximately 565 grit bins provided on the road network. Salt is also available from several supply points throughout the Council area. Details of planned winter treatments are posted on the Council’s website. In addition, details of disruption to the road network caused by adverse weather are also posted on the website. In periods of severe weather Elected Members are also provided with regular service updates. 2.6 Road hazard weather forecasting is provided through a collaborative contract led by South Lanarkshire Council. Weather Forecast provider, MetDesk Limited, is appointed as the weather forecast provider. During the winter period MetDesk Limited will provide the weather forecasting service and monitor road and weather conditions. 2.7 The Council’s gritting routes have been developed from thermal mapping of the road network. Thermal mapping is a process by which the variation of minimum night-time road surface temperature is measured, and this provides the temperature relationship across the whole network, identifying those sections of the road which are likely to freeze first. Thermal Mapping identifies colder roads and enables selective targeting of those areas in need of treatment. Our gritting routes are unchanged for this winter, details of each Priority route are provided on the Council’s web pages at: https://www.north-ayrshire.gov.uk/roads-and-parking/winter-gritting 2.8 Priority 1 routes will be treated on receipt of an adverse weather forecast as detailed in the decision-making matrix contained in Appendix B of the Winter Service and Weather Emergencies Plan 2026/27. 136
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2.9 Priority 2 routes will be treated in addition to Priority 1 routes when sub-zero temperatures are forecast to extend beyond midday and will be treated following completion of Priority 1 routes. Generally, the treatment of Priority 2 routes will commence at 8.00am however appropriate treatment may be instructed at any time depending on conditions. 2.10 Priority 3 routes will generally only be treated following severe weather or when sub- zero conditions are forecast to continue over an extended period. They will be treated as resources permit only after all Priority 1 and Priority 2 routes are clear unless identified as an emergency. 2.11 Operational resources from Neighbourhood Services (Roads and Streetscene) will be provided for the Winter and Weather Emergencies Service. The stand-by period for carriageway treatments will be 22 October 2026 until 8 April 2027. This period may be extended beyond the given dates if required. These arrangements include home stand-by which is activated by the designated Winter Supervisor when instructed by the Winter Controller or as the result of hazardous road conditions being reported. Arrangements have also been made with Streetscene to assist with the treatment of priority footways over the winter season and stand-by arrangements are also in place with Streetscene to treat footways, when necessary, at weekends from 21 November 2026 through to 7 February 2026 and over the festive holiday period. Generally, the treatment of footways will commence at 8.00am. 2.12 Last winter season, which was generally a mild winter the Service used 5,714 tonnes of salt, this was more than the previous year when we used 4,985 tonnes of salt treating the road network, however in winter 2020/21, which was a colder winter, the Service used 8,153 tonnes of salt during the winter. This year a total of 6,000 tonnes of salt will be stored at our Goldcraigs Depot and 2,400 tonnes at our Market Road Depot on Arran. In addition, salt will be distributed to Streetscene Depots to assist with the treatment of footways. Salt usage will be monitored weekly, and stocks will be augmented if necessary. 2.13 The role of communities to provide their own resilience is recognised and grit bins will be replenished to allow communities to self-help during periods of adverse weather within available resources over the winter period. 2.14 Similar to last winter, winter treatment decisions and any road closures due to adverse weather will be provided on the Council’s website. 2.15 A pre-winter planning meeting will be held on 22 September 2026 with Managers from across Council Services. This meeting will be held to ensure Services are taking the necessary steps to prepare for the severities of winter weather. 2.16 A planning exercise known as the ‘dry run’ is expected to take place on 2nd October 2026, prior to the winter season to check our readiness for the forthcoming winter season. 2.17 The weather stations on the A760 at Catburn, between Largs and Kilbirnie, and on the B880 String Road, Arran have been serviced and calibrated and will assist Winter Controllers and Supervisors in monitoring weather conditions. Cameras are fitted on the weather stations and images from the these are available to members of the public 137
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through the Council’s website. There is also a trial to take place on Cumbrae this winter of weather sensors to assist in weather forecasting for this area. 2.18 Each year, a Winter Preparation Action Plan is created to ensure adequate and appropriate arrangements are being put in place for the forthcoming winter. The 2026/27 Action Plan detailed at Appendix 1 confirms all planned actions are either complete or are on target. 2.19 In critical situations should our operational resources be impacted; a reduced priority network has been developed to ensure that essential transport links can continue to be treated during adverse weather conditions. This minimum resilience network will assist in maintaining network access for vital services in extreme circumstances. 3. Proposals 3.1 Cabinet is asked to approve the Roads Winter Service and Weather Emergencies Plan 2026/27 and note the preparations undertaken as detailed in the attached 2026/27 Winter Preparation Action Plan. 4. Implications/Socio-economic Duty Financial 4.1 A budget of £0.694 m has been allocated for the delivery of the Roads Winter Service and Weather Emergencies Plan 2026/27. Human Resources 4.2 The Winter Service and Weather Emergencies Plan will be delivered within existing resources. Legal 4.3 The Council has a statutory obligation under Section 34 of the Roads (Scotland) Act 1984 "to take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads". Equality/Socio-economic 4.4 The delivery of the Winter Service maintains accessibility to our towns and communities and supports social and economic activity. Climate Change and Carbon 4.5 This report provides details of operational arrangements in place for responding to Climate and related weather emergency incidents. There are no carbon issues arising directly as a result of this report. Key Priorities 4.6 Delivery of the winter service supports the Council Plan priority of keeping North Ayrshire residents safe. 138
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Community Wealth Building 4.7 Delivery of the Winter and Weather Emergencies Service supports Community Wealth Building by maintaining a resilient road network enabling access to employment and movement of goods and services. 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 Consultation regarding preparations for the forthcoming winter season and the development of the Winter Action Plan was undertaken with The Ayrshire Civil Contingencies Team, Transport, Streetscene, Waste Services, Communications, Customer Services, North Ayrshire Health and Social Care Partnership, Education, Housing, suppliers, and external organisations. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Neighbourhood Services, on 01294 324890. Background Papers Appendix A – Winter Preparation Action Plan2026-27 Appendix B – Winter Service 2026-27 Appendix C - Summary of Available Labour & Plant 139
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1 Appendix A NEIGHBOURHOOD SERVICES - 2026/27 WINTER PREPARATION ACTION PLAN Service Improvement Action Existing Operation Proposed Action Timescale Progress 1.0 Policies, Procedures & Guidance 1.1 Review Existing Policy and Procedures document Winter and Weather Emergencies Procedures and Resources Document reviewed on annual basis. Review annually after each Winter Period. September 2026 Complete 2.0 Review of Existing Winter Maintenance Operations 2.1 Existing Priority Gritting Routes Priority 1 routes cover 44% of the network, Priority 2 routes cover 21% of the network. No changes proposed, review annually. September 2026 Complete 2.2 Non-Priority Routes Priority 3 routes are treated following an extended cold spell or following severe weather. No changes. September 2026 Complete 2.3 Footway Gritting Formal arrangement with Streetscene for assisting with reactive delivery of the winter service. Review annually. September 2026 Complete 2.4 Assistance from outside parties Formal arrangement in place with local contractors to assist in the event of extreme weather conditions. Review annually. Arrangements in place for assistance from mainland contractors. Contractor is in place to provide gritting on Cumbrae for this winter. September 2026 Complete Service Improvement Action Existing Operation Proposed Action Timescale Progress 2.5 Gritting of other Council locations Education and Housing have arrangements in place with Streetscene and Community Justice Review arrangements annually. September 2026 Ongoing 140
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2 for assistance with snow clearing and gritting. Education also have arrangements in place for schools in the Garnock Valley, North Coast, and Arran to have car parks gritted by Roads on mornings when Priority 1 carriageway routes are being treated. 2.6 Network Resilience Resilience network developed should drivers be depleted in extreme situations (eg. The Pandemic) Mutual aid arrangements established with neighbouring authorities Trunk Road Operator. Review annually September 2026 Ongoing 3.0 Winter Gritting Fleet 3.1 Winter Gritting Fleet The gritting fleet comprise 13 No. 18 tonne Econ Uni-Body lorries and 1 No 7.5 Tonne Econ Uni-Body lorry. Vehicles to be serviced and gritter units to be calibrated. October 2026 Ongoing 4.0 Operational Controls 4.1 Weather forecast provision The Council’s weather forecast service is currently procured by means of a collaborative contract with 12 other Local Authorities in the South West of Scotland. A contract is in place for this winter with MetDesk Limited, Contract was awarded for 4 years + 2-year extension option, this contract commenced in May 2023. September 2026 Complete 4.2 Ice Prediction methods North Ayrshire Council has two weather stations installed on the road network and has access to a further two weather stations in the Council area, provided by Transport Scotland, on the trunk road network. We also have access to a number of additional Stations to be serviced and calibrated for start of winter season. September 2026 Complete 141
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3 weather stations on our neighbouring authorities’ road network. Service Improvement Action Existing Operation Proposed Action Timescale Progress 4.3 Winter Gritting Records Records of winter instructions and operations recorded on Vaisala Manager - Winter Roads Management System. Record footway treatments undertaken. Continue to record roads winter actions on Vaisala Manager - Winter Roads Management System. September 2026 Complete 4.4 Business Continuity The provision of Winter and Weather Emergencies Procedures and Resources document is included within the Business Continuity Plan. Review Business Continuity Plan. Review Annually Complete 5.0 Salt 5.1 Salt Storage Ensure salt stock complies with Scottish Government resilience levels prior to the onset of the winter season. 6000 Tonnes of salt to be stored at Goldcraigs Depot and 2400 tonnes to be stored on Arran for start of winter season. Review Annually Complete 5.2 Salt Distribution Procedure implemented for salt distribution throughout Council Services in place at Depot. Review and ensure all staff are aware of procedures annually. Review Annually Complete 6.0 Communication 6.1 Information available to Members, Council Services, general public and other stakeholders Weather forecasts and winter decisions distributed across Services. Roads winter gritting decision posted on Council Website. Details of any road closures due to adverse weather posted on Website. Issue information to Locality Planning Partnerships. Continue to provide information on the Council website. Monitor effectiveness of information provided on the Council website. Promote Roads Winter Service during Customer Services Week Oct/Nov 2026 Review Annually Review Annually On target Complete On target 142
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4 and Are You Ready for Winter campaign. Oct/Nov 2026 On target 7.0 Measuring Performance 7.1 Monitor performance of winter actions Performance is currently measured using APSE Performance indicators which measure efficiency in relation to documented procedures. Review annually. October 2026 On target 7.2 Monitor performance on individual routes Gritting routes optimised following thermal mapping exercise undertaken during winter season 2018/19. No changes proposed, review annually. September 2026 Complete 8.0 Training 8.1 Winter Service Training Staff trained in delivery of winter service. Identify training needs of personnel involved with the provision of the winter maintenance service. Arrange appropriate training. Review Annually Complete 8.2 Severe Weather Exercise Ayrshire Local Resilience Partnership arrange Severe Weather tabletop exercises periodically. Appropriate attendance at ALRP exercises as arranged. As arranged. Complete 9.0 Health & Safety 9.1 Toolbox Talks Toolbox talks are delivered to all personnel engaged in the delivery of the winter maintenance service. Review annually and provide toolbox talk at the start of each winter. Annually Complete 143
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APPENDIX B Neighbourhood Services Roads Winter Service and Weather Emergencies Plan 2026 to 2027 Cunninghame House Irvine Ayrshire KA12 8EE Phone: 01294 310000 144
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1 | P a g e Contents 1. Introduction ............................................................................................................... 3 2. Priorities For Winter Treatment ................................................................................. 4 2.1.1 Carriageway Priorities ........................................................................................ 4 2.1.2 Carriageway Routes for Proactive Treatment .................................................... 4 2.1.3 Carriageway Routes for Reactive Treatment ..................................................... 4 2.1.4 Carriageway Routes for Snow Clearance .......................................................... 5 2.1.5 Cumbrae ............................................................................................................ 5 2.2 Footway/Footpath Priorities ............................................................................... 5 2.3 Cycle Routes ...................................................................................................... 6 2.4 Response and Treatment Times ........................................................................ 6 3. Organisation .............................................................................................................. 6 4. North Ayrshire Council Resources (Roads)…………………………………………… 7 4.1 General .............................................................................................................. 7 4.2 Labour ................................................................................................................ 7 4.3 Vehicle Plant and Equipment ............................................................................. 7 4.4 Salt ..................................................................................................................... 8 5. Other Resources ....................................................................................................... 8 6. Weather Forecasting ................................................................................................. 8 7. Decision Making ........................................................................................................ 9 8. Ice Prediction ............................................................................................................ 9 9. Road Condition Reports .......................................................................................... 10 10. Communications ..................................................................................................... 10 11. Road Closures ........................................................................................................ 11 12. Liaison With Police Scotland ................................................................................... 11 145
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2 | P a g e 13. Ayrshire Local Resilience Partnership (ALRP) Disruptive Weather Response Arrangements ................................................................................................................. 12 14. Cross Boundary Arrangements ........................................................................... 12 15. Vehicle Routes .................................................................................................... 12 16. Precautionary Salting .......................................................................................... 13 17. Grit Bins ............................................................................................................... 14 18. Largs And Saltcoats Flood Protection Schemes.................................................. 14 19. Sandbag Procedures ........................................................................................... 14 20. Resilience Arrangements .................................................................................... 15 Appendix A - Level of Service ......................................................................................... 16 Appendix B - Decision Making ........................................................................................ 17 Winter Treatment Spread Rate Matrix ............................................................................ 18 Recommended Spread Rates – Dry Salting (g/m2) ......................................................... 18 Appendix C - Summary of Available Labour & Plant ....................................................... 20 Appendix D - Community Grit Bins ................................................................................. 21 Appendix E - Summary of Available Materials ................................................................ 22 Appendix F - Salt Resilience Plan (Mainland) ................................................................. 23 Appendix G - Contact Address & Telephone Numbers ................................................... 25 Appendix H - Distribution List .......................................................................................... 26 Appendix I - Bridges with Weight or Height Restrictions ................................................. 27 Appendix J - Arrangements with other Authorities .......................................................... 29 Appendix K - Grit Bin Policy & Procedure ....................................................................... 30 Winter gritting (north-ayrshire.gov.uk) .......................................................................... 30 146
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3 | P a g e 1. Introduction North Ayrshire Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads which includes carriageways, footways, footpaths, pedestrian precincts. In its statutory role as the local Roads Authority, the aim of North Ayrshire Council in respect of its winter service and weather emergencies is to: - 1. Provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions. 2. Establish a pattern of work which will keep delays, diversions, or road closures to a minimum during adverse weather conditions. 3. Conduct operations having regard to the requirements of the Health & Safety at Work Act 1974 and any other relevant enactments. This Plan only relates to the Council’s duties as Roads Authority and does not cover the wider response of the Council during winter and other weather emergencies. North Ayrshire Council has no responsibility for the treatment of trunk roads. From 01 April 2001, the contract for management and maintenance of the trunk roads in Scotland has been awarded by the Scottish Government to the private sector. The successful contractor for the South West of Scotland is Amey and the roads involved in North Ayrshire are as follows: - A78 full length from Meadowhead roundabout, Dundonald to Inverclyde boundary at Skelmorlie. A737 Dalry Road, Kilwinning to Renfrewshire boundary. A738 Pennyburn roundabout to A737 Dalry Road, Kilwinning All winter gritting and snow clearing operations on these roads will be the responsibility of Amey. North Ayrshire Council’s Neighbourhood Services (Roads) and Amey liaise on a regular basis during periods of adverse weather to provide the best possible service to the travelling public. North Ayrshire Council is also responsible for the management and operation of the coastal flood protection controls at Largs and Saltcoats. The Council will close the flood gates on the promenade and erect the flood barriers at Largs Pier in advance of predicted severe weather with minimum disruption to promenade users and the Largs to Cumbrae ferry. Coastal flooding can occur at any time and, accordingly, the Council will provide this service throughout the year. In the event of extreme weather similar to that which was experienced on Arran late March 2013, where major disruption affected large parts of the community, a coordinated response is adopted by the Council to ensure public safety. In dealing with such emergencies, Police Scotland initially lead the emergency or response stage of the emergency. Thereafter, the Council leads the recovery stage. Generally, there are 3 levels of Civil Contingencies response. There is a strategic group at National or Strathclyde wide level, a tactical group at North Ayrshire level and an operational group at local level. 147
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4 | P a g e The Ayrshire Civil Contingencies Team (ACCT) act as lead for the Council and implement the Civil Contingencies Plan liaising with all relevant Stakeholders identified within the Plan. 2. Priorities for Winter Treatment North Ayrshire Council has defined the priorities for carriageway and footway/footpath treatment as follows: 2.1.1 Carriageway Priorities Where slush is formed, this shall be removed as soon as practicable to avoid the risk of rutting should there be a further significant fall in road temperatures which might result in freezing conditions. 2.1.2 Carriageway Routes for Proactive Treatment Priority 1 – Strategic, Main Distributor and Distributor routes, bus routes and certain pre- determined Secondary Distributor routes identified from the Local Transport Strategy (LTS) will be treated when it is forecast that snow or ice is likely to be present on road surfaces. Due to the various climatic domains within North Ayrshire the Priority 1 routes may be adjusted to cover either the four pre-determined Inland Routes or two pre-determined High Routes which all currently form part of our existing Priority Network. Priority 1 gritting routes are available on the Council website here Winter gritting (north- ayrshire.gov.uk) 2.1.3 Carriageway Routes for Reactive Treatment Priority 2 – Remaining Secondary Distributor, local access, and residential distributor roads. Given the presence of ice and snow, Priority 2 routes may be treated during normal working hours as resources permit, when sub-zero temperatures are forecast to continue beyond midday following completion of Priority 1 routes. Priority 3 – The remaining road network including minor rural unclassified routes and remaining residential areas not already covered. Priority 3 routes will be treated as resources permit when sub-zero conditions are forecast to continue over an extended period only after all Priority 1 and Priority 2 routes are clear unless it is identified as an emergency. 148
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5 | P a g e 2.1.4 Carriageway Routes for Snow Clearance On receipt of a weather warning predicting medium (25 - 100 millimetres deep) or heavy (over 100 millimetres deep) snowfalls, the Network & Operations Manager where appropriate, will recall to depots such vehicles capable of being equipped with snow ploughs. While snow is still falling the Strategic and Main Distributor Network will be prioritised for ploughing and treatment in order to target resources and to keep these routes open for traffic. After snow has stopped falling but is lying, the remaining Priority 1 precautionary routes will be ploughed and treated before commencing ploughing and treatment on Priority 2 and Priority 3 routes as resources and conditions permit. 2.1.5 Cumbrae There are no Roads Operatives based on the Isle of Cumbrae, however contract arrangements have been made to carry out gritting operations and assist with weather emergencies on the Island. 2.2 Footway/Footpath Priorities With limited resources available footways and footpaths will only be treated when considered necessary (heavy snowfall or extensive icing). They will normally only be treated during normal working hours (commencing from 8am), but arrangements are in place to undertake emergency work out of normal working hours, weekends, and public holidays in extreme circumstances. Generally, treatment of footways and footpaths will be reactionary and not pre- programmed, and where possible work will be undertaken during normal working hours. When treatment is instructed the following priorities will apply: - Priority 1 Routes will be considered for treatment if it is forecast that ice or snow is likely to be present or where surfaces are wet with temperatures forecast to remain below zero until 10am the next working day. Priority 1 Routes - Urban shopping areas and precincts, footway access to schools, emergency facilities including fire and rescue, police and ambulance services, hospitals, sheltered housing, doctor's surgeries and health centres. Priority 2 routes will be treated if it is forecast that ice or snow is likely to be present with temperatures forecast to remain below zero for a prolonged period only after priority 1 routes are clear. Priority 2 Routes - Steep hills on main distributor and residential distributor routes, routes to bus stops, only after all Priority 1 have been cleared: 149
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6 | P a g e Priority 3 routes will be treated if it is forecast that ice or snow is likely to be present with temperatures forecast to remain below zero for a prolonged period only after priority 1 and 2 routes are clear. Priority 3 Routes - Other areas of high pedestrian concentration. Streetscene staff will assist with the treatment of footways. To maximise coverage on footways, generally only one side of a road will be initially treated. It is not possible for the Council to treat all footways and footpaths within North Ayrshire. As such the Council encourages the community to participate in self-help, through the use of grit bins which can be requested through the grit bin application process. Grit bins will only be allocated where it has been assessed and deemed as an appropriate location by the Council. 2.3 Cycle Routes With limited manpower resources no treatment will be carried out on off road cycle routes. 2.4 Response and Treatment Times Routine precautionary salting of priority 1 carriageway routes should be completed within 3 hours of the planned start time. For emergency or unplanned salting, the start time from leaving the depot shall be no more than 1 hour. 3. Organisation The Head of Neighbourhood Services is responsible for specifying the level of winter service required based on approval from the Council. The Network & Operations Manager is responsible for implementing this service. A duty Winter Controller and Winter Supervisor will be appointed by the Network & Operations Manager for the whole of the winter period covered by these procedures (mid- October to early April). 150
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7 | P a g e 4.North Ayrshire Council Resources (Roads) 4.1 General Following approval from the Council, it is the responsibility of the Head of Neighbourhood Services to define the level of service to be provided within their sphere of operations and to issue appropriate instructions to the Network & Operations Manager to provide the necessary labour and plant for winter operations. This level of service will be based on the national Code of Practice for Well Managed Highway Infrastructure (see Appendix A). The level of winter treatment is established utilising the weather forecasts provided by MetDesk Limited in accordance with the winter treatment matrix (Appendix B). The Network & Operations Manager shall thereafter be responsible for advising the Head of Service of any matters which may affect his ability to deal with adverse weather conditions such as. labour disputes, extensive plant breakdowns. Labour resources from Neighbourhood Services (Roads) will be provided for the Winter and Weather Emergencies Service. The stand-by period will be 22 October 2026 until 8 April 2027. This period may be extended beyond the given dates if conditions warrant such action. These arrangements include home stand-by which is activated by the designated Winter Supervisor when instructed by the Winter Controller or as the result of hazardous road conditions being reported. 4.2 Labour A proportion of the roads labour force will be on stand-by for winter service operations out of normal working hours, with the remainder on call out as necessary. This allows evening and early morning precautionary salting to be carried out on our priority carriageway network to undertake treatment before the morning rush hour. In determining the labour resources required for the winter service, cognisance is taken of the key objective to treat all priority routes before the commencement of the morning peak period. 4.3 Vehicle Plant and Equipment Prior to commencement of winter service operations, the Senior Manager (Roads) will ensure that all equipment for salting roads and snow clearing is in working order and, where appropriate, that ancillary items can be fitted to vehicles without difficulty, such as ploughs set up on blocks to facilitate assembly. The above procedure should also be applied to vehicles and plant available under contract for the winter service. The Senior Manager (Roads) will ensure that all vehicles engaged in the winter service are equipped with radios or other appropriate communication devices to allow contact to be maintained between the depot and operators. Superintendents have mobile telephones. There is also vehicle tracking system fitted and operational in all vehicles to reduce the risk associated with gritting operations. 151
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8 | P a g e A summary of labour, vehicles, plant, and equipment available for the winter service work is detailed in Appendix C. Once per year the Senior Manager (Roads), will organise a trial closure of the flood gates and erection of the de-mountable barriers at the Largs and Saltcoats flood protection controls. This is to ensure that the gates and barriers remain in full working order and that all staff are familiar with the process. 4.4 Salt Salt is purchased through a Scotland Excel annual purchase contract. Mainland salt deliveries are stored in the salt dome within the Goldcraigs Depot. Salt on Arran is stored in the open at the Roads Depot in Market Road, Brodick. During the season, the Senior Manager (Roads) will arrange for a weekly check to be made on the amount of salt used and for stocks to be augmented as necessary. There is a procedure in place at the depot to strictly control salt distribution. All vehicles are tagged and must cross the weighbridge to accurately record salt usage. This includes salt distributed to Streetscene and contractors assisting with winter service delivery. Small quantities of salt are available for issue free of charge to the public, subject to residents supplying a suitable container. Details of locations of community grit bins where small quantities of salt are available are given in Appendix D The planned salt stock level at commencement of winter is given in Appendix E. In the event of prolonged severe weather, the Council has a salt resilience plan (Appendix F), which will be implemented if conditions require. 5. Other Resources During adverse weather conditions, the Network & Operations Manager, (after consultation with the Head of Neighbourhood Services), shall, if necessary, augment his resources by the use of personnel from Streetscene and external contractors at rates agreed prior to engagement through a framework contract. The Head of Neighbourhood Services should be advised, as soon as practicable, of external resources engaged as a result of decisions made out with normal working hours. The Network & Operations Manager will provide a supply of salt to Streetscene and external contractors where appropriate to permit the treatment of agreed footways/footpaths. This will be managed through a salt management system based at Goldcraigs Roads Depot. 6. Weather Forecasting North Ayrshire Council, through a collaborative contract led by South Lanarkshire Council, has appointed MetDesk Limited, as their weather forecast provider. During the winter service period MetDesk Limited will provide a weather forecasting service and monitor road and weather conditions. 152
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9 | P a g e The forecasters receive, monitor, and interpret, climatic, ice prediction and weather radar information on a continuous basis and provide detailed weather forecasts on a daily basis during the whole winter period. SEPA operate a coastal flood warning system for the Firth of Clyde. If storm surges and coastal flooding are predicted, SEPA provide advance warning to the Council by e-mail and also through their Floodline service which is available on their website or by phone. This service is available all year round. 7. Decision Making The Network & Operations Manager will appoint suitably trained and experienced personnel as Winter Controllers. During the winter season the Winter Controller will receive the weather forecast around 12.00 hours and decide on the treatment to be carried out. The Winter Controller will check the treatment decision of neighbouring authorities for consistency and reconsider if necessary. The weather forecast provider will provide an evening forecast around 18.00 hours and if this update indicates any change in the forecast the Winter Controller will amend the decision accordingly and advise the Winter Supervisor. For out of office hours, Saturdays, Sundays and public holidays the Network & Operations Manager shall provide the weather forecast provider with contact telephone numbers of the on-duty Winter Controller. If the forecast conditions change from good to adverse at any time, then the weather forecast provider will phone the Winter Controller either at work or at home as appropriate. Thereafter, it is the responsibility of the Winter Controller to take action including the calling out of stand-by squads to undertake salting/snow clearing. Winter Controllers have the facility at any time to contact the weather forecast provider for advice or clarification of forecasts. These arrangements will be in place from 8 October 2026 until 29 April 2027 and these dates can be extended if required. The decision-making process is illustrated in Appendices A & B. The Head of Neighbourhood Services will appoint suitably trained staff and experienced personnel to manage the coastal flood prevention schemes at Largs and Saltcoats. During the winter season, this will be the Winter Controller. 8. Ice Prediction In addition to the weather forecast information, the Council has available further information from sensors which have been installed at the locations listed below: - • A78 Ardrossan • A78 Sharphill • A737 Highfield 153
