9. Cabinet - Council Plan 2024-25 Year End Reporting Combined V2-0
North Ayrshire Council · 2 September 2025
Back to Cabinet — 2 September 2025 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 2nd September 2025 Cabinet Title: Our Council Plan Year End Progress Reporting including LGBF Analysis Purpose: To consider and approve Our Council Plan Year End Reporting including LGBF Analysis Recommendation: Cabinet agrees to: (i) Note progress within the LGBF Report as at June 2025 (Appendix 1). (ii) Approve Our Council Plan Six Monthly Progress Report 1 October to 31 March 2025 (Appendix 2). (iii) Approve Our Council Plan Annual Performance Report (Appendix 3). (iv) Note Cabinet approval relates to the content of the report, not the layout or media used to ensure future flexibility for production of accessible format reports. (v) Note the report will be presented to the Audit and Scrutiny Committee for consideration on 2 October 2025. 1 Executive Summary 1.1 Our Council Plan 2023-28 is the overarching strategy of our council and details our council’s strategic priorities. We have a statutory duty to publish information that enables effective scrutiny of our performance. 1.2 This report presents the progress made in delivering Our Council Plan 2023- 2028 as at Year-End 2024-2025. As a result, this report combines three key Council Plan and corporate performance reports: • The Local Government Benchmarking Framework (LGBF) - Analysis of June 2025 Data Release. (Appendix 1) • Our six-monthly Council Plan 2023-28 Progress Update, Year End 2024/25 (Appendix 2) • Our Annual Performance Report 2024/25 (Appendix 3) 1.3 As a continuation of the approach at Mid-Year and following Best Value Thematic
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Audit recommendations, the report includes further details on: • Transformation workstreams. • Workforce Planning. 1.4 To adhere to the Statutory Performance Information Direction 2024 Cabinet is asked to note that approval of the report is considered as approval of the content of the PDF report. The report formatting may be changed following Cabinet approval to enable publication in more accessible formats such as html on our website and other media. In addition, summaries may be produced for easy read and child friendly versions as appropriate. 1.5 Following Cabinet approval, our corporate performance reports are published on our website www.north-ayrshire.gov.uk/performance. 2 Background 2.1 Under the Local Government (Scotland) Act 1992 and Local Government in Scotland Act 2003 we have a duty to demonstrate Best Value. To ensure we support our residents, fulfil our statutory duties and invite scrutiny, we actively manage performance and develop our reporting to make it accessible and engaging. 2.2 How we demonstrate our performance is defined in the Statutory Performance Information (SPI) Direction 2021 for up to year ending 31 March 2025. The Statutory Performance Information Direction 2024 takes effect on reporting of activity that takes place from 1st April 2025 for reporting year 2025-26 for approximately three years. Though outside the scope of Direction 2024, elements from it have been considered within this report. 2.3 One key area for consideration is the need to ensure our reports are both “technically accessible” and “non-technically accessible”. The Direction Guidance refers to “technically accessible” as adhering to accessibility regulations including the use of language, layout of the report, contrast and use of image alternative text. “Non-technically accessible” refers to ensuring our performance is easily understood and engaging, such as the magazine style used for our six-monthly reports. To adapt our reporting effectively to adhere to our statutory obligations and explore the use of html, easy read and child friendly versions while ensuring effective governance, Cabinet is asked to note that approval of the report is considered as being for the content of the PDF reports and that specific wording, layout, format or media used may be adapted to make it suitable for other audiences, such as our young people under the UNCRC (Incorporation) (Scotland) Act 2024, while keeping our performance fully transparent. 2.4 We have embedded key contextual indicators from the Wellbeing Economy Dashboard - which outlines our council’s Wellbeing Economy journey. We will continue to work with the Economic Policy Team to further embed this approach as the new Wellbeing Economy Dashboard becomes established.
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3 Assessment of Performance Performance Indicators 3.1 There are 26 performance indicators within our framework. As at Year End, 18 (75%) of our indicators where the status is known are either on target or just slightly adrift of target and 6 (25%) are significantly adrift of target. A comparison to our position at the same period last year is shown below when 88.9% of indicators were on or slightly adrift of target. Status Year End 2023/24 Year End 2024/25 On Target (Green) 14 (77.8%*) 13 (54.2%*) Slightly Adrift of Target (Amber) 2 (11.1%*) 5 (20.8%*) Significantly Adrift of Target (Red) 2 (11.1%*) 6 (25%*) Data Only / Status Unknown 8 2 (* Of PIs where status is known) 3.2 The status of a PI is determined by the following tolerances: Status Description On target Slightly adrift of target (typically this represents a variance ≥ 1% and < 5% from the target). Significantly adrift of target (typically this represents a variance ≥ 5% from the target). Data only (PIs only) – this is where a target has intentionally not been set, usually due to the indicator being a new indicator or where we can only partly contribute to the outcome. Data not available / status unknown - (PIs only) the status is not available either due to data not being available or no target being set. (Source: Our Performance Management Strategy 2023/2028) 3.3 Of the eight PIs where the status was either data only (target intentionally not set) or status unknown at year end in 2023/24, their status was finalised in this reporting period as three red, one amber and four green. The three red and one amber relate to CP37 (average total tariff score of pupils living in SIMD 20% most deprived areas), CP_06 (average tariff score, all leavers), CP_38 (average total tariff for care experienced young people) and CP_04 (proportion of children meeting developmental milestones) respectively.
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3.4 For these PIs, the status was set to data only (i.e. target intentionally not set) for 2022/23, and stretch targets were set for several for 2023/24 (see paragraph 3.35 below). The most recent data relates to 2023/24 academic years and has been released recently. As a result, these statuses are reported for the first time within this year end 2024/25 progress report. 3.5 Though this position makes it difficult to determine conclusively whether our overall performance status based on PIs has improved during the year, the individual PI progress is detailed below and despite being adrift of target, shows consistent progress in many areas. 3.6 Context for the PIs adrift of target and not previously reported in our performance reporting are detailed in Appendix 2 and listed below: 3.7 CP_37 Average total tariff score of pupils living in SIMD 20% most deprived areas (Red) 3.8 Actual is 664.3 against a target of 714 for 2023/24 (most recent data available). The average total tariff score gained from all qualifications by 2024 school leavers from the 20% most deprived SIMD data zones has marginally decreased from the previous year. The endeavour to offer candidates a wider breadth of learning experiences has included more courses (or units of courses) from a wider vocational range of courses and awards that sometimes are graded at the same SCQF level as National Qualifications courses but amass a smaller number of tariff points in the Insight scale. However, these courses can provide learners with a more suitable set of skills and knowledge to prepare them for work, training or further education. 3.9 Though this PI records the total tariff score for SIMD Quintile 1 of S4-6 pupils who left school in 2023/24, the LGBF has a similar measure based on the cohort of young people who would have reached the end of S6 in 2023/24, irrespective of their leaving year. For the same period, 2023/24, the equivalent LGBF measure shows a total tariff score of 685, above both the family group average of 660 and the Scottish average of 658 and leading to our council being ranked 6th in Scotland. 3.10 CP_06 Average tariff score: All Leavers (Red) 3.11 Actual is 840.8 against a target of 908 for 2023/24 (most recent data available). The average total tariff score gained from all qualifications by school leavers has marginally decreased from the previous year but is in line with pre-pandemic as well as recent years’ performance. The 2019/2020 and 2020/2021 results are not comparable with other academic years, as SQA has employed the Alternative Certification Model (ACM) instead of exam-based evaluation for awarding qualifications at SCQF level 5 and above. Advice provided by Scottish Government colleagues emphasises direct comparison to alternative certification years should not be made without further evidence and the impact of these approaches. For all SIMD deciles except SIMD 10 (for which we have a very low number of learners), we continue to outperform national figures. 3.12 Though this PI records the total tariff score of S4-6 pupils who left school in 2023/24, the LGBF has a similar measure based on the cohort of young people who would have reached the end of S6 in 2023/24, irrespective of their leaving
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year. For the same period, 2023/24, this measure shows a total tariff score of 845, above the family group average of 829 but below the Scottish average of 917 and ranked 26th in Scotland. 3.13 Closer examination of the LGBF highlights the strong influence that deprivation has on this indicator. When disaggregated by SIMD quintile, our council outperforms both the national figures and the family group for each of SIMD quintiles 1 to 4 and also outperforms the family group for SIMD quintile 5. Despite this strong performance, we know it is important to maintain our holistic, cross- service commitment to our Wellbeing priority in order to reflect this at an absolute level. 3.14 CP_38 Average total tariff for care experienced Young People (Red) 3.15 Actual is 355 against a target of 465. The average total tariff score (ATTS) achieved by North Ayrshire care experienced leavers was lower in 2023/2024, at 355 tariff points, than the general trend over the last five years. A slightly higher proportion than average of care experienced learners left before the end of S6 in 2023/2024, which has contributed in part to the lower average total tariff score. 3.16 Schools have analysed the data locally and have a clear narrative for individual circumstances. The service will continue to focus on improving this benchmark of achievement for care experienced learners. Attainment of care experienced learners is specifically referenced within the Education Service Plan. Quality Improvement visits and attainment discussions with senior school leaders will include a focus on the attainment and achievement of this group of learners to ensure consistency of delivery of interventions with a positive impact. 3.17 CP_40 Number of new build housing units reaching completion (all tenures) (actual not cumulative) (Red) 3.18 Actual 371 against a target of 396. We achieved our target for 2024/2025 with regards to new build social housing and have limited influence over the delivery of new build housing constructed by private housing developers to meet the total 396 homes target. The 25 new homes unable to be delivered during 2024/2025 were across a number of sites throughout North Ayrshire. We exceeded our target for bringing empty homes back into use and intend to review this performance indicator and continue to focus on improving performance in the forthcoming year. (This indicator is linked to action CP_10 detailed below). 3.19 CP_30 Total installed capacity of low carbon heat and electricity generation across the council's estate (Red) 3.20 Actual is 17,630 against a target of 28,499. Our council had aimed to have both solar PV farms energised in December 2024, however this has not been possible due to extended development time required by the Distribution Network Operator. The solar farms have been built and are due to be commissioned in the summer. 3.21 CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF) (Red) 3.22 Actual is 52.8% against a target of 56%. The provisional household waste recycling figure for the calendar year 2024 is 52.8%, subject to verification by SEPA. This has reduced since 2023 as a result of the introduction of the new
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SEPA guidance regarding the requirement for Waste Upholstered Domestic Seating (WUDS) to only be sent for incineration, which has negatively affected the amount of bulky waste that can be recycled (this affects all councils). In addition, more wood is being deposited at recycling centres suitable only for biomass recovery rather than recycling. 3.23 For context, LGBF benchmarking information for 2023/24 (2023 calendar year) released in June showed we were ranked third in Scotland. Though our provisional data shows a reduction for 2024/25, as the new SEPA guidance affects all councils we will closely monitor our relative position when comparative data is released over the coming months. 3.24 CP_04 Proportion of children meeting developmental milestones (LGBF) (Amber) 3.25 Actual is 77.5% against a target of 79% for 2023/24 (most recent data available). At the most recent data release for data for 2023/2024, the proportion of children meeting developmental milestones is 77.50%, slightly below the target of 79%. We are working to ensure there is more robust data gathering and analysis within Early Years and are moving towards using CfE levels with inbuilt milestones. This will help improve accuracy and consistency of data as well as improved progression pathways to primary. Roles and remits for Excellence and Equality Leads (EELs) developed this academic session will support this work. 3.26 The challenges we are experiencing in North Ayrshire are reflected in the LGBF comparisons with other local authorities. We are below the family group average of 79.8% and the Scottish Average of 83.3%. As a result we are currently ranked 31 out of the 32 local authorities for our children meeting developmental milestones. This is an area that we know will need specific focus within wider principles of prevention and early intervention, including through the Collaboration for Health Equity in Scotland. 3.27 CP_28 Hectares of vacant and derelict land in North Ayrshire (Amber) 3.28 Actual is 942ha against a target of 925ha. The majority of vacant and derelict land sites are within private ownership, therefore their condition or development timescales to inform if they are added or removed from the register is out with the control of our council. However, we utilise the Repurposing Property Grant Fund to help support landowners and community groups to bring back vacant land and properties to use. Furthermore, in 2024/2025, several of the key external regeneration funds which support the redevelopment of such land, including the national Vacant and Derelict Land Investment Programme, were paused which reduced the potential to regenerate sites. Funding has now been confirmed and works will commence in 2025/2026. 3.29 CP_43 Number of council assets under community management (cumulative) (Amber) 3.30 Actual is 55 against a target of 56. One Community Asset Transfer was delayed until Q1 2025 due to some minor administrative issues within the community group which took longer to resolve than expected. We continue to publicise the range of offers available for management and ownership of assets to our community groups and are currently engaged with around 30 groups at various stages of the CAT process.
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3.31 CP_29 Overall carbon emissions (tonnes) (Non-domestic council estate) (Amber) 3.32 Actual is 20,333tCO2e against a target of 19,953tCO2e. This figure is an estimate and will be confirmed at the next data release. Though slightly adrift of target the overall trend is a steady decrease in emissions. 3.33 CP_25 % of Council dwellings that meet the Scottish Housing Quality Standard (LGBF) (Amber) 3.34 Actual is 94% against a target of 97.4%. The target of 97.4% was set as part of last year’s ARC completion. This pass rate is based on a combination of many different compliance criteria for each individual property, including EICR (Electrical Installation Condition Report). When the 97.4% compliance target was set, it was based on 100% compliance regarding the EICR element; however with issues accessing properties, we were unable to achieve this (the EICR compliance outturn figure for 2024/25 was 97.71)%) which has resulted in the slightly lower overall SHQS compliance of 94% against the 97.4% target. 3.35 Education Performance Targets 3.36 As mentioned above several of the education targets are linked directly to the stretch aims previously agreed with the Scottish Government and show figures that are significantly above the attainment levels achieved during the Covid period when the Alternative Certification Model was deployed. 3.37 It is not recommended to draw comparison between these periods. Therefor while we recognise the merits of being aspirational and are committed to delivering ongoing improvement over time, we believe it would be sensible to reconsider the level of these targets to align them more closely to performance in the post-Covid period. This is something we intend to do through appropriate engagement and as part of the process of developing the next three-year service plan due in 2026. Cabinet approval will be sought through the new Education Service Plan in 2026 or Council Plan Progress Reporting as appropriate. Actions One action is currently adrift of target: 3.38 CP10 Increase the number of homes in the area through a mix of private and social developments and bringing empty buildings back into use (Wellbeing Priority). (Amber) 3.39 This action is linked to the indicator “CP_40 Number of new build housing units reaching completion (all tenures) (actual not cumulative)” which is currently significantly adrift of target (red) (see above). We achieved our target for 2024/2025 for new build social housing and we have limited influence over the delivery of new build housing constructed by private housing developers. The 25 new homes unable to be delivered during 2024/2025 were across a number of sites throughout North Ayrshire. We exceeded our target for bringing empty homes back into use and intend to focus on improving performance in the forthcoming year.
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Local Government Benchmarking Framework 3.40 LGBF performance is viewed in short, medium or long-term trends in terms of our actual performance as well as our position relative to other councils. In addition, the range of indicators contains those directly reflecting council performance, those where performance is weighted by our demographics (per 10,000 population for example) or contextual (Gross Value Added and area wide CO2 emissions) to reflect our operating environment. This complex landscape means it is difficult to summarise effectively across all 33 priority indicators within this covering report. Some key messages are noted below, however it is demonstrated more fully in the tables from page 4 of Appendix 1. 3.41 As at June 2025, 17 of our 33 priority indicators were in the top two quartiles. Top quartile performance includes areas such as proportion of the highest paid 5% of employees who are women, gender pay gap, percentage of invoices sampled that were paid within 30 days, proportion of total household waste arising that is recycled, percentage of operational buildings that are suitable for their current use and town vacancy rates. 3.42 In the short term (most recent one year period available), 23 of our 33 priority indicators have shown improvement in performance, whereas ten have demonstrated a reduction in performance. In terms of improvement, data shows our council’s commitment to investment in the road infrastructure is displaying positive impacts with an improving Road Condition Index across all classifications. 3.43 In comparison with other councils, eight indicators have improved their quartile, 19 have maintained quartile (nine remaining in the top two quartiles and six in the 4th quartile) and six have declined. 3.44 The information contained within the LGBF is being used to inform delivery across our services. 3.45 Key Highlights • Recent statistics published by the End Child Poverty Coalition showed that child poverty within North Ayrshire decreased from 29.2% in 2022/23 to 24.3% in 2023/24. This reduction of 4.9 percentage points was the largest in Scotland over this time period. • Following a competitive application process, we have been selected as one of three places to engage in the Collaboration for Health Equity in Scotland (CHES) programme. Over the next two years, we will work in partnership with Public Health Scotland and the Institute for Health Equity to reduce health inequity in North Ayrshire through improving the conditions people live and work in. The ultimate goal is to enable people to live longer, healthier lives by addressing the root causes of health inequalities and preventing illness before it starts. • During 2024/2025, our Money Matters team received 5,842 referrals and secured £21.5 million in financial gains through income maximisation for service users. • Our council was successful in becoming one of Scotland’s Fairer Future Partnerships (FFP). This £350,000 investment enabled our new Child Poverty Strategy Team (CPST) to be established in January. It will work with partners to
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test ways of mitigating poverty, through addressing the specific needs of our communities. In preparation, the team has appointed the Centre of Excellence for Children’s Care and Protection (CELCIS) as a learning partner • We published our new Participation Strategy which will focus on raising awareness of participation processes including locality partnerships and enhance our budget consultation. • Locality Plans were approved at Locality Partnership meetings in September. • We have expanded our capacity to support Community Asset Transfers (CATs) through engaging with our Active Schools team. Our Community Asset Transfer Team has received 17 expressions of interest during 2024/2025, with 56 council assets under community management to date. • Our Financial Inclusion Partnership is developing a communications plan to help promote services to island residents, our gypsy traveller community, those who are digitally excluded and residents with disabilities. • Installation of our council’s two new solar photovoltaic (PV) farms is now complete with the next phase being the connection to the electricity network and commissioning works. They are expected to generate £400,000 of revenue per year over 25 years as well as reduce our carbon footprint. • 15 households on Cumbrae and 25 in Kilwinning have been identified for improvements via the Energy Efficient Scotland: Area Based Scheme. This will help address the impact of energy costs and address fuel poverty. • A £17.4m award from the Levelling Up Fund Round 3 was secured from the UK Government. This will support Levelling Up for Ayrshire, Commercial and Low Carbon Infrastructure. • Cabinet approved the proposal to vacate Bridgegate House in Irvine and consider future uses as part of the Irvine town centre regeneration work and establishment of the Irvine Town Board. • Our most recent Best Value Thematic Audit focusing on Workforce Innovation was positive, showing how our council is responding to current challenges by building capacity, increasing productivity and innovation. • Our Transformation Programme continues to progress, with key milestones reached within the Digital Workstream, Irvine Property Review as well as the Nethermains and Shewalton Solar PV Farm detailed above. • The Transformation Board is overseeing service reviews across the Learning Resource; Housing Service; Financial Inclusion Services; External Residential Placements; Economic Development, Growth and Regeneration; and Waste Services. • The Irvine Locality Review is progressing to align our operational property estate to complement modern ways of working. To date we have: o Relocated Genealogy from Irvine Townhouse to Irvine Library resulting in increased footfall. o Relocated 255 colleagues to Cunninghame House. o Relocated the Eglington Trophy to the Heritage Centre. o Approved a £300,000 investment in a Community Wealth Building Initiative to support the exploration of a wellbeing enterprise hub at the current Greenwood Conference Centre site.