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10 | P a g e • A760 Catburn • A735 Near Dunlop • B880 Arran, summit of The String The sensors provide current details of road and air temperatures and indicate the presence of moisture, thereby identifying locations that icing has occurred or where there is a risk that icing will occur. By utilising the data from these sensors, the weather forecast provider is able to supplement their forecast by producing site specific forecasts. The above information is available to the Winter Controller via computer link 24 hours a day throughout the winter period. 9. Road Condition Reports During periods of adverse weather, the Network & Operations Manager shall receive reports on road conditions from the Winter Supervisor by 9.45am. These reports should be updated as necessary depending on changing circumstances. 10. Communications The Head of Neighbourhood Services or nominated senior manager will deal with statements to the Press, Radio, and Television regarding road conditions throughout the area. The Council’s Communication team will assist and may take the lead role depending on the nature of any significant event. General advice and information, along with timeous service updates, will be placed on the Council’s website. The Head of Neighbourhood Services (or nominated senior officer) will ensure that all staff involved in communication with members of the public are fully briefed with consistent and accurate information. A protocol has been agreed by the West of Scotland Regional Resilience Partnership (WoS RRP) and Ayrshire Civil Contingencies Team (ACCT) for the transfer of information in relation to Winter and Weather Emergencies. The Council’s daily winter decisions are available for the public and can be accessed via the Council’s website. Any winter and weather emergencies can be reported to North Ayrshire Council and the Trunk Road Operators using the contact information contained within Appendix G. The distribution list for winter weather emergencies can be found under Appendix H. 154
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11 | P a g e 11. Road Closures Where it is considered that a road is rendered unsafe due to adverse winter conditions then Police Scotland or persons acting on behalf of the Chief Constable will arrange to have the road closed and advise the on-duty Winter Supervisor as soon as possible of their actions. The Winter Supervisor will advise the Winter Controller/Network & Operations Manager of any road closures. Appropriate measures will also be taken to re- direct traffic and to ensure that the necessary signs are put in place. When the road affected is a through route the adjoining Councils will be kept informed. Police Scotland will advise the other emergency services (Ambulance & Fire) of the closures. Prior to signing diversionary routes, the capacity of the roads and the headroom and weight restrictions of structures should be checked with the Winter Controller to ensure that they are adequate (see Appendix I). 12. Liaison With Police Scotland Neighbourhood Services (Roads) will ensure close liaison with Police Scotland, particularly during periods of severe weather. Where practicable, Police Scotland will be informed in advance of North Ayrshire Council’s proposed operations. Similarly, arrangements have been made for exchanging information on proposed actions with neighbouring authorities and the trunk road operating company. Where necessary the service will request appropriate assistance from Police Scotland when moving equipment, arranging road closures, and dealing with abandoned vehicles. Reports from Police Scotland regarding dangerous road conditions should be acted upon by the Winter Supervisor as soon as practicable, having regard to priorities in this document and the conditions pertaining throughout the area. 155
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12 | P a g e 13. Ayrshire Local Resilience Partnership (ALRP) Disruptive Weather Response Arrangements There have been several occasions when severe weather including high winds, heavy rain and snow has caused disruption to communities and services in Ayrshire. Arrangements are in place where partner organisations can trigger the ALRP Disruptive Weather Response Arrangements. The purpose of these arrangements are: - • To protect human life, property, and the environment • To implement a professional and coordinated multi-agency response to the incident in conjunction with our communities. • To maintain wider public confidence in the multi-agency response and minimise general community and infrastructure impact. • To ensure that all possible measures are in place to protect vulnerable or displaced members of the community. • To support effective public communication regarding the incident along the principles of warning and informing. • To ensure awareness of the potential impact of events out with Ayrshire on the local multi-agency response. • To ensure that organisational and partnership learning points are captured to ensure a continuing focus on safeguarding the public. 14. Cross Boundary Arrangements Because the Council boundaries do not always coincide with convenient turning points at the end of gritting routes, arrangements have been drawn up with all adjacent authorities for the gritting routes to be continued short distances to appropriate turning points. See (Appendix J). 15. Vehicle Routes A thermal mapping exercise was undertaken on North Ayrshire’s road network over winter season 2018 to 2019 and routes have been developed by the Roads Service on the basis of the priorities listed in Section 2. However, in order to minimise unproductive mileage, some roads in a lower category may be treated out of sequence. This may also occur when conditions vary throughout the area. A complete set of route cards will be kept in the Neighbourhood Services (Roads) offices, with a duplicate set being held in Goldcraigs Depot. Treatment of precautionary carriageway salting routes should be completed within three hours of planned start time under routine conditions. When the Winter Controller instructs immediate winter service operations, the response time to start treatment should be within one hour. 156
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13 | P a g e It should be noted that gritting routes are either at or close to capacity and it is unlikely that any additions to routes could be considered without additional finance and human resources. 16. Precautionary Salting On receipt, within normal working hours, of a forecast from the weather forecast provider warning of frost, freezing or snow conditions, the Winter Controller in consultation with the Network & Operations Manager, shall consider precautionary salting of main roads. Where such a warning is received out with normal working hours, the Winter Controller has delegated authority to activate call-out procedures as indicated in Section 7. Extensive and accurate records of weather forecasts, winter treatment decisions and actions taken will be kept demonstrating our compliance to our Winter and Weather Emergencies Plan. 157
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14 | P a g e 17. Grit Bins There are approximately 565 grit bins distributed across North Ayrshire. These are located at areas of difficulty such as dangerous bends, steep gradients. The policy and procedures for siting of grit bins, and requests for additional bins is shown in Appendix K. Grit bins will be refilled prior to the start of winter and as considered necessary during the winter season and following periods of severe weather when resources are available. The locations of Community Grit Bins are listed in Appendix D and are also show on the council website here Winter gritting (north-ayrshire.gov.uk) 18. Largs And Saltcoats Flood Protection Schemes On receipt of a severe weather warning predicting a combination of strong winds, high tides, or tidal surges the Winter Controller will, when necessary, instruct the closure of the flood gates on the promenade at Largs and/or the erection of the flood barriers at the Largs Pier and/or Saltcoats promenade. 19. Sandbag Procedures The deployment of sandbags to prevent or contain floodwaters can be an effective way of mitigating the effect of a flood, however the lead time for filling and deployment can be lengthy, as a large number of bags cannot be filled in advance due to storage problems. Therefore, an early decision must be taken to sandbag, to avoid a subsequent waste of time and effort. The deployment of sandbags will be decided with regard to the following priorities: 1. To prevent loss of life or serious injury 2. Maintenance of access for the emergency services 3. Protection of vital facilities within the community 4. Protection of transportation routes 5. Protection of NAC property 6. Protection of private dwelling houses 158
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15 | P a g e The decision to deploy sandbags will be made by the Winter Controller / Supervisor or appropriate officers in Building Services, Cleansing or the Island Officer on Arran in accordance with the Services' callout/emergency procedures. Notes: 1. Sandbags will not normally be deployed to protect commercial property; 2. Appropriate stocks of empty and filled sandbags will be held by the Services mentioned above, based on previous usage and experience. The above procedure mainly relates to tidal, fluvial and watercourse flooding. Where flooding occurs as a result of a blocked, damaged, or ineffective Council owned drainage systems, sandbags will be deployed as required to mitigate the effects of flooding (and reduce the likelihood of claims against the Council) including the protection of commercial property. Sandbags are not readily available for collection by either resident or commercial property owners. In the event of heavy rain being forecast, they should make their own arrangements to ensure that their properties are protected from potential flooding. During an emergency, the Council will deploy sandbags to protect transportation routes and properties as far as is possible where flooding occurs in line with priorities outlined above. 20. Resilience Arrangements In critical situations should our operational resources be reduced, a minimum resilience network for winter gritting has been prepared. Should we have to reduce our level of service due to an extreme situation our priority gritting routes will reduce from six to three. On Arran we may require reducing from two to one gritting vehicle covering the island routes and the treatment time for gritting operations will increase accordingly. The Head of Service will decide if the level of service must be reduced due to extreme situations. Details of our resilience network are attached as Appendix L. 159
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16 | P a g e Appendix A - Level of Service Road Surface Temperature Precipitation Predicted Road Conditions Wet / Wet Patches Predicted Road Conditions Dry Temperature Forecast between +1.5oC and +0.5oC No Rain No Hoar Frost No Fog High Route Patrols No action likely Temperature Forecast below +0.5oC No Rain No Hoar Frost No Fog Priority 1 Routes Salt before frost No action likely Temperature Forecast below +0.5oC Expected Hoar Frost Expected Fog Priority 1 Routes Salt before frost Priority 1 Routes Salt before frost Temperature Forecast below +0.5oC Expected rain BEFORE freezing Priority 1 Routes Salt after rain stops Priority 1 Routes Salt after rain stops Temperature Forecast below +0.5oC Expected rain DURING freezing Priority 1 Routes Salt before frost, then patrol and treat as required during rainfall, then re-treat after rain has stopped Priority 1 Routes Salt before frost, then patrol and treat as required during rainfall, then re-treat after rain has stopped Temperature Forecast below +0.5oC Possible rain Possible hoar frost Possible fog Priority 1 Routes Salt before frost Monitor weather conditions Temperature Forecast below +0.5oC Expected Snow Fall Priority 1 Routes Salt before snow fall, then patrol and treat as required during snowfall, then re-treat after snow has stopped Priority 1 Routes Salt before snow fall, then patrol and treat as required during snowfall, then re-treat after snow has stopped Precautionary treatments should, where practicable, be carried out after precipitation has ceased and before freezing conditions occur, taking account of any residual salt present. All decisions should be evidence based, recorded, and continuously monitored and reviewed. 160
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17 | P a g e Appendix B - Decision Making Note: • Rate of spread for precautionary treatments may be adjusted to take account of local variations along the routes such as residual salt, temperature variations, surface moisture (air or road surface) road alignment and traffic density. • All decisions should be evidence based, recorded and require continuous monitoring and review. • Ice refers to all ice on the road surface, including black ice. • The level of service generally complies with the recommendations laid down in “NWSRG best practice guide for Winter Salt” as recommended in the Well Managed Highway Infrastructure Code of Practice and takes account of recommendations by the SCOTS Winter Group following a review of the Code of Practice and consultation with the National Winter Service Research Group (NWSRG). 161
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18 | P a g e Winter Treatment Spread Rate Matrix Recommended Spread Rates – Dry Salting (g/m2) Road Surface Temperature (RST) when frost/ice is predicted and road wetness. Poor Cover (salt stored uncovered) Medium Traffic Normal Loss Good Cover (salt stored under cover) Medium Traffic Normal Loss Comments RST at or above -2 deg and dry or damp road conditions 10 10 None RST at or above -2 deg and wet road conditions 15 10 None RST below -2 deg and above - 5 deg and dry or damp road conditions 15 or 20 10 or 15 Spread rate dependent on residual salt on road surface RST below -2 deg and above - 5 deg and wet road conditions 1 x 20 & monitor & treat as required 20 None RST at or below -5 deg and above -10 deg and dry or damp road conditions 1 x 20 & monitor & treat as required 20 Spread rate dependent on residual salt on road surface RST at or below -5 deg and above -10 deg and wet road conditions 1 x 20 & monitor & treat as required 1 x 20 & monitor & treat as required None 162
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19 | P a g e Salt Type Precautionary Treatments Before Snow or Freezing rain Light or Medium Traffic Heavy Traffic Dry Salt Light Snow Forecast 20g/m2 20g/m2 Pre-wet Salt Light Snow Forecast 20g/m2 20g/m2 Treated Salt Light Snow Forecast 15g/m2 15g/m2 Dry Salt Moderate/Heavy Snow Forecast 20g/m2 40g/m2 Pre-wet Salt Moderate/Heavy Snow Forecast 20g/m2 40g/m2 Treated Salt Moderate/Heavy Snow Forecast 15g/m2 30g/m2 Dry Salt Freezing rain Forecast 1 x20g/m2 then monitor 1 x20g/m2 then monitor Pre-wet Salt Freezing rain Forecast 1 x20g/m2 then monitor 1 x20g/m2 then monitor Treated Salt Freezing rain Forecast 1 x15g/m2 then monitor 1 x15g/m2 then monitor 163
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20 | P a g e Appendix C - Summary of Available Labour & Plant Type Of Plant/Labour Goldcraigs Arran Other NAC Total 18 Tonne Uni-body Gritter 10 3 0 13 7.5 Tonne Uni-body Gritter 1 0 0 1 Footway Gritter 1 0 7 8 18 Tonne Uni-body Lorry 10 3 0 13 26 Tonne Multi-lift Lorry 1 0 0 1 7.5 Tonne Uni-body Lorry 1 0 0 1 Tractor 0 0 9 9 JCB 3CX 1 1 0 2 Telehandler 1 1 0 2 Fixed V Plough 3 2 0 5 Small Blade Plough 1 1 0 2 Large Blade Plough 12 3 0 15 Drivers 26 13 2 41 Pickup Drivers 4 4 22 30 Operatives 5 1 29 35 Note When necessary, labour, vehicles, plant and equipment from other Council Departments, plant hirers and contractors will be used to supplement above resources. This also applies for non-winter related emergency responses. 164
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21 | P a g e Appendix D - Community Grit Bins Small quantities of salt are available for issue free of charge to members of the public, subject to their supplying a suitable container from the Community Grit Bins sited at the following locations. Ardrossan – Car park, North Crescent Road Beith – Community centre, Kings Road Brodick – Household waste recycling centre Dalry – Car park, Kirk Close Fairlie – Car park, Pier Road Irvine – Bartonholm civic amenity site Kilbirnie – Cleansing depot, Paddockholm Road Kilwinning – Byrehill Place (off Pennyburn Road) Lamlash – Council office Largs – Cleansing depot, Alexander Avenue Millport – Kepple Pier Saltcoats – Cleansing depot, Mid Dykes Road Skelmorlie – Toward View (opposite fire station) Stevenston – Car park, Garnock Road West Kilbride – Community Centre, Corse Street 165
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22 | P a g e Appendix E - Summary of Available Materials The following salt, grit and sand stocks will be in place at commencement of winter: - Goldcraigs (salt barn) • 6000 tons of salt • 100 tons of sand for sandbags Arran • 2400 tons of salt • 300 tons of sand for sandbags Cumbrae • 20 tons of salt • 500 filled sandbags Note: Approximately 4000 sandbags are located at Goldcraigs, and 500 on Arran. 166
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23 | P a g e Appendix F - Salt Resilience Plan (Mainland) Level 1 (Green) Service – Stock Levels 2500 Tonnes and above • Service levels as detailed in NAC Winter and Weather Emergencies Plan. • Typical daily salt usage (snow conditions) 470T – resilience 8 days or • Typical daily salt usage (frost & ice only) 235T – resilience 16 days Level 2 (Amber 1) Service – Stock Levels 1800 Tonnes – 2500Tonnes • Only Priority 1 carriageway routes treated with pure salt, remaining priority carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • All footway routes reduced to salt/sand mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50. • Typical daily salt usage (snow conditions) 330T – resilience 2 days. or • Typical daily salt usage (frost & ice only) 165T – resilience 4 days Level 3 (Amber 2) Service – Stock Levels 1000 Tonnes – 1800 Tonnes • All carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • Priority 1 footway routes treated with salt/sand mix at 50/50 • Remaining footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix at 50/50 • Typical daily salt usage (snow conditions) 150T – resilience 5 days. or • Typical daily salt usage (frost & ice only) 75T – resilience 10 days Level 4 (Red) Service – Stock Levels less than 1000Tonnes • Priority 1 carriageways reduced to half the normal spread rate or salt/grit mix at 50/50 • Treat remaining carriageway routes with sand/grit mix at 50/50 • All footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix. • Typical daily salt usage (snow conditions) 100T – resilience 10 days or • Typical daily salt usage (frost & ice only) 50T – resilience 20 days Assuming 6000 tonnes in stock at start of winter our total resilience would be either: • Total Resilience during periods of heavy snow - 25 days or Total Resilience during periods of frost & ice conditions - 50 days 167
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24 | P a g e Salt Resilience Plan (Arran) Level 1 (Green) Service – Stock Levels 1000 Tonnes and above • Service levels as detailed in NAC Winter and Weather Emergencies Plan. • Typical daily salt usage (snow conditions) 52T – resilience 28 days or • Typical daily salt usage (frost & ice only) 26T – resilience 56 days Level 2 (Amber 1) Service – Stock Levels 550 Tonnes – 1000Tonnes • Only Priority 1 carriageway routes treated with pure salt, remaining priority carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • All footway routes reduced to salt/sand mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50. • Typical daily salt usage (snow conditions) 44T – resilience 10 days. or • Typical daily salt usage (frost & ice only) 22T – resilience 20 days Level 3 (Amber 2) Service – Stock Levels 250 Tonnes – 550 Tonnes • All carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • Priority 1 footway routes treated with salt/sand mix at 50/50 • Remaining footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50 • Typical daily salt usage (snow conditions) 30T – resilience 10 days. or • Typical daily salt usage (frost & ice only) 15T – resilience 20 days Level 4 (Red) Service – Stock Levels less than 250 Tonnes • Priority 1 carriageways reduced to half the normal spread rate or salt/grit mix at 50/50 • Treat remaining carriageway routes with sand/grit mix at 50/50 • All footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix. • Typical daily salt usage (snow conditions) 20T – resilience 12 days or • Typical daily salt usage (frost & ice only) 10T – resilience 24 days Assuming 2,400 tonnes in stock at start of winter our total resilience would be either • Total Resilience during periods of heavy snow - 60 days or Total Resilience during periods of frost & ice conditions - 120 days 168
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25 | P a g e Appendix G - Contact Address & Telephone Numbers During working hours North Ayrshire Council Neighbourhood Services (Roads) Cunninghame House Irvine KA12 8EE Telephone: 01294 310000 Arran Local Office Lamlash Isle of Arran KA27 8JY Telephone: 01770 600338 Trunk Roads A78, A737 and A738 Amey Network Control Centre 150 Polmadie Road Glasgow G5 0HD Control Room telephone: 0800 0420188 Email: OCCR-southwest@amey.co.uk Outside of working hours North Ayrshire Council Call centre – road and lighting faults 24 hours, seven days a week Telephone: 01294 310000 169
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26 | P a g e Appendix H - Distribution List Copies North Ayrshire Council Chief Executive 1 Executive Director: Place 1 Executive Director: Communities & Education 1 Head of Neighbourhood Services 1 Head of Housing and Public Protection 1 Head of Democratic Services 1 ACCT 1 All Elected Members of North Ayrshire Council 33 Police Scotland Divisional Commander, Kilmarnock 1 Traffic Management, Ayr 1 Strathclyde Partnership for Transport 1 Scottish Fire & Rescue Service – Divisional Commander 1 Scottish Ambulance Service 1 MetDesk Limited 1 Amey 1 Ayrshire Roads Alliance 1 Renfrewshire Council - Head of Roads 1 East Renfrewshire Council – Head of Roads & Planning 1 Inverclyde Council – Head of Transportation & Roads Service 1 Contact Centre, Building Services, Stevenston 1 Contact Centre, Cunninghame House, Irvine 1 170
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27 | P a g e Appendix I - Bridges with Weight or Height Restrictions Height Restrictions Bridge Location Grid Reference Signed Height Metric Signed Height Imperial B714/50: Dalry, Railway Bridge 229960 649702 3.8 12’ – 6” B706/40: Barrmill 236834 651392 4.0 13’ – 0” B7047/10: Meadowfoot Road, West Kilbride 220791 647032 4.6 15’ – 0” C6/10: West Balgray 235333 642491 3.9 12’ – 9” C26/10: South Kilruskin 220541 650473 4.4 14’ – 6” C26/20: North Kilruskin 220423 650868 5.0 16’ – 6” U67/10: Dubbs 228508 642006 3.0 9’ – 9” U67(A78 280): Todhill (Dubbs Road, under A78, Kilwinning Bypass) 229175 642250 4.0 13’ – 0” U67/30: Nethermains 230059 642199 3.7 12’ – 0” C56/30: Moor Road 220639 652980 4.7 15’ – 6” C67/20: Tandelhill 238174 651683 4.4 14’ – 3” C99/20: Cockenzie 230694 646241 3.0 10’ – 0” Unc.TG/230: Garnock View, Glengarnock 231875 653191 3.8 12’ – 6” Unc.TI/70: Old Church Street, Irvine 213571 638800 4.0 13’ – 3” 171
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28 | P a g e Weight Restrictions Bridge Location Grid Reference Signed Weight B781/30: Dalry Road, West Kilbride 221015 649062 7.5T C129/20: Floors, north of Kilmaurs 240866 641921 17T C99/30: Dusk Bridge, near Dalry 230599 646882 7.5T C19/10 Barcross Bridge 234275 651214 7.5T (MOD Owned) Unc.TL/30: May Street, Largs 220711 658602 7.5T U16/10: Dalgarven Mill Bridge, north of Kilwinning, (formerly Unc.NC/30) 229571 645847 26T U23: Fairliecrevoch Bridge, Perceton, Irvine 236065 642011 3T Unc.NT/10: Barrmill 236472 650997 3T (Not Adopted) 172
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29 | P a g e Appendix J - Arrangements with other Authorities Roads to be treated by North Ayrshire South Ayrshire – U107 from the South Ayrshire Council boundary at the railway bridge to A759 Auchengate Interchange. East Ayrshire - A736 – from Caldwell Bridge southwards to Lugton, A736 – from B778 junction south eastwards to Torranyard, C24 - from Greenhill Terrace, Knockentiber to boundary at Plann Bridge, C126 from Montgreenan Bridge to North Lodge and Knockentiber Road from boundary near Springside to junction with C24. Renfrewshire Council - A760 – from boundary to Kerse Road junction and Kerse Road – from boundary to A760 junction. Roads to be treated by adjacent authorities Ayrshire Roads Alliance (East Ayrshire) A71 – from boundary westwards to Corsehill Roundabout, A735 – that section within North Ayrshire boundary, B769 – from boundary south westwards to Chapeltoun junction, C129 – that section within North Ayrshire boundary, C20 – that section within North Ayrshire boundary, B706 – from boundary to A736, C117 – from Chapeltoun Bridge to Wheatrig Bridge. Ayrshire Roads Alliance (South Ayrshire) B730 from the North Ayrshire Council boundary at the railway bridge south of Drybridge to junction Shewalton Road, Drybridge. Note: There are no cross-boundary arrangements with East Renfrewshire Council. 173
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30 | P a g e Appendix K - Grit Bin Policy & Procedure 1. North Ayrshire Council shall provide grit bins for self-help by members of the public. These shall be sited locally in accordance with this policy. 2. Grit bins shall only be located where the following criteria are met: - • The location is not on a precautionary carriageway route. • The gradient is greater than 1 in 10, or at a junction with a known history of accidents. • The location shall not obstruct the passage of pedestrians, a minimum of 1.5m clearance on the footway is required. • The location shall not obstruct sight lines. • The location is not within 200m of another grit bin location. • The location is within an urban area. • The location is within the boundary of the public road. Neighbourhood Services will not provide grit bins in private areas or car parks for internal use by either the Council or any other public or private property such as schools, parks, hospitals, old people’s homes, etc. unless a service level agreement is in place. 3. Grit bins will only be located where they can be filled from a lorry. The grit bins shall be refilled prior to the start of winter and as considered necessary during the winter season and following periods of severe weather when resources are available. 4. Grit bins will generally be left in place during the summer months unless there is a history of vandalism at a particular location. 5. The location of grit bins will be recorded in an electronic database, which will be made available on the North Ayrshire Council website. 6. Only written requests on the Council’s Grit Bin Application Form will be considered, these are available from the Head of Neighbourhood Services, Cunninghame House, Irvine, KA12 8EE, and on the Council’s website. 7. A request will not be accepted unless a location to site the grit bin has been agreed. Therefore, even if the criterion for locating a grit bin is met, a grit bin will not be provided if the adjacent residents cannot agree a position. The signed agreement of adjacent residents must be included on the submitted application form, otherwise the application will not be considered. 8. Grit Bin Application forms are available on the Council’s website at Winter gritting (north-ayrshire.gov.uk) 174
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31 | P a g e Appendix L – Winter Minimal Resilience Network 175
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Appendix C SUMMARY OF AVAILABLE LABOUR & PLANT Type Of Plant/Labour Goldcraigs Arran Other NAC Total 18 Tonne Uni-body Gritter 10 3 0 13 7.5 Tonne Uni-body Gritter 1 0 0 1 Footway Gritter 1 0 7 8 18 Tonne Uni-body Lorry 10 3 0 13 26 Tonne Multi-lift Lorry 1 0 0 1 7.5 Tonne Uni-body Lorry 1 0 0 1 Tractor 0 0 9 9 JCB 3CX 1 1 0 2 Telehandler 1 1 0 2 Fixed V Plough 3 2 0 5 Small Blade Plough 1 1 0 2 Large Blade Plough 12 3 0 15 Drivers 26 13 2 41 Pickup Drivers 4 4 22 30 Operatives 5 1 29 35 Note When necessary, labour, vehicles, plant and equipment from other Council Departments, plant hirers and contractors will be used to supplement above resources. This also applies for non-winter related emergency responses. 176
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Road Safety Plan Purpose: To seek Cabinet approval of the proposed Road Safety Plan Recommendation: It is recommended that Cabinet: a) notes the approach set out in the plan; b) approves the Road Safety Plan. 1. Executive Summary 1.1 North Ayrshire Council’s Road Safety Plan outlines the strategic framework for improving road safety within North Ayrshire and will align with Transport Scotland’s National Framework. 1.2 The Road Safety Plan sets out North Ayrshire Council’s commitment to providing a safer, healthier, and sustainable road network for all road users, whilst, looking to reduce road safety inequalities across North Ayrshire communities. 1.3 The plan integrates local priorities with national objectives, emphasizing a shared responsibility among all road users and stakeholders. 1.4 The plan was developed in conjunction with the Safer North Ayrshire Partnership which includes representation from a range of partners including NHS, Police Scotland, Scottish Fire & Rescue partners. 2. Background 2.1 Scotland’s Road Safety National Framework set an ambitious target, that, by 2050 Scotland will have the world’s safest roads and aiming towards a Vision Zero goal. 2.2 Central to the plan is the adoption of the Safe System approach. The Safe System is founded on four principles: people make mistakes; humans are vulnerable to injury; death and serious injury are unacceptable; and responsibility is shared among all who design, manage, and use the road network. 2.3 It targets five key outcomes: Safe Speeds, Safe Road Use, Safe Roads and Roadsides, Safe Vehicles, and Post-Crash Response. The focus on reactive road Agenda Item 8 177
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safety interventions shifts to proactively addressing emerging concerns through promoting good design, speed reduction, education programs and other measures. 2.4 North Ayrshire Council officers monitor road accident data to determine current reactive interventions. In recent years there have been: - • Slight decreases in fatalities on local roads, though a slight increase on trunk roads. Local road fatalities have reduced from 4 in 2022 to 1 in 2024. • A general decline of serious injuries on local roads reducing from 48 in 2018 to 29 in 2024. • An overall downward trend on minor injuries on local roads from 120 in 2018 to 56 in 2024. 2.5 An overview of fatal road traffic collisions over the past ten years identifies “failed to look properly” and “careless and reckless driving”, as the most frequently reported contributory causes. Further detailed examination of casualty and collision data can provide insight into age profiles, travel modes, geographic patterns, and socio- economic characteristics associated with road traffic incidents. 2.6 The plan aligns with the North Ayrshire Council Plan and other local partnership strategies such as the Safer North Ayrshire Strategy and the Local Transport and Active Travel Plan. 2.7 The plan is supported by key national and local performance indicators and incremental targets that can measure the success of the strategy, including 50% reduction overall in fatalities and serious injuries and a 60% reduction in fatalities and serious injury for children under 16 by 2030. 2.8 The plan places a strong emphasis on community engagement, education, and behaviour change initiatives to promote safer road use among all user groups. Key interventions will include targeted awareness campaigns, road safety training and engagement events, age-appropriate educational programmes within schools, and the continued promotion of the ‘Fatal Five’ road safety priorities: speeding, drink and drug driving, mobile phone use while driving, failure to wear a seatbelt, and careless driving. These objectives will be supported through enhanced public engagement and communication activities, utilising both digital and traditional media channels, including social media platforms, school engagement sessions, participation in road safety events, and the effective use of Council communication and advertising resources. 2.9 The Plan promotes the implementation of 20mph speed limits and decriminalised parking enforcement measures to enhance pedestrian safety, including reducing footway obstructions and improving accessibility for all road users. 2.10 North Ayrshire Council will continue to collaborate with emergency services and national, regional, and local partners to support the delivery of the intermediate, and long-term objectives set out within the North Ayrshire Road Safety Plan and the national Road Safety Framework. 2.11 To support the development of the Road Safety Plan, a draft version was circulated to the Safer North Ayrshire Partnership (SNAP) for review and comment. Feedback received was considered and incorporated, where appropriate. 178
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2.12 Cabinet approval of the Road Safety Plan is sought. Subject to approval, the plan will be embedded within the day-to-day activities and responsibilities of the Road Safety Technician and the action plan implemented by all stakeholders. Progress on this will be monitored and reported through the Safer North Ayrshire Partnership (SNAP) governance arrangements. 3. Proposals 3.1 That Cabinet: a) notes the approach set out in the plan; b) approves the Road Safety Plan. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 Delivery of the plan will be met from existing staff resource. Legal 4.3 North Ayrshire Council has a statutory obligation to manage and maintain its public road network under the terms of the Roads (Scotland) Act 1984. It also has a statutory obligation under the Road Traffic Act 1988 to review road safety information and provide training. Equality/Socio-economic 4.4 In 2025, research was published by the European Transport Safety Council indicating that Socioeconomic deprivation and lower affluence levels are strongly linked to a higher incidence of severe road traffic accidents and pedestrian casualties. Whilst no specific local research has been undertaken, the findings align closely with broader public health evidence that poorer communities experience worse outcomes across a range of measures. If residents in deprived areas are more likely to walk, use public transport, live near busy roads, and be exposed to poorer road infrastructure, then road casualty rates are likely to reflect those wider social determinants rather than simply individual behaviour. Communities experiencing the greatest deprivation are often exposed to greater road risk and poorer environmental conditions. This reinforces the need for our Road Safety Plan to be targeted, place-based and explicitly linked to our ambitions around reducing inequalities, improving population health and meeting our obligations under the Fairer Scotland Duty. This research aligns with the statistics contained within the socio- economic section of the Road Safety Plan which highlights more fatalities, serious injuries and minor injuries in 179
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the areas in North Ayrshire within the lowest 10% of the Scottish Index of Multiple Deprivation (SIMD). Climate Change and Carbon 4.5 None. Key Priorities 4.6 Effective management of the road network contributes to a number of Council plan objectives ensuring that North Ayrshire is well-connected with safe and effective infrastructure and that we maximise resources and provide value for money. It also contributes to Transport Scotland’s Road Safety Framework to 2030 and Scotland’s National Strategy for 20mph Speed Limits. Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 An Equality and Children’s Rights Impact Assessment screening was carried out, and Island Impact is included within this. United Nations Rights of the Child (UNCRC) 4.9 The Road Safety Plan meets the requirements of Article 6 (Life and survival) through aiming to lower the number of road accidents to keep children alive and healthy. Consumer Duty 4.10 None. 5. Consultation 5.1 Safer North Ayrshire Partnership (SNAP) were consulted on the draft Plan, and it was also presented to the Policy Advisory Panel on 8 September 2026. Transport Scotland have also been engaged on a draft copy of the Road Safety Plan. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Gary Wilson, Senior Manager, Neighbourhood Services (Roads) on Tel: 01294 324810. Background Papers Scottish Government Road Safety Framework Road Safety Framework to 2030 | Transport Scotland 180
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Road Safety Plan 2026 to 2035 0 North Ayrshire Road Safety Plan 2026 to 2035 181
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 1 Contents Foreword .................................................................................................................. 4 Introduction .............................................................................................................. 5 National and Local Road Safety Strategy .................................................................... 6 National Strategy ................................................................................................... 6 Local Strategy ........................................................................................................ 7 Safe System .............................................................................................................. 8 System Principles .................................................................................................. 8 The Safe System Outcomes ................................................................................... 9 Traditional Road Safety versus the Safe System ...................................................... 10 Reactive ........................................................................................................... 10 Proactive .......................................................................................................... 10 National Road Safety Targets ................................................................................. 11 National Key Performance Indicators ..................................................................... 12 North Ayrshire Road Safety ....................................................................................... 13 North Ayrshire Road Safety Statistics ..................................................................... 14 Fatal Statistics .................................................................................................. 16 Seriously Injured Statistics ................................................................................ 17 Slight Injury Statistics ........................................................................................ 18 Mode of Travel resulting in Fatality ...................................................................... 19 Mode of Travel resulting in serious injury............................................................. 20 Under 16s ......................................................................................................... 21 16 – 24 Age Group ............................................................................................. 22 Over 70s ........................................................................................................... 23 Socio-economic statistics ........................................................................................ 24 Our Areas of Work .................................................................................................... 26 Community-based Road Safety ............................................................................. 26 Emerging Risks ..................................................................................................... 28 E-Scooters ........................................................................................................ 28 Collaborative Working Partners ............................................................................. 29 Decriminalised Parking Enforcement and Pavement Parking ................................... 30 Implementation of 20 miles per hour speed limits .................................................. 31 182
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 2 External Funding Opportunities ............................................................................. 32 Soft Measures ................................................................................................... 32 Hard Measures.................................................................................................. 32 Education: School and Colleges ............................................................................ 35 Early Level (3 years to Primary 1) ........................................................................ 36 First and Second Level (Primary 2 to Primary 7) ................................................... 37 Third Fourth and Senior Phase (Senior 1 to Senior 6) ........................................... 38 Additional Support Needs .................................................................................. 38 Road Safety Action Plan ............................................................................................ 39 Monitoring & Evaluation ............................................................................................ 45 Statutory Responsibilities and Governance ............................................................... 46 Afterword ................................................................................................................. 47 Glossary .................................................................................................................. 48 Contact ................................................................................................................... 49 Table of Figures, Tables & Graphs Figure 1 - The Twelve Strategic Actions ....................................................................... 6 Figure 2 - Key Priorities within the North Ayrshire Council Plan ..................................... 7 Figure 3 - The Five Safe System Outcomes .................................................................. 9 Figure 4 – Safe System results hierarchy for Scotland ................................................. 11 Table 1 - Key Performance Indicators ......................................................................... 12 Table 2 – Road Safety Factors .................................................................................... 15 Table 3 – Top 3 Road Safety Factors involved in Fatal Collisions .................................. 16 Table 4 – Top 3 Road Safety Factors involved in Serious Collisions .............................. 17 Table 5 – Top 3 Road Safety Factors involved in Slight Collisions ................................. 18 Table 6 - The Severity of a collision on a road within the most deprived 10% SIMD area 24 Table 7 - The severity of a collision on a road within the least deprived 10% area.......... 24 Table 8 - Home postcode of road user involved in a collision who reside within the most deprived 10% ........................................................................................................... 25 Table 9 - Home postcodes of road user involved in a collision who reside within the least deprived 10% ........................................................................................................... 25 Table 10 - The number of NAC and Non-NAC residents involved in collisions within North Ayrshire .......................................................................................................... 25 Table 11 - Potential interventions to improve road safety ............................................ 28 183
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 3 Table 12 - A sample of previous years projects ........................................................... 32 Table 13- Early Level (3 years to Primary 1) ................................................................. 36 Table 14- First and Second Level (Primary 2 to Primary 7) ........................................... 37 Table 15 - Third Fourth and Senior Phase (Senior 1 to Senior 6) ................................... 38 Table 16 - Road Safety Action Plan............................................................................. 44 Graph 1 – Road Fatalities within North Ayrshire 2014 to 2024 ...................................... 16 Graph 2 – Serious Injuries within North Ayrshire 2014 to 2024 ..................................... 17 Graph 3 – Slight Injuries within North Ayrshire 2014 to 2024 ........................................ 18 Graph 4 - Number of Fatalities by Mode 2014 to 2024 ................................................. 19 Graph 5 - Number of Serious Injuries by Mode 2014 to 2024 ....................................... 20 Graph 6 - Number of Children under 16 Serious Injured .............................................. 21 Graph 7 - Numbers of Collisions within 16 to 24 year olds .......................................... 22 Graph 8 - Numbers of Collisions within road users over 70 ......................................... 23 184
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 4 Foreword SNAP (Safer North Ayrshire Partnership) - awaiting wording 185
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 5 Introduction North Ayrshire Council’s Road Safety Plan lays out the future of road safety within North Ayrshire and will align with Transport Scotland’s National Framework. Road Safety is a shared responsibility that touches all parts of every community. At a local level, we see firsthand the impact that collisions and unsafe behaviour have on our communities. These local realities sit within a broader national picture where governments across the UK are prioritising safer road use to achieve reductions in the numbers of serious and fatal collisions on our road network. Scotland’s road safety national framework set an ambitious target, by 2050 Scotland will have the world’s safest roads. To achieve the targets laid out in Scotland’s Road Safety Framework to 2030, road safety across all local authorities, emergency services will algin to the national framework. The Road Safety Plan sets out North Ayrshire Council’s commitment to providing a safer, healthier, and sustainable road network for all road users, whilst, looking to reduce road safety inequalities across North Ayrshire communities. 186
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 6 National and Local Road Safety Strategy National Strategy Published in 2021 by Transport Scotland, Scotland’s Road Safety Framework to 2030, “Together, Making Scotland’s Roads Safer” provides the vision for road safety to 2030 and beyond. Moving forward, road safety across Scotland will apply the Safe System to achieve Vision Zero by 2050. The framework aims to achieve Vision Zero by setting incremental road safety targets. Vision Zero An ambitious long-term goal of the Safe System approach is that there will be no deaths or serious injuries on Scotland’s roads by 2050. These challenges, either within or out with the road safety system, have been identified to make an impact now, or in the near future, on road safety generally and, more particularly, on the new framework. These are encapsulated in twelve themes which map easily onto the Safe System and align with Scottish Government’s policies, plans and strategies The twelve Strategic actions are contained within the National Road Safety Framework and address the following areas: Figure 1 - The Twelve Strategic Actions 187
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 7 Local Strategy The North Ayrshire Road Safety Plan supports the National Framework at a local level and aligns with several of the key priorities set out in the North Ayrshire Council Plan. Figure 2 - Key Priorities within the North Ayrshire Council Plan The Road Safety Plan’s ambition to achieve a safer, healthier, and more sustainable road network across North Ayrshire is supported by, and aligned with, the following partner strategies: Safer North Ayrshire Strategy Local Transport and Active Travel Plan North Ayrshire Community Planning Partnership North Ayrshire Partnership Plan (Local Outcomes Improvement Plan) North Ayrshire HSCP Strategy Plan 188
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 8 Safe System The Safe System was developed in Sweden and is now a globally recognised framework for road safety. It starts from the principle that no one should be killed or seriously injured when travelling on a road network and has four core principles. System Principles The system principles require an understanding about the behaviour of road users, the effects of their interactions with the road network, and other road users. The safe system acknowledges that road users are fallible and vulnerable, placing a greater responsibility on the design and management of roads network. The goal is to understand that traffic collisions are not avoidable but to reduce the consequences of serious collisions on the network. To do this we must understand interactions of different road users on our network, the effects of the interactions and achieve agreed standards of system operation. The principles are: 1. People make mistakes Humans are fallible, people can make mistakes that can lead to road collisions. We need to ensure that they do not suffer tragic consequences from making minor mistakes. 2. Humans are vulnerable to injury The human body has a limited biometric tolerance to crash forces before harm occurs. This means that impacts with extremely heavy objects (such as vehicles), especially at higher speeds, will almost certainly result in serious or fatal injury. 3. Death and serious injury are unacceptable We have a moral responsibility to manage the system to eradicate the most severe side effects that can be sustained from collisions. 4. Responsibility is shared It is the shared responsibility of those who design, build, manage and use the roads and vehicles to ensure that, if collisions occur, the forces involved are within the human body’s physical tolerance levels. (Parliamentary Advisory Council for Transport Safety 2018) 189
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 9 The Safe System Outcomes The Safe System approach applies its core principles to establish five key outcomes: Safe Speeds, Safe Road Use, Safe Roads and Roadsides, Safe Vehicles, and Post-Crash Response. These outcomes will underpin all road safety activities moving forward, guiding delivery towards achieving intermediate outcomes, meeting interim targets by 2030, and ultimately realising the long-term Vision Zero goal by 2050. Figure 3 - The Five Safe System Outcomes 190
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 10 Traditional Road Safety versus the Safe System Traditional road safety focused on the behaviour of road users and trying to correct human behaviour. 90% of collisions involve human error (RoSPA Factsheet, 2018). Working with road users can reduce the number of collisions on our roads. Using the Safe System approach can lower the number of collisions and reduce the likelihood of road users being killed or seriously injured if a collision occurs. Historically, road safety approaches have been predominantly reactive in nature. Reactive Traditional Road Safety • The traditional approach Interventions focused on vulnerable road users (VRUs) • Addresses areas with collision history, not necessarily most dangerous areas • Does not address the issue of VRUs avoiding locations due to fear of traffic The Safe System is a proactive multi-disciplinary model. Proactive Focusses on Road Danger Reduction • A more recent approach • Emphasis on tackling danger at the source • Recognises that collisions are not the whole picture • More holistic – aims to reduce collisions, speeds, volume of traffic and increase the prevalence of walking, wheeling and cycling The Safe System approach accepts that responsibility is shared across all sectors, we cannot wait for the system to malfunction, we use data to reduce risk, and our actions must be systemic, as this will increase the strength within the system 191
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 11 National Road Safety Targets Road Safety will work towards Vision Zero using the Safe System approach by achieving our incremental goals and targets. A detailed breakdown is available within Scotland’s Road Safety Framework to 2030 and these are measured against figures published annually by Transport Scotland within the Reported Road Casualty statistics. Figure 4 – Safe System results hierarchy for Scotland 192
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 12 National Key Performance Indicators Each of the five pillars is supported by a set of Key Performance Indicators, which are used to assess the effectiveness of road safety measures and interventions. These indicators enable road safety teams to continuously monitor performance and make informed adjustments to interventions in order to achieve improved outcomes. In 2021, Transport Scotland released its “Annual Delivery Plan 2021 to 2022” Within this document, Transport Scotland laid out 60 deliverables, Lead Partners and the Key Performance Indicators. The table below, extracted from the Road Safety Delivery Plan, outlines the Key Performance Indicators associated with each of the five pillars and identifies the organisation responsible for leading the monitoring of each indicator. Key performance Indicators No RSF 2030 Key Performance Indicator description Organisation responsible for collection of data Assessment frequency Key Performance Indicators 01 Safe Speeds Percentage of drivers or riders driving within the speed limit Transport Scotland Quarterly Current 02 Safe Road Use Percentage of drivers not distracted by handheld mobile phone Transport Scotland Every three years Current 03 Safe Road Use Percentage of vehicle occupants wearing a seatbelt or child restraint system correctly Transport Scotland Every three years Current 04 Safe Road Use Percentage of drivers or riders driving within the legal limit for alcohol or specified drugs Transport Scotland Every six months Current 05 Safe Road Use Overall casualty rate by Scottish Index of Multiple Deprivation decile (10 equally sized groups) Transport Scotland Annually Current 06 Safe Roads and Roadsides Percentage of distance travelled by vehicles that are travelling on roads with a risk rating below a relevant threshold Transport Scotland Annually Current 07 Safe Vehicles Percentage of new passenger cars, Light Goods Vehicles and Heavy Goods Vehicles with a 5-star EuroNCAP safety rating Annually Current 08 Post-Crash Response Time elapsed in minutes between the emergency call following a collision resulting in personal injury and the arrival of the emergency services Scottish Fire and Rescue Services Every six months Current Table 1 - Key Performance Indicators 193
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 13 North Ayrshire Road Safety Road Safety in North Ayrshire has taken a proactive approach to the development and delivery of a range of interventions and projects aimed at improving road safety and encouraging greater uptake of active travel among families. Road Safety Education has established and sustained effective working relationships with both internal and external partners, ensuring that collaborative efforts contribute to the achievement of shared road safety objectives. North Ayrshire Council regularly reviews local road collision data provided by Police Scotland, enabling analysis within a local context and facilitating timely and responsive action where required. Road safety outcomes can vary considerably across different age groups. In particular, young drivers and riders, as well as more experienced or older drivers aged over 70, are recognised as among the most vulnerable groups. Road deaths and injuries impose a terrible human cost and an economic burden on society. Transport Scotland estimates the average cost per casualty (based on 2024 data) as being: • Fatality - £2.5m • Serious Injury - £284k • Slight Injury - £22k It is essential to work collaboratively with the emergency services and the National Health Service to ensure an effective response to road traffic collisions, provide appropriate care and support to those affected, and enable thorough investigation into causes and preventative measures for the future. Road traffic injuries continue to place a significant, yet largely preventable, burden on NHS services, particularly in the context of increasing demand and constrained resources. 194
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 14 North Ayrshire Road Safety Statistics North Ayrshire Council aligns with the Transport Scotland Framework, which sets a long-term ambition of achieving Vision Zero and eliminating serious injuries on the road network by 2050. As part of the progression towards this goal, a series of interim targets have been established for 2030, based on the 2014–2018 baseline casualty data, as outlined below: • 50% reduction in people killed • 50% reduction in people seriously injured • 60% reduction in children (aged <16) killed • 60% reduction in children (aged <16) seriously injured Due to changes in the classification of casualty severities, introduced with Police Scotland’s implementation of the Collision Reporting and Sharing (CRaSH) system from June/July 2019, progress against these targets is assessed using adjusted figures. These adjusted figures are provided by Transport Scotland through the Reported Road Casualties Scotland publications. The Covid19 Pandemic influenced the road network usage, as peoples’ modes and frequency of travel adapted to the restrictions and new ways of working. The following section shows the breakdown of Fatal and Serious injury statistics on North Ayrshire Road Network, split into key user groups: • Overall • Modes of travel • Under 16 • Age 16 – 24 • Age over 70 For each user group, a graph showing the data from the 2014/18 baseline to 2024 is included, as well as the corresponding national interim or intermediate outcome targets. 195
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 15 Road Safety Factors (previously Contributory Factors) are provided by Police Scotland within the Stats19 dataset. This data reflets the reporting officer’s opinion at the time of reporting and may not be the result of extensive investigation. In the last 10 years, the overall top road safety factors for fatal and serious injury collisions within North Ayrshire have been: Road Safety Factors Percentage Failed to look properly (driver or rider) 16.8% Careless and Reckless driving (driver or rider) 8.7% Failed to judge other person’s path or speed (driver or rider) 7.6% Loss of control (driver or rider) 7.2% Poor turn or manoeuvre (driver or rider) 6.5% Table 2 – Road Safety Factors 196
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 16 Fatal Statistics Using the average baseline data for the period 2014 to 2018, together with extended data covering the years 2019 to 2024, Graph 1 illustrates the number of fatalities resulting from road traffic incidents in North Ayrshire: Graph 1 – Road Fatalities within North Ayrshire 2014 to 2024 Summary Since 2021, there has been a slight increase in the number of fatalities on the trunk road network, alongside a marginal decrease on the local road network. Over the past ten years, the three most frequently recorded contributory factors associated with road fatalities on both local and trunk roads are outlined below. It should be noted that the relatively low number of fatalities on North Ayrshire’s road network can result in proportionally larger percentage variations for individual factors, which may lead to an overrepresentation of a single factor within the data. Top 3 Road Safety Factors split by road type Local Road Percentage Trunk Roads Percentage Loss of control 17% 12% Careless and Reckless driving (driver or rider) 11% - Failed to look properly 9% 12% Pedestrian wearing dark clothing - 12% Table 3 – Top 3 Road Safety Factors involved in Fatal Collisions 197
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 17 Seriously Injured Statistics Using the average baseline data for the period 2014 to 2018, alongside extended data covering the years 2019 to 2024, Graph 2 illustrates the number of people who sustained serious injuries because of road traffic incidents in North Ayrshire: Graph 2 – Serious Injuries within North Ayrshire 2014 to 2024 Summary The overall trend indicates a reduction in the number of collisions resulting in serious injury on the local road network. Although an increase was observed in 2023, this subsequently declined in 2024, with both years remaining below the baseline average. In contrast, figures for the trunk road network have remained relatively stable since 2019. The combined total (illustrated in brown) broadly reflects a trend consistent with that observed on the local road network. Over the past ten years, the three most identified contributory factors associated with serious injuries on both local and trunk roads have been as follows: Top 3 Road Safety Factors split by road type Local Road Percentage Trunk Roads Percentage Failed to look properly (driver or rider) 14% 15% Careless and Reckless driving (driver or rider) 12% 11% Loss of control 8% Failed to look properly (pedestrian) 6% Table 4 – Top 3 Road Safety Factors involved in Serious Collisions 198
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 18 Slight Injury Statistics While the National Framework seeks to reduce fatal and serious injuries on the road network, slight injuries continue to occur. The graph below provides an overview of both the scale and trend of slight injury collisions in North Ayrshire. Graph 3 – Slight Injuries within North Ayrshire 2014 to 2024 Summary Across both the local and trunk road networks, this category has demonstrated an overall downward trend. Slight injuries remain the most prevalent type of road traffic injury, as clearly illustrated by the data presented in the graph above. While no specific targets are set for the reduction of slight injuries, North Ayrshire Council recognises the importance of continuing to develop targeted interventions aimed at reducing the incidence of slight injury collisions. Over the past ten years, the three most frequently identified contributory factors associated with slight injuries on both local and trunk roads have been as follows: Top 3 Road Safety Factors split by road type Local Road Percentage Trunk Roads Percentage Failed to look properly (driver or rider) 16% 20% Failed to judge other person’s path or speed (driver or rider) 9% 11% Careless and Reckless driving (driver or rider) 9% 7% Table 5 – Top 3 Road Safety Factors involved in Slight Collisions 199
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 19 Mode of Travel resulting in Fatality All road users are multi-modal, selecting the form of transport that best meets their needs at any given time. In doing so, individuals share a responsibility for their own safety and that of others. To support the achievement of Vision Zero, targets have been established for overall casualty reduction, alongside mode-specific measures. Graph 4 presents the average data for the period 2014–2018, together with figures from 2019 to 2024, illustrating the modes of travel involved in fatal collisions. It should be noted that these figures do not account for the relative amount of time individuals spend travelling by each mode. Graph 4 - Number of Fatalities by Mode 2014 to 2024 Summary There were no recorded fatalities involving buses, heavy goods vehicles, or horse riders during the period from 2014 to 2024. The data indicates that motorcyclists, pedestrians, and car passengers represent the groups most frequently involved in fatal collisions. 200
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 20 Mode of Travel resulting in serious injury Collisions resulting in serious injury can have life-changing consequences for those affected. Graph 5 illustrates the number of collisions resulting in serious injury over the period from 2014 to 2024. Graph 5 - Number of Serious Injuries by Mode 2014 to 2024 Summary Analysis of the data indicates that car drivers are the road users most likely to sustain serious injuries as a result of collisions on the network. Pedestrians represent the second most affected group, followed by car passengers. No collisions resulting in serious injury involving horse riders were recorded during the period from 2014 to 2024. Both cyclists and motorcyclists have exhibited an overall downward trend in serious injuries when compared with earlier years. 201
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 21 Under 16s To support the delivery of Vision Zero, it is essential that younger road users develop lifelong skills through a range of road safety education initiatives, projects, and promotional activities. Graph 6 presents the number of serious injuries recorded within the under-16 age group. Graph 6 - Number of Children under 16 Serious Injured Summary North Ayrshire Council data indicates that between 2014 and 2024, there were no recorded fatalities within this age group. While this is a positive outcome, it reinforces the need for Road Safety Education to continue its essential work to maintain and further reduce the already low incidence of collisions involving those under the age of 16. Children and young people remain among the most vulnerable road user groups. Road Safety will therefore continue to deliver a range of initiatives aimed at supporting parents, carers, and teachers, alongside direct engagement with this age group. 202
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 22 16 – 24 Age Group Individuals aged 16 to 24 have the opportunity to become multi-modal road users, transitioning from independent active and sustainable travel options to driving or riding in or on their first vehicle. At this stage, young drivers are typically less experienced and may still be developing key judgement skills, while also being more likely to engage in higher-risk behaviours, such as speeding or distraction. Graph 7 illustrates the number of young people involved in fatal or serious collisions between 2014 and 2024, across all modes of travel. Graph 7 - Numbers of Collisions within 16 to 24 year olds Summary Between 2019 and 2022, there were no recorded fatalities within this age group; however, this has since returned to levels observed prior to 2019. While the number of serious injuries within this cohort has shown some year-to-year variation, the overall trend has been one of gradual decline. 203
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 23 Over 70s As individuals age, maintaining an active lifestyle can encourage increased levels of walking, wheeling, and cycling for everyday journeys. However, in contrast to younger groups, some older drivers may experience age-related changes in factors such as vision and reaction times, which can influence their road use. Graph 8 illustrates the number of older road users involved in fatal or serious collisions between 2014 and 2024, across all modes of travel. Graph 8 - Numbers of Collisions within road users over 70 Summary The number of road users aged over 70 involved in collisions increased significantly during 2021 and 2022. The data also indicates that figures for 2024 have returned to levels broadly consistent with the 2014–2018 baseline. 204
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 24 Socio-economic statistics The National Framework highlights a clear relationship between road casualties and socio- economic deprivation, noting that individuals living in more deprived communities are at a higher risk of injury or death on the road network. In contrast, those within higher socio- economic groups are significantly less likely to experience road traffic-related injury or fatality. Within North Ayrshire Council, there are 186 Scottish Index of Multiple Deprivation (SIMD) data zones, of which 52 fall within the 15% most deprived areas in Scotland. The two tables below present the locations of collisions within the 10% most deprived areas (Table 6) and the 10% least deprived areas (Table 7), enabling comparison across these data zone communities. Table 6 below details the fatal, serious and slight collisions on North Ayrshire roads occurring in areas considered to be in the most deprived 10% SIMD zones. 2020 2021 2022 2023 2024 Total Killed 0 0 0 1 1 2 Seriously injured 3 2 3 11 7 26 Slight 4 8 8 15 11 46 Total 7 10 11 27 19 74 Table 6 - The Severity of a collision on a road within the most deprived 10% SIMD area Table 7 below details the outcome severity of a collision which has occurred on a road within the least deprived 10% area, over the same time period. 2020 2021 2022 2023 2024 Total Killed 0 0 0 0 0 0 Seriously injured 2 1 0 0 0 3 Slight 2 0 3 3 2 10 Total 4 1 3 3 2 13 Table 7 - The severity of a collision on a road within the least deprived 10% area A comparison of the two datasets indicates a notable disparity in the number of collisions occurring on roads within the most deprived 10% of areas. 205