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3.46 Key Next Steps We will: • Through our new Child Poverty Strategy Team – and liaising through the CPP and CPP Senior Officers Group - continue to bring a more systematic approach to addressing child poverty in North Ayrshire. This will include the co-design of mitigations based on the needs of our communities with partners from the third sector. • Establish our local priorities and areas for action as part of the Collaboration for Health Equity in Scotland programme. • Consolidate our financial inclusion services and rebrand as “Money Smart”. • Reach Financial Close on the new state-of-the-art Ardrossan Community Campus and start the construction process. • Review research commissioned by our council into the potential options for developing Community Wealth Building approaches at a locality level including consideration of unique island contexts. • Explore a debt advice resource for non-council tenants to enable a seamless internal pathway to debt advice. • Make progress on the priorities identified through the Community Asset Transfer Start-up Fund review. • Complete our comprehensive approach to application, assessment, award and compliance in relation to community funds and grants. • Continue to work with the Third Sector Chief Officers Group to codesign solutions to develop our strategic understanding and the sector’s capacity. These projects focus on two areas which our council has earmarked funds to support, Child Poverty and the Cost of Living as well as developing our Community Wealth Building aims within our communities. • Launch our new digital Household Waste Recycling Centre booking system. • Continue to develop Community Climate Action Plans for our six localities. • Continue to develop a Renewable Energy Strategy and identify projects which may be suitable for investment. • Deliver the North Ayrshire Network Strategy, aligned with the Scottish Government’s Biodiversity Strategy. • Continue to progress recommendations arising from the Audit Scotland Best Value Thematic Work. • Continue to progress property rationalisation. • Commence preparations for our budget engagement for 2026 to 2027. • Continue to carry out essential works at both Nethermains and Shewalton Solar PV Farms.
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4 Proposals 4.1 Cabinet agrees to: (i) Note progress within the LGBF Report as at June 2025 (Appendix 1). (ii) Approve Our Council Plan Six Monthly Progress Report 1 October to 31 March 2025 (Appendix 2). (iii) Approve Our Council Plan Annual Performance Report (Appendix 3). (iv) Note Cabinet approval relates to the content of the report, not the layout or media used to ensure future flexibility for production of accessible format reports. (i) Note the report will be presented to the Audit and Scrutiny Committee for consideration on 2 October 2025. 5 Implications/Socio-economic Duty Financial 5.1 There are no financial implications arising from this report. Human Resources 5.2 There are no human resource implications arising from this report. Legal 5.3 There are no legal implications arising from this report. Equality/Socio-economic 5.4 There are no equality/socio-economic implications arising from this report. Climate Change and Carbon 5.5 There are no climate change and carbon implications arising from this report. Key Priorities 5.6 The Progress Report enables the effective scrutiny of the delivery of our Council Plan strategic priorities. Community Wealth Building 5.7 There are no Community Wealth Building implications arising from this report. Islands Communities Impact Assessment (ICIA) 5.8 There are no island communities implications arising from this report. United Nations Rights of the Child (UNCRC) 5.9 Cabinet is asked to note that the approval of the report relates to the content only, this will enable us to explore child friendly reporting in line with the UNCRC (Incorporation) (Scotland) Act 2024 while ensuring effective governance.
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Consumer Duty 5.10 There are no consumer duty implications arising from this report. 6 Consultation 6.1 The Executive Leadership Team (ELT) reviewed and scrutinised the report prior to submission to Cabinet. Aileen Craig Head of Service (Democratic) For further information please contact Isla Hardy, Senior Manager (Policy, Performance and Democracy) on 01294 324035 or email IslaHardy@north- ayrshire.gov.uk.
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Local Government Benchmarking Framework Analysis of June 2025 Data Release Appendix 1
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LGBF Analysis of June 2025 Data Release Page 1 of 32 Contents Introduc�on ................................................................................................................................... 2 LGBF Priority Indicators .................................................................................................................. 3 People Services ........................................................................................................................................... 8 CHN11 – Proportion of pupils entering positive destinations .............................................................................. 11 CHN17 – Percentage of children meeting development milestones (27-30 month Review) ............................... 12 CHN24 – Proportion of Children Living in Poverty After Housing Costs ............................................................... 12 ECON1 – Percentage of Unemployed People Assisted into work from Council Programmes ............................. 13 ECON12a – Claimant Count as a percentage of working age population ............................................................. 14 ECON12b - Claimant Count as a percentage of 16-24 population........................................................................ 14 ECON7 – Proportion of people earning less than the living wage ........................................................................ 15 ECON9 – Town Vacancy Rates .............................................................................................................................. 16 ENV3c – Street Cleanliness Score ......................................................................................................................... 16 HSN1b – Gross Rent Arrears (All Tenants) as a Percentage of rent due for the year ........................................... 17 HSN3 – Proportion of Council dwellings meeting Scottish Housing Quality Standards ....................................... 17 HSN5a – Proportion of council dwellings that are energy efficient ..................................................................... 18 CORP7 – Percentage of income due from Council Tax received by the end of the year ...................................... 18 CORP9 – Percentage of Scottish Welfare Fund Crisis Grant decisions within one day ........................................ 19 CORP10 – Percentage of Scottish Welfare Fund Community Care Grant decisions in 15 days ........................... 19 Other Services ........................................................................................................................................... 20 CLIM1 – CO2 emissions area wide per capita ....................................................................................................... 24 CLIM2 – CO2 emissions area wide: emissions within scope of Local Authority per capita .................................. 24 CLIM3 -CO2 emissions from transport per 1000 population ................................................................................ 25 CLIM4 – CO2 emissions from electricity per 1000 population ............................................................................. 25 CLIM5 – CO2 emissions from natural gas per 1000 population ........................................................................... 26 ECON10 – Immediate available employment land as percentage of total land allocated for employment purposes................................................................................................................................................................ 26 ECON11 – Gross value added (GVA) per capita .................................................................................................... 27 ECON5 – No of business gateway start–ups per 10,000 population .................................................................... 27 ECON4 – Proportion of procurement spent on local enterprises ......................................................................... 28 ENV4b - Percentage of A class roads considered for maintenance treatment .................................................... 30 ENV4c - Percentage of B class roads considered for maintenance treatment ..................................................... 30 ENV4d - Percentage of C class roads considered for maintenance treatment..................................................... 30 ENV4e - Percentage of unclassified roads considered for maintenance treatment ............................................ 30 ENV6 – Percentage of total household waste arising that is recycled ................................................................. 30 CORP3b – Percentage of the highest paid 5% of employees who are women .................................................... 31 CORP3c – Gender Pay Gap .................................................................................................................................... 31 CORP8 – Percentage of invoices sampled that were paid within 30 days ............................................................ 32 CORP-ASSET1 – Percentage of operational buildings that are suitable for their current use .............................. 32
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LGBF Analysis of June 2025 Data Release Page 2 of 32 Introduction The Local Government Benchmarking Framework (LGBF) provides an opportunity to benchmark our performance with other local authorities in Scotland. It is administered by the Improvement Service in partnership with the Society of Local Authority Chief Executives (SOLACE) and highlighted within the Accounts Commission’s Statutory Performance Information Direction 2021 which defines how local authorities should demonstrate they are achieving Best Value for the people they serve. We have identified 33 indicators that closely link to the priorities within our Council Plan. Data for these indicators is released in phases during the year. Areas such as CO2 emissions, Gross Value Added and claimant count are included as priority indicators as they are monitored by our council to reflect our operating environment, though we have limited influence on these areas directly. This section demonstrates our relative performance for these indicators as at the June 2025 data release. This information alongside the LGBF Dashboard enables us to learn from others to improve services for our residents. LGBF performance is viewed in short, medium or long-term trends in terms of our actual performance as well as our position relative to other councils. In addition, the range of indicators contains those directly reflecting council performance, those where performance is weighted by our demographics (per 10,000 population for example) or contextual (Gross Value Added and area wide CO2 emissions) to reflect our operating environment. This complex landscape means it is difficult to summarise effectively across all 33 priority indicators within this introduction. Some key messages are noted below, however it is demonstrated more fully in the following pages. As at June 2025, 17 of our 33 priority indicators are in the top two quartiles. Top quartile performance includes areas such as proportion of the highest paid 5% of employees who are women, percentage of invoices sampled that were paid within 30 days, proportion of total household waste arising that is recycled, percentage of operational buildings that are suitable for their current use and town vacancy rates. In the short term (most recent one year period available), 23 of our 33 priority indicators have shown improvement in performance, whereas ten have demonstrated a reduction in performance. Some of the indicators which have improved are proportion of children living in poverty (after housing costs), proportion of Scottish Welfare Fund (SWF) Community Care Grant decisions within 15 days and street cleanliness score. In terms of improvement, data shows our council’s commitment to investment in the road infrastructure is displaying positive impacts with an improving Road Condition Index across all classifications. The following is a breakdown of the priority indicators within the context of family groups. Family groups enable local authorities to make as close to a like for like comparison as possible with other councils by grouping those with similar traits depending on the indicator. Grouping is based on levels of deprivation (people services) or rurality (other services). We align our LGBF analysis to the family groups used within the LGBF Dashboard. These are: Peoples Services (Deprivation) • North Ayrshire Council • Comhairle nan Eilean Siar • Dundee City Council • East Ayrshire Council • North Lanarkshire Council • Inverclyde Council • West Dunbartonshire Council • Glasgow City Council Other Services (Rurality) • North Ayrshire Council • Perth and Kinross • S�rling Council • Moray Council • South Ayrshire Council • East Ayrshire Council • East Lothian Council • Fife Council
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LGBF Analysis of June 2025 Data Release Page 3 of 32 LGBF Priority Indicators The table below displays the short term (or prior year) comparison of the performance, rank and quartile for the 33 priority LGBF indicators. To assess performance, the terms ‘improved’ or ‘declined’ are used in this report. This terminology is used as for some indicators a value increasing is improved performance however for other indicators, a value increasing is declining performance. Each indicator listed is an active html link to the chart further in this document that provides more information on trends, relative performance and comments on performance. In summary, of the 33 indicators over the short term: • Performance has improved for 23 (69.7%) and declined for 10 (30.3%) • Rank has improved for 18 (54.5%), declined for 11 (33.3%), and stayed the same for 4 (12.1%) • Quar�le has improved for 8 (24.2%), declined for 6 18.2%), and stayed the same for 19 (57.6%) Key Performance has improved Performance has stayed the same Performance has declined Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improve / decline Prior year rank Most recent rank Rank improve / decline Previous year’s quartile Most recent quartile Quartile improve / decline CHN11 - Proportion of pupils entering positive destinations (CP_07) 2023-24 96.50% 95.60% 8 19 1 3 CHN – 17 Proportion of Children meeting developmental milestones (CP_04) 2023-24 79.50% 77.50% 26 31 4 4
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LGBF Analysis of June 2025 Data Release Page 4 of 32 Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improve / decline Prior year rank Most recent rank Rank improve / decline Previous year’s quartile Most recent quartile Quartile improve / decline CHN24 - Proportion of children living in poverty (after housing costs) 2023-24 29.20% 24.30% 31 24 4 3 CLIM01 - CO2 emissions area wide per capita 2022-23 4.95 4.64 20 18 3 3 CLIM02 - CO2 emissions area wide: emissions within scope of LA per capita 2022-23 5.29 4.97 22 21 3 3 CLIM03 - CO2 emissions from Transport per capita 2023-24 30.92 29.54 25 22 4 3 CLIM04 - CO2 emissions from electricity per capita 2023-24 45.16 45.83 23 16 3 2 CLIM05 - CO2 emissions from natural gas per capita 2023-24 71.75 72.2 24 25 3 4 CORP03b - Proportion of the highest paid 5% of employees who are women 2023-24 61.3% 64.7% 10 3 2 1 CORP3c – Gender Pay Gap 2023-24 1.10%% 0.0% 11 7 2 1 CORP07 - Percentage of income due from Council Tax received by the end of the year (CP_48) 2023-24 94.7% 93.6% 29 30 4 4 CORP08 - Percentage of invoices sampled that were paid within 30 days 2023-24 93.3% 95.8% 11 7 2 1
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LGBF Analysis of June 2025 Data Release Page 5 of 32 Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improve / decline Prior year rank Most recent rank Rank improve / decline Previous year’s quartile Most recent quartile Quartile improve / decline CORP09 - Proportion of SWF Crisis Grant decisions within 1 day 2024-25 99.0% 99.3% 8 8 1 1 CORP10 - Proportion of SWF Community Care Grant decisions within 15 days 2024-25 99.0% 99.1% 10 11 2 2 CORP-ASSET01 - % of operational buildings that are suitable for their current use (CP_19) 2023-24 95.1% 95.2% 6 6 1 1 ECON01 - Percentage of Unemployed People Assisted into work from Council Programmes 2023-24 21.4% 19.8% 7 10 1 2 ECON04 - Proportion of procurement spent on local enterprises 2023-24 24.1% 23.8% 20 19 3 3 ECON05 - No of business gateway start-ups per 10,000 population 2024-25 12.4 8.1 20 32 3 4 ECON07 - Proportion of people earning less than the living wage 2023-24 11.7% 10.7% 5 9 1 2 ECON09 - Town Vacancy Rates 2023-24 7.4% 7.8% 7 6 1 1 ECON10 - Immediate available employment land as a % of total land allocated for employment purposes 2023-24 46.3% 42.7% 7 9 1 2
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LGBF Analysis of June 2025 Data Release Page 6 of 32 Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improve / decline Prior year rank Most recent rank Rank improve / decline Previous year’s quartile Most recent quartile Quartile improve / decline ECON11 - Gross Value Added (GVA) per capital 2023-24 £20,301 £20,910 26 25 4 4 ECON12a - Claimant Count as a % of Working Age Population 2024-25 4.4% 4.3% 30 31 4 4 ECON12b - Claimant Count as % of 16-24 Population 2024-25 5.9% 5.8% 32 32 4 4 ENV03c - Street Cleanliness Score (CP_27) 2024-25 89.1% 90.3% 24 20 3 3 ENV04b - Percentage of A class roads considered for maintenance treatment 2022-24 30.70% 28.9% 27 21 4 3 ENV04c - Percentage of B class roads considered for maintenance treatment 2022-24 28.90% 27.4% 19 13 3 2 ENV04d - Percentage of C class roads considered for maintenance treatment 2022-24 39.90% 38.50% 27 26 4 4 ENV04e - Percentage of unclassified roads considered for maintenance treatment 2020-24 35.40% 32.40% 16 11 2 2 ENV06 - Proportion of total household waste arising that is recycled (CP_31) 2023-24 55.3% 56.1% 4 3 1 1 HSN01b - Gross rent arrears (all tenants) as a percentage of rent due for the year (CP_47) 2023-24 7.1% 5.9% 6 4 1 1
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LGBF Analysis of June 2025 Data Release Page 7 of 32 Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improve / decline Prior year rank Most recent rank Rank improve / decline Previous year’s quartile Most recent quartile Quartile improve / decline HSN03 - Proportion of council dwellings meeting Scottish Housing Quality Standards (CP_25) 2023-24 63.2% 76.9% 16 16 2 2 HSN05a - Proportion of council dwellings that are energy efficient (CP_44) 2021-22 97.6% 97.7% 2 4 1 1
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LGBF Analysis of June 2025 Data Release Page 8 of 32 People Services The table below displays the short term, medium term and long term comparisons against our current year for our 15 priority indicators within the People Services family group. Where a 10 year (long term) trend is not available, the most historical figure has been used for the long term comparison. Each indicator is linked to a chart in the following pages for more information. In summary, of the 15 indicators our over the short, medium and long term. • Short Term Family Group Rank – Improved 3 (20%), declined 5 (33.33%) and stayed the same 7 (46.66%) • Medium Term Family Group Rank – Improved 7 (46.66%), declined 2 (13.33%) and stayed the same 6 (40%) • Long Term Family Group Rank – Improved 1 (6.66%), declined 10 (66.66%) and stayed the same 4 (26.66%) Short Term, Medium Term and Long Term Comparisons for our People Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline CHN11 - Proportion of pupils entering positive destinations 2023-24 4 2022-23 3 2020-21 5 2013-14 2 CHN17 - Percentage of children meeting development milestones 2023-24 7 2022-23 4 2020-21 4 2013-14 1 CHN24 - Proportion of Children Living in Poverty After Housing Costs 2023-24 4 2022-23 7 2020-21 7 2014-15 7
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LGBF Analysis of June 2025 Data Release Page 9 of 32 Short Term, Medium Term and Long Term Comparisons for our People Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline ECON1 - Percentage of Unemployed People Assisted into work from Council Programmes 2023-24 5 2022-23 4 2020-21 6 2013-14 4 ECON12a - Claimant Count as a percentage of working age population 2024-25 2 2023-24 2 2021-22 3 2014-15 1 ECON12b - Claimant Count as a percentage of 16-24 population 2024-25 1 2023-24 1 2021-22 1 2014-15 1 ECON7 - Proportion of people earning less than the living wage 2023-24 3 2021-22 4 2019-20 3 2012-13 5 ECON9 - Town Vacancy Rates 2023-24 3 2022-23 2 2020-21 4 2014-15 2 ENV3c - Street Cleanliness Score 2024-25 4 2023-24 4 2021-22 5 2014-15 6
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LGBF Analysis of June 2025 Data Release Page 10 of 32 Short Term, Medium Term and Long Term Comparisons for our People Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline HSN1b - Gross Rent Arrears (All Tenants) as a Percentage of rent due for the year 2023-24 1 2022-23 1 2020-21 1 2013-14 1 HSN3 - Proportion of Council dwellings meeting Scottish Housing Quality Standards 2023-24 4 2022-23 4 2020-21 2 2013-14 1 HSN5a - Proportion of council dwellings that are energy efficient 2021-22 2 2020-21 2 2018-19 1 2015-16 1 CORP7 - Percentage of income due from Council Tax received by the end of the year 2023-24 7 2022-23 7 2020-21 8 2013-14 2 CORP9 - Percentage of Scottish Welfare Fund Crisis Grant decisions within one day 2024-25 4 2023-24 3 2021-22 4 2018-19 3 CORP10 - Percentage of Scottish Welfare Fund Community Care Grant decisions in 15 days 2024-25 2 2023-24 4 2021-22 3 2018-19 2
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LGBF Analysis of June 2025 Data Release Page 11 of 32 (Please note, axis scales used within the following charts vary to ensure trends are visible.) CHN11 – Proportion of pupils entering positive destinations The current proportion of pupils entering positive destinations is 95.6% for 2023 to 2024. Despite a slight decrease from 2022 to 2023 (which represented our highest figure on record), our performance on this indicator is consistently strong, with the only local authorities that are currently higher in terms of pupils entering positive destinations being Glasgow City (95.7%), West Dunbartonshire (96%) and Eilean Siar Councils (97.8%). Data for this indicator is published by the Scottish Government in its ‘School leaver initial destinations and attainment survey’, which collects information on the destination of school leavers (from publicly funded mainstream schools) in September. A school leaver is defined as a young person of school leaving age, who left school during or at the end of the school year. The school year runs from 1 August to 31 July. Data on initial destinations of school leavers is based on approximately three months after the end of the school term and their post review (previously post appeal) attainment information. This publication covers school leavers from all stages of secondary school. For most young people, S4 (15 to 16 year olds) is the last compulsory year of school, but the majority choose to stay on and complete S5 (16 to 17 year olds) and S6 (17 to 18 year olds). School leavers who moved away from Scotland are not included in the results.