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 25 Tables 8 and 9 provide further context by presenting the home postcodes of road users involved in collisions. Table 8 outlines the number of individuals residing within areas classified among the 10% most deprived, while Table 9 presents corresponding data for those residing within the 10% least deprived areas. 2020 2021 2022 2023 2024 Total Killed 0 0 0 1 1 2 Seriously injured 6 8 6 6 2 28 Slight 7 15 9 10 2 43 Total 13 23 15 17 5 73 Table 8 - Home postcode of road user involved in a collision who reside within the most deprived 10% 2020 2021 2022 2023 2024 Total Killed 0 0 0 0 0 0 Seriously injured 2 1 0 0 0 3 Slight 4 1 3 3 2 13 Total 6 2 3 3 2 16 Table 9 - Home postcodes of road user involved in a collision who reside within the least deprived 10% A comparison of the data presented across the four tables indicates clear differences between those living and travelling within the respective data zones. Individuals residing in areas classified among the 10% most deprived are more likely to experience, or be involved in, road traffic collisions across all severity categories. Transport Scotland data provides additional insight into whether road users involved in fatal or serious collisions within North Ayrshire are residents of the area or of other local authority regions. 2020 2021 2022 2023 2024 Killed (total) 1 3 5 4 3 NAC resident 1 3 3 3 2 Non-NAC resident 0 0 2 1 1 Seriously Injured (total) 40 36 44 50 41 NAC resident 34 29 32 32 27 Non-NAC resident 6 7 12 18 14 Table 10 - The number of NAC and Non-NAC residents involved in collisions within North Ayrshire Data covering the period from 2020 to 2024 relates to all roads within North Ayrshire. Analysis of fatal collision data indicates that education, engineering, and enforcement interventions should place a greater focus on residents of North Ayrshire. Continued collaborative working with neighbouring local authorities will further support the achievement of shared road safety objectives. 206
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 26 Our Areas of Work Community-based Road Safety We are all road users and, throughout our lives, will utilise different modes of transport for a variety of journeys, ranging from daily commuting to visiting family and friends or travelling for work. In doing so, the choices we make can impact both our own safety and that of others. As such, all individuals share a responsibility for their actions and behaviour while using the road network. Enhancing community connectivity can help build the confidence of residents to undertake active and sustainable travel for everyday journeys. Initiatives such as the installation of improved crossing facilities have already contributed to safer and more accessible journeys for communities across North Ayrshire. In 2022, the Department for Transport introduced updates to the Highway Code. These changes, comprising eight new or revised rules, are intended to enhance road safety, particularly for more vulnerable road users, including pedestrians, cyclists, and horse riders. More information on the changes can be found at: www.gov.uk A key element of these changes is the introduction of the Hierarchy of Road Users. This framework recognises the varying levels of vulnerability among road users and is designed to promote safer use of the road network for all. While all road users share responsibility for safe travel, those operating larger vehicles, such as heavy goods vehicles, are considered to carry a greater responsibility due to their increased potential to cause harm, particularly to more vulnerable users such as pedestrians and cyclists. In line with the National Framework, North Ayrshire Council’s Road Safety team will continue to work collaboratively with all road users to enhance safety within local communities. The table on the following page outlines a range of potential interventions that will be developed and implemented to support ongoing improvements in road safety across North Ayrshire. 207
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 27 Road User Partners North Ayrshire Council Commitments Pedestrian Local authorities Police Scotland Promotion of pedestrian safety and use of crossing facilities. Cyclist Local authorities Police Scotland Active Travel Team Promotion of safe and considerate cycling via events and social media. Horse Rider Local authorities Police Scotland Local Stables Awareness-raising events and promotions. Motorcycling and Scooters Local authorities Police Scotland Fire Service Motorcycle groups Institute of Advanced Motoring Royal Society for the Prevention of Accidents Camera Safety Partnership Develop the motorcycle training days. Promote awareness to other road users Drivers and Passengers Local authorities Police Scotland Fire Scotland Scottish Ambulance Service Royal Society for the Prevention of Accidents Institute of Advance Motoring Camera Safety Partnership Younger Drivers: Events and promotions to ensure younger drivers are aware of their responsibilities. Older Driver: Engage with older drivers to develop an appropriate initiative. Safe Speed: As one of the five Safe System Outcomes, there will be the continual promotion of speed awareness and inclusion within all driver initiatives. Drink and Drug Driving: Work to promote the consequences of Drink and Drug driving. Child in-car Safety: Engage with parents to promote the correct use and fitting of car seats. Road Legal vehicles: Promote a driver’s responsibility for correct car maintenance. Mobile Phone use: Promotion of the law. Fatigue: Encourage and promote greater awareness around fatigue and its potential consequences. Foreign Drivers: Create awareness of the Highway Code. Management of Occupational Road Risk: providing information on safe driving for work 208
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 28 Road User Partners North Ayrshire Council Commitments All: Develop a pop-up intervention for use in small scale community venues Table 11 - Potential interventions to improve road safety All interventions developed as part of these commitments will be subject to evaluation by participants and assessed in the context of emerging issues. This process will determine their effectiveness in achieving desired outcomes and identify where adaptations may be required to enhance their impact. Emerging Risks E-Scooters An emerging road safety concern is the increasing availability and use of e-scooters. In recent years, their sale and unlawful use have become more prevalent. Under current legislation, the use of e-scooters in public spaces is prohibited. They may only be used legally within government-approved rental schemes or on private land, subject to specific conditions. North Ayrshire Council’s Road Safety team has worked collaboratively with internal and external partners to ensure that clear, accurate, and consistent information is communicated to the public regarding the legal status and safe use of e-scooters. The Council will continue to monitor the development, prevalence, and use of e-scooters, alongside any changes in legislation or policy. Where necessary, appropriate interventions, awareness campaigns, and enforcement measures will be developed in partnership with relevant stakeholders to address emerging risks and promote public safety. 209
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 29 Collaborative Working Partners Road Safety will continue to work collaboratively with partner organisations, including Police Scotland, the Scottish Fire and Rescue Service, the Scottish Ambulance Service, National Health Service, the Scottish Safety Camera Partnership, the Walking, Wheeling and Cycling Trust, Living Streets, and neighbouring local authorities, to deliver projects and interventions. This partnership approach provides a range of benefits, including the sharing of expertise, improved efficiency through reduced costs and workload, and enhanced access to potential funding opportunities. North Ayrshire Council, in partnership with key stakeholders, will continue to implement the Safe System outcomes of safer speeds, safer roads and roadsides, safe road use, safer vehicles, and effective post-collision response. This work includes the ongoing review of data relating to road use, including speed and collision information, to inform evidence-based decision-making. The Council works collaboratively with partner organisations to develop and deliver initiatives and projects aimed at proactively improving road safety across North Ayrshire. The Safe System approach reflects a shared responsibility among government, road users, road authorities, vehicle manufacturers, and other stakeholders. North Ayrshire Council will continue to support initiatives aligned with the Road Safety Scotland 2030 and 2050 targets, while developing, promoting, and evaluating measures that deliver positive outcomes for all road users within the framework. Partnership working with Police Scotland extends beyond joint events and educational initiatives. Regular liaison meetings are held to discuss current and emerging road safety issues, providing an opportunity for each partner to share updates on road collision data. In addition, North Ayrshire Council convenes an annual Combined Ayrshire Road Safety meeting, attended by representatives from the emergency services and the three Ayrshire local authorities. This forum enables participants to exchange information and engage in open discussion to inform the development of future road safety interventions. 210
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 30 Decriminalised Parking Enforcement and Pavement Parking In 2024, North Ayrshire Council introduced Decriminalised Parking Enforcement, including the enforcement of pavement parking prohibitions under the Transport (Scotland) Act 2019. By promoting responsible parking of vehicles across North Ayrshire, we play a vital role in ensuring better road safety for all road users. Promotion of Decriminalised Parking Enforcement and Pavement Parking enables the safer movement of vulnerable road users throughout North Ayrshire. Under the 2019 Transport (Scotland) Act, North Ayrshire Council can prevent vehicles from obstructing pavements, dropped kerbs and pedestrian routes, this action improves visibility, reduces road user conflict, protects vulnerable road users, and ensures that people with mobility impairments, wheelchair users, older residents, parents with prams and children can move freely, safely and confidently around our communities. 211
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 31 Implementation of 20 miles per hour speed limits As part of the National Road Safety Framework, North Ayrshire Council, in partnership with Transport Scotland, is progressing the implementation of 20 mph speed limits across the local road network. These limits apply to urban routes, reducing vehicle speeds within built-up areas throughout the region. Safe Speed is one of the five key Safe System outcomes, and the introduction of 20 mph speed limits supports the Council’s objective of creating a safer road network. Speed is a well-established contributory factor in road traffic collisions. Reducing the speed limit from 30 mph to 20 mph on urban roads is expected to lower vehicle speeds and significantly improve survival rates for vulnerable road users in the event of a collision. Evidence indicates that the likelihood of a pedestrian fatality is substantially higher when impacted by a vehicle travelling at 30 mph compared to 20 mph. Furthermore, the promotion of lower speed limits contributes to creating a safer and more accessible environment, encouraging all road users to travel more confidently within their communities. The implementation of 20 mph speed limits has been supported through funding provided by Transport Scotland. These measures have been introduced under Temporary Traffic Regulation Orders (TTROs) for an 18-month period, allowing North Ayrshire Council to monitor and evaluate their effectiveness before determining whether they should be made permanent. As part of this evaluation, feedback will be sought from key stakeholders, including Police Scotland and local communities. Prior to the promotion of any Permanent Traffic Regulation Orders (PTROs), a public consultation process will be undertaken to provide residents and organisations with the opportunity to offer feedback and suggestions. 212
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 32 External Funding Opportunities North Ayrshire Council seeks external grant funding to support the delivery of projects that fall outwith the scope of the annual service plan. The Road Safety Improvement Fund, in particular, provides an opportunity to address both established and emerging issues, enabling the early application of the Safe System approach to road safety. Access to additional grant funding opportunities also allows North Ayrshire to support the development of road safety education and active travel initiatives. Historically, the Council has progressed projects encompassing both ‘hard’ and ‘soft’ measures. These complementary approaches work together to create a safer road environment, address identified road safety concerns, and improve connectivity between communities. Road safety education plays a key role in raising awareness and promoting safe behaviours, supported by targeted materials and interventions designed to encourage appropriate road use. Soft Measures Trailblazers project - A Road Safety and Active travel project. Creating 5 / 10 min school walking zones. QR codes were used to ask a daily road safety question over a 6-week period. Hard Measures Through the Road Safety Infrastructure Fund provided by Transport Scotland, North Ayrshire Council has successfully secured funding for a number of projects. These initiatives are directly focused on improving road safety and reducing collisions, in line with the five Safe System outcomes. Project Road User Safe System pillar Pathway improvements, dropped kerbs and tactile paving Pedestrian Cyclist Driver / Rider Safe Road User or Safe Roads and Roadsides Installation of traffic calming Pedestrian Cyclist Driver / Rider Safe Road User or Safe Speeds Improved signalised crossing facilities Pedestrian Cyclist Driver / Rider Safe Road User or Safe Roads and Roadsides Table 12 - A sample of previous years projects 213
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 33 Examples of some previous projects: New Street, Irvine – Double Pedestrian Light Crossing to improve safety at crossing for new early years pupils and staff. Improved connectivity and active travel link to local facilities and railway station. Alma Road, Brodick – New Junction Layout to improve all ability access and crossing point provision. Removal of confusing road layout, putting vulnerable road users first. Glencloy Road, Brodick - Junction realignment to widen the footway at the corner and install a new crossing point. Improved sight line aids active school travel and pedestrian access to the north Brodick areas. Tactile paving to improve accessibility. 214
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 34 High Road, Saltcoats – New footpath across existing desire line with an uncontrolled crossing point and refuse island. Provides a new crossing point to encourage pedestrians and cyclists to cross at a single point. Ayr Road, Irvine – Renewed Zebra Crossing, including Road Markings and Anti-skid. Upgrades to the Zebra Crossing facility, making it easier for all road users to see. Additional road markings will improve driver behaviour by defined places to turn and stop. 215
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 35 Education: School and Colleges Road safety awareness and understanding begin at an early age within Early Years Centres and schools. During this formative stage, children develop essential skills, including how and where to cross roads safely. The development of road safety awareness and behaviours is supported within educational settings through dedicated Road Safety Education programmes. In addition, the Road Service considers the environment surrounding educational establishments, implementing appropriate engineering measures such as pedestrian crossings, traffic calming features, road markings, and signage. In line with national guidance, these measures may be complemented by the provision of School Crossing Patrols where appropriate. Educational Services is responsible for the provision of School Crossing Patrols and applies national guidelines, as set out by Road Safety GB, to determine their necessity. In 2025, a comprehensive review of the School Crossing Patrol Service was undertaken, with each location assessed to ensure it met the established criteria for provision. Road Services works collaboratively with relevant Council services to assess the suitability of routes to school, particularly where transport provision may be required. Walking Route Assessments are undertaken in accordance with national guidance produced by Road Safety GB. Road Services will continue to enhance, support, and develop strategies and interventions that encourage increased uptake of active travel for school journeys. Promoting active travel contributes to improved physical and mental wellbeing, supports the local environment and community, and enables children and families to apply essential road safety skills in practical settings. Developing these skills from an early age supports safer decision-making and promotes lifelong safe road use. The tables below, which outline project interventions across each educational level, will be subject to ongoing monitoring and evaluation throughout the duration of this plan. 216
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 36 Early Level (3 years to Primary 1) Introduction to road safety occurs at this stage; projects and initiatives allow a child to understand road safety and active travel at a young age. Road Safety topics cover a wide range of subjects from holding hands to balanceability or Play on Pedals. It is vital to work with this age group to aid their development and understanding of crucial road safety skills for life. Road Safety supports activities in the early level with group activities, play, peer encouragement, providing resources and signposting national campaigns, such as Ziggy. Project Partners North Ayrshire Council Commitments Ziggy Road Safety Scotland Early Years Centres To promote Ziggy Educational presentations Early Years Centres Develop online content and signpost Road Safety Scotland Balanceability or Play on Pedal schemes Cycling Scotland Early Years Centres Secure funding for staff training, provide materials and grow the scheme within North Ayrshire. Scooter Skills Early Years Centres Restart and grow the scheme and utilise Junior Road Safety Officer’s to aid in the uptake across centres. People who help us Emergency Services Determine suitable avenues to promote activities across centres. Little Feet (Potential pilot) Living Streets Will investigate the potential of implementing this scheme within North Ayrshire. Table 13- Early Level (3 years to Primary 1) 217
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 37 First and Second Level (Primary 2 to Primary 7) A child will gain independence between the ages of 6 to 11. Engaging with children at this age group will allow them to develop their road safety skills and be more aware of their surroundings and how their everyday choices and actions can have both positive and negative effects. Typically, a child will use multiple modes of transport in their daily life. Road Safety Education provides children with a developing skill set to help them make informed judgements when making journeys. Project Partners North Ayrshire Council Commitments iCycle None To increase uptake within Schools. Look to revitalise training. Hands Up Scotland Survey Walk, Wheel, Cycle Trust Increase schools participating All Ayrshire Training days - Junior Road Safety Officer - School Staff training Neighbouring Local Authorities Education Revitalise the JRSO initiative and provide training to staff Road Safety presentations Ayrshire Roads Alliance Continue to grow and develop and signpost Road Safety Scotland Roadstars Road Safety Scotland Promote initiative and signpost Road Safety Scotland Go On Get Out There Active Travel Team Continue to promote and increase awareness whenever the Grant is available. Travel Smart Active Travel Team Increase awareness Theatre Groups Road Safety Scotland Provision of road safety plays to schools Transitional Project Education Active Schools Develop a suitable intervention Out of School group Brownies or Scouts Develop child-led activity Infrastructure improvements Walk, Wheel, Cycle Trust Living Streets Education Where required, look to improve infrastructure around schools. Provide bike racks / shelters when required. Scooter Skills Neighbouring Local Authorities Active Travel Utilise Junior Road Safety Officer’s to aid in the uptake Table 14- First and Second Level (Primary 2 to Primary 7) 218
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 38 Third Fourth and Senior Phase (Senior 1 to Senior 6) Moving to secondary school, pupils may travel further to access education. More often, journeys will be independent or with peer groups. Longer journeys may increase the complexity of the journey. Many may cycle and then move on to driving or motorcycling during this phase. Road Safety Education must create opportunities to engage with young adults to help develop positive and responsible road users during these phases. Project Partners North Ayrshire Council Commitments Your Call (Senior 1 to Senior 4) Road Safety Scotland Promote initiative and signpost Road Safety Scotland Crash Magnets (Senior 3 to Senior 6) Road Safety Scotland Emergency services Promote and increase uptake Mechanimals (In Development) Road Safety Scotland Promote new initiative once it becomes available. Theatre Groups Road Safety Scotland Use to promote safer road users Combined Ayrshire Road Safety Police Fire and Rescue Scottish Ambulance Service Camera Partnership Neighbouring Local Authorities Carry out young driver intervention throughout all secondary schools Hands Up Scotland Survey Walk, Wheel, Cycle Trust Increase uptake within schools Go On Get Out There Active Travel Continue to promote and increase awareness whenever the Grant is available. Infrastructure Walk, Wheel, Cycle Trust Education Cycling Scotland Where required, look to improve infrastructure around schools. Provide bike racks / shelters when required. Table 15 - Third Fourth and Senior Phase (Senior 1 to Senior 6) Additional Support Needs Road Safety Education historically provided the a2b safely resource for Additional Support Needs pupils aged 10 to 18 years. A newly developed Travel Together Safely resource has been created to enable the development of independent travel with pupils within this age range. This is a national resource provided by Road Safety Scotland. 219
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 39 Road Safety Action Plan From 2026 to 2030, the Road Safety Plan will provide a strategic framework to guide the delivery of road safety education and training. Achieving the ambitious Vision Zero target will require the continued development and implementation of schemes and projects that support North Ayrshire’s road users and contribute to reducing casualties across the network. Road Safety will continue to deliver educational resources and practical training for all road user groups. Building on existing progress and adopting the Safe System approach, the following priorities will be advanced: • Focusing on key user groups, including those aged over 70 and motorcyclists • Delivering road safety education through a range of formats, including presentations and training events • Utilising both social media and traditional communication channels to raise awareness and provide information • Maintaining and strengthening partnership working • Participating in relevant strategic groups and forums • Identifying and implementing appropriate engineering measures where required • Developing and sustaining proactive interventions • Designing and implementing data-led interventions where appropriate 220
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 40 Item Actions Council Priority SNAP Priority National Framework Safe System Links Potential Interventions Safe Road Users Safe Roads Safe Vehicles Safe Speeds Post Crash 1 Vision Zero by 2050 Follow both the National Road Safety Framework and Local North Ayrshire Road Safety Plan. 2 Reduce the number of fatal and serious collisions involving any age group Host both public and schools events targeting age groups. Offer appropriate training to user groups. Use print and social media to promote North Ayrshire and Road safety Scotland campaigns. Promote Safe System and Highway code changes. Liaise with organisations to discuss causation factors of collisions. Signpost expert or further practical training. 221
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 41 Item Actions Council Priority SNAP Priority National Framework Safe System Links Potential Interventions Safe Road Users Safe Roads Safe Vehicles Safe Speeds Post Crash 3 Reduce the number of fatal and serious collisions involving under 16s Deliver Road Safety interventions across educational establishments. Continue to increase uptake in Junior Road Safety Officers (JRSO), iCycle training and secondary school interventions. Use social media to engage and promote national adverts. 4 Reduce the number of fatal and serious collisions involving 16 – 24-year-olds Deliver young driver / rider at educational establishments. Use social media to promote awareness and knowledge. 5 Reduce the number of fatal and serious collisions involving over 70s Host public events covering topics and training appropriate to this group. Explore new ways to increase participation. 6 Promote changes such as 20mph Speed Limits and Decriminalised Parking Provide materials and promote via social & traditional media. 222
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 42 Item Actions Council Priority SNAP Priority National Framework Safe System Links Potential Interventions Safe Road Users Safe Roads Safe Vehicles Safe Speeds Post Crash 7 Measure and evaluate Key Performance Indicators Attend the Local Partnership Forum meetings to update local statistics. 8 Mode specific training events Host events applicable to the more vulnerable road user groups, such as Motorcycle, Horse riders and Cyclist 9 Increase attendance at organised events Improve the reach of marketing & advertising of the events. Incentives to attend and reduce no-shows. 10 Promote greater knowledge of Road Safety, the Highway code and the Safe System approach Use of social media for the public. In school use of Junior Road Safety Officers. 11 External Funding opportunities Apply for funds to support road safety improvements, increase awareness of road safety and encourage safer travel whether active or motorised. 223
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 43 Item Actions Council Priority SNAP Priority National Framework Safe System Links Potential Interventions Safe Road Users Safe Roads Safe Vehicles Safe Speeds Post Crash 12 Safe Speed Look to educate all road users on safer slower and appropriate speed Installation and promotion of 20mph speed limits. 13 Drink and Drug driving Use of social media to promote seasonal campaigns. Include in all driver interventions. Include information on prescription drugs. 14 In car safety and distractions Mobile phones / devices / Child in-car safety Educate all on safety and enforcement, using all tools, direct contact and social media promotion 15 Road Legal Vehicles Promote basic car checks and seasonal tyre safety. Use social media and include practical skills knowledge at all events. 224
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 44 Item Actions Council Priority SNAP Priority National Framework Safe System Links Potential Interventions Safe Road Users Safe Roads Safe Vehicles Safe Speeds Post Crash 16 Driver or Rider safety: Physical and mental wellbeing Fatigue Promote responsibility for understanding the effects of health conditions or fatigue on vehicle control and ability to drive via events or social media. 17 Foreign Drivers Use social or print media to promote and sign post national resources. 18 Management of Road Risk Raise awareness of Highway Code Table 16 - Road Safety Action Plan 225
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 45 Monitoring & Evaluation By establishing clear actions, supported by robust monitoring of traffic and road user behaviour, performance can be effectively evaluated to ensure the outcomes of the Road Safety Action Plan are achieved, while contributing to national targets. Monitoring of interventions will generate both quantitative and qualitative data, enabling the assessment of targeted initiatives. Where appropriate, independent third-party evaluations may be commissioned to provide additional technical expertise. Evaluation findings will inform the effectiveness of implemented interventions and support the development of future measures. Engagement with road users and local communities will be undertaken where appropriate to inform this process. Monitoring will be conducted using a range of methods, depending on the nature of the intervention, including: • Collision data analysis • Speed surveys • Condition surveys • Questionnaires 226
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 46 Statutory Responsibilities and Governance The Roads (Scotland) Act 1984 places statutory responsibility for local roads with local authorities. In addition, the Road Traffic Act 1988 requires local authorities to prepare and implement a programme of measures to promote road safety and to take appropriate action to prevent accidents, including the provision of information and advice relating to road use. The successful delivery of the North Ayrshire Council Road Safety Plan will rely on effective collaboration among all stakeholders. This requires a proactive and transparent approach, ensuring that all partners clearly understand their roles, responsibilities, and accountabilities, whether operating at a local, regional, or national level. A clear governance structure is essential to support the reporting of outputs, outcomes, and benefits arising from projects, programmes, and formal proposals that require strategic decision-making. The Governance Structure is shown below: Road Safety Scotland Local Partnership Forum (West) North Ayrshire Council Transport Scotland Strathclyde Partnership for Transport Emergency Services West of Scotland Road Safety Forum Scottish Safety Camera Partnership Safer North Ayrshire Partnership (SNAP) National Health Service Ayrshire and Arran 227
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 47 Afterword North Ayrshire Council Road Services will take a lead role in the development of road safety interventions, working in partnership with relevant organisations, neighbouring local authorities, and both internal and external stakeholders to promote all aspects of road safety. In recent years, this role has evolved to incorporate elements of enforcement alongside education and engineering. For example, the enforcement of parking restrictions can improve the availability of road space, enhance accessibility for vulnerable road users, and reduce potential conflicts between users. Enforcement activity, delivered by both North Ayrshire Council and Police Scotland, complements education and engineering measures, contributing to the creation of safer and more inclusive communities and road environments. Within the Safe System approach, the Council’s role is to ensure that all five system outcomes are embedded in discussions and decision-making relating to road safety. This will support progress towards achieving both immediate and interim targets, as well as the long-term Vision Zero ambition for 2050. Road safety is a shared responsibility, and achieving safer roads requires a collective commitment from all stakeholders to work collaboratively in the interests of all road users. 228
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 48 Glossary Balanceability or Play on Pedals: Early Years program teaches pupils how to cycle. Go on Get Out There: Internal grant fund for schools. iCycle: North Ayrshire Councils road safety-based cycling program for primary 6 pupils IAM Road Smart: Previously, Institute of Advanced Motoring, Road Safety Charity Junior Road Safety Officer: Primary 6 / 7 pupils who promote Road Safety in Schools Local Partnership Forums: Organised by Transport Scotland. We attend the west group, provide updates on work, collision statistics and collaboration. Living Streets Scotland: Part of the UK charity for everyday walking. Royal Society for the Prevention of Accidents (RoSPA): Dedicated to saving lives and preventing serious injuries. Road Safety Factor: Road safety factors are circumstances that the attending police officer believes contributed to the occurrence of a road collision. Road Safety Scotland: Part of the Scottish Government that provides strategic aims and policies to support the work of Road Safety teams across Scotland. Safer North Ayrshire Partnership: develop and deliver key actions with the wider Community Planning Partnership Strathclyde Partnership for Transport: joint working across local authorities and regional stakeholders to strengthen the planning and delivery of regional transport. Police Scotland Safety Cameras: is the collective name for the three Safety Camera Units that operate across Scotland - North, East and West - which manage the administration for speed and red-light cameras Scottish Index of Multiple Deprivation: Scottish Government’s official tool for identifying and ranking areas across Scotland according to relative levels of deprivation. Transport Scotland: The national transport agency for Scotland, delivering the Scottish Government's vision for transport. Travel Smart: North Ayrshire Council program to encourage active and sustainable travel Walk and Wheel Trust: Formerly, Sustrans Scotland. A charity which promotes Active and sustainable travel across Scotland West of Scotland Road Safety Forum: Working group of road safety officers, engineers and technicians from local authorities in the West of Scotland Region. 229
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Road Safety Plan 2026 to 2035 Draft document for approval only – Version 2.6 49 Contact North Ayrshire Council Neighbourhood Services Cunninghame House Irvine KA12 8EE roadsafety@north-ayrshire.gov.uk 230
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Litter, Flytipping and Dog Fouling Prevention Strategy - Clean North Ayrshire Purpose: To seek Cabinet approval on the proposed draft updated Litter, Flytipping and Dog Fouling Prevention Strategy. Recommendation: That the Cabinet approves the Litter, Flytipping and Dog Fouling Prevention Strategy. 1. Executive Summary 1.1 It is widely accepted that a well maintained, litter free and aesthetically pleasing local environment can help attract visitor numbers, increase business investment to an area, as well as making the area a nicer place to reside and work in. The protection and maintenance of the local environment, by keeping it clean, tidy and litter free can therefore play a significant role in contributing to the regeneration of North Ayrshire and play a key role in the Council Plan (2023 - 2028) mission of ’Working together to improve the lives of our people in North Ayrshire.’ 1.2 A new National Litter and Flytipping Strategy was published in 2023, which revolves around the 3 key themes of behaviour change, improved infrastructure, and strengthened enforcement. 1.3 The Council’s strategy aligns well with this approach, however following consultation with Elected Members and a wide range of local stakeholders, a refreshed approach with additionality to the national strategy was agreed. It was agreed to have a renewed focus on education & awareness to deliver behaviour change and to ensure the right infrastructure was in the right place. A stronger, local, more targeted approach to enforcement was also highlighted in the consultation. 1.4 The removal of litter, flytipping and dog fouling incurs significant direct financial costs to the Council. The vision for this Litter, Flytipping and Dog Fouling Prevention Strategy is that the Council in partnership with its communities will strive towards achieving zero litter, flytipping and dog fouling in North Ayrshire. The robust strategy will also ensure that the Council maximises the use of its resources to effectively address the issues. 1.5 By tackling litter, flytipping and dog fouling in a co-ordinated and targeted way through a combination of preventative measures aimed at discouraging environmental crime and incivility, North Ayrshire’s localities will be protected and enhanced, thereby Agenda Item 9 231
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providing an attractive and appealing environment for people to live in, visit and conduct business in. 2. Background 2.1 The previous strategy; “North Ayrshire’s Litter, Flytipping and Dog Fouling Prevention Strategy, Don't Waste North Ayrshire” was approved by the Council in March 2014. Since then, there have been significant changes in the national and local strategic context, leading to the requirement for an updated strategy to review and ensure alignment. 2.2 The publication of the National Litter and Flytipping Strategy in 2023 provided a comprehensive framework to the approach to achieving a reduction in litter and flytipping throughout Scotland and North Ayrshire Council is already closely aligned to this strategy. The strategy sets out how national and local government, business, third sector, communities and individuals can work together to support behaviour change, improve infrastructure and strengthen enforcement, in order to protect our environment, better value our resources as a society and prevent the escape of materials from the economy. 2.3 The six-year strategy sets out actions to drive these improvements through delivering annual action plans and improving data and monitoring to identify problem areas and target action where it is needed most. 2.4 The Circular Economy (Scotland) Act 2024 sets out new powers that will enable local authorities (and SEPA) to deal with flytipping offences by allowing vehicles to be seized that have been found to be involved in specified waste crimes. The Act also created the ability for Scottish Government to introduce a civil penalty regime for road users who litter from vehicles, which once implemented through secondary legislation and provision of guidance, will make the registered keeper of the vehicle liable. Furthermore, the Act sets out a framework to increase the maximum fixed penalty for flytipping offences, which increased the penalty from £200 to £500, with scope for further increases, as well as providing a framework for strengthening duty of care responsibilities in relation to household waste to help prevent flytipping. 2.5 The Council has worked with the environmental charity, Keep Scotland Beautiful, to help review the Council’s 2014 strategy, conduct engagement workshops with Elected Members and local stakeholders, and provide a recommendations report, which has been used to help shape and inform this strategy. The review included collaboration with Elected Members and Council staff to review the national and local context, identify priorities, highlight areas for improvement and opportunities for action. A separate public engagement process was also undertaken to provide members of the public with the opportunity to share their views on how to make North Ayrshire cleaner, assess the current situation in their local community, and contribute their views on potential priorities for action. 2.6 The Streetscene Strategy Team consists of Streetscene Strategy Officers and Environmental Enforcement Officers, who play a key role in the management of environmental crime through education, enabling and enforcement activities relating to litter, flytipping and dog fouling. In recognition of the importance of the Enforcement Team, an additional two Environmental Enforcement Officers are currently being recruited. The team also analyses data and information gathered from a number of 232
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sources to help identify, record and map ‘hot spot’ areas for littering, flytipping and dog fouling. This information is utilised in targeting Streetscene Operations to maximise productivity and efficiency as part of a proactive operational response. 2.7 Scottish Government published the National Flytipping Baseline Report in October 2024, as an update on the National Litter and Fly Tipping Strategy. The report noted that North Ayrshire Council’s Environmental Enforcement Team issued more Fixed Penalty Notices (FPNs)/fines for flytipping in 2022/23 than any other local authority in Scotland. North Ayrshire issued 201 for the year, the second highest local authority was Glasgow City Council with 126 issued. 2.8 The effectiveness of street cleaning operations is measured using the Local Environmental Audit Management System (LEAMS), which in turn informs the Local Government Benchmarking Framework (LGBF) Indicator – Street Cleanliness Index. Since its introduction as a measure of performance in 2003/04, North Ayrshire Council has consistently achieved Street Cleanliness Index ratings above the acceptable standard of cleanliness score of 67. The latest measured level of cleanliness (2025/26), with a score of 89.7%, is amongst the highest score ever achieved by North Ayrshire. 2.9 Through implementation of the Streetscene approach, the Council has optimised resource use, in terms of both equipment and staff resources. The service has achieved desired improvements in street cleanliness standards, improved service productivity and efficiencies to deliver both strategically and operationally, a well maintained, protected and enhanced local environment throughout North Ayrshire. 2.10 In addition to the Streetscene service, the Council is complemented by and benefits from an active network of volunteers who work tirelessly through litter picking activities to enhance and improve their local environment. Streetscene supports the volunteers by providing advice, support, tools and equipment such as litter pickers and the uplift of the bags of collected litter. 2.11 There are several registered voluntary groups across the area, which includes over 300 individuals who work in partnership with the Council, and recorded collecting around 3,270 bags of litter in 2025 from open space areas. In recognition of the volunteers' hard work to improve and enhance the local natural environment, Streetscene has held recognition events to thank and acknowledge the contribution made by environmental volunteers across North Ayrshire. 2.12 Notwithstanding the positive impact of the Streetscene approach, information received during the public engagement process indicates that litter, flytipping and dog fouling continues to be a key issue for communities across North Ayrshire. This is further confirmed by information received by the Council’s Customer Contact Centre and the number of service requests received relating to litter, flytipping and dog fouling issues over the last few years, which has also been facilitated through additional and improved reporting channels (web site e-forms, social media etc). However, it is promising to note there is a slight downward trend in service requests the past 3 years. 2.13 In developing a Litter, Flytipping and Dog Fouling Prevention Strategy for North Ayrshire, it is recognised that whilst physical intervention is needed to deliver a cleaner environment, more could be gained by enabling a culture where it is not 233
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acceptable in society to drop litter, fly tip or not clean up after your dog. To achieve this cultural shift, there is a need to engage with residents, community groups and local organisations to develop and support several actions in this strategy. 2.14 The proposed draft Litter, Flytipping and Dog Fouling Prevention Strategy attached as appendix 1 aims to manage demand for the Streetscene service and encourage behavioural change, by implementing a series of actions and tasks. 2.15 The aims of the strategy are to: • Change peoples’ hearts, minds and attitudes with regards to littering, flytipping and dog fouling; • Encourage a social contract with communities whereby we “All do our bit to protect and enhance the local environment” and highlight that litter, flytipping and dog fouling are socially unacceptable; • Shift the emphasis of litter, flytipping and dog fouling management from clean-up to prevention; • Introduce a zero tolerance to litter, flytipping and dog fouling; and • Ensure a coordinated, best practice approach to litter, flytipping and dog fouling prevention and management across North Ayrshire through the provision of education, enabling and strengthened enforcement activities. 2.16 The strategy continues to be formed around three key strands to prevent and manage the reduction of litter, flytipping and dog fouling through the following three ‘E’s’ of: Educate, Enable and Enforce, along with Audit and Evaluation. 2.17 Audit and evaluation are essential to understand the extent of the issue and in assessing and evaluating the success of litter, flytipping and dog fouling prevention initiatives. The data collected will be used to monitor the level of disposal behaviours and used to assess the effectiveness of litter prevention and management initiatives in place throughout North Ayrshire. Key actions during the implementation of the strategy will include: • Ongoing monitoring of data to achieve Key Performance Indicators outlined in Streetscene Operational Plan; • Conduct mini LEAMS audits (where required) to inform operational and prevention activities; • Participate in Environmental Visual Audits (as requested) with community planning partners (Housing, Police Scotland etc) to evaluate local environmental conditions and to facilitate targeted improvements; • Review all LEAMS audit data, service request data received through the Council’s Customer Relationship Management (CRM) system, Netcall, and other data recorded to facilitate an improved and targeted approach to clean up and 234
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prevention activities, focusing on hot spot areas, including further development of data analytics; • Evaluate promotional and educational awareness campaigns to determine the effectiveness of different messages and approaches; • Promote collaborative learning through sharing best practice via the national Litter Managers Network; • Monitor the impact of the UK Digital Waste Tracking System (once implemented from January 2027) on the levels of flytipping; and • Monitor the impact of the UK Deposit Return Scheme (once implemented from October 2027) on the volumes and types of litter being discarded. 2.18 Education and Awareness – effective education and awareness raising is a powerful tool for achieving long-term behavioural change within a community. Well-developed and integrated education programmes combined with support for community empowerment, promotional material and media support can engage communities and encourage ownership and instil civic pride. Complemented by awareness raising activities including promotional campaigns and effective communications, a strategic approach to educational activities is a key and fundamental part of this strategy. Following consultation with Elected Members and a wide range of local stakeholders, a refreshed approach to education and awareness will be developed including the following key actions during the implementation of the strategy will include: • Liaise with other Council Services (Education and Waste Resources) to develop a litter, flytipping and dog fouling awareness and education programme that is appropriate for all levels of the education system (Nursery, Primary and Secondary Schools). This will include carrying out education and awareness campaigns regarding the detrimental impact on the environment and the costs involved in cleaning up litter, flytipping and dog fouling, promoted through the council’s Waste Awareness and Streetscene Officers. • Carry out focussed interventions targeting specific areas (e.g. roadside litter, Ob- litter-ate, safe vape disposal, dog fouling in cemeteries); • Through partnership working, promote responsible dog ownership and produce responsible dog owners’ guidance; • Continue to work with Keep Scotland Beautiful (KSB) and other organisations to ensure national campaigns and initiatives are promoted and reflected in local media, social media and advertising, to encourage participation; and • Review the Council’s web pages containing information on litter, flytipping and dog fouling to facilitate improved awareness and link to relevant partner websites (KSB, Zero Waste Scotland, SEPA etc). 2.19 Enable – a key element of the litter, flytipping and dog fouling prevention strategy is to provide the right tools to ensure litter and waste disposal facilities are easily accessible and available for use. Public spaces that are well maintained with effective Streetscene operations with the provision of strategically placed litter bins 235
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discourages dog fouling waste being left in public places and general littering behaviour. At the Council meeting on 24 June 2026 an additional £1.496 million was provided to deliver additional investment in street cleaning including investment in Streetscene equipment and operations as well as a local grant fund to support community clean-up organisations, and to help establish new ones. An additional aspect of enabling communities is to support and encourage community involvement in clean up events and in looking after their area. There is a strong desire amongst the North Ayrshire communities to contribute to help to protect and enhance the local environment. Key actions during the implementation of the strategy will include: • Ensure physical interventions (e.g. provision and servicing of bins, signage etc.) are effectively provided for the safe disposal of litter and dog waste. • Assess and consider the suitability of technology, including the use of existing GIS applications to monitor usage of bins to enable the optimisation of resources. • Promote the provision of all waste disposal facilities and services. • Continue to support Keep Scotland Beautiful and other partner organisations in encouraging litter, fly tipping and dog fouling prevention initiatives (such as; Spring Clean Scotland, the Great British Beach Clean and other community clean up campaigns). • Identify suitable funding sources and/or resource opportunities available for delivering litter, flytipping and dog fouling prevention actions. • Develop a pilot environmental improvement initiative called TARGET (Trees, Air, Rivers, Greenery, Earth and Trash) (TARGET) to support small, visible actions that help improve the quality, appearance and safety of local places. 2.20 Enforce – Legislation is in place that gives local authorities powers to act against individuals and businesses that litter including Fixed Penalty Notices (FPNs). Enforcement is recognised as a key strand of an effective litter, dog fouling and flytipping prevention strategy to discourage said environmental crimes. Within the Streetscene Strategy Team, there is a dedicated Environmental Enforcement Team in place to address related crime in pursuance of the Environmental Protection (Scotland) Act 1990 s87 & s33 and the Dog Fouling (Scotland) Act 2003 s1. The team is currently being expanded by an additional two officers, which will help support delivery of the strategy. Key actions during the implementation of the strategy will include: • Increase the visibility and promotion of the role of the Environmental Enforcement Team throughout North Ayrshire including the recruitment of two additional officers; • Increase the visibility and promotion of the role of the Environmental Enforcement Team throughout North Ayrshire including the recruitment of two additional officers; 236
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• Explore strengthened joint working arrangements between Streetscene and other services and partners (including SEPA, KSB, Police Scotland), to supplement and deter environmental crime; • Work with shops and businesses on litter related issues; • Utilise appropriate forms of media to advertise current and future changes to the value and application of Fixed Penalty Notices (FPNs); • Assess and consider the suitability of technology to conduct flytipping enforcement investigations, as appropriate, including exploring the use of fixed and mobile CCTV for identifying environmental crime. • Strengthen data gathering and analytics for litter, flytipping and dog fouling issues to determine hot spots and target enforcement resources, including the council’s streets, parks, beaches and cemeteries; • Keep informed of the implementation of relevant sections of the Circular Economy (Scotland) Act 2024, develop the necessary legislative framework and utilise the new Scottish Government guidance (when published), to support a consistent approach to the enforcement of environmental crime. 3. Proposals 3.1 It is proposed that Cabinet agrees the Litter, Flytipping and Dog Fouling Prevention Strategy, attached as appendix 1. 4. Implications/Socio-economic Duty Financial 4.1 The key themes and actions arising from the strategy will be actioned and developed within the existing available budgets. The budget available to implement this strategy will be utilised in the most efficient and effective manner to ensure maximum return and outcomes are achieved. At the Council meeting on 24 June 2026 an additional £1.496million was allocated to deliver additional investment in street cleaning including investment in Streetscene equipment and operations as well as a local grant fund to support community clean-up organisations, and to help establish new ones. Human Resources 4.2 The strategy will be delivered by existing staff members. Legal 4.3 There is a significant legislative framework for litter, flytipping and dog fouling which sets out several controls and legal obligations. 4.31 All legislation procedures will be followed relating to issuing Fixed Penalty Notices. Any future changes in the penalty levels issued for Fixed Penalty Notices will be implemented as part of the strategy. 237
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4.32 The Circular Economy (Scotland) Act 2024 sets out new powers that will enable Scottish local authorities (and SEPA) to deal with litter and flytipping offences. Before the powers within the Circular Economy (Scotland) Act 2024 Act can be implemented, further secondary legislation is required to be laid in parliament to implement these powers, and detailed guidance relating to the use of the new powers is to be provided by Scottish Government to Local Authorities prior to implementation. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 The actions and tasks contained in the strategy aim to reduce the incidents of environmental crime leading to improvements within the environment. Preventing litter, flytipping and dog fouling leads to a more sustainable environment and helps to close the loop in a circular economy. Key Priorities 4.6 The anticipated improvements that will take place as an outcome of implementing this strategy will contribute towards the delivery of the Council’s core four priorities of A Sustainable Council, Wellbeing, Climate Change and Communities and Local Democracy. Community Wealth Building 4.7 The strategy aligns with the Council’s Community Wealth Building Strategy (2024- 2027) vision of a ’Wellbeing Economy – an economy which works for both people and planet – providing an economically and environmentally sustainable future for our communities and young people to flourish.’ 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 Consultations have taken place through Elected Members and local stakeholders, through a public engagement process supported by Keep Scotland Beautiful. The draft strategy was also presented to the Policy Advisory Panel on 8 September 2026. 238
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5.2 A pre-screening questionnaire relating to Strategic Environmental Assessment (SEA) legislation will be submitted to Scottish Government to request the views of the statutory consultees on whether a full SEA is required. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Service (Neighbourhood Services) on 01294 324890. Background Papers 0 239
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0 North Ayrshire Council Litter, Flytipping and Dog Fouling Prevention Strategy 2026 – 2030 CLEAN NORTH AYRSHIRE 240
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1 Table of Contents 1.0 Introduction ............................................................................................................................ 2 1.1 Background ........................................................................................................................... 2 1.2 Key Drivers ............................................................................................................................ 5 1.3 National Factors .................................................................................................................... 7 1.4 Local Factors ....................................................................................................................... 10 1.5 Streetscene Service ............................................................................................................. 16 1.6 Issues, causes, areas for improvement ................................................................................ 21 Litter ......................................................................................................................................... 21 Flytipping ................................................................................................................................. 24 Dog Fouling ............................................................................................................................. 25 1.7 Strategy Outline ................................................................................................................... 27 Vision ....................................................................................................................................... 28 Goals ....................................................................................................................................... 28 Aims ......................................................................................................................................... 28 1.8 Action Plan .......................................................................................................................... 29 Audit and Evaluation ................................................................................................................ 30 Education and Awareness ....................................................................................................... 31 Enable ..................................................................................................................................... 33 Enforcement ............................................................................................................................ 35 1.9 Implementation, Monitoring and Evaluation ......................................................................... 37 1.10 Financial .............................................................................................................................. 38 Appendix 1 .................................................................................................................................. 39 Wider Legislative Framework....................................................................................................... 39 Appendix 2 .................................................................................................................................. 43 Local Environmental Audit Management System (LEAMS) ......................................................... 43 241
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2 1.0 Introduction Preventing litter, flytipping and dog fouling in a coordinated and targeted way, achieved through a combination of measures aimed at instilling civic pride throughout North Ayrshire, will play an integral role in achieving a clean, well-maintained environment. This in turn can contribute to an increase in local wellbeing, as well as helping to influence economic growth and development across North Ayrshire, by helping to attract more visitors and increasing levels of business investment in the area. The removal of litter, flytipping and dog fouling incurs significant direct financial costs for the council. By focusing on the prevention of environmental crime and anti-social behaviour and thereby altering service demand through the development and implementation of a robust prevention strategy, the council will ensure maximum effectiveness in the use of its resources. Items that have been left in public spaces as litter or fly tipped materials reflect today’s throwaway culture in society and unsustainable rates of consumption. These items should be responsibly and sustainably disposed of and captured in a way that contributes to a circular economy. In recognition of the importance of these factors, the council has revised and updated its Litter, Flytipping and Dog Fouling Prevention Strategy. This Litter, Flytipping and Dog Fouling Prevention Strategy, sets out a framework for an effective and coordinated prevention and management programme, and provides strategic direction for the combined efforts of the community and the council. The strategy is built around a series of objectives and actions under three main priority areas – the three ‘E’s’ of Education, Enable and Enforcement which are supported by audit and evaluation activities. These objectives, actions and implementation tasks are aimed at realising the vision, goals and aims as outlined within this strategy. 1.1 Background The previous version of this strategy; “North Ayrshire’s Litter, Flytipping and Dog Fouling Prevention Strategy, Don't Waste North Ayrshire” was approved by the Council in March 2014. Since then, there have been significant changes in the national and local strategic context since then, leading to the requirement for an updated strategy. Furthermore, the country has undergone a changing landscape since the covid pandemic and the cost-of-living crisis, along with budget pressures and a challenging financial environment for local authorities. The previous strategy aimed to tackle the issues of litter, flytipping and dog fouling at a local level by instilling the 3 E’s approach of Educate, Enable and Enforcement. 242
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3 North Ayrshire Council worked with the environmental charity Keep Scotland Beautiful to help review the 2014 strategy, conduct engagement workshops with Elected Members and local stakeholders, and provide a recommendations report, which has been used to help shape and inform this strategy. Geographical, socio-demographic and population data North Ayrshire Council is a medium sized Scottish local authority, with a population of around 133,570. Its total area covers 340 square miles, almost equally divided between the mainland and the islands of Arran and Cumbrae. It has a total coastline of 140 miles. Over 75% of the population live in urban areas or accessible small towns, with the remaining population living in rural areas, with 4.8% of the total population living in remote or very remote rural areas. Population The most recent estimated resident population of North Ayrshire was 134,010 in mid- 2024, of which 47.9% were male and 52.1% female, according to the National Records of Scotland (NRS). 2024 figures indicate that residents aged 0-15 account for 15.6%, 16-44 year olds make up 31.2% of the population, while 28.6% are aged 45-64. Residents aged over 65 make up 24.6% of the population in North Ayrshire. Between 2022 and 2032, the population of North Ayrshire is projected to decrease 129,319. This is a decrease of 3.1%, which compares to a projected increase of 4.4% for Scotland as a whole. Employment The most recent employment rate (of those aged 16-64) documented in North Ayrshire for people aged 16 to 64 was 70.3% in December 2023 (Office for National Statistics). This figure represents a decrease from the previous year and is lower than the Scottish average (74.7%) Unemployment levels have for many years been among the highest in Scotland, and as of December 2023, North Ayrshire had the 5th highest unemployment rate (3.5%) in Scotland. North Ayrshire’s economic inactivity rate (27.7%) for the year ending December 2023, representing 20,100 individuals aged 16-64. 243
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4 Scottish Index of Multiple Deprivation (SIMD) In the latest Scottish Index of Multiple Deprivation (SIMD) published in 2020, 52 of North Ayrshire’s 186 data zones were within the 15% most deprived areas in Scotland. This makes up 28% of the whole area and is a slight increase from the SIMD figures published in 2016. These deprived areas are primarily concentrated in the Three Towns and Irvine locality areas, with parts of Kilwinning and the Garnock Valley also showing high levels of deprivation. Overall, North Ayrshire is ranked as the fifth-highest area for deprivation in Scotland, a position that has not changed since 2016. Socio-demographic Profile The socio-demographic profile (including the age, economic activity, and type of households) of an area can be a useful tool in identifying appropriate litter management provisions. Irresponsible dog ownership can also be linked to an area’s socio-demographic profile with an increased prevalence of dog fouling. The SIMD levels are also important in shaping the Litter, Flytipping and Dog Fouling Prevention Strategy as Keep Scotland Beautiful’s research indicates that ‘There is a strong correlation between litter and deprivation using the Scottish Index of Multiple Deprivation with poorer standards found in areas with higher levels of deprivation.’ 244
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5 1.2 Key Drivers This section outlines the main legislative, national and local factors which have an influence on the control and prevention of litter, flytipping and dog fouling. Current and future management of litter, flytipping and dog fouling issues is influenced by decisions taken at a number of levels. Legislation There is a significant legislative framework for litter, flytipping and dog fouling which sets out a number of controls and legal obligations. The key elements of these are outlined below. Further supplementary information on wider relevant legislation is contained within Appendix 1. Environmental Protection Act (EPA) 1990: Litter The Environmental Protection Act (EPA) 1990: defines littering as an offence. Any person(s) dropping litter can be issued a Fixed Penalty Notice requiring the current payment of £80. The EPA 1990 also outlines powers to designate Litter Control Areas and issue Street Litter Control Notices: Litter Control Areas: Provision is made for a local authority to designate a Litter Control Area where it considers that, without such designation, the presence of litter or refuse means land is, and will continue to be, in a condition which is likely to be detrimental to the amenity of the area. The types of land designated as Litter Control Areas are generally areas that are accessible to the public but privately rather than publicly owned. If the designation is made, the land becomes relevant land, and the occupier is then required to clear the land and keep it free of litter. Street Litter Control Notices: A local authority may, with a view to the prevention of accumulations of litter or refuse in and around any street or open land adjacent to any street, issue a ‘street litter control notice’, imposing requirements on occupiers or owners of premises in relation to the control of litter or refuse. Environmental Protection Act (EPA) 1990: Flytipping The EPA 1990 makes it an offence for any person to deposit controlled waste on any land unless a waste management licence authorising its deposit is in force. The penalties for the above offence are: • Summary conviction: imprisonment for a term not exceeding six months or a fine not exceeding £40,000 or both, and 245
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6 • On conviction on Indictment: imprisonment for a term not exceeding two years or a fine or both. The Antisocial Behaviour etc. (Scotland) Act 2004 introduced an alternative to prosecution for flytipping offences, by introducing the provision to issue Fixed Penalty Notices. The current level of fixed penalty for flytipping is £500. The Dog Fouling (Scotland) Act 2003 The Dog Fouling (Scotland) Act 2003 places a duty on those responsible for dogs to clean up after their animals. If a person in charge of a dog allows it to defecate upon any place to which the Act applies and fails immediately to remove the faeces, that person shall be guilty of an offence unless; a) the person has a reasonable excuse for failing to do so; or, b) the owner, occupier and other person or authority having control of the place has given consent to the person failing to do so. A Fixed Penalty Notice can be issued requiring the payment of £80 rising to £100 if not paid within 28 days. Failure to pay fixed penalties can result in action by Sheriff Officers or the Procurator Fiscal. The Code of Practice on Litter and Refuse Scotland (Scotland) 2018: Issued under the Environmental Protection Act 1990, The Code of Practice on Litter and Refuse (CoPLAR) 2018 is a statutory guidance document that provides statutory and practical guidance to support organisations with a duty to fulfil the legal requirements of section 89, (1) and (2) of the Act. Duty holders are required to: 1) keep their land clear of litter and refuse; and 2) keep their roads clean. Further information on the CoPLAR is provided in Appendix 2. 246
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7 1.3 National Factors National Litter and Flytipping Strategy 2023 In June 2023, a new National Litter and Flytipping Strategy was published by the Scottish Government, in partnership with Keep Scotland Beautiful, Zero Waste Scotland and SEPA. The National Litter and Flytipping Strategy sets out a refreshed approach to tackling litter and flytipping to help protect and enhance Scotland’s environment, ensure safer and cleaner communities, and contribute to a thriving circular economy for Scotland. The national strategy states that millions of items are dropped as litter and tonnes of material is flytipped in Scotland every year, with at least £60million of public money spent on an annual basis to clean it up. The vision of the National Litter Strategy is ‘for a future where Scotland’s environment and communities are not blighted by litter and flytipping, and materials remain within a circular economy.’ The strategy states that urgent action is needed at scale across Scotland; effective action needs to be integrated and co-ordinated to address a range of drivers; and tackling litter and flytipping can make an important contribution to addressing Scotland’s throwaway culture and supporting the retention of products and materials in the economy. The three strategic themes in the national litter and flytipping strategy are: • Behaviour Change; • Infrastructure and Services; and • Enforcement. The national strategy sets out how national and local government, businesses, third sector organisations, communities and individuals can work together to support behaviour change, improve infrastructure and strengthen enforcement. These three key themes aim to protect our environment, better value our resources, as well as preventing valuable materials escaping from the economy.’ North Ayrshire’s Litter, Flytipping and Dog Fouling Prevention Strategy aligns well with the vision and goals of the national strategy to prevent litter and flytipping, and to provide opportunities to promote and contribute to a sustainable circular economy. 247