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LGBF Analysis of June 2025 Data Release Page 12 of 32 CHN17 – Percentage of children meeting development milestones (27-30 month Review) Currently 77.5% (2023 to 2024) of children are meeting developmental milestones which is a decline from 79.5% (2022/2023) with only one authority, East Ayrshire 77.3% performing less well within our family group (and nationally). We currently sit lower than both our Family Group Average (79.8%) and the National Average (83.3%) and remain in the 4th Quartile. We are working to ensure there is more robust data gathering and analysis within Early Years and are moving towards using CfE levels with inbuilt milestones. This will help improve accuracy and consistency of data as well as improved progression pathways to primary. Roles and remits for Excellence and Equality Leads (EELs) developed this academic session will support this work. This is an area that we also know will need specific focus within wider principles of prevention and early intervention, including through the Collaboration for Health Equity in Scotland. CHN24 – Proportion of Children Living in Poverty After Housing Costs The most recent data release shows 24.3% of our children in North Ayrshire are living in poverty (after housing costs) – a decrease of 4.9 percentage points since the previous year - this is below the
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LGBF Analysis of June 2025 Data Release Page 13 of 32 family group average of 25.3% and is the largest decrease of all Scottish councils. Four councils within our family group have a higher proportion of children living in poverty (after housing costs): Glasgow City (36.1%), Dundee City (26.1%), North Lanarkshire (24.9%) and West Dunbartonshire (25.2%) Councils. At a national level, the introduction of the Scottish Child Payment is thought to have been significant. Whilst further analysis is required to determine what has been most impactful in reducing child poverty at a local level across North Ayrshire, our council is continually working to address barriers to employment as well as ensuring families are aware of, and can access, the support they are entitled to. ECON1 – Percentage of Unemployed People Assisted into work from Council Programmes Currently 19.8% (2023 to 2024) of unemployed people are assisted into work from council programmes. Within our family group, Eilean Siar (30.8%), Inverclyde (24.2%), North Lanarkshire (22.7%) and West Dunbartonshire (29.3%) Councils are all currently reporting a higher percentage of unemployed people assisted into work, however for context North Ayrshire has the second highest claimant count as a percentage of working population and the highest for those aged 16 to 24 years (see charts below). In 2023 to 2024, the family group average was 20.1% and the national average was 12.1%. Addressing the level of unemployment and the delivery of such support and programmes remains a priority. This also includes a focus on the maximisation of job opportunities available within local enterprises and through new inward investment.
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LGBF Analysis of June 2025 Data Release Page 14 of 32 ECON12a – Claimant Count as a percentage of working age population North Ayrshire had the second highest claimant count rates as a percentage of working age population within our family group for 2024 to 2025 at 4.3%. Only Glasgow City Council with 5% has a higher claimant count. Through the work of the Employability and Skills Team, the Local Employability Partnership (LEP) and the extensive network of working relationships the focus on working age employment will continue to improve the outcomes and reduce the claimant count. ECON12b - Claimant Count as a percentage of 16-24 population North Ayrshire had the highest claimant count as a percentage of population aged 16 to 24 years within our family group at 5.8%. North Ayrshire continues to have the highest level across Scotland but maintains a sharp focus on engaging and supporting young people into employment. The Employability Team recently launched youth hubs working in partnership with the Department for Work and Pensions (DWP) and Skills Development Scotland to support our young people. A
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LGBF Analysis of June 2025 Data Release Page 15 of 32 participant recruitment incentive has supported those we are supporting into employment by adopting targeting interventions to open opportunities for our young people who are disadvantaged in the labour market. The team has increased their focus on youth transitions, progression and tracking and will continue this to improve outcomes for our young people. Through the keyworker support, they continue to provide in work support to improve employment retention. Through the work of the Employability and Skills Team, the LEP and the extensive network of working relationships this focus on youth employment will continue to improve the outcomes and reduce the youth claimant count ECON7 – Proportion of people earning less than the living wage We currently have 10.7% (2023 to 2024) of people earning less than the living wage. Currently we are ranked 3rd in our family group (behind Glasgow City and Dundee City Councils). 2023 to 2024 data is not available for Argyll and Bute, East Renfrewshire, Eilean Siar, Midlothian, Orkney Islands and Shetland Islands Councils. The national average is currently 10.2% and the Family Group Average is 11.4%. North Ayrshire Council is performing strongly in supporting employers to pay the Real Living Wage. This has been supported by the work led by Employability Team through Fair Work and Skills and aligning fair work to the continuing Ayrshire Skills Investment Fund to support more employers to pay the Real Living Wage (RLW).
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LGBF Analysis of June 2025 Data Release Page 16 of 32 ECON9 – Town Vacancy Rates Town Vacancy rates have increased from 7.4% in 2022 to 2023 to 7.8% in 2023 to 2024. Town vacancy rates are a measure of the performance of our town centres and cannot be viewed in isolation. A suitable mix of various retail and service organisations in our towns is crucial to support ongoing regeneration. Although we have seen a slight increase, we are still currently below the family group average of 11.2% and the national average of 12.3%. Town centres remain a priority and focus for the Regeneration Team and for national funding opportunities including the Place Based Investment Programme and the Plan for Neighbourhoods, formerly the Long-Term Plan for Towns. Programmes such as the Repurposing Property Grant Fund aim to contribute to further improving the vacancy rates alongside our Business Support and Development activities. ENV3c – Street Cleanliness Score Our Street Cleanliness Score for 2024 to 2025 was 90.3% which is improved from 89.1% in 2023 to2024, this has resulted in an improvement in rank and quartile, moving our council from the 4th to the 3rd quartile. In 2024 to 2025 we performed higher than our family group average (88.9%) but slightly lower than the national average (91.7%). East Ayrshire (92.6%), Eilean Siar (92.4%) and Inverclyde (91.1%) Councils are the only authorities within our family group that have a higher street cleanliness score.
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LGBF Analysis of June 2025 Data Release Page 17 of 32 HSN1b – Gross Rent Arrears (All Tenants) as a Percentage of rent due for the year The gross rent arrears (all tenants) as a percentage of rent due for the year was 5.9%. This is lower than the family group average of 8.3% as we are the strongest performing local authority in our family group. Between 2022 and 2024 we have risen in rank from 6th to 4th. We remain in the 1st quartile. Our most recent local data shows that the estimated percentage for 2024 to 2025 is 8.03%. HSN3 – Proportion of Council dwellings meeting Scottish Housing Quality Standards The proportion of Council dwellings meeting Scottish Housing Quality Standard (SHQS) for the reporting period was 76.9%, in comparison only West Dunbartonshire Council reported a lower compliance rate which was 51.2%. The SHQS incorporates the Energy Efficiency Standard for Social Housing (EESSH), along with another 54 tests that must be satisfied prior to a property passing. The main challenge for North Ayrshire has been gaining access to properties to carry out statutory compliance works (EICR). However, this has improved throughout 2024 to 2025 and the updated local figure for 2024 to 25 is 94%.
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LGBF Analysis of June 2025 Data Release Page 18 of 32 HSN5a – Proportion of council dwellings that are energy efficient The proportion of council dwellings that are energy efficient remains high, with performance improving slightly from 97.6% in 2020 to 2021 to 97.7% in 2021 to 2022. This is the second strongest performance in our family group behind East Ayrshire Council and higher than the Scottish average of 87.6%. To improve the relevance of this measure, the basis on which it is calculated was changed in 2019 to 2020. It is now based on progress towards meeting the Energy Efficiency Standard for Social Housing (EESSH). Data for this indicator for 2022 to 2023 onwards has not been collected or published due to the Scottish Government review of EESSH2. (As reported in our Mid-Year report). However, we can confirm our locally recorded figures for 2022 to 2023 was 98.2%, for 2023 to 2024 it was 98.01% and for 2024 to 2025 it was 97.66% CORP7 – Percentage of income due from Council Tax received by the end of the year The most recent data release shows that 93.6% of income due from Council Tax was received by the end of the year compared to the family group average of 94.2%. We remain in the 4th quartile as we have declined from 29th to 30th in the rankings. We are currently performing less strongly than our family group with only West Dunbartonshire Council having a lower percentage of income due by the end of the year (93.2%).
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LGBF Analysis of June 2025 Data Release Page 19 of 32 CORP9 – Percentage of Scottish Welfare Fund Crisis Grant decisions within one day The most recent data shows that 99.3% of Scottish Welfare Fund Crisis Grant decisions were made within one day. Only Eilean Siar and Inverclyde Councils had a higher percentage with both authorities reaching 100%. CORP10 – Percentage of Scottish Welfare Fund Community Care Grant decisions in 15 days The percentage of Scottish Welfare Fund Community Care Grant decisions in 15 days was 99.1%. Only Eilean Siar (94.3%) and Inverclyde (99.4%) Councils currently have a higher percentage of Scottish Welfare Fund Community Care Grant decisions in 15 days
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LGBF Analysis of June 2025 Data Release Page 20 of 32 Other Services The table below displays the short term, medium term and long term comparisons against our current year for 18 priority indicators within our Other Services family group. Where a 10 year (long term) trend is not available, the most historical figure has been used for the long term comparison. Each indicator is linked to a chart in the following pages for more information. In summary, of the 18 indicators our over the short, medium and long term. • Short Term Family Group Rank – Improved 8 (44.44%), declined 4 (22.22%) and stayed the same 6 (33.33%) • Medium Term Family Group Rank – Improved 9 (50%), declined 4 (22.22%) and stayed the same 5 (27.77%) • Long Term Family Group Rank – Improved 9 (50%), declined 1 (6.66%) and stayed the same 8 (44.44%) Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline CLIM1 – CO2 emissions area wide per capita 2022-23 4 2021-22 5 2019-20 5 2012-13 5 CLIM2 – CO2 emissions area wide: emissions within scope of Local Authority per 2022-23 4 2021-22 4 2019-20 4 2012-13 5 CLIM3 -CO2 emissions from transport per 1000 population 2023-24 6 2022-23 6 2020-21 6 2017-18 6
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LGBF Analysis of June 2025 Data Release Page 21 of 32 Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline CLIM4 – CO2 emissions from electricity per 1000 population 2023-24 3 2022-23 7 2020-21 7 2017-18 6 CLIM5 – CO2 emissions from natural gas per 1000 population 2023-24 8 2022-23 8 2020-21 7 2017-18 8 ECON10 – Immediate available employment land as percentage of total land allocated for employment purposes 2023-24 2 2022-23 1 2020-21 3 2014-15 7 ECON11 – Gross value added (GVA) per capita 2023-24 6 2022-23 6 2020-21 6 2013-14 6 ECON5 – No of business gateway start – ups per 10,000 population 2024-25 8 2023-24 6 2021-22 7 2014-15 5 ECON4 – Proportion of procurement spent on local enterprises 2023-24 6 2022-23 5 2020-21 7 2013-14 6
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LGBF Analysis of June 2025 Data Release Page 22 of 32 Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline ENV4b - Percentage of A class roads considered for maintenance treatment 2022-24 6 2021-23 7 2019-21 7 2012-14 6 ENV4c - Percentage of B class roads considered for maintenance treatment 2022-24 3 2021-23 3 2019-21 4 2012-14 7 ENV4d - Percentage of C class roads considered for maintenance treatment 2022-24 8 2021-23 7 2019-21 8 2012-14 8 ENV4e - Percentage of unclassified roads considered for maintenance treatment 2020-24 3 2019-23 4 2017-21 4 2010-14 5 ENV6 – Percentage of total household waste arising that is recycled 2023-24 1 2022-23 2 2020-21 4 2013-14 1 CORP3b – Percentage of the highest paid 5% of employees who are women 2023-24 1 2022-23 3 2020-21 1 2013-14 1
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LGBF Analysis of June 2025 Data Release Page 23 of 32 Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improve / decline Year Rank Rank improve / decline Year Rank Rank improve / decline CORP3c – Gender Pay Gap 2023-24 2 2022-23 3 2020-21 3 2015-16 5 CORP8 – Percentage of invoices sampled that were paid within 30 days 2023-24 2 2022-23 3 2021-22 1 2014-15 3 CORP-ASSET1 – Percentage of operational buildings that are suitable for their current use 2023-24 3 2022-23 3 2020-21 2 2013-14 4
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LGBF Analysis of June 2025 Data Release Page 24 of 32 (Please note, axis scales used within the following charts vary to ensure trends are visible.) CLIM1 – CO2 emissions area wide per capita Currently our CO2 Emissions Area wide per Capita is 4.64tCO2e. Perth and Kinross (4.68), Fife (7.81) and East Lothian (10.02) Councils currently rank higher in our family group. In the production of the 2022 estimates, new data was introduced, together with some improvements to the underlying methodology. To ensure that the data for 2005 to 2021 is consistent with the data now available for 2022, the estimates for these years have been revised to incorporate both the new data and the improvements in the underlying methodology. For some local authorities, these revisions have resulted in noticeable changes to the emissions estimates in historic years, with only slight changes for North Ayrshire. CLIM2 – CO2 emissions area wide: emissions within scope of Local Authority per capita Currently our CO2 emissions area wide: emissions within scope of local authority per capita is 4.97tCO2e compared to Perth & Kinross (5.90), South Ayrshire (5.11) Stirling (5.74) and Moray (6.94) Councils. In the production of the 2022 estimates, new data was introduced, together with some improvements to the underlying methodology. To ensure that the data for 2005 to 2021 is consistent
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LGBF Analysis of June 2025 Data Release Page 25 of 32 with the data now available for 2022, the estimates for these years have been revised to incorporate both the new data and the improvements in the underlying methodology. For some local authorities, these revisions have resulted in noticeable changes to the emissions estimates in historic years, with only slight changes for North Ayrshire. CLIM3 -CO2 emissions from transport per 1000 population Currently our CO2 emissions from transport per capita is 29.54tCO2e for 2023 to 2024. Only Moray and Fife Councils have higher emissions from transport per capita with 38.64 and 32.67 respectively. CLIM4 – CO2 emissions from electricity per 1000 population Currently our CO2 emissions from electricity per capita is 45.83tCO2e for 2023 to 2024. Only Perth and Moray Councils currently have lower CO2 emissions per capita from electricity with 33.70 and 32.61 respectively.