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8 National Strategy on Marine Litter 2022 The refreshed Marine Litter Strategy 2022 outlines new priority actions to tackle marine litter in Scotland. It aims to develop preventative measures to stop litter from entering and damaging the marine and coastal environment, as well as supporting its removal across Scotland. The five strategic themes in the national marine strategy are to: • Improve public and business attitudes and behaviours around marine and coastal litter, in co-ordination with the National Litter and Flytipping Strategy; • Reduce marine and coastal based sources of litter, with a focus on the most problematic sources, in co-ordination with land sourced litter being reduced by the National Litter and Flytipping Strategy; • Support the removal of marine litter from the marine and coastal environment; • Improve monitoring at a Scottish scale and develop measures for strategy evaluation; and • Maintain and strengthen stakeholder co-ordination in Scotland, the UK, regionally and globally. Circular Economy (Scotland) Act 2024 The Circular Economy (Scotland) Act 2024 sets out the legislative framework to support Scotland’s ambition to become a zero waste and circular economy, increase reuse and recycling rates, as well as making improvements to modernise waste and recycling services. The Act includes specific provisions in respect of litter and flytipping: a new penalty regime to address littering from vehicles, powers to seize vehicles involved in specified waste crime, and strengthened household duty of care responsibilities in relation to household waste to help prevent flytipping. Further secondary legislation is required to implement these powers and guidance relating to the use of the powers will be provided to Local Authorities prior to implementation. Scottish Government is planning to draft the regulations required to introduce the civil penalty for littering from vehicles in 2026 and preparations will also be made to consult on the details of the offence, including the penalty level, appeals process, and operational guidance, to ensure a fair and effective system is in place before implementation. Further details are provided in the ‘Flytipping’ section later in this strategy; however, a key aim of the relevant Act is to deliver a stronger, more consistent flytipping enforcement regime through the introduction of powers to seize vehicles linked to waste crime. 248
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9 Circular Economy Strategy and Route Map Supporting the implementation of the Circular Economy (Scotland) Act is Scotland's Circular Economy and Waste Route Map to 2030. This route map sets out a plan to deliver 11 actions that prioritise what needs to be achieved to progress towards Scotland’s circular economy. “Around 80% of Scotland’s carbon footprint comes from the products and services that we manufacture, use and throw away”, therefore tackling problematic litter and flytipping can help to make an important contribution to addressing Scotland’s throwaway culture as well as supporting the retention of products and materials in the economy. Scotland’s Zero Waste Plan Actions identified in the Scottish Government’s Zero Waste Plan for Scotland, resonate with those in the National Litter and Marine Litter Strategies and are closely aligned in their aspirations around improving public education and awareness. UK Deposit Return Scheme The UK government intends to introduce a UK wide Deposit Return Scheme for drinks containers from 1st October 2027. Once introduced, the scheme will place a small refundable charge on each container, which is expected to increase the recycling of these items and significantly reduce the number of drinks containers that are discarded as litter across the UK. There are a range of projections over the likely impact of this scheme and once implemented, the impact on the street cleansing service will need to be assessed. UK Digital Waste Tracking System The UK government intends to introduce a UK wide Digital Waste Tracking System on a phased basis. In Scotland, this first phase will commence in January 2027. The introduction of the new system will make it mandatory for the movement of waste from defined sources including businesses and local authorities (excluding waste disposed of separately by households, which will be voluntary), to be logged within the new digital system, and this is expected to have a positive impact on the levels of waste crime, including contributing to reduced levels of flytipping. The impact of the digital waste tracking system on flytipping will be monitored following implementation. 249
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10 1.4 Local Factors North Ayrshire’s Council Plan (2023-28) The Council has clearly defined key objectives and priorities as detailed in North Ayrshire Council's five-year vision in the ‘Our Council Plan’ 2023-28, a number of which either have an influence on, or are influenced by litter, flytipping and dog fouling prevention. The protection and enhancement of the natural and built environment through a successful litter, flytipping and dog fouling prevention strategy is a key contributor to the successful regeneration of North Ayrshire. This strategy therefore plays a key role in helping North Ayrshire be ‘Fair For All” and can influence and attract increased visitor numbers and increased business investment in the area. Through enabling and encouraging community participation, this strategy will empower communities and instill a feeling of civic pride. A key aim of the strategy is to encourage a social contract with the communities of North Ayrshire whereby we “All do our bit” for North Ayrshire. The protection and enhancement of the natural and built environment is a significant contributor to the successful regeneration of North Ayrshire and plays a key role in showing how North Ayrshire Council aims to fulfil its commitment to be ‘fair for all’, and ‘working together to improve the lives of our people in North Ayrshire.’ North Ayrshire Council’s five-year plan and priorities for 2023-28 is published in ‘Our Council Plan’. The Council Plan contains four main priorities that have been developed to support the vision of ‘A North Ayrshire that is fair for all’, and the mission that we will be ‘Working together to improve the lives of our people in North Ayrshire’. These priorities are: • A Sustainable Council; • Wellbeing; • Communities and local democracy; and • Climate change. A key activity under the wellbeing priority is to: ‘Ensure our places and spaces where we live, work and visit are well maintained and accessible’. A successful outcome will be measured by demonstrating that ‘Places and public spaces across North Ayrshire are well maintained and accessible.’ 250
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11 The prevention of litter, flytipping, and dog fouling is crucial to achieving this and a clean and attractive environment, reflective of the aims of the Council Plan. Streetscene Operational Plan The annual operational plan produced by the Streetscene Service sets out several actions and Key Performance Indicators that are monitored and reported corporately on a quarterly basis, that reflect and drive how the service delivers the Council Plan priorities including: • CP12 A - Ensure our places and spaces where we live, work and visit are well maintained and accessible; and • CP_27 - Street Cleanliness Index - % Clean. Single Outcome Agreement The Single Outcome Agreement (SOA) between North Ayrshire Council, North Ayrshire Community Planning Partnership and the Scottish Government outlines how we will achieve our shared Vision of ‘North Ayrshire – A Better Life’. The SOA includes a number of relevant outcomes which are impacted upon within this strategy: - • North Ayrshire is a safer place to live; • North Ayrshire residents feel safer and communities are empowered; and • Improved town centres that attract business and inward investment. Implementation of the key actions contained within this strategy will play a key contribution to the realisation of these outcomes through the protection and enhancement of the local environment and through the empowerment of our communities. Within The North Ayrshire Community Planning Partnership’s Local Outcomes Improvement Plan 2022-2030 (as required by the Community Empowerment (Scotland) Act 2015), ‘Improving our local environment’ is stated as a priority by the locality partnerships and that ‘improving our local environment and championing the natural environment’ is important to all of the localities within North Ayrshire. 251
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12 North Ayrshire Working Towards Zero Waste - Zero Waste Strategy The Zero Waste Strategy sets out the council’s goals to meet the national targets for waste and recycling, as set out in the Zero Waste Plan for Scotland. The strategy focuses on the waste hierarchy, which identifies waste prevention as the preferred option, followed by re-use, recycling, and treatment/energy recovery, and then disposal as the final option. A new Circular Economy Act was enacted in August 2024, and a new Circular Economy and Waste Route Map for Scotland was published by Scottish Government in December 2024. Officers are working with COSLA, SOLACE and Scottish Government through a co-design process, to develop the key policy and actions, including a revised statutory Code of Practice for Household Waste Recycling, which are being taken forward as part of the Circular Economy and Waste Route Map for Scotland. The Route Map and the revised Code of Practice (expected by the end of 2026) will be key in informing the development of the council's future Zero Waste Strategy to explore further opportunities for improving waste prevention, reuse and recycling performance. Single Use Plastic Ban In 2022, Scotland implemented a ban on many of the most used single-use plastic items, including plastic cutlery, plates, straws, beverage stirrers, as well as polystyrene cups, lids, tubs and food containers, to help reduce plastic pollution and to encourage the reduction of waste and to think about the use of alternative, reusable materials. In recognition of the single use plastic ban, North Ayrshire Council set up a working group and shared information on the ban through a comprehensive social media campaign with the aim of encouraging staff and residents to be ‘plastic smart’. In 2019, the Isle of Arran became the first area in Scotland to be accredited as a plastic free community in recognition of the work achieved on the island to reduce the impact of single-use plastic. Think About Plastic (TAP) Arran is a group set up to help businesses and local organisations reduce their use of plastic. Actions to reduce the use of single-use plastics will continue as an integral part of our Zero Waste Strategy. Streetscene Volunteering Strategy 2022 – 2026 and Adopt a Spot initiative The Streetscene Volunteering Strategy 2022-2026 and the supporting action plan sets out the strategic framework for the Council and its partners to support and expand the opportunities for community volunteers across North Ayrshire. This is designed to bring a range of benefits including: 252
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13 • Improvement in the appearance and biodiversity of our natural environment; • Opportunities to increase civic participation and foster civic pride; • Improve alignment between volunteer work and service delivery; and • Education opportunities, particularly for young people, by working in partnership with our schools and Rangers Service in delivery of the Volunteering Strategy. North Ayrshire Council currently benefits from an active network of volunteers who willingly give their time to provide valuable services for their communities. For many years, Streetscene has been supporting environmental volunteers carrying out voluntary activities in their communities to benefit the local environment. One of the most significant areas of volunteer activity is in litter picking activities. There are a number of registered voluntary groups across the area, which includes over 300 individuals who work in partnership with the Council, and recorded collecting around 3,270 bags of litter in 2025 from the Council’s open space areas. In recognition of the volunteers' hard work to improve and enhance the local natural environment, Streetscene holds recognition events to thank and acknowledge the contribution made by environmental volunteers across North Ayrshire. The next volunteer recognition event is planned for spring 2027. It is vital for the Council’s Litter, Flytipping and Dog Fouling Prevention Strategy to be successful, that community engagement continues to be supported and encouraged to develop capability and capacity. Attitudes and public perception towards litter, flytipping and dog fouling The latest Scottish Litter Survey ‘Tracking public perceptions and attitudes towards litter and littering behaviour,’ was published by Keep Scotland Beautiful (KSB) in October 2025 and was the third annual Scottish Litter Survey. The data contained in the report demonstrates that more still needs to be done to reduce the levels and perceptions of litter, flytipping and dog fouling in our communities. The report also highlights the link between litter and wider problems within society, as well as the association of litter in areas with higher levels of anti-social behaviour and crime rates. In general, across Scotland, a large majority of people in Scotland (88%) have consistently viewed litter as a problem across Scotland, with 72% of people believing that litter is a problem locally. However, this rate rises in North Ayrshire to 94% viewing litter as a problem across North Ayrshire as seen in figures 1 and 2 below. 253
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14 Figure 1: Public perception towards litter as a problem across Scotland and North Ayrshire During 2024, Keep Scotland Beautiful (KSB) carried out a review of North Ayrshire Council’s existing Litter, Flytipping and Dog Fouling Prevention Strategy. The review included working with elected members and management to review the national and local context, identify priorities, highlight areas for improvement and opportunities for action. A separate public engagement process was also undertaken to provide members of the public with the opportunity to share their views on how to make North Ayrshire cleaner, assess the current situation in their local North Ayrshire community, and share their views on potential priorities for action. Members of the public were invited to contribute to the review of the strategy through online public engagement workshops and an online survey, as well as an opportunity to discuss issues in person at a public workshop. The online survey received a total of 415 responses from across North Ayrshire, and reflected the questions posed in the 2023 Scottish Litter Survey. The key findings from the survey are summarised below: The public generally reported that the issues of litter, flytipping and dog fouling were a problem across the North Ayrshire Council area. • 94% of respondents agreed that litter was a problem across North Ayrshire, which is higher than the 88% of people finding litter an issue across Scotland (SLS, 2025). • Dog fouling was also perceived to be a problem across North Ayrshire, with 94% of responses finding an issue with this. 254
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15 • North Ayrshire responses found flytipping to be less of an issue across North Ayrshire (85%), which was significantly less than either litter or dog fouling. Community (Reporting) The council has a procedure in place for recording and dealing with complaints. Details of general enquiries are recorded in the council’s Customer Relationship Management (CRM) system, Netcall, (formally Lagan and Verint Em Pro). This information highlights numbers of specific types of fault or faults occurring in a geographical area. A number of reporting forms have also been developed to enable customers to report problems, issues or faults for the following: overflowing street bin or dog bin, street litter, water safety equipment or signage, litter, flytipping, flyposting, graffiti, abandoned vehicles, requests for bins along with requests for litter equipment and the uplift of voluntarily picked litter through the Streetscene volunteers and Adopt a Spot initiative. Data recorded on the Council’s Customer Relationship Management (CRM) system, Netcall, in relation to service requests with regards to litter, dog fouling and flytipping confirms this. The following table details the number of service requests received during the past three calendar years; 2023 through 2025. The trend indicates a modest decrease in the number of service requests received. Table 1 – Number of Litter, Flytipping and Dog Fouling Service Requests received by North Ayrshire Council’s Contact Centre Service Requests 2023 2024 2025 Litter 2856 2826 2249 Flytipping 2137 2250 2518 Dog fouling 598 584 677 Total 5,591 5,660 5,444 Encouraging the public to participate in anti-litter, flytipping and dog fouling activities through building confidence in a commitment to protect and enhance the local environment will be key to the success of this strategy. 255
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16 1.5 Streetscene Service Introduction The Streetscene service of North Ayrshire Council sits within Neighbourhood Services and the Place Directorate. Streetscene is responsible for the planning and co-ordination of maintenance across approximately 2,410 hectares of public open space and adopts a locality approach to service delivery, with teams allocated by area but sharing good practice across the whole council boundary. Streetscene Operations Streetscene operational activities are carried out by squads, which are arranged geographically to reflect local operational needs. The geographical areas are defined and assigned to an Area Officer who oversees all Streetscene operational activity within an area. The geographical operational areas are: • North Coast including the Isle of Cumbrae; • Garnock Valley; • Three Towns and Kilwinning; • Irvine; and • Isle of Arran (managed separately through the Arran Local Office). The Streetscene Operations workforce within each geographical area, excluding the Isle of Arran, is split into two teams; Cleansing and Grounds Maintenance. Operational Work Scheduling Operation Frequency Emptying of litter bins in town centres Daily Emptying of litter bins in housing areas Weekly Emptying of dog bins Weekly Work schedules have been created for each geographical area and for each shift based on a priority zone approach. Streetscene Operations are utilising mobile technology and 256
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17 using digital devices to record bin servicing. This is helping to highlight any bin assets that require attention or maintenance. In addition, as per Streetscene’s current operational plan, work is progressing to develop a route optimisation tool for the street sweeping and street cleaning duties of Streetscene. Streetscene Strategy Team The Streetscene Strategy area of the service provides a strategic direction to the Streetscene service and monitors the operational performance. Prevention activities such as education, enabling, and enforcing are primarily the role of the strategy team. The Streetscene Strategy Team consists of Streetscene Officers who play a significant role in the management of environmental crime through education, enabling and enforcement activities with regards to litter, fly tipping and dog fouling. The Streetscene Strategy Team also analyse data and information gathered from several sources which are used to map and record “hot spot” areas for littering, fly tipping and dog fouling issues. It is widely recognised that “litter begets litter” which is also applicable for dog fouling and fly tipping. This information is therefore utilised in targeting Streetscene Operations to maximise productivity and efficiency and as part of a proactive operational response. Within the Streetscene Strategy Team, there is a dedicated Environmental Enforcement Team in place to address related crime in pursuance of the Environmental Protection (Scotland) Act 1990 s87 & s33 and the Dog Fouling (Scotland) Act 2003 s1. The team currently consists of a Senior Environmental Enforcement Officer and three Environmental Enforcement Officers. A further two Environmental Enforcement Officers are currently being recruited, bringing the total number in the team to six (Senior Environmental Officer and five Environmental Enforcement Officers). The team investigates allegations of environmental crime, patrol known hot spot areas of litter, fly tipping and dog fouling incidents, and enforces by issuing a variety of cautions and fixed penalties, amongst other duties. An enforcement initiative to identify littering offences from vehicles using dash cams has also been implemented to reduce roadside litter issues. The Environmental Enforcement Team continues to be proactive in issuing fixed penalties for offences to deter offenders. The numbers issued over the last four financial years are detailed in Table 2 below. 257
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18 Table 2 – Litter, Flytipping and Dog Fouling Fixed Penalties Issued Fixed Penalties Issued 2022/23 2023/24 2024/25 2025/26 Litter 68 84 70 68 Flytipping 201 232 196 165 Dog fouling 22 13 32 16 Total 291 329 298 249 Scottish Government published the National Flytipping Baseline Report in October 2024, as an update on the National Litter and Fly Tipping Strategy. The report noted that North Ayrshire Council’s Environmental Enforcement Team issued more Fixed Penalty Notices (FPNs)/fines for flytipping in 2022/23 than any other local authority in Scotland. North Ayrshire issued 201 for the year; the second highest local authority was Glasgow City Council with 126 issued. Advantages of the Streetscene Approach Through implementation of the Streetscene approach, the Council has optimised resource use, in terms of both equipment and staff resources. Through an integrated approach to frontline service delivery, the Streetscene service has been able to utilise vehicles, machinery, and equipment more efficiently. The Streetscene approach has led to a multi-skilled workforce able to work across service demands, thereby increasing the level of flexibility to the council in terms of its frontline operations. Street cleanliness is measured using the Local Environmental Audit Management System (LEAMS), which in turn informs the Local Government Benchmarking Framework (LGBF) Street Cleanliness Score indicator (ENV3C). Further details of the current LEAMS mechanism that is in place to measure cleanliness performance are provided in Appendix 2. LEAMS has been the national performance indicator for street litter cleanliness since 2003. Local Environmental Audit and Management System (LEAMS) The national monitoring programme called the Local Environmental Audit and Management System (LEAMS) is administered by the environmental charity, Keep Scotland Beautiful (KSB). This approach gathers data by surveying and auditing litter and other local environmental quality indicators on streets and roads across Scotland. The LEAMS model supports the Environmental Protection Act 1990 and the Code of Practice on Litter and Refuse (Scotland) 2018. 258
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19 An annual report is published by Keep Scotland Beautiful which provides an overall Cleanliness Score, as per the LEAMS model, based on the percentage of streets achieving an ‘Acceptable’ Grade of A or B. Grade A example - No litter or refuse is present on any type of land. Grade B example - Small amounts of litter and refuse. 259
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20 Table 3 and the graph below highlight North Ayrshire’s cleanliness index standards achieved over the past five financial years. Table 3 – LEAMS Cleanliness Index (%) Scores by financial year LEAMS – Cleanliness Index (%) 2021/22 2022/23 2023/24 2024/25 2025/26 86.7 84.6 89.1 90.3 89.7 Figure 3: LEAMS Cleanliness Index (%) Score Trend In response to the review and potential withdrawal of the Litter Monitoring System (app), North Ayrshire Council worked in partnership with KSB to run the LEAMS system on an alternative platform on a trial basis. Consequently, LEAMS audits were carried out over winter 2025/26 using the 'Survey 123' app. The results were fed into the Council’s Power BI analytics platform to enable effective interpretation and reporting of results. The trials with Survey 123 and Power BI were successful, and the intention is to permanently move to this system for all future audits. The Survey 123 app will be developed to be of use for both national KPI and internal LEAMS audits. 260
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21 1.6 Issues, causes, areas for improvement Scale and impact of littering and flytipping in Scotland The review of the National Litter Strategy identified that a wide range of work had been undertaken by the Scottish Government and its partner organisations to reduce litter and flytipping. However, the scale and impact of litter and fly tipping continues to pose a significant challenge. This was the conclusion of a Keep Scotland Beautiful (KSB) report in 2020, which evidenced an ongoing decline in local environmental quality across Scotland and is backed by the most recent KSB annual Scottish Litter Survey, which assesses public attitudes and perceptions to litter and littering behaviour. The Scottish Government has given a strong direction through its new National and Flytipping Strategy published in 2023 on the management and prevention of litter and flytipping to help create cleaner, safer communities. All the actions set out in this Strategy are closely linked to ongoing developments by the Scottish Government and our partners to reduce waste, promote reuse and recycling and ensure the appropriate disposal of waste. Litter Litter is anything that is thrown down, dropped or deposited and left to cause defacement in a public place by any person. Littering is often spontaneous however the issue of littering also encompasses a range of human behavioural aspects and activities. It is therefore necessary to broaden consideration of appropriate prevention activities to combine the physical aspects of littering with the behavioural aspects, into a more holistic conceptual model that encompasses the environmental, social and economic factors associated with litter. Litter occurs through a complex relationship of factors. These factors – the who, what, where, when, why and how of litter– gives rise to different litter and littering patterns in different circumstances and their subsequent environmental, economic and social impacts. Litter imposes a significant cost on the Council, threatens wildlife and detracts from a clean and tidy looking environment. The following items have been highlighted as the main types and sources of litter within North Ayrshire through monitoring and auditing cleanliness levels as part of the LEAMS scoring system: 261
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22 • Cigarette litter – negative impacts on the amenity and a major source of litter in our town centres. This is the most littered item, accounting for about 50% of the total litter stream. • Vapes - these items are often discarded as litter which introduces harmful substances into the soil, water courses, and causes harm to biodiversity. The Scottish Government took primary action to ban the sale and supply of single use vapes via the Environmental Protection (Single-Use Vapes) (Scotland) Regulations 2024 in June 2025. North Ayrshire Council also supports this approach by promoting safe disposal options for non-single use vapes as well as other battery-based products. • Street litter – occurs in areas of high public use and where people congregate, shop or play. Street litter also tends to accumulate along school walking routes and locations, all producing a detrimental effect on visual amenity. o People litter in several locations. Areas of high public use, such as beaches, event sites, high streets, roadsides and fast-food outlet surroundings are common locations where littering occurs. • Business litter - from food and drink consumed “on the go” and from takeaway premises. • Marine litter – occurs from land-base and sea sources including litter dropped by the public e.g. food & drink packaging and smoking related waste. When considering marine litter, the source can be both land-based activity and sea- based activity. Littered items can also accumulate in other areas such as areas that unintentionally collect litter blown by the wind and collect at the end of ‘wind tunnels’, and other areas such as drains and river embankments due to the movement of the littered items from weather conditions and/or water run-off. Litter in watercourses can also arise from direct littering onto riverbanks and from water flow containing litter upstream. Why do people litter? There are a number of reasons why people litter. Common explanations given by litterers include laziness, lack of easy access to bins or overflowing bins and the need to be rid of rubbish as quickly as possible. Adequate provision of well serviced bins can certainly reduce the incidence of littering. However, littering still occurs in well provisioned areas, therefore the provision of bins alone cannot be considered in isolation. Many share the mind-set that ‘someone else will clean it up’ or ‘It’s not my job’. 262
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23 There are also a number of more indirect reasons why people litter – these include peer pressure or a lack of litter controls being employed i.e. education, enable and enforcement. People are also known to litter due to a lack of awareness of the damage it can cause to the environment. Why people litter can also be influenced by the actual presence of litter – litter attracts litter. How do people litter? Keep Scotland Beautiful and Zero Waste Scotland through their research, have identified and characterised a number of ways that people tend to dispose of litter. These include: • throwing litter into a bin but missing; • litter flung or dropped without concern; • litter is swept from tables or chairs; • litter is stuffed into crevices and cracks; • stubbing cigarette butts into the ground; • burying litter – wild campers; and • litter is left and the person slowly moves away from it. In addition to these detailed means of littering, other techniques include casual methods, such as throwing litter from a vehicle or failing to pick up dog excrement; inadvertent littering, for example fly-off from vehicles with uncovered loads, windblown plastic bags and the placement of household waste on the council verge in non- collection periods; or deliberate littering, such as bill posting, vandalism of bins and other property. The above aspects of how litter ends up in the public domain are important factors to consider in the development of this strategy’s action plan and whilst planning litter prevention initiatives. OB-litter-ATE North Ayrshire Council ‘OB-litter-ATE' campaign has been developed to tackle growing concerns with lunchtime litter around schools. The campaign consists of regular patrols from Streetscene Enforcement Officers and engagement with Head teachers and Campus police. Students identified for littering will be highlighted to the school, where potential sanctions are considered and an unacceptable behaviour letter is sent home to parents from the Council. Additionally, students who are seen to be acting in a responsible manner and setting a positive example to others have a positive behaviour letter sent home and are rewarded with free leisure access to sports facilities in North Ayrshire. 263
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24 Operation Moonbeam In partnership with Police Scotland, Scottish Fire and Rescue and internal Council services, Streetscene collaborate daily on the lead up to the 5th of November celebrations and throughout the Bonfire season to identify historical hot spots, to proactively remove large illegal deposits of waste accumulated for the purpose of fire raising, and to issue fixed penalty notices to anyone identified as depositing waste irresponsibly. The Streetscene operational team provides rapid, post-event, clean ups throughout North Ayrshire to prevent the spread of waste and litter in surrounding areas. Flytipping Fly tipping occurs where individuals indiscriminately dump waste on land, in lay-bys or any other secluded area. Fly tipping is a premeditated criminal act and can have a significant detrimental impact on the appearance and attractiveness of an area. Flytipping is known to attract more flytipping and requires prompt removal and prosecution of the perpetrator to prevent recurrence. Fly Posting North Ayrshire Council operates a successful anti-Fly Posting initiative to help reduce the volume of illegal postings on street furniture throughout North Ayrshire. Streetscene’s Enforcement Team actively engages with event organisers, local businesses and community groups to promote responsible advertising, and have erected event advertising hoardings that can be utilised appropriately. The Circular Economy (Scotland) Act 2024 sets out new powers that will support Scottish local authorities (and SEPA) to deal with fly tipping offences by allowing vehicles to be seized that have been found to be involved in specified waste crimes. The Act enabled the ability for Scottish Government to introduce a civil fixed penalty charge regime for road users who litter from vehicles by making the registered keeper of the vehicle liable. Furthermore, the Act sets out a framework to increase the maximum fixed penalty for householder fly tipping offences. Before the powers within the Circular Economy (Scotland) Act 2024 Act can be implemented, further secondary legislation is required to be laid in parliament to implement these powers, and detailed guidance relating to the use of the new powers is to be provided by Scottish Government to Local Authorities prior to implementation. Household Waste Recycling Centres In order to encourage reuse and recycling and to deter fly tipping, the council provides North Ayrshire residents with access to four Household Waste Recycling Centre's (HWRCs), which are based in Brodick, Irvine, Kilbirnie and Largs. Residents can deposit 264