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LGBF Analysis of June 2025 Data Release Page 26 of 32 CLIM5 – CO2 emissions from natural gas per 1000 population Currently our CO2 emissions from natural gas per capita is 72.20tCO2e. We have the highest emissions within our family group by a significant margin. ECON10 – Immediate available employment land as percentage of total land allocated for employment purposes In North Ayrshire, immediately available employment land as a percentage of total land allocated for employment purposes is 42.7%. Only East Ayrshire Council has a higher percentage with 42.8%. Attracting and securing inward investment opportunities remains a priority.
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LGBF Analysis of June 2025 Data Release Page 27 of 32 ECON11 – Gross value added (GVA) per capita Gross Value Added (GVA) is something we can help influence as a local authority; however, it relies on all industry within North Ayrshire and is monitored for context. ECON5 – No of business gateway start–ups per 10,000 population At year end 2024 to 2025, we had 8.1 business gateway start-ups per 10,000 population. Data for this indicator is available on a monthly basis. The yearly values represent an average of the monthly values. The ongoing review of Economic Development Growth and Regeneration services will provide greater focus on business start-up activity.
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LGBF Analysis of June 2025 Data Release Page 28 of 32 ECON4 – Proportion of procurement spent on local enterprises This indicator is a useful comparison for benchmarking purposes; however, it does not capture all spend as detailed in our 2020 to 2021 Mid-Year Council Plan Progress Report. “The LGBF calculation excludes certain spend, most notably it excludes all suppliers spend below £1,000 and excludes all suppliers not categorised as core trade organisations. This is Local Government Benchmarking Framework is therefore not an accurate reflection of the economic activity within North Ayrshire. As we have access to the source data used by the LGBF we are able to capture all spend data and refine the calculation at a local level to better capture our spend with local enterprises and shorten the time delay in reporting.” Our local figure for 2023 to 2024 was 24.48% which, though not a direct comparison with the LGBF measure, would put us ranked 4th in our family group and 19th nationally.” Our most recent local figure is 26.8% for 2024 to 25.
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LGBF Analysis of June 2025 Data Release Page 29 of 32 Percentage of A Class Roads Considered for Maintenance Treatment Percentage of B Class Roads Considered for Maintenance Treatment Percentage of C Class Roads Considered for Maintenance Treatment Percentage of Unclassified Roads Considered for Maintenance Treatment
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LGBF Analysis of June 2025 Data Release Page 30 of 32 ENV4b - Percentage of A class roads considered for maintenance treatment Within North Ayrshire the Percentage of A class roads considered for maintenance treatment is 28.9%. This indicates improvement of 1.8% from figures reported in 2023 and is equal to the Scottish Average for A class roads. (Chart on previous page.) ENV4c - Percentage of B class roads considered for maintenance treatment Within North Ayrshire the Percentage of B class roads considered for maintenance treatment is 27.4%. This indicates an improvement of 1.5% and is below the Scottish average of 32.5% (Chart on previous page.) ENV4d - Percentage of C class roads considered for maintenance treatment Within North Ayrshire the Percentage of C class roads considered for maintenance treatment is 38.5%. This indicates an improvement of 1.4%. (Chart on previous page.) ENV4e - Percentage of unclassified roads considered for maintenance treatment Within North Ayrshire the Percentage of unclassified roads considered for maintenance treatment is 32.4%. This indicates an improvement of 3% and is below the Scottish average of 36.2% (Chart on previous page.) Overall, data shows our council’s commitment to investment in the road infrastructure is displaying positive impacts with an improving Road Condition index across all classifications. ENV6 – Percentage of total household waste arising that is recycled The most recent percentage of total house waste arising that is recycled was 56.1% and our family group average was 52.3%. This is the strongest performance within our family group. The estimated household waste recycling figure for the calendar year 2024 is 52.8%, subject to verification by SEPA. This has reduced from 2023 as a result of the introduction of the new SEPA guidance regarding the requirement for Waste Upholstered Domestic Seating (WUDS) to only be sent for incineration, which has negatively affected the amount of bulky waste that can be recycled (this will affect all Councils), as well as increased contamination levels within the purple bin for glass, cans and plastics. A reduction in organic waste arisings in 2024 and increased contamination has also contributed to the reduction in performance, as well as more wood being deposited at recycling centres that was only suitable for biomass recovery and not for recycling.
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LGBF Analysis of June 2025 Data Release Page 31 of 32 CORP3b – Percentage of the highest paid 5% of employees who are women 64.7% of our highest paid 5% of employees are women. This is the highest in our family group. CORP3c – Gender Pay Gap The most recent figures reported for North Ayrshire Council show that the average hourly rates for women and men are identical, indicating no gender pay gap for 2023-24. This is below both the national (2.5%) and family group (2.1%) average.
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LGBF Analysis of June 2025 Data Release Page 32 of 32 CORP8 – Percentage of invoices sampled that were paid within 30 days The percentage of invoices sampled that were paid within 30 days was 95.8%, compared to the 89.5% family group average. We are currently second highest in our family group with only Fife Council (96.4%) having a higher percentage. CORP-ASSET1 – Percentage of operational buildings that are suitable for their current use The percentage of operational buildings that are suitable for their current use is currently 95.2%. This is the third highest with Perth and Kinross (96%) and Moray (97.4%) Councils having stronger performance.
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Local Government Benchmarking Framework – June 2025 Analysis Page 33 of 24 We strive to make our reporting as accessible as possible. If you have any questions or require further information on our Council’s performance please contact: The Corporate Policy and Performance Team Tel: 01294 310000 Email: NorthAyrshirePerforms@north-ayrshire.gov.uk Reports can be viewed at www.north-ayrshire.gov.uk/performance
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Our Council Plan Six Monthly Progress Report 1 October 2024 to 31 March 2025 Appendix 2
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Contents Our Performance at a Glance ................................................................................................. 1 Welcome ................................................................................................................................. 2 Wellbeing ....................................................................................................................... 4 Communi�es and Local Democracy ............................................................................. 14 Climate Change ............................................................................................................ 23 A Sustainable Council ................................................................................................... 30 Our Transforma�on Programme .................................................................................. 32 Audits, Inspec�ons and Accredita�ons ........................................................................ 37 Performance Summary ......................................................................................................... 43 Performance Indicators Adri� of Target ....................................................................... 43 Indicator Amendments and Recommenda�ons .......................................................... 46 Ac�ons Adri� of target ................................................................................................. 46 Performance Indicators ........................................................................................................ 47 Ac�on Tracker ....................................................................................................................... 51
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 1 of 56 Our Performance at a Glance £21.5 million income secured for our residents through 5,842 Money Matters referrals Free school meals extended to eligible Primary 6 and Primary 7 Pupils £171,377 of Participatory Budgeting Funding awarded to 190 groups 423,077sq.ft of commercial/industrial floor space within our council portfolio Our new Digital Learning Strategy for our young people was launched Our Strategic Housing Investment Plan 2025-2030 was approved 90 climate change and energy lessons delivered to 29 primary schools to date ECO4 Flex Scheme Funding of £902,809 has supported 32 North Ayrshire households to improve the energy efficiency of their homes Our Local Heat and Energy Efficiency Strategy procurement framework was launched 56.1% of our household waste is recycled Over 4,400 responses to our 2025-2026 Budget Consultation 81 Skills for Life Placements created in 2024-2025
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 2 of 56 Welcome Welcome to our Year-End Progress Report on our Council Plan 2023 to 2028. This report covers the period 1 October 2024 to 31 March 2025. Our Council Plan is our contract with our residents and details how we are progressing our four priori�es of Wellbeing, Communi�es and Local Democracy, Climate Change, and A Sustainable Council: Our Vision: A North Ayrshire that is fair for all Our Mission: Working together to improve the lives of our people in North Ayrshire Delivery of our Council Plan is progressing posi�vely with 69% of our indicators where the status is known are either on target or just slightly adri� of target, and 98% of our ac�ons are on target or just slightly adri� of target. We regularly compare our performance to other local authori�es with similar demographic traits through the Local Government Benchmarking Framework (LGBF) and include informa�on on this within our Council Plan repor�ng. There are 33 LGBF indicators that link closely with our Council Plan priori�es and of these 33 indicators, 17 are in the top two quar�les. We commenced our 2025 to 2026 Budget Consulta�on in October 2024 and received over 4,400 responses from our residents and community groups. Learning from previous consulta�ons, we adapted and tailored our approach in order to reach more of our communi�es enabling our residents to comment on the areas which matered most to them. The increased response rate shows that our approach to consulta�on is improving. Our Money Maters team received 5,842 referrals in 2024 to 2025 and maximised the income of our residents by £21.5m. This is in addi�on to Welfare Reform Advice who received 1,899 referrals for welfare rights and debt advice, resul�ng in £5.7m of financial
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 3 of 56 support being accessed by our tenants. In order to deliver accessible welfare rights and money advice services for our more vulnerable residents, our Money Maters and Welfare Reform Advice Team will be rebranded as “Money Smart” and will be accessible via a single access point. These changes will maximise our resources and capacity to deliver these services. Advancing on the exis�ng provision of Free School Meals for all Primary One to Primary Five pupils, we are now also offering free school meals to Primary Six and Primary Seven pupils in receipt of the Sco�sh Child Payment. Enabling our residents to par�cipate in local decision making, our 2024 to 2025 Par�cipatory Budge�ng (PB) round was held both on and offline. This ensured that individuals and groups who may face barriers to online par�cipa�on could s�ll contribute and have their say. As a result, 15,882 votes were cast across North Ayrshire. We have supported 32 households with the installa�on of over 134 energy saving measures to improve home energy efficiency. This was a part of our ECO4 Flex scheme which looks at funding for energy efficiency improvements in homes, primarily targe�ng low-income and vulnerable households. The scheme, part of the wider Energy Company Obliga�on (ECO) program, offers financial assistance for measures like insula�on, hea�ng upgrades and renewable energy installa�ons. To give context to the environment in which we deliver our services, some key measures are highlighted below: Together we will ensure a North Ayrshire that is fair for all. Population of North Ayrshire: 133,570 (2023) 24.3% of our children live in poverty after housing costs (2023-24) 28% of our households live in fuel poverty (2021-22) 65.2% of working age population is in employment (June 2024) 10.4% of people earn less than the living wage (2023) Area wide CO2 emissions are 682kt CO2 (July 2023)
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 4 of 56 Wellbeing To transi�on to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. Key Ac�vi�es Child Poverty A North Ayrshire that is fair for all requires every child to have the same opportuni�es in life. Recent sta�s�cs published by the End Child Poverty Coali�on showed that child poverty within North Ayrshire decreased from 29.2% in 2022-23 to 24.3% in 2023-24. This reduc�on of 4.9 percentage points was the largest in Scotland over this �me period. Many ac�ons within our Council Plan help address child poverty including mi�ga�ng barriers to employment as well as ensuring families are aware of, and can access, the support they are en�tled to. At a na�onal level, the introduc�on of the Sco�sh Child Payment is thought to have had a posi�ve impact on our most vulnerable families. However, no child should be living in poverty, and we s�ll have a lot of work ahead of us. As part of the Fairer Futures Partnership (FFP) with the Sco�sh Government, our new Child Poverty Strategy Team (CPST) was established in January 2025. A key part of the CPST ac�vity will be undertaking a co-designed place-based test of change. In prepara�on, the team has appointed the Centre of Excellence for Children’s Care and Protec�on (CELCIS) as a learning partner. Our Third Sector Interface partners are suppor�ng this work and £45,000 has been allocated to The Ayrshire Community Trust. This will enable third sector organisa�ons to be funded as co-design partners and support the involvement of residents with lived experience. Health Equity Across the UK, there are marked regional differences in life expectancy, par�cularly among people living in areas of high depriva�on. Following a compe��ve applica�on process, we have been
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 5 of 56 selected as one of three areas to engage in the Collabora�on for Health Equity in Scotland (CHES) programme. Over the next two years, we will work in partnership with Public Health Scotland and the Ins�tute for Health Equity – led by Professor Sir Michael Marmot - to reduce health inequity in North Ayrshire through improving the condi�ons people live and work in. The programme was officially launched in February 2025 with over 70 delegates from our partners. A local steering group has been established to support iden�fica�on of local priori�es, which will be informed by local data and community engagement. The ul�mate goal is to enable people to live longer, healthier lives by addressing the root causes of health inequali�es and prevent illness before it starts. By crea�ng condi�ons where communi�es can thrive, the ini�a�ve aims to create las�ng posi�ve change. Money Maters Welfare advice provides a range of benefits by helping individuals navigate complex social security systems and access the financial support they are en�tled to. During 2024 to 2025, our Money Maters team received 5,842 referrals and secured £21.5 million in financial gains through income maximisa�on for local residents. These figures are slightly higher than 2023 to 2024 but are provisional following the use of a new case management system in September - the actual totals may be higher. In addi�on, our Welfare Reform Advice team received a total of 1,899 referrals for welfare rights and debt advice for council tenants, an increase of 28% compared to 2023 to 2024. The total financial gain for North Ayrshire tenants was £5.7million, up from £3.8 million in 2023 to 2024. In addi�on, the Financial Inclusion Officers: • Undertook 507 ‘pre-tenancy visits’ for new tenants and tenancies to ensure tenants understand changes to their benefits due to taking on a tenancy, and their responsibili�es to help them sustain their tenancy - for example: priority bills, support with accessing grants and furnishings for their new home, and support to claim all their en�tlements. • Assisted Universal Credit claims for 2,334 tenants who were also taken through a support plan ‘matrix’ to iden�fy and ac�on wider needs. Our advice services con�nue to be available throughout our communi�es in nine priority GP surgeries, schools, foodbanks and larders and local housing offices. Macmillan Cancer Research also provides funding to support advisers to ensure people living with cancer receive welfare rights advice and support. Our Money Maters advisers are also embedded within Health and Social Care Partnership services including Children and Families, Addic�ons and Community Jus�ce services. The Welfare Rights Officers in Schools team now cover Early Years Centres and primary schools. Community Wealth Building Community Wealth Building (CWB) is about working with communi�es and businesses to build a strong, fair and sustainable local economy. Our Economic Policy team has supported the forma�on of the CWB Prac��oners
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 6 of 56 Network with support from the Improvement Service. The Network provides opportuni�es for knowledge- sharing and collabora�on on common challenges across local authori�es. It also seeks to deliver a comprehensive and up- to-date overview of CWB implementa�on across Scotland while strengthening connec�ons between CWB and other policy areas. We have refreshed the Wellbeing Economy Dashboard – a suite of socio- economic indicators which are used to monitor progress towards the delivery of a Wellbeing Economy in North Ayrshire and provide context within our Council Plan Progress Reports. Employability and Skills Skills enable people to par�cipate in the labour market and lead more fulfilling lives. We con�nued to deliver our broad ‘Your Next Move, Working North Ayrshire’ programme with partners including our successful Modern Appren�ceship and Skills for Life programmes. Available to residents across our six locali�es, the programme is delivered in partnership with the Youth Services team who are a pivotal part of our council’s Community Learning and Development team, delivering in excess of 2,000 youth groups and ac�vi�es across the locali�es of North Ayrshire. We delivered a range of awareness-raising and recruitment events with partners to showcase the opportuni�es available across North Ayrshire. We are also planning for our next Employability Week in May 2025. We created a Disability Employment Hub at Lochshore Park to provide a range of training opportuni�es for grounds maintenance work, allowing trainees to gain the skills and experience to complete their hor�culture qualifica�ons, while improving the public area too. A programme of tree plan�ng and environmental improvements will be developed with the stakeholders including Streetscene, Friends of Lochshore and Conserva�on Volunteers, providing added value for all involved. Work to further progress the Hub will con�nue in 2025 to 2026. Atainment The overriding aim of our Educa�on Service remains to improve the educa�onal outcomes for all learners, par�cularly those most disadvantaged learners. To support this, we are strengthening the strategic use of data to drive con�nuous improvement and raise atainment across our schools. Innova�ve approaches include analysing Insight leavers data to iden�fy strengths and development areas, which will shape priori�es in the Service Improvement Plan 2025 to 2026. Senior Leaders par�cipated in a data clinic to enhance their use of data for improvement and, together with our Data Service Improvement Group, we have launched a pilot exploring new tracking and monitoring tools for literacy and numeracy. The group is also evalua�ng these tools to establish effec�ve metrics for measuring progress and achievement. Our Digital Learning Strategy was launched in March for young people aged from two years old to 18. The strategy was created collabora�vely by our Educa�on Service, teachers and early years employees. It aims to develop
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 7 of 56 learners’ digital skills in prepara�on for an increasingly complex world. It will ensure our young people are confidently able to use a range of digital technologies to deliver exci�ng, suppor�ve, relevant and engaging learning experiences. All of our educa�onal establishments will adopt the strategy from 2025 to 2026 onwards as part of the approach to raising atainment. Members of our Educa�on Execu�ve Team met with the Associa�on of Directors of Educa�on in Scotland (ADES) Quads group (Dundee, North Ayrshire, Glasgow City and North Lanarkshire Council) to iden�fy areas of common improvement for the next academic session. Senior Managers will visit Dundee to gather informa�on around their improvements in Achievement of Curriculum for Excellence Levels for Literacy Primary One, Primary Four, and Primary Seven in May 2025. Our Cyber Explorers programme focuses on enhancing the cyber skills of our young people aged 11 to 14 years old. The ini�a�ve is designed to engage young people with cyber security concepts, digital skills and poten�al career opportuni�es in the field of technology. With educa�on increasingly integra�ng digital tools, Cyber Explorers presents a unique opportunity for our young people. Delivery of the programme began in late 2024 in Greenwood Academy with Second Year pupils. The programme was delivered during �metabled compu�ng classes and was carried out as a group to ensure everyone could proceed at the same pace. Some of the comments from par�cipants included: “I will take compu�ng a�er doing this, I love gaming.” “I thought this was really fun, and I learned a few things from it, coding is my favourite.” Free School Meals There is strong evidence of the posi�ve impact that a nutri�ous meal can have on a pupil’s learning and achievement in school as well as on their health outcomes. Free school meals (FSM) also save North Ayrshire families who take up the offer almost £400 per eligible child per year. The latest phase of the expansion of FSM launched on 24th February. This phase will encourage families of Primary Six and Primary Seven pupils in receipt of the Sco�sh Child Payment to register. Lifelong Learning Opportuni�es The Mul�ply project focused on suppor�ng maths skills and qualifica�ons in adults. To deliver Mul�ply we worked with partners including CHAP, TACT, University of Highlands and Islands, Ayrshire College and 15 community organisa�ons. Throughout the year Mul�ply delivered 521 ac�vi�es including one to one support, group work, community based programmes and support drop-in sessions. 2,339 adults par�cipated with 505 achieving qualifica�ons. Referrals over the project were received from a wide range of services, including Neighbourhood Networks Ltd, the Church of Scotland, Social Services, the NHS, Employability, Financial Inclusion, Customer Services, the Department for Work and Pensions (DWP), Turning Point and HSCP services. Working with local third sector and na�onal organisa�ons we con�nue to provide access to learning opportuni�es. The adult learning
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 8 of 56 programme supports increased confidence, progression into further learning, training or employment, reduced social isola�on and enhanced community engagement. Mental Health & Wellbeing A key focus for our Community Learning and Development team has been suppor�ng schools by delivering our ‘Bounce Back Your Resilience’ youth work programme. This programme is delivered by our young people in local primary schools, is tailored to empower Primary Six and Seven pupils across North Ayrshire and helps our Youth Work Modern Appren�ces to gain experiences in suppor�ng emo�onal awareness. Upon comple�on of the six-week programme, pupils become ‘BeeYou Mental Health Ambassadors’ for peers in their primary school. The interac�ve sessions have raised our children and young people’s knowledge on: • What is mental health • Resilience • Social Networks • Friendships and bullying • Making decisions • Self-Care Feedback from pupils has been posi�ve: “You all helped me realise not to care so much about what others think.” “The youth workers were all amazing there was nothing I didn’t like.” “I have learned to believe in myself and try to stop doub�ng myself if I fail.” Our annual Youth Forum was held at Ardeer Community Centre on Saturday 22nd February, which brought 50 young people aged between 12 and 25 years together to network, share their ideas and influence local decision making. The day had a series of workshops including Money and Mental Health with training provided by Change Mental Health and Mental Health UK. Youth groups and representa�ves in atendance included North Ayrshire Ac�ve Schools (NAAS) team, Kilwinning Youth Forum, North Coast Youth Forum, Garnock Valley Youth Forum, our council’s Youth Execu�ve (with pupils from across North Ayrshire secondary schools), Garnock Valley Youth Synergy, the Umbrella Club and Members of Sco�sh Youth Parliament (MSYPs). Feedback on the day was encouraging with our young people sharing: “It was good to develop tools to help us in the future with managing money and also overcome the hurdle of speaking about money openly.” “I’m excited about my ideas being shared with people in the council so that I can do my part to make a difference in other schools.” “I feel really good and it felt brilliant to be actually listened to.” Equali�es Our Ayrshire Shared Bri�sh Sign Language (BSL) Local Plan 2018 to 2024 Final Report and Ayrshire Shared BSL Opera�onal Plan 2024 to 2030 was approved by Cabinet in January 2025. This plan con�nues to align to the key aims within the Sco�sh Government strategy and support our BSL community across East, South and North Ayrshire. Care Experienced Young People We are commited to keeping the promise
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 9 of 56 and ensuring all care-experienced children grow up loved, safe and respected, enabling them to reach their full poten�al. In October, our council took part in our ‘Care Experienced Week Celebra�on’. The purpose of the event was to celebrate the work of North Ayrshire-wide Corporate Parents and the achievements of our Care Experienced young people over the past year. We highlighted the development of the Champions Board and Promise Champions Network. This Included a feature on employability support, an introduc�on from our Promise Delivery Partner and an on-stage discussion with Corporate Parents from Mo�va�on, Commitment and Resilience (MCR) Pathways, Ac�ve Schools, Educa�onal Psychology, Dance Therapy and the English for Speakers of Other Languages (ESOL) Hub based in Auchenharvie Academy. The event was atended by 61 adults and young people with engagement from Corporate Parents and our young people. Atendees commented on a good balance of content between our work, North Ayrshire-wide ac�vi�es and our young people’s work. This event was very important in terms of our Youth Work and Community Learning and Development Strategic Plan Priori�es to: • Highlight posi�ve des�na�ons that our young people can and have accessed. • Share young people’s experiences in a non-s�gma�sing way. • Promote and celebrate our young people’s health, wellbeing, atainment and achievement. • Showcase the ways we are reducing poverty and inequality for our Care Experienced young people. • Provide feedback to our young people about what has happened over the past year in response to what they have said they wanted to see improve or con�nue. Ayrshire Area Support Team Our Ayrshire Area Support Team (AST) is responsible for helping administer the opera�ons of Children’s Hearings Scotland (CHS). In December they welcomed the Na�onal Convenor of Children’s Hearings
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 10 of 56 Scotland to celebrate the first anniversary of the new ‘Tribunal Support Model’ which was rolled out across Scotland in December 2023. At the mee�ng, the AST was praised for its achievements over the past year. This included strong leadership, sharing best prac�ce and innova�on, and commending the AST for being a high achieving region where the Clerking team has a strong reputa�on across the county for hard work and support of its volunteers, par�cularly with their wellbeing. Partnership working with colleagues across the Health and Social care Partnership, Educa�on, Champions Boards and advocacy providers was also highlighted. The North Ayrshire Wellbeing Alliance As part of The North Ayrshire Wellbeing Alliance‘s focus on ensuring everyone is given an opportunity to enjoy life and cope with challenges, a pilot with the Local Employability Partnership (LEP) in Blacklands, Kilwinning, has been designed. This pilot will look at holding a series of family fun and drop-in events in April to bring the community together in an engaging and informal way via: • Fun ac�vi�es for all ages with refreshments. • Free wellbeing checks. • Opportuni�es to connect with local services. • Informa�on on volunteering, health, lifestyle, training and employment support. Leisure Facili�es In March 2025, Auchenharvie Leisure Centre hosted the World Wheelchair Curling Championships. We worked closely with colleagues from KA Leisure, Curling Scotland and other na�onal bodies to deliver this event at short no�ce. It is the only Olympic or Paralympic Qualifying Event which will be held in the United Kingdom during 2025. The Duke of Edinburgh atended the event as Patron of the Bri�sh Paralympic Associa�on. He also visited the Doon the Beach project in Stevenston, one of the many examples of community led ac�vity within North Ayrshire which offers employability support and leisure ac�vi�es as well as a café facility. In recogni�on of the contribu�on they make the Duke met with some of the volunteers to learn more about the projects. Housing Our Strategic Housing Investment Plan 2025 to 2030 was approved in December 2024 and submited to the Sco�sh Government. The Strategic Housing Investment Plan (SHIP) is reviewed annually and sets out the priori�es and loca�ons for affordable housing investment by our council and registered social landlords in North Ayrshire for a five-year period. The focus of our plan is to deliver the Sco�sh Government’s Affordable Housing Supply Programme (AHSP) to ensure affordable housing in North Ayrshire. The provision of new build housing has many benefits, including helping to regenerate the area, providing sustainable housing solu�ons which help address fuel poverty and support educa�onal atainment. It also assists our ageing popula�on and people with addi�onal needs to live more independently. During 2024 to 2025 we delivered 71 new homes at the following loca�ons across North Ayrshire: • Former St Mary’s Primary school site, Largs.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 11 of 56 • Former Stanecastle School site, Irvine. • James McFarlane School site, Ardrossan. • Newhouse Drive site, Kilbirnie. • Laburnum Avenue site, Beith. • Ayrshire Central Hospital Site, Irvine. • Garnock Academy site, Kilbirnie. • Former Kings Arms Hotel, Irvine. Our Local Housing Strategy 2023 to 2028 annual update was approved at Cabinet in January 2025. We included a new ac�on that supports the work undertaken by the Arran Housing Task Force established in 2023. This involves a wide range of partners to assess the demand for affordable housing on Arran and iden�fy issues that may be limi�ng economic sustainability and growth. A survey commissioned by the task force is ongoing to seek opinions on the current housing provision on the island as well as future aspira�ons. The survey is open to homeowners and tenants, landlords, second homeowners, business owners, anyone living and working on the island as well as those considering moving to Arran. The Sheltered Housing Reprovisioning Programme con�nues to be implemented. The next phase planned for refurbishment includes Laigh Court in Beith and Vineburgh Court in Irvine. We con�nue to invest in and maintain our current housing stock and our estates. We are proac�vely installing sustainability measures to ensure they are as thermally efficient as possible to reduce fuel bills for tenants. Measures include installing external wall insula�on and solar photovoltaic (PV) technology to suitable proper�es. We are also undertaking a pathfinder project to explore a 'whole house' retrofit approach to our exis�ng homes. This will inform future asset investment for different property types to achieve our energy efficiency targets and reduce fuel costs for our tenants. Wellbeing Hub A non-recurring investment of £300,000 was approved by Council in February to support the explora�on of a new wellbeing enterprise hub at the former Greenwood Academy conference centre. The hub will support the co-loca�on and development of local third sector organisa�ons focused on various aspects of wellness alongside learning opportuni�es for our young people. A feasibility study to explore the viability of a hub and poten�al opera�ng model will be progressed during 2025. Great Harbour, Irvine Our Great Harbour project con�nues with construc�on on site at Irvine Beach Park. Our Coastal Hub Play Park is due for comple�on by the end of September 2025, followed by a new skate park and pump track and improvements to connec�ons to the area and around the Grade B listed Pilot House building. When complete, the Coastal Hub area will provide improved outdoor space and facili�es for a range of ages and abili�es. The naming of the play park was discussed with schools and local groups and an event has been arranged involving local schools to announce the chosen name in June 2025. Design work for Phase 2, the Mari�me Mile, along Harbour Street, will commence in June 2025 with stakeholder engagement taking place as part of the development work.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 12 of 56 Next Steps • Through our new Child Poverty Strategy Team – and liaising through the Community Planning Partnership (CPP) and CPP Senior Officers’ Group - we will con�nue to bring a more systema�c approach to addressing child poverty in North Ayrshire. This will include the co-design of place- based tests of change with partners from the third sector. • We will establish our local priori�es and areas for ac�on as part of the Collabora�on for Health Equity in Scotland programme. • We will consolidate our financial inclusion services and rebrand as “Money Smart”. • We will explore a debt advice resource for non-council tenants to enable a seamless internal pathway to debt advice. • We will roll out the Performing Engineering Opera�ons (PEO) course currently available at Ardrossan Academy to all secondary schools from August 2025. This course provides fundamental engineering skills, o�en for beginners in the field. • We will review research commissioned by our council into the poten�al op�ons for developing CWB approaches at a locality level including considera�on of unique island contexts. • We will work with anchor ins�tu�ons to deliver CWB across Ayrshire through the CWB Commission, Regional Economic Strategy Delivery Group and CWB Anchor Charter. • We will progress the delivery of our Levelling Up Fund Round 3 Commercial and Low Carbon Infrastructure project. • We will con�nue to provide support for local enterprise through the Business Recovery and Sustainability Fund. • We will reach Financial Close on the new Ardrossan Community Campus and start the construc�on process. This transforma�onal redevelopment will bring significant investment to one of our most deprived communi�es. • Our Tenant Inspec�on Panel will scru�nise our Aids and Adapta�ons provision. • We will con�nue to deliver new build housing and regenera�on programmes to deliver sustainable housing solu�ons. • We will progress the review of our North Ayrshire Housing Register Alloca�ons Policy. • We will further develop the Disability Employment Hub at Lochshore Park. • We will seek the approval of the Irvine Neighbourhood Plan by winter 2025. • We will further consult and engage to inform the development of the investment plan in rela�on to the Plan for Neighbourhoods. • We will support the delivery of the Ayrshire Regional Economic Strategy and Highlands and Islands Economic Strategy. • We will work with island stakeholders to influence the development of the new Na�onal Islands Plan for Scotland due for publica�on in late 2025. • We will review the Arran Task Force Survey assessing the demand for affordable housing on Arran.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 13 of 56 Case Study - Winter Warmer Breakfast The Winter Warmer Breakfast returned for a third year offering free breakfasts across all nine secondary schools and Lockhart Campus. During Winter 2024 to 2025, the free breakfast was available from the beginning of November 2024 and ran un�l the end of March 2025. A range of hot and cold breakfast items were available for all secondary school pupils designed as a ‘grab and go’ service. Each year the catering teams have refined the service to ensure it con�nues to meet the needs of our young people. The winter of 2024 to 2025 saw the highest uptake of this service over the three years it has been running, with an average of 1,200 items being served every school day and a total of over 100,000 breakfast items being distributed over five months. A posi�ve unintended consequence of this provision has been an increase in pupils eligible for free school meals not using their lunch credit at morning break. They are instead using their credit at lunch�me to access a full lunch as intended. Hidden hunger is an issue in secondary schools as pupils are free to leave the school grounds at breaks, therefore there is no way of knowing if pupils are accessing food if they are not atending the school dining facility. This service helps to address the issue of hidden hunger even if just in a small way, by offering dignified free food provision at breakfast. School breakfast provision is intended to address classroom hunger and strengthen academic performance by improving children’s energy, concentra�on, behaviour and overall readiness to learn.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 14 of 56 Communi�es and Local Democracy We will have ac�ve, inclusive and resilient communi�es. Key Ac�vi�es Community Learning and Development Youth Work In the final six months of 2024 to 2025 youth work programmes and ini�a�ves reached 5,164 young people aged under 12 years old and 6,582 young people over 12 years old. Key areas of focus and achievement include: • Early Interven�on and Founda�onal Skills (Under 12s): Programmes focused on building founda�onal social skills, promo�ng healthy lifestyles, fostering crea�vity, and encouraging early engagement in community ac�vi�es. • Empowerment and Future Pathways (Over 12s): Ini�a�ves concentrated on developing leadership skills, enhancing employability, promo�ng mental and physical well-being, and facilita�ng ac�ve par�cipa�on in local decision- making. • Community Cohesion and Partnership Working: We con�nued to strengthen our partnerships with schools, local community groups, third-sector organisa�ons, and other council services. Youth work is having a posi�ve impact on our young people such as: • Improved Mental Health and Wellbeing: Through targeted interven�ons and suppor�ve environments, we contributed to improved mental, physical, and emo�onal well-being with 6,971 par�cipants. • Equality in Community Connec�ons: Our programmes fostered a sense of belonging and encouraged ac�ve par�cipa�on in community life, including work with 189 New Scots young people, targeted work with our care experienced young people and the crea�on of our equali�es youth network. • Cyber Resilience: This year has seen the roll out of our Cyber Explorers work, with our young people achieving their SCQF Level four and five, equipping them with cyber skills for life and future employment, with 704 accounts ac�vated, 139 comple�ng SCQF Level four and 53 achieving SCQF Level 5. Members of the Sco�sh Youth Parliament Our local Members of the Sco�sh Youth Parliament (MSYPs) atended the na�onal si�ng of the Sco�sh Youth Parliament in October. As part of the Youth Parliament, they were involved in delivering their mo�ons in the deba�ng chamber at Holyrood. There were 15 mo�ons raised covering a range of issues including an�- social behaviour, broadband for rural areas, global climate reputa�on, protec�ng university funding, cost of living educa�on, xenophobia and racism, training for transport workers, vaping adverts, Gaelic educa�on, mental health in curriculum,