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25 a wide range of items for reuse and recycling at no cost, which includes bulky waste items such as sofas and mattresses. A new booking system was introduced in April 2025, which is working well with positive average customer survey result scores of 4 out of a maximum of 5. Bulky Waste Reuse Partnership The council has a national award-winning bulky waste reuse partnership in place with Cunninghame Furniture Recycling Company (CFRC), which offers a free collection service (subject to availability) for the donation and collection of good quality reusable furniture and mattresses. Bulky uplift and waste collection service If household waste items are too big for residents’ bins and they cannot be donated for reuse or transported to a HWRC, the council can arrange for a bulky waste collection for a small charge which contributes towards increasing collection, haulage and processing costs. Since September 2025, the council had to change the collection service to offer two types of bulky kerbside uplifts, which are general and recyclable waste, and Waste Upholstered Domestic Seating (WUDS). Due to new SEPA guidance, WUDS must be kept separate from other waste types and can be only sent for incineration. The two types of uplift services are outlined below. • uplifts of non-upholstered waste items such as bed frames, mattresses, electrical goods and white goods, garden tools, lawnmowers and outdoor toys. • uplifts of upholstered seating waste items such as upholstered chairs, suites, settees, sofas, sofa beds. Dog Fouling Most dog owners are responsible in looking after their animals. However, the small minority of irresponsible dog owners do unfortunately persist in failing to clean up after their animals. Dog fouling can lead to an increased risk of disease if dogs are not regularly wormed. Toxocara canis can pass from dog waste to humans as Toxocariasis through contaminated sand or soil, or can be transmitted whilst playing with dogs which have licked eggs from their bodies or faeces. The National Farmers’ Union in Scotland has warned that faeces left by dogs near agricultural land can harm cattle and sheep. They have identified an increase in the cases of Neospora - a disease which spreads through the faeces of infected dogs and causes cows to miscarry. 265
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26 Dog fouling is a nuisance to pedestrians and walkers, and its presence is most notably a cause for concern in open spaces such as streets, parks, beaches and cemeteries. In the community engagement survey, dog fouling was in the top five most seen litter items, with 89% of respondents often seeing dog fouling across North Ayrshire. 266
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27 1.7 Strategy Outline North Ayrshire’s revised and updated Litter, Fly tipping and Dog Fouling Prevention Strategy has been informed by comprehensive research, engagement with elected members, community consultations, as well as data and information collected from a number of sources at both a national and local level. The strategy, supported by an accompanying implementation action plan, and additional information contained in its appendices, outlines key actions to be developed and implemented over the next four years, which will be reviewed at regular intervals. This Litter, Fly tipping and Dog Fouling Prevention Strategy has been developed with the main aim of minimising litter, fly tipping and dog waste and reducing its impact throughout North Ayrshire. The strategy continues to focus on three crucial elements responsible for changing littering, fly tipping and dog fouling behaviours through the 3 ‘E’s’ of Educate, Enable and Enforce: • Educate – effective education is a powerful tool for achieving long-term behavioural change within a community. Well-developed and integrated education programmes combined with support for community empowerment, promotional material and media support can engage communities and encourage ownership, leadership and instill civic pride. Complemented by awareness raising activities including promotional campaigns and effective communications, a strategic approach to educational activities is a key and fundamental part of this strategy. • Enable – A key element of the litter, fly tipping and dog fouling prevention strategy is to provide the right tools to ensure easily accessible litter and waste disposal facilities are available for use. Public spaces that are well maintained with regular street sweeping together with the provision of litter and dog waste bins discourage littering behaviour. An additional aspect of enabling communities is to support and encourage community involvement in clean up events and in looking after their area. There is a strong desire amongst the communities in North Ayrshire to contribute to protecting and enhancing the local environment. • Enforce – Legislation is in place giving power to the local authority to take action against individuals and businesses that litter. Powers are also provided to declare litter control areas and to ensure areas are cleaned up. Fixed Penalty Notices can be issued by the Local Authority, or on behalf of the Local Authority, or Police Scotland for littering, fly tipping and dog fouling. 267
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28 The Streetscene Service works with Police Scotland and participates in Multi- Agency Task Force Environmental Visual Audits which are fundamental to ensuring a multi partner approach to addressing the issues of litter, fly tipping and dog fouling within communities. Enforcement is recognised as a key strand of an effective litter, dog fouling and fly tipping prevention strategy to discourage these environmental crimes. Vision The vision of this prevention strategy is that the Council in partnership with its communities will strive towards achieving zero litter, fly tipping and dog fouling in North Ayrshire. This strategy follows on from the previous strategy; “Litter, Fly tipping and Dog Fouling Prevention Strategy, Don’t Waste North Ayrshire.” Goals The goals of this strategy are to: • minimise the amount of litter, fly tipping and dog fouling found in the environment; • minimise the incidence of litter, fly tipping and dog fouling; and • minimise the economic, social and environmental costs associated with litter, fly tipping and dog fouling. Aims The aims of this strategy are to: • change people’s hearts, minds and attitudes with regards to littering, fly tipping and dog fouling. • encourage a social contract with communities whereby we “All do our bit to protect and enhance the local environment” and highlight that litter, fly tipping and dog fouling are socially unacceptable. • shift the emphasis of litter, fly tipping and dog fouling management from clean-up to prevention. • introduce a zero tolerance to litter, fly tipping and dog fouling. • ensure a coordinated, best practice approach to litter, fly tipping and dog fouling prevention and management across North Ayrshire through the provision of education, enabling and strengthened enforcement activities. 268
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29 1.8 Action Plan This strategy is supported by an action plan with actions categorised into the following key areas: • Audit and Evaluation; • Education and Awareness; • Enable; and • Enforcement. Within each of the key areas, a series of actions / delivery tasks are detailed, along with the reporting frequency (for Audit and Evaluation) and a target timeframe (for Education and Awareness, Enable and Enforcement). While actions are listed within a specific key area, it does not infer that they are exclusive to it. For example, an action listed within the area of enforcement may also contain elements significant to education. This categorisation of actions has been undertaken for strategy clarity and ease of understanding. 269
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30 Audit and Evaluation Audit and evaluation are essential to understanding the extent of the issue and in assessing litter (including marine litter), fly tipping and dog fouling prevention and management initiatives. Currently a significant amount of data on litter, fly tipping and dog fouling is collected with their prevalence being largely defined and assessed through LEAMS audits managed through Keep Scotland Beautiful, mini LEAMS audits, service requests, complaints, anecdotal evidence and stakeholder advice. Streetscene Officers also participate in Multi-Agency Task Group - Environmental Visual Audits as part of a coordinated approach to enable quick and effective remediation actions within geographical areas. The data is used to enable the targeting of resources to hot spot areas to facilitate effective clean-up operations and to a lesser extent, to target preventative actions. It is however important to improve the litter, fly tipping and dog fouling data compiled. Information collected also requires to be fully utilised to enable more effective and efficient targeting of Council resources to the three key strands – Educate, Enable, Enforce – within this strategy. The data collected through audits, operatives and other stakeholders is analysed by Streetscene Officers. The data collected will be further used to monitor the level of disposal behaviours and used to assess the effectiveness of litter prevention and management initiatives in place throughout North Ayrshire. It is also important to monitor physical and behavioural litter trends on a town-by-town and beach-by-beach basis. It is equally important to audit and evaluate national litter trends and initiatives. The following audit and evaluation activities will be implemented. Table 4 – Audit and Evaluation Actions Actions Audit and Evaluation Reporting Frequency AE1) Participate in the LEAMS audit process in partnership with Keep Scotland Beautiful (3 per year). (Current KPI target 89%). Quarterly AE2) Ongoing monitoring of data to achieve Key Performance Indicators outlined in Streetscene Operational Plan. Quarterly AE3) Conduct mini LEAMS audits (where required) to inform operational and prevention activities. Quarterly 270
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31 AE4) Participate in Environmental Visual Audits (on request) with community planning partners (Housing, Police Scotland etc.) to evaluate local environmental conditions and to facilitate targeted improvements. Quarterly AE5) Review all LEAMS audit data, service request data received through the Council’s Customer Relationship Management (CRM) system, Netcall, and other data recorded to facilitate an improved and targeted approach to clean up and prevention activities, focusing on hot spot areas, including further development of data analytics. Quarterly AE6) Evaluate promotional and educational awareness campaigns to determine the effectiveness of different messages and approaches. Annually AE7) Promote collaborative learning through sharing best practice via the national Litter Managers Network. Ongoing AE8) Monitor the impact of the UK Digital Waste Tracking System (once implemented from January 2027) on the levels of fly tipping. Ongoing. From January 2027 AE9) Monitor the impact of the UK Deposit Return Scheme (once implemented from October 2027) on the volumes and types of litter being discarded Ongoing. From October 2027 Education and Awareness It is recognised that those who spoil our communities inconsiderately require education to change their attitude towards favouring our environment. Education, raising awareness and information are proactive measures carried out by the council and is aimed at preventing the creation of litter, fly tipping and dog fouling and achieving long-term, positive behavioural change through the provision of clear and consistent messaging and information. Initiatives range from school education campaigns and targeted behaviour change programmes, to participation in national information sharing networks, and the development of best practice guidelines and training. During education and awareness sessions, the importance of environmental protection is reinforced with particular emphasis on the environment and the significant financial impact of dealing with litter, fly tipping and dog fouling. Many of these initiatives, particularly the educational initiatives, can be used as stand-alone or support initiatives for other key areas of this strategy; for example, educating the public of new litter and fly tipping penalties. Many of these education, information and training initiatives require to be ongoing to achieve longer term culture and attitude changes. In addition, the importance of raising the profile and awareness of Streetscene services and the frontline operational arrangements in place to remove litter, fly tipping and dog 271
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32 fouling is recognised. This will be achieved through improved use of communications and the council’s social media platforms to highlight the work carried out by Streetscene. This will further strengthen the importance of entering into a social contract with communities whereby “We all do our bit” to protect and enhance the local environment. The following actions will be implemented to strengthen and provide a coordinated educational and promotional campaign. Table 5 – Education and Awareness Actions Actions Education and Awareness Target Date ED1) Liaise with other Council Services (Education and Waste Resources) to develop a litter, flytipping and dog fouling awareness and education programme that is appropriate for all levels of the education system (Nursery, Primary and Secondary Schools). 2026/27 ED2) Carry out focused interventions targeting specific areas (e.g. roadside litter, Ob-litter-ate, safe vape disposal, dog fouling in cemeteries). Ongoing ED3) Through partnership working, promote responsible dog ownership and produce responsible dog owners’ guidance. 2026/27 ED4) Continue to work with Keep Scotland Beautiful and other organisations to ensure national campaigns and initiatives are promoted and reflected in local media, social media and advertising, to encourage participation. Ongoing ED5) Review the Council’s web pages containing information on litter, fly tipping and dog fouling to facilitate improved awareness and link to relevant partner websites (KSB, ZWS, SEPA etc.). Annual Review 272
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33 Enable Physical intervention to enable communities to dispose of their litter and dog waste responsibly requires the provision of appropriate litter and dog waste bin facilities, complemented by the timely removal of littered, flytipped and dog waste materials. This strategy includes a number of physical intervention initiatives to ensure the provision of litter prevention infrastructure such as litter, dog waste and recycling bins and anti-litter fly tipping and dog fouling signage. Areas of particular focus for litter infrastructure include town centres, parks, beaches, and public events. While this strategy supports a preventative approach to littering, there is still a requirement for the physical clean-up of litter. In fact, current research suggests that an environment that is kept clean is less likely to attract litter. The success and effectiveness of the Streetscene approach within North Ayrshire complemented by community engagement, volunteering opportunities and empowerment activities is fundamental to achieving desired outcomes. The planned, targeted and programmed clean-up activities supported by the reactive response service are essential to providing confidence within communities that the Council is committed to ensuring that “Places and public spaces across North Ayrshire are well maintained and accessible.” It is important to instill and encourage civic pride within communities by changing people’s hearts and minds to secure long-term sustainability. Enabling activities within the strategy will complement the concept of entering into a social contract whereby “We all do our bit” for North Ayrshire. The council recognises that it cannot succeed in reducing the amount of litter, fly tipping and dog fouling in the environment on its own. It recognises the importance of working together with external groups and agencies if we are to achieve our vision of zero litter, fly tipping and dog fouling. The Council is eager to promote partnerships in an effort to raise awareness about litter, fly tipping and dog fouling and to improve and maintain standards. Through the Streetscene Volunteering Strategy and Adopt a Spot initiative, there are a number of active and dedicated members of the public who make a vital contribution to help keeping their streets free of litter by collecting and disposing of litter in their area. There are also wider community clean-up activities that are currently in operation throughout North Ayrshire including the National Spring Clean and the Clean Up Scotland campaign which are organised through Keep Scotland Beautiful as well as local community clean-up activities and Beachwatch, organised by Marine Conservation Society. 273
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34 This strategy aims to ensure the continuation, expansion, and increase in community participation in such events, and to develop more opportunities for community empowerment and engagement to be developed further. To support a wider approach to volunteering and community empowerment, a practical environmental improvement initiative called TARGET (Trees, Air, Rivers, Greenery, Earth and Trash) (TARGET) will be piloted to support small, visible actions that help improve the quality, appearance and safety of local places. The initiative will Equip, Empower and Encourage officers, managers, partners and members of the public to take simple, manageable action when they identify minor environmental issues while out in communities. Rather than relying solely on reporting routes, TARGET would promote a proactive “just do it” approach where appropriate, safe and proportionate. A modest allocation from available additional funding will be used to purchase small tools and equipment that can be carried in service vehicles or made available to community volunteers. These resources will support activities such as removing weeds, cleaning signs, collecting litter, addressing minor vegetation issues, and other small- scale tasks that can make an immediate difference to the local environment. TARGET is not intended to create a formal programme of work or introduce additional monitoring requirements. Instead, it will foster civic pride, reinforce shared responsibility, and encourage a community-spirited culture of taking practical action to improve neighbourhoods, streets, and open spaces. Litter, flytipping and dog fouling are community-wide issues and as such require the involvement and cooperation of a variety of stakeholders from the community, private and public sectors. The individual is the key player in litter, fly tipping and dog fouling prevention, as each person is ultimately responsible for his or her own behaviour. However, as littering continues, the issue of litter remains a community concern. It is vitally important to continue to raise awareness and encourage individual responsibility, and for other sectors in the community to be involved in the promotion of appropriate disposal behaviour, and other aspects of litter, fly tipping and dog fouling prevention and management. The following enable actions will be carried out to complement educational and enforcement arrangements: 274
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35 Table 6 – Enable Actions Actions Enable Target Date EN1) Ensure physical interventions (e.g. provision and servicing of bins, signage etc.) are efficiently provided for the safe disposal of litter and dog waste. Ongoing EN2) Assess and consider the suitability of technology, including the use of existing GIS applications to monitor usage of bins to enable the optimisation of resources. 2026/27 EN3) Promote the provision of all waste disposal facilities and services. Ongoing EN4) Continue to support Keep Scotland Beautiful and other partner organisations in encouraging litter, flytipping and dog fouling and flytipping prevention initiatives (such as; Spring Clean Scotland, the Great British Beach Clean and other community clean up campaigns). Ongoing EN5) Identify suitable funding sources and/or resource opportunities available for litter, flytipping and dog fouling prevention. Ongoing EN6) Develop a pilot environmental improvement initiative called TARGET (Trees, Air, Rivers, Greenery, Earth and Trash) (TARGET) to support small, visible actions that help improve the quality, appearance and safety of local places. 2026/27 Enforcement As outlined earlier in the strategy, the principal piece of litter and fly tipping legislation is the Environmental Protection Act 1990. The Act contains provisions to tackle litter, designate Litter Control Areas, serve Litter Abatement Notices, issue Fixed Penalty Notices and issue Street Litter Control Notices. The new provisions in the Circular Economy (Scotland) Act 2024 sets out additional enforcement strategies for litter and fly tipping. Enforcing litter, fly tipping, and dog fouling legislation is an essential part of a successful prevention strategy. There is also a significant desire from communities across North Ayrshire for strengthened enforcement arrangements to penalise offenders and to help discourage environmental crime. 275
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36 Streetscene has a dedicated Enforcement Team, supported by a Fly tipping Officer. The team are responsible for investigating environmental crimes in relation Section 33 of the Environmental Protection (Scotland) Act 1990 (Fly tipping), Section 87 of the Environmental Protection (Scotland) Act 1990 (Litter) and section 1 of the Dog Fouling (Scotland) Act 2003 (Dog fouling). The Enforcement Team has the authority to issue fixed penalty notices to anyone alleged to have committed an offence and use digital technology in the form of CCTV and body worn cameras to help evidence the findings of their investigations. The following actions are intended to secure strengthened enforcement arrangements. Table 7 – Enforcement Actions Actions Enforcement Target Date ENF1) Increase the visibility and promotion of the role of the Enforcement Team throughout North Ayrshire. Ongoing ENF2) Explore strengthened joint working arrangements between Streetscene and other services and partners (including SEPA, KSB, Police Scotland), to supplement and deter environmental crime. Ongoing ENF3) Utilise appropriate forms of media to advertise current and future changes to the value of Fixed Penalty Notices (FPNs). Ongoing ENF4) Assess and consider the suitability of technology to conduct fly tipping enforcement investigations, as appropriate, including exploring the use of fixed and mobile CCTV for identifying environmental crime. Ongoing ENF5) Strengthen data gathering and analytics for litter, flytipping and dog fouling issues to determine hot spots and target enforcement resources, including the council’s streets, parks, beaches and cemeteries. 2026/27 ENF6) Keep informed of the implementation of relevant sections of the Circular Economy (Scotland) Act 2024, develop the necessary legislative framework and utilise the new Scottish Government guidance (when published), to support consistent enforcement. Ongoing 276
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37 1.9 Implementation, Monitoring and Evaluation Implementation This strategy emphasises a planned, coordinated approach to litter, fly tipping and dog fouling prevention and management across North Ayrshire based on several important needs. These needs include: • avoiding duplication; • making best use of finite resources; • establishing priorities; • avoiding conflicting messages; • coordinating a diverse range of approaches; and • long-term planning. Achieving community-wide coordination for litter prevention and management is a significant challenge. A large number of organisations, stakeholders and individuals have a role to play and a wide range of resources are required. Keep Scotland Beautiful, Zero Waste Scotland and the Marine Conservation Society will enable us to work towards fostering community ownership of initiatives and identifying the resources to implement these. These organisations have a major role in facilitating links which enable organisations, individuals and the community to contribute to a planned, co-ordinated approach to litter and related issues. Monitoring and evaluation To ensure that progress and impact can be effectively measured, the Audit and Evaluation part of the Strategy’s Action Plan will assist in monitoring and evaluating ongoing progress. Many of the actions specified in the strategy involve long-term processes. Most of the key actions will continue to be carried out year on year to sustain a long-term improvement. Regular reporting will be undertaken for all action plan priorities outlined in this strategy through the corporate performance management system. Part of this process will include the reporting of measures of success and the results of projects undertaken. 277
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38 1.10 Financial The Streetscene Service budget has been reduced over recent years following the implementation of various efficiency measures. The council is fortunate to have an excellent volunteer network in place across North Ayrshire, who carry out a wide range of activities that support service aims, and help to reduce the cost of collecting and removing litter and waste from our communities. Council budgets continue to face significant pressures in the current financial climate, which directly affects the level of funding available for delivery of the strategy. It is therefore important that the limited budgets that are available to deliver the strategy are considered and spent wisely, to deliver the maximum return and outcomes for the level of investment available, and the service will continue to seek external funding opportunities for the council and our partners to support the delivery of the strategy. The budget (excluding employee costs) that is available for delivery of the promotion and education elements of the strategy are detailed in Table 8 below. Table 8 – Litter, Fly tipping and Dog Fouling Strategy Promotion and Education Budgets Description 2025/ 2026 Environmental Awareness (educational campaigns) £8,220 Payment to Contractors (signs, infrastructure etc) £11,544 Materials (signs, infrastructure etc) £5,139 Income from Fixed Penalty Notices £19,927 (actual) Total £44,830 278
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39 Appendix 1 Wider Legislative Framework The following legislation has a direct and indirect influence on the provision of controls for litter, dog fouling, and fly tipping. The legislation detailed below is not exhaustive but indicates the wider legislative framework which complements the main legislative provisions described within the main body of this strategy document. The Environmental Protection (Duty of Care) Regulations 1991 The Environmental Protection (Duty of Care) Regulations 1991 impose a duty of care on any person who imports, produces, carries, keeps, treats or disposes of controlled waste. The duty requires such persons to ensure that there is no unauthorised or harmful deposit, treatment or disposal of waste, and to prevent the escape of waste from their control. The Regulations also impose requirements on any person who is subject to the duty of care, with regards to the making and retention of transfer note documentation. Breach of the duty of care or of these Regulations is a criminal offence. The duty of care and these Regulations do not apply to an occupier of domestic property as respects the household waste produced on the property. The Environmental Protection (Duty of Care) Amendment (Scotland) Regulation 2003 The Environmental Protection (Duty of Care) Amendment (Scotland) Regulations 2003 provide local authorities in Scotland with powers to serve notice on persons who are required to keep written descriptions or transfer notes under the principal Regulations to require those persons to furnish such documents to them at their offices within a specified time. These powers are also available to SEPA. Climate Change Scotland (Scotland) Act 2009 The Act contains provisions to enable the Scottish Government to make regulations which could have a significant impact in reducing litter and empowers Scottish Ministers to introduce obligations for matters relating to waste management The Act includes the following sections which may be enacted through regulation: - Section 83 – Targets for reduction of product packaging materials Section 88 – Charges for supply for carrier bags. The Single Use Carrier Bags Charge (Scotland) Regulations 2014 come into effect in October 2014. 279
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40 Town & Country Planning (Scotland) Act 1997 – Section 179 Under the Town & Country Planning (Scotland) Act 1997 the Council as the planning authority can serve a Notice on the owner or occupier of land if the amenity of any part of their area or an adjoining one is adversely affected by its condition. The authority can serve notice on the owner or occupier of land which is affecting the amenity value of their area. The Notice requires the owner or occupier to remedy the condition within a certain time. The owner or occupier is required to be given 28 days’ notice by the planning authority and has the right to appeal to Scottish Ministers. Roads (Scotland) Act 1984 – Section 87 Under the Roads (Scotland) Act 1984 where any object is causing an obstruction or has been erected, deposited or placed on the road, the local authority, as the roads authority, has the power to serve Notice on the owner for its removal. The Notice period is 28 days after which the roads authority has the power to remove the obstruction. Refuse Disposal (Amenity) Act 1978 The Refuse Disposal (Amenity) Act 1978 makes it an offence to abandon on any land in the open air, or on any other land forming part of a highway, anything which has been brought to the land for the purpose of abandoning it there. The Act makes provisions for the local authority to remove the abandoned article and to recover costs for its removal and disposal. Although this legislation is primarily used for the removal of abandoned vehicles there is no reason why it cannot be used to ensure the removal of refuse from areas of relevant land. Marine Litter – Oslo/Paris (OSPAR) Convention on the Protection of the Marine Environment of the North East Atlantic 1992 The OSPAR convention influences a range of UK and Scottish legislation including the Marine and Coastal Access Act 2009 and Marine (Scotland) Act 2010. OSPAR monitored levels of beach litter, initially through a pilot project and then through a voluntary monitoring programme. EU Marine Strategy Framework Directive (2008/56/EC) The Marine Strategy Framework Directive (MSFD) will be a central element driving the Scottish Government’s Marine Litter Strategy. The Marine Litter Strategy will be the primary means of delivering on the MSFD which requires Member States to prepare national strategies to manage their seas to achieve Good Environmental Status (GES) by 2020. The key requirements of the Marine Strategy Framework Directive: • An assessment of the current state of UK seas; 280
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41 • A detailed description of what GES means for UK waters, with a set of associated targets and indicators; The two elements (above) form the UK Marine Strategy Part One. • Establishment of a monitoring programme to measure progress towards Good Environmental Status by July 2014; and • Establishment of a programme of measures for achieving Good Environmental Status by 2016. The Directive defines GES in terms of 11 descriptors. Descriptor 10 requires litter to be at levels where the “properties and quantities of marine litter do not cause harm to the coastal and marine environments” EU Directive on Port Reception Facilities for Ship-generated Waste and Cargo Residue (EC 2000/59) This is implemented through the Merchant Shipping and Fishing Vessels (Port Waste Reception Facilities) Regulations 2003 and the (Amendment) Regulations 2009. These regulations stipulate that Ports and Harbours must provide adequate facilities for waste disposal. EU Directive 2004/12 Packaging and Packaging Waste This Directive aims to harmonise national measures to prevent or reduce the impact of packaging and packaging waste on the environment. It contains provisions on the prevention of packaging waste, on the re-use of packaging, and on the recovery and recycling of packaging waste. Bathing Water Directive 2006/7 This Directive came into force in 2006 and was enacted in the UK by the Bathing Waters (Scotland) Regulations 2008. Whilst the criteria relating to the classification of bathing waters are bacteriological, consideration must be given to control of the litter on beaches by local authorities. Marine (Scotland) Act 2010 The Marine (Scotland) Act 2010 implements national and regional marine planning and addresses the requirements of the Marine Strategy Framework Directive (MSFD). The management of litter, while not directly specified under the Act, may fall under the scope of marine planning and licensing regime. Marine planning is critical for influencing the special extent and licence regime for many maritime activities, including activities including marine leisure and tourism. 281
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42 Circular Economy (Scotland) Act 2024 The Circular Economy (Scotland) Act 2024 outlines Scotland's commitment to a circular economy which is based on sustainable consumption, production, and resource management. A Route Map has been prepared by the Scottish Government that demonstrates the priorities put in place until 2030 that will shape Scotland to become a circular economy. 282
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43 Appendix 2 Local Environmental Audit Management System (LEAMS) The LEAMS programme is a partnership between Scottish local authorities and Keep Scotland Beautiful (KSB) whereby audits are carried out at a random selection of sites across Scotland each year collecting data on litter levels and types, sources of litter, servicing of public bins, weeds, detritus, graffiti, vandalism, gum staining and more. Knowledge and evidence showing what types of litter are affecting what locations can ensure best practice and efficiencies in cleansing operations. It also informs policies and practices to prevent litter in the first place – something we can all help with to reduce the many negative impacts poor local environmental quality has. The Code of Practice on Litter and Refuse (Scotland) 2018 (CoPLAR) Response times – Duty 1 (keep land clear of litter and refuse) The Code of Practice on Litter and Refuse (Scotland) 2018, issued under the Environmental Protection Act 1990, defines the maximum response times when a litter problem is reported within or to a local authority. The standard of street cleanliness, assessed in terms of ‘litter’ is measured using 6 categories graded as A, B, C, D, E and F. Grades A - No litter or refuse is present on any type of land B - Small amounts of litter and refuse C - Moderate amounts of litter and refuse, with small accumulations D – Significant amounts of litter and refuse, with consistent distribution and accumulations E – Substantial amounts of litter and refuse with significant accumulations F – Incidents of Flytipping and hazardous/special waste (drug related waste, broken glass, animal carcasses, car parts, chemicals and spillages) The CoPLAR (2018) Duty 1 response times are structured as four bands that recognise duty bodies (the Council) investment in prevention. It reflects that effective measures increase the likelihood of zones being cleaner for longer, which reduces the need for rapid restoration. Streetscene endeavor to maintain all sites to an acceptable’ standard (Grades A and B), and to address unacceptable Grades (Grades C-F) within the response times as set out in the COPLAR (2018). In summary, these maximum response times will only ensure minimum standards as defined by the Code of Practice on Litter and Refuse (Scotland) 2018. 283