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 15 of 56 femicide, student and appren�ce support, period products and including Bri�sh Sign Language in the curriculum. Our MSYPs really enjoyed the event. As well as mee�ng other MSYPs, they had the opportunity to meet Members of the Sco�sh Parliament at a parliamentary recep�on. This meant they could discuss their roles and the work they are involved in locally. They felt immensely proud of their opportunity to sit in the deba�ng chamber that would normally be filled with MSP’s and represent not only their local communi�es but young people from across Scotland. Duke of Edinburgh Awards Record numbers of our young people par�cipated in the Duke of Edinburgh Award scheme in North Ayrshire this year. The numbers of par�cipants at each level were: Bronze: 696, Silver: 252, Gold: 58. An awards ceremony was held at St Mathews Academy in March to recognise the achievement of our young people comple�ng their awards, where 182 received a bronze award, 59 Silver and 11 Gold. Older People Our Community Learning and Development teams, in partnership with Locality Workers and residents across North Ayrshire, hosted an Older People’s Conference at Saltcoats Town Hall in February as part of our Older People’s Voice Par�cipa�on Strategy. The event welcomed over 60 atendees. With a focus on ensuring older voices are heard, respected and acted upon, especially around issues like local service delivery and the impact of climate change, the conference promoted meaningful dialogue and collabora�on. Atendees learned about local ini�a�ves addressing social isola�on and felt more confident about accessing and par�cipa�ng in these opportuni�es. New connec�ons were made across our locali�es. The promo�on of Discovery Groups, a learning award for those aged over 50 years, led to increased registra�ons and a wide range of skills being shared. One recent newcomer to the area discovered local ac�vi�es through the event and has since been elected secretary for her local community associa�on. New Scots Our Community Learning and Development team hosted the first mee�ng of Afghan women from across North Ayrshire at the Towerlands Community Centre. This ini�al mee�ng was in recogni�on of several new Afghan families who are geographically diverse and isolated. All of the women were invited to an ini�al mee�ng to discuss whether group ac�vi�es would be helpful and what they would like to be involved in. The group has agreed to meet monthly to con�nue to develop friendships, networks and reduce isola�on. They also requested opportuni�es for men and children to meet and network, so in partnership with the Health and Social Care Partnership an Afghan Family fun day is planned for early April. Community Grants and Funding Par�cipatory Budge�ng (PB) enables communi�es to have a say in how council budgets are used. Our 2024 to 2025 small grants PB saw 15,882 votes cast across North Ayrshire. To make sure that as many residents as possible were able to have their say in the
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 16 of 56 process, we not only used our online Consul pla�orm for vo�ng but also offered paper-based vo�ng opportuni�es alongside Consul. This ensured that individuals and groups who don’t have digital access or may find using online tools difficult could s�ll contribute and have their say. Our young people also took part in both Youth and Locality PB processes, using the Consul online pla�orm to vote and give their views. £171,377 was awarded to 190 groups across North Ayrshire through the small grants PB process. This funding enabled a wide range of community-led projects and ini�a�ves to address local needs. A diverse range of projects were funded which focused on youth services, community wellbeing, environmental improvements, and support for vulnerable groups. 8,620 young people contributed to Youth PB by ac�vely par�cipa�ng in online vo�ng, deciding on how local money was spent to enhance or create new projects for our young people. Our digital approach to PB, par�cularly around Youth PB, was included as an example of good prac�ce at the interna�onal Consul Conference in February. We reviewed how well small grants PB worked during 2024. This review collected feedback and recommenda�ons from our community PB Champions, and our employees including Modern Appren�ces who are involved in its delivery. We used this feedback to create an in-person session which will help to develop the approach for the next round of PB. Community reviewers will also be invited to provide their feedback and recommenda�ons on the last cycle. Our Community Investment Fund (CIF) con�nued to support locality-based projects which contribute to delivering our priori�es. Locality Partnerships awarded funding to a range of groups across North Ayrshire including: • £41,000 for Beith Hive to support transport connec�vity for childcare in the Garnock Valley. • £49,500 for Irvine Cricket Club to improve and expand their facili�es to allow more par�cipa�on in the sport from local families. • £25,000 for Corsehill Community Associa�on to progress with redevelopment of the local play park. • £92,685 for Largs Development Trust to develop a local community hub and associated ac�vi�es including community radio. • £100,000 for Winton Rovers to renew their stand roof as part of a major redevelopment package aimed at improving the facili�es on offer to the community. Our Connected Communi�es teams, together with colleagues from the Third Sector Interface, con�nue to provide support and informa�on to local groups about the funding opportuni�es available to them. Our Communi�es and Place Fund and Repurposing Property Grant Fund con�nued to support local community organisa�ons to deliver a broad range of projects and develop proposals to bring vacant and derelict land and property into posi�ve use.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 17 of 56 Community Planning Partnership Developing our work remains a key feature in how our Community Planning Partnership (CPP) func�ons. We have now embedded our Child Poverty and Cost of Living programme of work as part of our main CPP ac�vi�es, in recogni�on of the need for a partnership approach and the centrality of the work to our priori�es. Our focus is on understanding where we can work together as partners, including our residents, to use our resources most effec�vely and improve the lives of our children, families and communi�es. Our ongoing development work with the Third Sector Chief Officers Group, which brings together key stakeholders from the third sector within North Ayrshire, has been codesigning projects to develop our strategic understanding and the sector’s capacity. These projects focus on two areas which our council has earmarked funds to support, firstly Child Poverty and the Cost of Living and secondly, developing our Community Wealth Building aims within our communi�es. During the year we undertook a review of our Locality Planning arrangements. Locality Planning is a way of bringing together communi�es, council services and partners to address local priori�es and reduce inequali�es. With support from our community members and partners, we iden�fied improvements including a more interac�ve approach to Locality Partnership mee�ngs, a renewed focus on our Locality Plans and stronger leadership to support the Partnerships in their work. The recommenda�ons have been approved by Cabinet and a programme of work to implement them is now underway. Community and Voluntary Sector The Third Sector Chief Officers Group con�nues to go from strength to strength. We are transforming our partnership with the community and voluntary sector, recognising the vital role they play in delivering lifeline services and support to many vulnerable people. The group has co-designed a programme of work, including considera�on of how we
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 18 of 56 strengthen community wealth building at a locality level. The group has also collaborated to develop a number of innova�ve proposals to be supported through our council’s Child Poverty and Early Interven�on Fund. Community Asset Transfer Community Asset Transfer (CAT) involves the transfer of responsibility for an asset from our council to any suitably qualified community, voluntary or social enterprise group. For context, assets may include public halls and community centres, public conveniences, parks, sports facili�es and play areas. In the previous 12 months, our CAT team has received 17 expressions of interest - ini�al enquiries that allow us to ascertain if the asset is available and if the group is a compliant applicant. Earlier this year, our Cabinet agreed to approve the asset transfer of the Brisbane Centre to Clyde Coast and Cumbraes Men’s Shed at the recommended terms of transfer of 5% of the property valua�on of £74,000 (totalling £3,700). The Clyde Coast and Cumbraes Men’s Shed moved into the Brisbane Centre in October 2022. Since then, they have been delivering a valuable service and successfully opera�ng the facility in the heart of the local community. Further developments include: • Enhancing the facility to meet the specific needs of the Men’s Shed - allowing the club and its members to expand and grow. • Increasing membership, thus widening involvement with the local community and deepening the impact of their work. • Providing stability and a strong base from which to operate and deliver events to support the wider community. Plan for Neighbourhoods Irvine is one of fi�y-five towns benefi�ng from up to £20 million of investment through endowment style funding over a 10-year period. The Irvine Neighbourhood Board is collabora�ng with our council to develop the objec�ves and projects for the ini�al four-year neighbourhood plan. The Plan for Neighbourhoods, previously known as Long-Term Plan for Towns, seeks to place communi�es at the heart of the decision-making process and to provide the funding to support delivery. The programme requires a partnership approach between our council, the Neighbourhood Board and the community. A ten-year vision for the town and more detailed four-year investment plan must be approved by UK Government prior to implementa�on by winter 2025. Further consulta�on and engagement are planned in 2025 to 2026 to inform the development of the investment plan. Tenant Sa�sfac�on Overall service sa�sfac�on among North Ayrshire Council tenants has risen to 92%, marking an improvement on the previous result for 2021 of 88.74%. Our three yearly tenant sa�sfac�on survey ran from November 2024 to January 2025, with 1,490 responses represen�ng 40% of all our sampled tenants. As part of our ongoing commitment to consulta�on and improvement, the survey covered several important issues rela�ng to our tenant’s homes, the service we provide and their local neighbourhood. An
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 19 of 56 ac�on plan is currently being developed to further improve our service. Islands North Ayrshire Islands Programme was a finalist in COSLA’s Excellence Awards in the category of ‘Strengthening Communi�es and Local Democracy’, in recogni�on of the unique partnership approach taken. We con�nue to work closely, posi�vely and progressively with partners to ensure the Island Plan priori�es are front and centre of local decision making where possible. We have been ac�ve in the development of the new Highlands and Islands Regional Economic Strategy, led by Highlands and Islands Enterprise (HIE) with collabora�on and input from across the Regional Economic Partnership membership. It outlines the strategic approach to economic development for the Highlands and Islands region, including the islands of Arran and Cumbrae and sets out the collabora�ve opportuni�es and ac�ons for the Highlands and Islands Regional Economic Partnership. This includes a range of policy areas such as Housing, Popula�on Atrac�on and Reten�on, Skills, Childcare, Local Visitor Levy, Community Wealth Building and Community Benefit.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 20 of 56 Next Steps • We will implement the recommenda�ons of our review of Locality Planning with our communi�es and partners. • We will further embed our locality-based approaches to service delivery and decision making within our council. • We will hold dedicated network mee�ngs and informa�on days for older people as well as pop up informa�on sessions. • We will deliver our essen�al skills adult learning programme with support from UK Shared Prosperity Funding. • We will develop a coordinated partnership approach to recrui�ng, suppor�ng and recognising our volunteers in North Ayrshire. • We will work with the University of the West of Scotland to promote qualifica�ons and support upskilling our employees and volunteers in Community Educa�on. • We will make progress on the priori�es iden�fied through the Community Asset Transfer Start-up Fund review. • Well will complete our comprehensive approach to applica�on, assessment award and compliance in rela�on to community funds and grants. • We will con�nue to work with the Third Sector Chief Officers Group to codesign solu�ons. • We will con�nue to develop our new virtual Community Directory for community members in crisis. • We will prepare our CPP Project Plan for 2026 to 2027. • We will carry out Community and Locality Planning training sessions for partners and community representa�ves. • We will test our streamlined Council Tax process with our Lived Experience Group in November. • We will refresh our Local Island Plans following the review of Locality Partnerships and the launch of the new Na�onal Islands Plan for Scotland. • We will work in partnership with our island communi�es to maximise the opportuni�es from the Sco�sh Government Islands Programme, Cost of Living Crisis Emergency Fund (COLCEF) and Carbon Neutral Islands Capital Fund. • We will contribute to an inaugural Islands Economy Showcase at the Sco�sh Parliament in April.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 21 of 56 Case Study – Towerlands Graffi� Mural In response to a recent surge in vandalism at Towerlands Local Community Hub, Irvine, a unique restora�ve project was created in partnership with the Irvine Locality Partnership and Locality Team, our Council, Police Scotland and commitee members from Towerlands Community Centre. Five young people were involved in a mural project established as part of the Locality Ac�on Plan for a targeted group of Greenwood Academy pupils who had played their part in recent an�-social behaviour. With the help of local graffi� ar�st, Tragic O’Hara, the pupils par�cipated in six restora�ve youth work sessions at Towerlands Community Centre. The aim of the Cyber Explorers mural project is for our young people to create a historic graffi�-inspired design where they can come together to celebrate the value of their local community centre and give something back. The group collaborated to map out a design with key elements celebra�ng community groups such as the kni�ng club, Irvine Pipe Band and the Dachshund Group who all operate out of the hub. Engaging with commitee members from Bourtreehill and Broomlands Community Associa�on (BABCA), the next phase will see the crea�on of a mural to promote the centre to passers-by. This will depict the history of the community centre, celebrate what the vibrant community hub offers and how the hub sets its sights on the digital age. This work symbolises regenera�on and resilience and offers the young par�cipants an opportunity to be responsible, crea�ve, collaborate and demonstrate how shared ar�s�c engagement can help strengthen and rebuild community rela�onships. Police Constable, Irvine Locality Policing Team: “Working with our partners and youngsters in the local area, we’ve been able to emphasise the importance of facili�es like this and try to prevent criminal ac�vity. We’ve developed an understanding with these teens, which is helping to improve rela�ons between groups of youths and police in the area and will benefit the whole community going forward. This project has also allowed youngsters to channel their energy and learn skills which they can use for their future”
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 22 of 56 Case Study – Storm Eowyn When Storm Eowyn swept across Scotland in March, bringing gale force winds of up to 100mph and widespread flooding, North Ayrshire experienced some of the storm’s most intense effects, triggering an immediate and determined response to protect residents and keep cri�cal services running. As weather warnings intensified, Roads crews were mobilised allowing fallen trees and debris to be cleared quickly and efficiently ensuring emergency access and restoring key transport links. To protect residents and staff, we made the early decision to close council buildings for the dura�on of the storm. Our council priori�sed support for vulnerable individuals, carrying out welfare checks through our care networks, as well as delivery of food parcels. Temporary drop in hubs were made available across several of our community facili�es where prolonged outages were iden�fied. Addi�onally, our Building Services Repairs Team responded to emergency repairs. People were kept informed through regular updates on our social media channels and our customer services helpline was available to provide advice, support and emergency referrals, handling almost 3,000 calls within the first 72 hours. There were 917,371 social media impressions (number of �mes people had the opportunity to view our posts on their social feeds). These included posts shared from other accounts and pages such as Sco�sh Fire and Rescue, Transport Scotland, Police Scotland and the Met Office. Addi�onally, we kept our employees informed through our own internal communica�ons. In the wake of the storm, we launched a review into storm resilience, focusing on infrastructure investment, flood mi�ga�on and strengthening community preparedness. Storm Eowyn tested our resilience but the response from council services, mul�-agency partners and volunteers demonstrated what is possible when communi�es come together.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 23 of 56 Climate Change To achieve net-zero by 2030. Key Ac�vi�es Energy The ECO4 Flex scheme provides funding for energy efficiency improvements in homes, primarily targe�ng low–income and vulnerable households. The scheme, part of the wider Energy Company Obliga�on (ECO) program, offers financial assistance for measures like insula�on, hea�ng upgrades and renewable energy installa�ons. Our funding of £902,809 has supported 32 households with the installa�on of over 134 energy saving measures to improve home energy efficiency. Our Local Heat and Energy Efficiency Strategy (LHEES) is a long-term plan, developed in line with Sco�sh Government guidance, to address heat demand, decarbonise hea�ng and improve energy efficiency in both domes�c and non-domes�c buildings. Since it was launched, we have established our LHEES Working Group and engaged with other local authori�es and distribu�on network operators. In March, we launched our LHEES procurement framework to undertake feasibility work to inves�gate heat network zones and explore our role in localised heat networks to support low carbon affordable warmth. Biodiversity In response to the Global Climate and the Nature Emergency, the Sco�sh Government launched its Sco�sh Biodiversity Strategy to 2045 which states local authori�es will be responsible for delivering a Nature Network in their own area. In response, our Cabinet approved our North Ayrshire Nature Network (NANN) strategy in March 2025. The delivery of this strategy will involve considerable community buy in, partnership working and interdepartmental coopera�on. The inten�on is to establish: • An explana�on of what Nature Networks are and what they will deliver. • The na�onal and local policy context. • A methodology for developing a Nature Network for North Ayrshire, following the NatureScot Nature Network delivery guidance. • An ac�on plan for the implementa�on and delivery of the NANN. 49,026 trees have been planted in line with our 2030 Woodland: A Tree Plan�ng Strategy through various projects and by community partners. This remains a key focus, with support being provided to local community groups and the assessment of suitable plan�ng sites and species for our council's tree plan�ng con�nuing. A proposal to plant a further 5,500 trees in the Annick Valley Park has been well received with plan�ng scheduled for Autumn 2025. Plan�ng of an addi�onal 2,420 mixed species of trees at Milgarholm in Irvine has now been completed. A new grounds maintenance management plan for Lochshore Park in Kilbirnie is being implemented. This will include a habitat management plan which is being created jointly between our council and the Friends of Lochshore volunteer group. We have also assisted in facilita�ng plan�ng of 120 fruit trees by the Friends of Stevenston Conserva�on Group, in Auchenharvie, Stevenston.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 24 of 56 Net Zero Accelerator The Net Zero Accelerator (NZA) programme which helps businesses increase sustainability, reduce their carbon footprint and work towards elimina�ng greenhouse gas emissions, has progressed with a number of projects being developed to reflect our business base. As part of phase one, cohorts have been developed with Net Zero Na�on and partners. We have also further developed phase two with an aim to embed and develop enhanced green adop�on and skills development for those businesses seeking to enhance their sustainability opportuni�es. Other NZA workstreams developed and supported include: • Locally Owned Energy Projects: Collabora�ve buying consor�um. • Carbon Assistants Training Programme: Upskilling employees to develop skills in Carbon Accoun�ng. • Solar Funding Challenges to support energy cost saving. • Circular Economy – Suppor�ng waste reduc�on and new product development. The first of its kind islands NZA has been developed, specifically aimed at the unique needs and challenges of island based businesses. 16 small and medium sized enterprises (SME) enrolled from the Isles of Arran and Cumbrae. Part funded by Zero Waste Scotland, collabora�ve projects are emerging. Waste and Recycling During the 2024 to 2025 financial year, our bulky waste reuse partner, Cunninghame Furniture Recycling Company, collected 902 matresses (24 tonnes) and 212 tonnes of household furniture as part of an ini�a�ve to promote opportuni�es for their reuse, assis�ng 1,787 households to furnish their homes whilst also employing 17 staff within North Ayrshire. As part of a new Circular Economy and Waste Route Map for Scotland, our officers are working closely with COSLA, SOLACE and the Sco�sh Government through a co-design process, to develop a revised statutory Code of Prac�ce for Household Waste Recycling and key policy ac�ons. The Route Map and the revised Code of Prac�ce (expected late 2026) will be key in informing the development of our council's Zero Waste Strategy to explore further opportuni�es for improving reuse and recycling performance. In partnership with deep cleaning specialists and the volunteering network, a gum removal ini�a�ve was carried out addressing chewing gum removal and preven�on. This involved deep cleaning of our pavements and use of signage to encourage proper disposal. The 'Sea Starts Here' campaign with the Irvine Clean Up Crew to raise awareness of the impact of marine liter is ongoing. A key method of raising awareness has been the use of semi-permanent stencilling on our pavements, displaying messages such as, “Please Don’t Liter” and “The Sea Starts Here”. The pilot of our 'LiterLoto' liter campaign has now concluded and has proved to be extremely successful since its introduc�on in April 2024. Data is showing an increase in those disposing of liter appropriately. In January 2025, 583 items of liter were binned responsibly by app users in North Ayrshire and in February 2025 this number increased to 24,089, increasing further to 24,742 in March.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 25 of 56 The booking system for our four Household Waste Recycling Centres (HWRC’s) was approved by Cabinet in October. The new system will make visits smoother and quicker, enabling residents to book slots at recycling sites at a �me convenient to them. In addi�on, the change will enable staff to assist customers to dispose of their household waste safely and correctly, minimising contamina�on and improving recycling. Renewable Energy Our Council con�nues to support wider ac�on on climate change out with our own estate. The Community Renewable Energy Genera�on Fund (a scheme which offers funding to community organisa�ons for renewable energy projects) is promoted during the Community Climate Ac�on Plan visits with local communi�es. Four community renewable projects have been awarded funding through this fund, totalling approximately £130,000. Addi�onal awareness raising ac�vity is underway to increase the uptake of the available funding with support from Connected Communi�es. The appointment of a new Energy Awareness Officer will help to promote and engage with communi�es further in 2025 to 2026. Our work con�nues at the Solar PV farm developments at our former landfill sites of Nethermains and Shewalton. The installa�on of these is now complete and the next phase will see the connec�on to the electricity network and commissioning works undertaken. Decarbonisa�on of the Fleet A Decarbonisa�on of the Fleet Board has been established to help progress the wider roll-out of electric vehicles and the possibility of other fossil fuel alterna�ves. We have switched 36 refuse collec�on vehicles from diesel fuel to Hydrotreated Vegetable Oil (HVO). HVO, otherwise known as ‘renewable diesel’, is produced from waste cooking oil, animal fat and forestry materials that are saturated with hydrogen at a high temperature and pressure in a process known as hydrotreatment. It can be used in vehicles or equipment designed for standard diesel, without any changes to the engine or infrastructure, and can reduce CO2 emissions by up to 90%. Over a 12-month period, there is poten�al for our council to save around 2,529 tonnes of carbon emissions. Work on the next phase of our Electric Vehicle Workplace charging network has progressed to procurement stage. This will support wider electrifica�on of our council’s fleet. Sustainability Our Sustainability Team has delivered 90 climate change and energy lessons to 29 primary schools to date. The lessons support awareness of ac�on on climate change and encourages ac�on within schools through their climate ac�on plans. In partnership with Keep Scotland Beau�ful, we con�nue to support free energy resources for Secondary Schools. Development is also underway on a community carbon literacy training pack for small community groups in conjunc�on with APSE Energy for 2025 to 2026. As part of our Sustainable North Ayrshire Strategy, a key priority is the crea�on of Community Climate Ac�on Plans for each locality. Building on the momentum of the Climate Ac�on Town Stevenston ini�a�ve, we have engaged with local groups by
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 26 of 56 atending community events to explore poten�al climate ini�a�ves and understand the barriers they face. The next phase will see the delivery of three interac�ve workshops in each locality, co- designed with community members. These sessions will be supported by the Ayrshire Climate Hub. In partnership with the Ayrshire Nectar Network, a project led by the Sco�sh Wildlife Trust (in partnership with East and South Ayrshire Councils), we have supported the establishment of new wildflower meadows. The ambi�on of this project is to create pollen rich habitats in response to the decline of pollinators. We have provided support to the Friends of Stevenston Shore and the Friends of Lochshore. In partnership with Nature Scotland, we con�nue our work to implement areas of naturalised open space to create habitats for wildlife and encourage bees and insects through diverse seeding in our wild meadows. This includes allowing tree debris to be le� on site (where safe to do so), to help promote natural habits. We con�nue to be a key and ac�ve member in the North Ayrshire Biodiversity Partnership. A funding applica�on has been submited for reconstruc�on works on the banking of Shewalton pond to both improve access while protec�ng valuable habitats for flora and fauna. In November 2024, the third and final stage of the Fairlie Coastal Path was completed with the opening of a new, improved and safer access to the coastline for residents and visitors to the area (see case study below). This phase has completed the link between Bay Street and the Fairlie Viewpoint path, crea�ng 800m of a con�nuous, traffic free walking, wheeling and cycling path for people of all abili�es. Travel Smart Our council’s Travel Smart Behaviour Change programme con�nues to provide informa�on and ac�vi�es to the public and workplaces promo�ng ac�ve travel and suppor�ng behaviour change. Through a broad programme of ac�vi�es aimed to raise awareness and build confidence, people are encouraged to walk and cycle more for short journeys. Short group walks take place across North Ayrshire enabling par�cipants to increase their stamina and confidence and develop a beter knowledge of routes. New and less confident cyclists receive training to improve both their on and off-road cycling skills. Further training is provided for those wishing to develop their bike maintenance skills. We con�nue to work with Paths for All, providing walk leader training for people wan�ng to support exis�ng groups or develop new walking opportuni�es. We provide informa�on stalls at libraries, workplaces and other venues. Since October 2024 we have delivered over 213 ac�vi�es with over 2,100 people taking part. Next Steps • We will launch our new digital HWRC booking system. • We will con�nue to develop Community Climate Ac�on Plans for our six locali�es. • We will con�nue to develop a Renewable Energy Strategy and iden�fy projects which may be suitable for investment. • We will deliver the North Ayrshire Network Strategy, aligned with the Sco�sh Government’s Biodiversity Strategy.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 27 of 56 • We will con�nue to work with our partners at South and East Ayrshire Councils to procure a concession contract for the delivery of 307 EV charge points across the area. • We will install a new permanent self- led sustainability trail at Eglinton Park. • We will con�nue to develop projects for future Ac�ve Travel and Infrastructure funding opportuni�es. • We will con�nue to deliver our Travel Smart behaviour change programme.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 28 of 56 Case Study – Fairlie Coastal Path In November 2024, the village of Fairlie celebrated the official opening of the Fairlie Coastal Path, an accessible walkway designed to enhance local connec�vity, encourage outdoor ac�vity and boost tourism, represen�ng a significant step forward in sustainable local development and community wellbeing. Forming part of the wider Ayrshire Coastal Path, the Fairlie Coastal Path is a 1 km route linking key parts of the village with the nearby shoreline and natural reserves ensuring a con�nuous traffic- free walking, wheeling and cycling path along the waterfront for people of all abili�es. Developed in close collabora�on with local residents and marine engineers, the £633,084 project was funded by the Sco�sh Government and designed and delivered through a partnership between our council and Sustrans. The path priori�ses accessibility and includes viewing points, rest areas and safe access to coastal features. Community consulta�on was central to this project with local residents contribu�ng ideas for the path’s layout and features through surveys and planning sessions. The strong sense of community ownership has been key to the project’s success. Since its opening, the path has become a popular des�na�on for walkers, cyclists, families and nature enthusiasts. It has strengthened connec�ons between people and place, offering a safe welcoming space for recrea�on, learning and social interac�on. Early feedback indicates increased local foo�all and interest from visitors, providing poten�al extra foo�all for nearby businesses. The Fairlie Coastal Path demonstrates how small-scale infrastructure can have a big impact when rooted in community collabora�on and respect for the natural environment. It not only improves access and wellbeing but also preserves the unique character of Fairlie’s coastal landscape for future genera�ons. Head of Na�onal Cycle Network at Sustrans Scotland: “We are delighted to see work finish on this phase of the Fairlie Coastal Path project. When we make it easier and safer for people to walk, wheel and cycle, we save lives. This new route has created a vital traffic-free space, enabling residents and visitors to travel ac�vely along the waterfront away from busy roads, while accessing key services and the local coastline.”
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 29 of 56 Case Study – Community Renewable Energy Genera�on Fund Our council launched the Community Renewable Energy Genera�on Fund (CREGF) in 2023 to support community-led renewable energy projects. CREGF is a compe��ve council fund, where approved applica�ons are agreed on merit. Funding available for projects is £350k from our council’s Investment Fund as part of a par�cipatory budge�ng approach to enable crowdfunding for environmental works. The fund supports our council’s Climate Change priority, achieving net-zero carbon emissions by 2030. The aim of CREGF is to provide one-off funding for projects to increase the level of community owned renewable energy genera�on opportuni�es and accelerate community benefits from local renewable energy. To be eligible, applica�ons had to be from cons�tuted North Ayrshire community groups. Applica�ons from na�onal organisa�ons were also accepted if their project demonstrated direct benefits to the communi�es of North Ayrshire. Projects were required, where possible, to include match funding from other non-council funding sources. Renewable energy genera�on projects could include solar photovoltaic (PV), wind turbines, hydropower, heat pumps or green hydrogen. The funding was available for different stages of projects including feasibility, business case, planning, development or installa�on. It is expected that any surplus, profit or reduced energy costs delivered by the scheme will be used en�rely for the benefit of the community group and/or wider community. So far funding of £128,939 has been awarded to projects within the Garnock Valley, Three Towns and Arran locali�es. Awards have been granted for the development of a solar PV farm, wind turbine, air source heat pump and batery storage. Beith Community Development Trust installed Solar PV on their roof, combined with a batery storage facility in December 2024. This enabled them to reduce energy use and costs while genera�ng green renewable electricity. CREGF con�nues to be promoted amongst community groups as part of the ongoing work to develop Community Climate Ac�on Plans (CCAPs). The overall aim of the CCAPs is to lower the area-wide carbon emissions of North Ayrshire. The CCAPs will contain the climate views of our communi�es and help to iden�fy climate ac�ons which also support the local priori�es of each of the six locali�es. These ac�ons can be taken by community groups and supported by our council. An applica�on to the CREGF can then be made to support the climate ini�a�ves. Our council will con�nue to provide financial assistance by promo�ng the CREGF to support community-based ac�on. This is a key outcome within the Council Plan Climate Change priority, where the fund aims to unlock the poten�al of community owned energy genera�on to bring new income streams into communi�es and help them take direct ac�on to combat climate change. The Sustainable North Ayrshire Strategy 2024-27 supports the vision of a sustainable, climate ready North Ayrshire where we all play our part, whether as a local authority, business, school, community group or individual.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 30 of 56 A Sustainable Council To transi�on to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. Key Ac�vi�es Modern Appren�ce Employability Programme Five of our modern appren�ces completed their 18-month Youth Work Modern Appren�ceship accredita�on. They gained a SCQF7 Youth Work qualifica�on, the equivalent to an Advanced Higher, a Higher Na�onal Cer�ficate or the first year of a degree programme. In addi�on, they gained accredita�on for First Aid, Mental Health Resilience, An�-Sectarianism and Mental Health Awareness. One Modern Appren�ce stated: “Since star�ng in 2023, I have gained a tremendous amount of confidence and social skills. I am much beter at talking to new people and engaging in conversa�ons. Also, I have improved my �me management, reading, wri�ng, and decision-making skills. I am so happy I decided to apply. It has truly been the best decision I’ve made.” Skills for Life Programme In 2024 to 2025, 81 Skills for Life placements were created in partnership with the following services and organisa�ons: Streetscene; Facili�es; Clerical (various departments); Pupil Support Assistants; Third Sector; Step Into Sustainable Business; as well as Care At Home and Stores through the Health and Social Care Partnership. 51 of the placements were across other council services. Accessibility Our Customer Services, IT and Transforma�on teams have been ensuring our public services, both digitally and locally, are accessible. This includes raising awareness of our “No Wrong Door” approach, which aims to ensure residents are directed to support no mater which service they ini�ally contact. This has included employee Drop-In Sessions across locali�es which were well received. These are being followed by employee awareness sessions targeted at front line colleagues. The Web Team has been working steadily to improve the accessibility of our online content and services, ensuring our website meets recognised accessibility standards. We con�nue to explore how we can, with our residents’ consent, use the informa�on we hold to proac�vely offer them the support they are en�tled to. This is part of our Single Shared Assessment model. Progress is being made within our Benefits team. Workshops are underway to review the current customer facing processes, how we can streamline applica�ons for benefits and then iden�fy how these can link to a wider Single Shared Assessment model. Using Data to Inform Decisions Our tackling poverty dashboard has been tested, and the data is available for use by relevant services. U�lising this provides an understanding of child poverty priority groups and helps to iden�fy ways to target unmet need, supported by the Child Poverty Strategy and Customer Service teams.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 31 of 56 Agile Workstyle Wellbeing Survey In December 2024 we hosted an Agile Workstyle Wellbeing Survey and invited all 1,987 employees who were deemed as agile workstyle to take part. Key insights were gathered from the 947 responses received on how the agile workstyle impacted on recruitment and reten�on, work-life balance, benefits to employees, engagement and collabora�on and the uptake of wellbeing ini�a�ves. A summary of the results is below: Recruitment and Reten�on: 27% of respondents had joined the Council within the past four years, with feedback indica�ng that the agile workstyle posi�vely influences recruitment and reten�on. Engagement and Collabora�on: 89.4% felt that the amount of �me spent with their manager (for work/task related issues) was suitable. 86% felt that the amount of �me with their manager (to discuss wellbeing, career growth) was suitable. 80.9% felt that the amount of �me to collaborate with colleagues in other teams was suitable. 85.2% felt that the amount of �me spent on online team mee�ngs was suitable and 80.3% felt that the amount of �me spent on in person team mee�ngs was suitable. Benefits of agile working: 80% of respondents felt that agile working increased the quality of their work and/or produc�vity. 62% said that agile working increased their job sa�sfac�on. 79% said that agile working improved their work life balance with 72% stated reduced travel �me supported their health and wellbeing. 66% said agile working reduced their travel costs. 48% stated that agile working helped improve their health and wellbeing rela�ng to caring responsibili�es. Overall, the survey responses showed that employees view agile working posi�vely and would like this to con�nue. They felt agile working benefits them as individuals, and teams, improves produc�vity and the quality of their output. There is evidence that agile working has had a posi�ve impact on recruitment, widening the pool of candidates who are able to apply for posts. Most respondents feel agile working is a factor in retaining them within our council. This shows workstyle has a posi�ve impact on atrac�ng and retaining talent. An ac�on plan has been created to support improvements. Digital Skills Development To support the development of a digitally confident and capable workforce, our council conducted a Digital Skills Survey in November 2024. The survey, open to all employees, received 717 responses and aimed to provide an evidence-based understanding of current digital skills and areas for development. The findings indicate a high level of proficiency in core digital tasks, including device use, communica�on, and informa�on handling. In response, a targeted Digital Skills Ac�on Plan has been developed. This plan will priori�se improving access to training, increasing awareness of available resources, and promo�ng peer support opportuni�es. The overall aim is to ensure our workforce can work efficiently, securely, and confidently in an increasingly digital environment.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 32 of 56 Our Transforma�on Programme Our current Transforma�on Programme was approved in 2023 and developed alongside our Council Plan 2023-28. The programme being delivered by our Council has been progressed around the key priori�es within our Council Plan, driving change and transforma�on, using technology and innova�on where possible to deliver efficient services to help address the financial challenges facing our council. Through embedding a culture of con�nuous improvement, crucially the delivery of our Transforma�on programme can protect the services we provide to our residents. As part of our council’s annual audit arrangements, the focus of the Accounts Commission this year has been on how councils are responding to the financial challenges through transforma�on and redesign of services. Audit Scotland recently completed this Best Value Thema�c Audit for our council. The findings of the audit will be presented to our Audit and Scru�ny Commitee in May 2025. Our Transforma�on programme con�nues to be progressed at scale and pace. This sec�on provides a summary of progress across our main Transforma�on themes and areas of service review. Digital Workstream Our Transforma�on Board agreed in August 2024 to create a new Digital workstream, incorpora�ng the principles and aims of the Accessing Our Council programme, to progress our council’s digital journey. In such a fast-paced landscape the new workstream will capture progress on digital ini�a�ves across our council, ensuring they are aligned to our Digital Strategy, as well as tes�ng new areas of innova�on, including Ar�ficial Intelligence (AI), and ensuring North Ayrshire supports na�onal ini�a�ves through the Sco�sh Government, Digital Office, Improvement Service (IS) and SOLACE. To date the following progress has been made: • A na�onal planner of digital ac�vi�es and projects has been shared with the Digital Working Group to ensure appropriate updates and representa�on. • Mee�ngs have been held with the Improvement Service and Digital Office to explore opportuni�es to be involved in the IS and SOLACE Transforma�on Programme and Digital Office Na�onal Digital Strategy Refresh. • At the March 2025 Transforma�on Board, a pipeline of projects was agreed, these include AI Policy and inves�ga�on of products (Magic Notes, M365 CoPilot proof of concept), na�onal opportuni�es such as Parents Portal, which is being taken forward by Educa�on and Digital Economy and how best to u�lise the investment in Digital Infrastructure and Connec�vity being led by Economic Development, Growth and Regenera�on. • A Purchase to Pay service review is underway which will review the end-to- end procurement process across our council, consider the op�mal process for delivery and further progress supplier e-invoicing.