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NORTH AYRSHIRE COUNCIL 29th September 2026 Cabinet Title: Climate Change Update Purpose: To update Cabinet on the Council’s progress on delivering the strategic priority, Climate Change. Recommendation: It is proposed that Cabinet: a) notes progress across the Council’s climate change and Energy & Sustainability programme; b) notes that the Council exceeded its 2025/26 energy consumption reduction target, achieving an average reduction of approximately 9% across electricity, gas, oil and LPG against the 5% target; c) notes the early 2026/27 energy position and the revised 2% consumption reduction target, recognising that the current figures cover April to July 2026 only; d) endorses the proposed strategic priorities for Sustainable North Ayrshire 2027–2032 and the planned consultation with communities and partners; e) agrees the continuation of the Energy Smart Programme into 2026/27 as Phase 3, including revised referral arrangements, an expanded package of measures and revised property funding caps to support lower income and vulnerable households; f) agrees that officers will progress the next phase of the renewable energy project pipeline, with the Bartonholm renewable energy proposal being the first to move to detailed economic business case; and g) notes the proposed programme of business cases, funding applications and delivery activity set out in this report. 1. Executive Summary 1.1 This report provides Cabinet with an update on progress against the Council’s strategic priority of Climate Change, including energy performance; renewable energy; domestic energy programmes; nature and biodiversity; transport and fleet decarbonisation; waste; adaptation, and sustainable behaviour. It also sets out the proposed direction for Sustainable North Ayrshire 2027–2032, which will be shaped through consultation with communities, businesses, young people and partners. Agenda Item 10 285
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1.2 The Council exceeded its 2025/26 energy consumption reduction target, achieving an average reduction of approximately 9% against the 5% target. This represents very strong progress against the Council’s two-year energy consumption reduction ambition. The original target was to reduce consumption by 10% over two years, and the Council has already achieved an average reduction of approximately 9% in the first year alone. A revised 2% target has been set for 2026/27, reflecting the lower baseline and recognising that further savings will be more challenging to achieve. Early 2026/27 data shows mixed performance and remains indicative, as it covers April to July only and precedes the main heating season. 1.3 The proposal to continue the Energy Smart Programme into 26/27 as Phase 3 would retain support for core fabric and energy efficiency measures, simplify referral routes to reduce barriers for residents, and introduce targeted additional measures including solar PV and glazing improvements for lower income and vulnerable households. The approach balances deeper support for households in greatest need with continued programme reach and effective use of available funding. 1.4 Significant progress continues across the wider programme. Current and planned energy efficiency projects are expected to save approximately 404 MWh, £51,500 and 77 tonnes of CO₂e each year. Domestic energy programmes continue to support fuel poverty reduction, with £2.09 million confirmed for the 2026/27 Area Based Scheme. Nethermains and Shewalton solar farms have generated approximately 10,000MWh of renewable electricity since energisation, and have also received national recognition, having been named as finalists in the COSLA Excellence Awards 2026. Building on this success, six further renewable energy proposals are progressing to detailed economic business cases, creating a strong pipeline of future projects for further consideration and investment. 1.5 The report also notes progress on nature, biodiversity and adaptation, including development of the North Ayrshire Nature Network; regional adaptation planning; flood resilience activity; and coastal change planning. Transport decarbonisation is advancing through both the Council’s Capital Investment programme the Ayrshire Electric Vehicle Infrastructure Fund, with a concession contract signed and approximately £5.4 million of investment secured to support around 307 new charge points across Ayrshire, including 104 in North Ayrshire. 2. Background 2.1 Climate Change, one of the Council’s strategic priorities, is being delivered through a broad programme of activity focused on reducing emissions, improving energy efficiency, increasing renewable energy generation, supporting communities and strengthening resilience to the impacts of climate change. Activity is being taken forward across energy, nature, transport, waste, adaptation and sustainable behaviour. 2.2 The Council has a long-standing commitment to reducing carbon emissions and improving energy performance, with coordinated action underway since the first Carbon Management Plan was approved in 2006. Since then, activity has evolved from targeted energy efficiency measures into a wider programme covering renewable energy generation, fleet decarbonisation, domestic energy efficiency, nature recovery and climate adaptation. Graph 1 below summarises recent performance against this longer 286
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term commitment. Graph 2 provides a closer view over the most recent 10-year period, showing more clearly the on-going trend in estate emissions and the indicative reduction pathway to 2030. 2.3 Since the baseline year of 2005/06, the Council has reduced estate emissions by 74.5%. The green bars from 2027-2032 indicate what future emissions could look like, should we achieve a 4% reduction in emissions, year on year. Net zero does not mean eliminating all emissions. It means reducing emissions as far as practicable and balancing any residual emissions through credible, measurable carbon removal or offsetting activity. The Council’s focus therefore remains on direct emissions reduction first, with any remaining emissions addressed only where they cannot currently be eliminated. Graph 1 – tCO2e from Council Estate Emissions Graph 2 – tCO2e from Council Estate Emissions from 2020-2030. 2.4 Work has commenced on the next Sustainable North Ayrshire Strategy, covering 2027- 2032. The proposed strategic priorities are: 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 tCO 2e Year tCO2 from Council Estate Emissions 10,000 12,000 14,000 16,000 18,000 20,000 22,000 24,000 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 tCO 2e Year tCO2e from Council Estate Emissions 2020-2030 287
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• reducing fuel poverty and improving energy affordability • maximising value from Council owned renewable energy assets • decarbonising Council buildings and operations • decarbonising the Council fleet • supporting green jobs and local economic growth • protecting and enhancing biodiversity and natural capital, and • building resilience to flooding, coastal change and severe weather. 2.5 Consultation activities will be undertaken with other Council services, residents, communities, businesses, young people and partner organisations. The consultation findings will inform the final strategy, measurable outcomes and associated delivery plans. 2.6 The new strategy will also establish clearer project ownership, timescales, governance and annual reporting arrangements. Progress will be supported by a performance dashboard covering carbon, energy, renewable energy, biodiversity and wider outcomes. Energy Performance in 2025/26 2.7 The Council set a target to reduce energy consumption by 5% during 2025/26. Progress towards this target has been monitored through regular reports to ELT. Table 1 below provides a summary of the annual performance from 2025/26. Table 1: Consumption outturn for 2025/26. Utility 2024/25 consumption 2025/26 reduction Percentage reduction Electricity 20,366,560 kWh 1,652,401 kWh 8% Gas 44,574,488 kWh 4,239,494 kWh 10% Oil 52,077 litres Increase of 751 litres -1% LPG 12,767 litres 1,184 litres 9% Total position 9% average reduction 2.8 The 2024/25 baseline figures were revised following receipt of updated utility data. The associated 5% targets were adjusted accordingly. The reported reduction exceeded the 5% target. Taken together, this represents very strong progress against the original two-year ambition to reduce energy consumption by 10%. The Council achieved an average reduction of approximately 9% in 2025/26 alone and has now set a further 2% reduction target for 2026/27. If delivered, this would mean the Council meets, and potentially exceeds, the original two-year ambition, while recognising that further savings are being pursued from a lower and more challenging baseline. Energy Performance in 2026/27 2.9 The 2026/27 energy consumption reduction target has been set at 2%. This reflects the significant reductions achieved in 2025/26 and the resulting lower baseline. Further reductions remain possible but will be more difficult to achieve while maintaining service delivery and protecting previous savings. Table 2 below shows progress to date, however due to billing cycles and supplier-led discrepancies in the billing data out with the Council’s direct control, current figures cover April to July 2026 288
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only and should therefore be treated as an early indication rather than a full year forecast. Table 2: Consumption data against target (April-July 2026 only) Utility 2025/26 baseline 2% annual target Change to date Reported cost movement Electricity 18,714,159 kWh 374,283 kWh 185,839 kWh reduction £33,926 saving Gas 40,334,994 kWh 806,700 kWh 594,545 kWh increase £6,673 saving Oil 52,828 litres 1,057 litres 5,767 litres increase £8,609 additional cost LPG 11,583 litres 232 litres 2,769 litres reduction £1,971 saving Total £33,962 saving 2.10 Supplier-led billing issues remain to be resolved, and the main heating season has not yet commenced. The full benefits of building controls and other decarbonisation measures may therefore not yet be reflected in the available data. Estate Decarbonisation 2.11 The Council continues to improve building energy management through replacement and optimisation of Building Management Systems (BMS), lighting improvements, energy audits and renewable energy installations. A an illustrative example, the replacement of the BMS at Dalry Primary School and Early Years provides evidence of the benefits available from targeted investment. During its first year, the project delivered estimated savings of: • 109,676 kWh of energy • £25,169 in annual costs • 16.02 tonnes of CO₂e. Based on a project cost of £59,117, the estimated payback period is between two and three years if savings continue at a similar level. 2.12 The current phase of the programme comprises five BMS replacements, an LED lighting upgrade and a solar photovoltaic installation. Two BMS projects are now complete at Mayfield Primary School and Springvale Early Years Centre, with the remain three nearing completion, and LED upgrade due in October. The five Building Management System projects are expected to reduce annual gas use by approximately 344 MWh, saving around £30,600 and 63 tonnes of CO₂e annually. The LED lighting and solar photovoltaic projects are expected to reduce annual electricity use by approximately 60 MWh, saving around £20,900 and 14 tonnes of CO₂e annually. Together, these projects are expected to deliver annual savings of approximately: • 404 MWh of energy 289
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• £51,500 • 77 tonnes of CO₂e. 2.13 Further activity will include: • completion of SALIX funding applications for Building Management System and lighting projects • continued liaison across services on heating controls and decarbonisation • a coordinated review of land and property proposals • identification of renewable energy opportunities across Council land and buildings, and • continued energy audits, including implementation of suitable measures identified through previous technical studies. • continued and expanded education and behaviour change activity across the Council and wider community, including school lessons, climate champions, Carbon Literacy training, community events and wider awareness-raising campaigns to support practical action on energy use, sustainability and climate resilience. Domestic Energy Programmes 2.14 Delivery continues through the Area Based Scheme, Carbon Neutral Islands and Energy Smart programmes. Scottish Government funding of £2,089,873 has been confirmed for the 2026/27 Area Based Scheme. Activity will include Cumbrae and Arran, with an increased focus on areas of higher deprivation in Kilwinning, Beith, Kilbirnie, Largs, Irvine and the Three Towns. Progress in Kilwinning includes completed and planned solar photovoltaic installations, a heat and renewables installation and external wall insulation surveys. Properties on Arran are progressing through design, although withdrawals have affected delivery. 2.15 A total of £144,500 has also been awarded by Scottish Government to the Carbon Neutral Island partner for phase 3 of the Millport solar photovoltaic and battery programme. This is expected to support 15 homes. 2.16 Energy Smart phases 1 and 2 have delivered 32 measures through 20 installations. Reported annual benefits are £5,010 in energy cost savings and 12,455 kgCO₂e in emissions savings. 2.17 Phase 3 of Energy Smart is proposed for 2026/27. It would continue to support core low cost, high impact measures such as insulation, draught proofing, LED lighting and heating controls, while introducing targeted higher impact measures to households meeting additional criteria. These additional measures would include solar PV, upgrading single glazing to double glazing, secondary glazing for listed buildings and replacement of blown double glazing. Eligibility would remain focused on households with gross income below £43,662 (where the higher rate of income tax begins) who own their home or privately rent. Referrals will be accepted from suitable internal and external partners, helping to reduce the need for residents to provide income evidence directly to the Council or managing agent. 2.18 The additional solar PV and glazing measures would be offered to households receiving winter heating support and those vulnerable to living in a cold home, including residents with relevant health conditions, blue badge holders and young 290
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carers. Solar PV installations would be capped at a 3.6kW system. The proposed funding cap would remain at £3,000 for Phase 2 measures, with a £7,000 cap for Phase 3 additional measures, including storage heating, and an overall maximum of £10,000 per property across Phase 2 and Phase 3 measures. Renewable Energy 2.19 Nethermains and Shewalton Solar PV Farms continue to demonstrate the value of Council owned renewable energy assets, generating approximately 10,000 MWh of electricity since energisation. Together, these projects show how Council owned land and assets can be used to generate clean energy, reduce carbon emissions and support longer-term financial resilience. The Council’s progress has also received national recognition, with the Solar Farm project reaching the finals of the COSLA Excellence Awards 2026. 2.20 A total of £1.36 million has been allocated to renewable energy activity. Six renewable energy proposals have moved from initial high level business cases into procurement for the preparation of detailed economic business cases. This represents a strong pipeline of future projects and provides a clear basis for further investment decisions, supporting continued progress in expanding local renewable generation and reducing carbon emissions. 2.21 It is proposed that the Bartonholm renewable energy proposal is prioritised as the first detailed economic business case within this programme. This reflects the site’s strategic potential and the opportunity to build on the Council’s existing renewable energy experience, while allowing the proposal to be fully tested through technical, financial, legal and delivery appraisal. Progressing Bartonholm first does not commit the Council to delivery at this stage, rather it provides the information required to determine whether the project should proceed to future approval and investment decisions. Nature and Biodiversity 2.22 Over the summer, eleven community consultation events have been delivered to inform further development of the North Ayrshire Nature Network, the strategy for which was approved by Cabinet in March 2025. Almost 1,000 pollinator packs were distributed and more than 400 questionnaires returned over the summer period. The feedback will help shape opportunities relating to biodiversity, education, green skills, economic development and community wellbeing. 2.23 Nature Network mapping is also at an advanced stage and identifies core habitats, corridors, stepping stones and opportunity areas. This will support future biodiversity action and preparation of the next Local Development Plan. 2.24 The Council is leading a partnership to develop an Ayrshire and Inverclyde Gull Conservation and Management Plan. The project is supported by £40,000 of NatureScot funding. A draft is expected by November 2026, with final approval targeted for December 2026. 2.25 A Biodiversity Investment Plan is in development, providing a stronger foundation for coordinated action to protect and enhance nature across North Ayrshire. Membership of the Biodiversity Partnership has grown significantly, from 8 to 71 organisations and 291
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groups, demonstrating increasing shared commitment and momentum. The refreshed Local Biodiversity Action Plan is expected to be presented to Cabinet in early 2027 and aims to help guide the next phase of partnership activity, supporting the wider ambitions to halt biodiversity loss by 2030 and become Nature Positive by 2045. Transport and Fleet Decarbonisation 2.26 The Ayrshire Electric Vehicle Infrastructure Fund (EVIF) procurement was completed and a concession contract signed by the appointed partner, Believ, in August 2026. Approximately £5.4 million of investment has been secured, comprising around £2.87 million of grant funding and £2.4 million of private sector investment. The programme is expected to deliver approximately 307 new electric vehicle charge points across Ayrshire, including 104 in North Ayrshire, between 2027 and 2029. 2.27 New public charging facilities are operational and generating revenue at: • Portal Car Park, Irvine • Glen Road Car Park, West Kilbride • North Street Car Park, Dalry • Bellman’s Close Car Park, Beith • Lochshore Community Hub, Garnock 2.28 A remaining balance of £46,478 is proposed for replacing existing public charge points that are non-operational or approaching the end of their operational life. Priority locations include: • Kirkgate, Irvine • Main Street, West Kilbride • Caley Court Resource Centre. 2.29 Fleet decarbonisation remains active. The current operational update records 102 electric vehicles, with a further 10 on order. Workplace charging infrastructure has expanded to 56 charging units providing 107 sockets. This represents continued growth from the July 2025 fleet position, when 76 of the Council’s 565 vehicles were electric, and reflects ongoing investment in cleaner operational transport. A decarbonisation first approach was approved by Cabinet in June 2026, ensuring EV’s are prioritises wherever operationally suitable. Alternative fuels, including hydrotreated vegetable oil, together with telematics and other technologies, will support the transition of heavier vehicles where suitable electric alternatives are not yet available. Waste 2.30 Work is under way to secure long-term arrangements for the Shewalton landfill gas recovery facility. Discussions are continuing with the existing operator, alongside development of contingency options, to maintain continuity of service and environmental benefits beyond March 2027. Adaptation 2.31 The Council submitted its fourth climate adaptation assessment to Adaptation Scotland in June 2026. Four priorities have been agreed for the next 12 months: 292
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• developing an Ayrshire Climate Ready Region • testing community flood resilience approaches • supporting local flood groups • providing practical household and community resilience guidance. 2.32 Regional activity is progressing with £40,000 of Scottish Government funding. The three Ayrshire councils are working together to develop a regional climate adaptation strategy and action plan. 2.33 Locally, options include a community flood resilience pilot and the Brodick flood protection scheme. In Stevenston, Canal Crescent residents are being supported to consider forming a flood resilience group, alongside monitoring by the Scottish Environment Protection Agency and possible provision of flood response equipment. 2.34 Nature based responses to coastal erosion are being explored at Irvine dunes, including managed realignment and dune rollback. The Council is leading procurement of an Ayrshire wide Coastal Change Adaptation Plan. Flood studies and investigations are also progressing in Stevenston, Saltcoats, Millport, Irvine, Arran and other priority areas. Education and Sustainable Behaviour 2.35 The School Engagement Programme provides practical, curriculum linked learning on energy, climate change, biodiversity and sustainability. During 2025/26, the programme reached 1,489 pupils through 62 lessons across 15 schools. During 2026/27 to date, a further 1,012 pupils have participated through 47 lessons across 11 schools. 2.36 Feedback from schools has been positive, particularly in relation to practical renewable energy activities, outdoor learning and the programme’s inclusive approach. Next steps include: • developing sustainability resource boxes for schools • improving access to follow up resources through Glow • increasing engagement with secondary schools • expanding activity in Early Years settings, and • strengthening participation by underrepresented groups 2.37 Senior managers, Heads of Service and Executive Directors will also be offered practical Carbon Literacy training, delivered by APSE through two online sessions in November 2026. A Carbon Literacy training offer will also be made available to Elected Members at a suitable future date, providing a tailored opportunity to support shared understanding of climate action and the Council’s wider net zero ambitions. 2.38 Climate Week provides a further opportunity to promote climate action, practical behaviour change and partnership working across North Ayrshire. Activity includes awareness raising communications, engagement with schools and communities, promotion of energy saving and sustainable travel messages, and opportunities to showcase local climate action, renewable energy, biodiversity and adaptation work. The programme helps maintain momentum around the Council’s climate change priority and supports wider participation in the development of Sustainable North Ayrshire 2027–2032. 293
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Next steps 2.39 The Council exceeded its 2025/26 energy consumption reduction target and has established a lower baseline for future performance. The immediate priority is to maintain the significant year one reduction and secure further targeted savings against the lower baseline, particularly at sites where consumption is increasing. This will include continued energy audits, investigation of anomalies, improved building controls and progression of SALIX funding applications. 2.40 At the same time, the Council is progressing significant activity across renewable energy, domestic energy efficiency, biodiversity, fleet decarbonisation, electric vehicle infrastructure, waste and climate adaptation. 2.41 The Sustainable North Ayrshire Strategy for 2027–2032 will bring this work together within a clear strategic framework, supported by consultation, defined outcomes, delivery plans and strengthened performance reporting. 3. Proposals 3.1 It is proposed that Cabinet: a) notes progress across the Council’s climate change and Energy & Sustainability programme; b) notes that the Council exceeded its 2025/26 energy consumption reduction target, achieving an average reduction of approximately 9% across electricity, gas, oil and LPG against the 5% target; c) notes the early 2026/27 energy position and the revised 2% consumption reduction target, recognising that the current figures cover April to July 2026 only; d) endorses the proposed strategic priorities for Sustainable North Ayrshire 2027–2032 and the planned consultation with communities and partners; e) agrees the continuation of the Energy Smart Programme into 2026/27 as Phase 3, including revised referral arrangements, an expanded package of measures and revised property funding caps to support lower income and vulnerable households; f) agrees that officers will progress the next phase of the renewable energy project pipeline, with the Bartonholm renewable energy proposal being the first to move to detailed economic business case; and g) notes the proposed programme of business cases, funding applications and delivery activity set out in this report. 4. Implications/Socio-economic Duty Financial 4.1 The Council is investing significantly in the journey to net zero, taking action on climate change and addressing the Climate Emergency. As we progress through 2026/27, the Capital Programme and allocated funds support a variety of decarbonisation projects and external funding is sought to enhance and complement existing finance, for both the non-domestic and domestic sectors. Human Resources 294
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4.2 There are no direct HR or ICT implications arising solely from noting this report. Legal 4.3 The Climate Change (Scotland) Act 2009 places duties on public bodies to contribute to statutory emissions reduction targets, support Scotland’s climate change programme and act sustainably. This report supports those duties through action on emissions reduction, energy efficiency, renewable energy, adaptation and sustainable transport, and aligns with Scotland’s Climate Change Plan 2026–2040 and the 2026 statutory guidance for public bodies. Equality/Socio-economic 4.4 The ambition to decarbonise heating systems and improve energy efficiency in all buildings contributes to our socio-economic duty by ensuring our homes and buildings are well insulated and energy efficient, making them cheaper to heat and reducing their emissions. Climate Change and Carbon 4.5 The report demonstrates the Council’s continued action to reduce carbon emissions, improve energy efficiency and support the transition to net zero across domestic and non domestic buildings, renewable energy, transport, nature and wider climate adaptation activity. Key Priorities 4.6 The works undertaken are in keeping with the aim ‘To achieve net zero by 2030’ within the Council Plan 2023-28. Community Wealth Building 4.7 The report supports Community Wealth Building by directing investment towards locally beneficial climate action, including energy efficiency, renewable energy, fuel poverty reduction, biodiversity, EV infrastructure and climate adaptation. These activities help retain value locally, reduce household and public sector energy costs, support community resilience, and create opportunities for green skills, local supply chains and inclusive economic growth as part of a just transition to net zero. Islands Communities Impact Assessment (ICIA) 4.8 This report has relevance to island communities of Arran and Great Cumbrae, through activity on domestic energy efficiency, renewable energy, flood resilience, coastal change and climate adaptation. No differential adverse impact on island communities is identified from this update report, and island considerations will continue to inform the development of Sustainable North Ayrshire 2027–2032. United Nations Rights of the Child (UNCRC) 4.9 The report supports UNCRC considerations through climate change education, school engagement and planned consultation with young people as part of Sustainable North 295
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Ayrshire 2027–2032. No adverse impact on children’s rights is identified from this update report. Consumer Duty 4.10 The report supports Consumer Duty considerations through action on domestic energy efficiency, fuel poverty reduction, energy affordability and public electric vehicle charging provision. No adverse consumer impact is identified from this update report, and consumer needs will continue to be considered through future consultation and delivery planning. 5. Consultation 5.1 This report has been informed by input from relevant Council services, including Energy and Sustainability, Property Management and Investment, Transport, Education and Housing. Further consultation with Council services, communities, businesses, young people and partner organisations will be undertaken to support the development of Sustainable North Ayrshire 2027–2032 and its associated delivery plans. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Laurence Cree, Head of Sustainability, Transport and Corporate Property, on (01294) 324514. Background Papers 0 296
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: 15 Year Lease Extension – Meadowside Pavilion & Football Ground and Orr’s Trust Public Park Pitches, Beith Purpose: To seek Cabinet approval to grant a 15-year extension to the lease of Meadowside Pavilion and Football Ground and Orr’s Trust Public Park Pitches, Beith to Beith Community Development Trust. Recommendation: That Cabinet approves the granting of a 15-year extension to the lease of Meadowside Pavilion and Football Ground and Orr’s Trust Public Park Pitches, Beith, in favour of Beith Community Development Trust. 1. Executive Summary 1.1 Meadowside Pavilion and Football Ground and Orr’s Trust Public Park Pitches are two separate properties in Beith. Meadowside Pavilion and Football Ground comprises a sports pavilion and artificial turf football pitch, while Orr’s Trust Public Park Pitches comprises part of the public park, including the running track and sports pitches. 1.2 The Council was contacted in June 2026 by North Ayrshire Council Community Development Services following a request from Beith Community Development Trust for a fifteen-year extension to their current twenty-five-year Full Repairing and Insuring lease of the subjects. The existing lease expires on 19 March 2039, and the proposed extension would extend the lease term to 19 March 2054. The Trust requires the lease extension to support proposed investment in their facilities. 1.3 As the proposed lease term exceeds five years, Cabinet approval is required in accordance with the Council's Scheme of Delegation. 1.4 Beith Community Development Trust require the lease extension to obtain grant funding to create a sustainable, inclusive, and high-quality football and community sports environment that empowers the people of Beith and the Garnock Valley through participation, partnership, and pride of place. 2. Background 2.1 Meadowside Pavilion & Football Ground and Orr's Trust Public Park Pitches were leased to Beith Community Development Trust on a twenty-five-year Full Repairing and Insuring lease from 20 March 2014 to 19 March 2039 at a passing rent of £150 Agenda Item 11 297
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per annum, subject to 5 yearly rent reviews. The Trust has requested a fifteen-year lease extension to support future investment in their facilities. 2.2 Beith Community Development Trust are a community-led organisation who work to bring local assets into community ownership and use, supporting regeneration, well- being, and opportunity across the Garnock Valley. They deliver a wide range of activities and services, including Community events, growing spaces, volunteering opportunities, Employability programmes, youth work, Out-of-school childcare, family support, Place-based regeneration, and community asset development. Their approach is grounded in local relationships. They work closely with schools, clubs, voluntary groups, and public services to shape their work around community needs. 2.3 Beith Community Development Trust require additional grant funding to upgrade the current facilities at Meadowside Park, to upgrade the current astro pitch which is 14 years old and to create a resurfaced, modern, and sustainable 3G pitch with upgraded facilities at Meadowside Park, including floodlights and pavilion improvements. 3. Proposals 3.1 It is recommended that Cabinet approve the granting of a fifteen-year lease extension, extending the lease expiry date from 19 March 2039 to 19 March 2054, of Meadowside Pavilion & Football Ground and Orr’s Trust Public Park Pitches to Beith Community Development Trust. In view of the use, and the activities of the group, the extension of the lease at this less than best value figure is acceptable in terms of the principles of the Disposal of Land by Local Authorities (Scotland) Regulations 2010. 4. Implications/Socio-economic Duty Financial 4.1 The proposed lease extension will result in the Council obtaining a continued annual rental income of £150 per annum, subject to 5-year rent reviews. In addition, it will continue the maintenance and repair of North Ayrshire Council assets by the Beith Community Development Trust, minimising these costs to North Ayrshire Council. Human Resources 4.2 None. Legal 4.3 The proposed lease extension will be progressed by Legal Services following Cabinet approval. Cabinet approval is required as the lease term extension exceeds five years. Equality/Socio-economic 4.4 Beith Community Development Trust require the fifteen-year lease extension to provide longer-term security of the leased subjects to obtain the necessary grant funding to continue their development of the facilities and their continued work to benefit community needs. 298
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Climate Change and Carbon 4.5 None. Key Priorities 4.6 None. Community Wealth Building 4.7 The proposal supports Community Wealth Building by enabling a community-led organisation to secure investment in local assets and infrastructure, helping to retain and enhance facilities for community benefit whilst supporting long-term stewardship of the asset. 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 Connected Communities and Legal Services have been consulted in the preparation of this report. Connected Communities have confirmed there is wide community support for the proposals. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Laurence Cree, Head of Sustainability, Transport & Corporate Property, on 01294 324519. Background Papers Lease Plan Appendix 299
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