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 33 of 56 Following the launch of our new council website, more customers are shi�ing towards digital as their channel of choice to access our services. We recognise that our digital services are key to suppor�ng this change in behaviour and embedding digital opportuni�es across our organisa�on, whilst also recognising residents will con�nue to be supported through more tradi�onal access routes. The newly established Digital Workstream repor�ng into the Transforma�on Board and Digital Working Group will drive our digital journey. Irvine Locality Property Review The Irvine Locality Property Review con�nues to be progressed as part of the Land and Property workstream. The main purpose of the review is to align our opera�onal property estate to complement modern ways of working, leading to a carefully managed ra�onalisa�on of our property estate and to support Community Wealth Building ambi�ons through greater community use of council owned property. This programme aligns closely to our strategic priori�es. The focus of the first phase of the property review has been Irvine which has our most significant concentra�on of property assets, taking a whole locality approach. Extensive feasibility work, alongside several service engagement sessions with key stakeholders, was completed to develop the property ra�onalisa�on concept, generate op�ons and assess costs, benefits and risks. The informa�on gathered from this work led to the iden�fica�on of a set of recommenda�ons for our property estate within Irvine for implementa�on on a phased basis and was approved by Cabinet in March 2024: • Vacate and subsequently market property assets including Quarry Road, Trinity Church and Galt House to consolidate opera�ons within, and op�mise u�lisa�on of, Cunninghame House. • Vacate Bridgegate House and consider future uses as part of the Irvine town centre regenera�on work and establishment of the Irvine Town Board, aligned to the Irvine Town Board Plan for Neighbourhoods. Work completed to date includes: • Reloca�on of Genealogy from Irvine Townhouse to Irvine Library resul�ng in increased foo�all. • A contract awarded for the Training Suite and Customer Services Centre at Cunninghame House, Irvine with a start date of June 2025. • A procurement exercise is underway for construc�on changes at Quarry Road. • 255 employees relocated to Cunninghame House. • Reloca�on of the Eglington Trophy to the Heritage Centre. • Approval of a £300,000 investment in a Community Wealth Building Ini�a�ve to support the explora�on of a wellbeing enterprise hub at the current Greenwood Conference Centre site.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 34 of 56 The employee moves from buildings noted above are expected to be complete by May 2026 with ra�onalisa�on providing the following benefits: • Op�misa�on of under-u�lised property assets. • Reduc�on of carbon emissions by an es�mated 286tCO2e. • Reduc�on of property running costs and property maintenance costs, with combined es�mated poten�al revenue savings of up to £0.357m per annum. • Genera�on of poten�al capital receipts or revenue income through leasing arrangements following marke�ng of the surplus buildings. Nethermains and Shewalton Solar PV Farm Construc�on work is complete on the two new solar PV farms at the former Nethermains landfill site in Kilwinning and the former Shewalton landfill site in Irvine. The new solar farms will make a major contribu�on to renewable energy genera�on and carbon reduc�on, as well as bringing sterile land back into produc�ve use, whilst also providing funding for community ini�a�ves through the renewable energy community benefits scheme. The projects are scheduled for energisa�on by mid-2025. The programme of works carried out in the final 6 months of 2024 to 2025 included: • Comple�on of moun�ng structure at both sites. • Comple�on of substa�on works at both sites. • Comple�on of the grid connec�on works by SP Energy Networks (SPEN). • Compound area and road installa�on at the Nethermains site. Commercial Property The Commercial Property workstream’s vision is of a more efficient property por�olio across three themes. Progress across each workstream includes: 1. Maximise occupancy from the current estate por�olio Income of £886,199 was generated for 2024 to 2025, which was below expecta�ons due to a number of factors, including the financial resilience of tenants leading to rent arrears and even business closures. It is also recognised that the progress being made in the Irvine Locality Review has had a consequen�al impact on the availability of commercial proper�es. A detailed review including commercial property performance and associated marked condi�ons is being prepared for the Transforma�on Board and will inform next steps for 2025 to 2026. The Irvine Property Board agreed works to maintain the marketable value of Galt House for disposal funded under the Sco�sh Government’s Place Based Investment Programme (PBIP). Works include external improvements and roof repairs. The wider poten�al for the property will be considered in partnership with the Irvine Neighbourhood Board in developing the Plan for Neighbourhoods Investment Plan.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 35 of 56 2. Maximise opportuni�es from Economic Development, Growth and Regenera�on (EDG&R) and Ayrshire Growth Deal (AGD) investment (exis�ng projects) The following ac�vi�es have been progressed during this period to maximise the opportuni�es from investment: • Annickbank Pavilion Phase 3 – Following comple�on of the project in March 2024, a closing date was set for July 2024, with a preferred tenant iden�fied for the ground floor. A subsequent closing date was set for February 2025 to enable bidders to consider the service charge implica�ons of par�al occupancy. Discussions are currently ongoing with the preferred bidder. • Montgomerie Park Retail Phase 1 – The property was successfully marketed for sale, with a preferred bidder iden�fied. The sale is subject to condi�ons, with a planning applica�on submited by the bidder in July 2024. • Montgomerie Park Sites E to G – Following a successful marke�ng strategy, a preferred bidder has been iden�fied for all three sites. Heads of Terms are currently being dra�ed, with the sale subject to condi�ons and considera�on by Cabinet for approval in June 2025. • i3 Flexible Space, Irvine: The Ayrshire Growth Deal programme has provided modern commercial industrial property with the comple�on of one 18,180 sq. � (1,689m2) unit as part of the i3 Flexible Space project in Irvine. The unit is currently being marketed for occupa�on. • Portland Rd. Land Sale - Marke�ng of the vacant industrial land, formerly occupied by NACCO, at Portland Road, Irvine recommenced December 2024, with a closing date set in April 2025. A review of offers will then be carried out. 3. Develop proposals for new investment and securing Return On Investment (future projects) • An award for the Levelling Up for Ayrshire – Commercial and Low Carbon Infrastructure under the Levelling Up Fund (LUF) Round 3 of £17.4m was secured from the UK Government. • Informed by market feedback, the North Ayrshire proposal aims to address market failure in the delivery of new energy efficient commercial property alongside the provision of associated low carbon infrastructure at key employment areas in Irvine. The Irvine investment concentrates on Kyle Road, Annickbank and i3 sites, the following progress has been made to date: − Kyle Rd Phase 2, Irvine: Delivery of 1200m² of new Class 4/5/6 business space capable of sub-division located at Irvine Industrial Estate, building upon the success of Kyle Road Phase 1. The proposed design is complimentary to the Phase 1 development. The proposal provides a Gross Internal Area (GIA) of 1137m2 that is subdivided into nine units, eight with an area between 70m2 and 120m2, and one larger unit on the internal corner with an area of 265m2.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 36 of 56 − Annickbank Innova�on Campus, Irvine: Delivery of three 500m² new Class 4/5/6 business spaces located at Annickbank Innova�on Campus, Irvine, to complement the exis�ng provision. − i3 Flexible Space Phase 2: Design work is currently being finalised to support a tender issue in Autumn 2025 for the construc�on of a new industrial building c.1,700m2. − Ac�ve travel routes are being designed to improve east/west connec�ons between the commercial development areas including investment at Heatherhouse Road, Long Drive, Riverside Way and along the River Irvine at i3 Enterprise Area. The project will progress to implementa�on in 2025/26, subject to the necessary permissions and approvals. Service Reviews As part of the budget se�ng process, it was agreed that there would be a comprehensive review of the Waste Service during 2023 to 2025. The key elements of the Waste Service are mainly statutory, however there is an opportunity within the statutory provision element to review service demand, collec�on frequencies and technology that may help to track and capture data or provide solu�ons to current issues. The Waste Service Review has focused on several projects across the service. During 2024 to 2025 the work detailed below has been successfully delivered: • Implementa�on of a Household Waste Recycling Centre booking system. • A comprehensive review of opera�onal arrangements and supervisory/management arrangements, leading to service produc�vity improvements. • Streamlining of the current Assisted Collec�ons process with recommenda�ons for improvements. • Implementa�on of a streamlined three weekly collec�on frequency for Absorbent Hygiene Products. • Review and streamlining of the payment process for Commercial Waste customers, introducing a digital payment process. Extensive benchmarking and feasibility work with mul�ple other local authori�es was undertaken as part of this delivery, supported by regular service engagement and consulta�on mee�ngs with several poten�al system suppliers.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 37 of 56 Audits, Inspec�ons and Accredita�ons Best Value Thema�c Approach – Workforce Innova�on The Best Value Thema�c Audit on Workforce Innova�on was presented to the Audit and Scru�ny Commitee in August 2024 demonstra�ng how our council is responding to current workforce challenges through building capacity, increasing produc�vity and innova�on. The recommended ac�ons arising from the audit including progress updates are below: Recommendation Agreed Management Action Action The council should establish corporate workforce planning priorities and develop a SMART action plan to allow progress in delivering these priorities to be measured. The Workforce Strategy will be updated to include corporate workforce planning priorities and an action plan to allow progress to be measured. The Workforce Strategy has been fully updated to align with internal and external factors, workforce challenges, Council Plan priorities and other key strategies and plans. An Action Plan and Corporate Performance Indicators have also been included to allow progress to be measured. This refreshed Strategy was agreed at Cabinet on 18th March 2025. The council’s workforce strategy should be updated to align with all four Council Plan 2023 to 2028 priorities and with other key strategies and plans. It should include an analysis of council-wide workforce data and set out what the required skills, learning and development needs of its staff are. The Workforce Strategy will be updated to ensure alignment to all Council Plan priorities, other key strategies and plans and include an extract of council-wide workforce data. The Workforce Strategy has been fully updated to align with internal and external factors, workforce challenges, Council Plan priorities and other key strategies and plans. The Strategy has also been updated to include an extract of council wide workforce data. This refreshed Strategy was agreed at Cabinet on 18th March 2025. The council should build on the work it has done to date to demonstrate and quantify what workforce benefits and productivity gains have been made through its use of digital technology. Further work will be undertaken to capture and quantify efficiencies from digital improvements and for this work to be incorporated within our council’s Medium Term Financial Planning. Complementing the Accessing Our Council workstream the Transformation Board recently approved the creation of a new Digital Programme workstream. The intention is that this will allow digital activities to be monitored against the Council’s Digital Strategy. To provide some initial evidence of progress, the Council’s Budget on the 26th February
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 38 of 56 Recommendation Agreed Management Action Action 2025 included savings associated with the Channel shift to digital solutions of £100,000 per year for 2025 to 2026 and 2026 to 2027. Two posts were identified in 2025 to 2026 (through non-filling of vacant posts), and further posts will be identified for 2026 to 2027 as part of the Council’s Purchase to Pay project which aims to centralise the accounts payable process and further advance e- invoicing. Reporting progress through the new digital workstream provides the framework to capture and monitor the workforce benefits. The council should consider conducting another digital skills survey to inform the support it provides for improving the digital skills and knowledge of its workforce. A digital skills survey will be conducted to inform future development interventions. The Digital Skills survey was conducted during November and December 2024 and was open to all North Ayrshire Council employees. The survey focused on key themes designed to assess digital confidence and competence across a range of everyday and work-related tasks. Completion of this survey has captured a comprehensive picture of digital skills that are relevant both in the workplace and in personal life to inform future development intervention. An Action Plan has been created to monitor the progress of interventions. The council should consider gathering further feedback from staff on the impact of agile working on wellbeing and productivity. Further feedback will be gathered from those employees who are deemed an agile workstyle to gauge continued benefits on wellbeing and productivity. The Agile Working wellbeing survey was conducted during December 2024 and was open to all council employees deemed as an agile workstyle. The survey focused on key themes designed to assess how people viewed agile working, their productivity, work-life balance and wellbeing. An Action Plan has been developed in line with key themes arising from the results. Chief Officers have also received specific results in relation to their directorate and service to allow any local action to be considered and progressed.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 39 of 56 Recommendation Agreed Management Action Action The council should explore further where it can work together with partners to share services and increase collaboration. The Medium-Term Financial Planning process for 2025 to 2026 and 2027 to 2028 will include the exploration of further opportunities for sharing services and collaboration across partner organisations. Collaborative opportunities continue to be explored with South and East Ayrshire Councils on options around sharing services on a regional basis. The work to date has been led by the three Ayrshire Chief Executives. A recent £500,000 bid was submitted to the Scottish Government Public Sector Reform Fund to further develop opportunities on a spend to save basis. It is anticipated that, should the bid be successful, this work will form part of the SOLACE transformation programme. In addition to providing general workforce planning updates, the council should regularly report its progress against its workforce planning priorities to Elected Members through its Council Plan updates or other means. Workforce planning updates and progress against priorities will be regularly reported through Council Plan Progress Reports and other means. The Action Plan aligned to the Workforce Strategy has been agreed and set up on Pentana. Lead officers will provide regular updates which will be included in the regular reporting of the Council Plan (these reports). In addition, an update will be provided on a regular basis to the 1st Tier JCC. The council should develop a performance dashboard to provide a user-friendly overview of the impact of its workforce planning. This could help to inform future workforce planning. A performance dashboard will be developed to monitor and inform future workforce planning. A performance dashboard has been scoped in line with the Performance Indicators agreed as part of the Workforce Strategy. This dashboard is currently in design stage and on track for completion by the end of September 2025. Next Steps • We will con�nue to progress recommenda�ons arising from the Audit Scotland Best Value Thema�c Work. • We will con�nue to progress property ra�onalisa�on. • We will commence prepara�ons for our budget engagement for 2026 to 2027. • We will carry out full site tes�ng and energisa�on of both of our Solar PV Farms and progress with an Agreement of Purchase Power Agreement (PPA) for the sale of energy produced at Nethermains and Shewalton.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 40 of 56 Case Study – Budget Consulta�on 2025 to 2026 To inform our budget se�ng process, we launched a comprehensive public consulta�on in October to help shape the 2025 to 2026 budget. Due to the scale of the projected £15.7 million funding gap, our aim was to ensure transparency and collabora�on with our communi�es and gain insight from their views. Using collabora�ve methods, a wide-ranging budget engagement exercise was undertaken. The aim of our approach was to ensure we gained a high number of informa�ve responses from across our diverse communi�es in North Ayrshire. This was achieved through online, paper and supported survey comple�on via telephone (through our Customer Contact Centre) as well as in person engagement. We used a cross-service joined up approach to improve on previous consulta�ons, develop the surveys and engage our communi�es. The consulta�on was publicised through our website, press releases and on social media. Of the 68 posts on social media, we received 81,891 impressions, 211 reac�ons, 178 comments and 256 shares. The surveys were divided into six themes to improve the quality and range of responses. • Addi�onal Council Tax Levy on Second Homes (507 responses) • Community Facili�es and Car Parking (1,850 responses) • Schools and Related Services for Children and Young People (714 responses) • Service Delivery (254 responses) • Taxes and Levies (398 responses) • Waste Services (738 responses) Specifically, this was to: • Minimise survey fa�gue as respondents could select the areas they wanted to respond to quickly. • Improve accessibility, as it was easier to support paper and telephone responses through our frontline services and Customer Contact Centre. • Ensure a more balanced range of responses across each survey and a higher comple�on rate. (A single survey may have led to the ini�al ques�ons being answered fully with less detailed or par�al responses for later ques�ons.) We consulted with a range of community groups across North Ayrshire, some on mul�ple occasions and at various loca�ons across our area. We reached as broad a range of community groups as possible. Most of the community engagement was in person, however there were opportuni�es for video calling to ensure as many people as possible could contribute their views. This resulted in an increased response. Whereas in 2024 we received 200 responses through our Budget Challenge tool for the 2024 to 2025 budget engagement in addi�on to substan�al engagement with our community groups, this year we received 4,461 responses in addi�on to community discussions.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 41 of 56 (It is important to note that the 4,461 responses do not equate to the same number of respondents, as more than one survey is likely to have been completed by several individuals.) In addi�on, several pe��ons have been considered by the Audit and Scru�ny Commitee and were referred to Cabinet rela�ng to some of the proposals including: • Saltcoats and Ardrossan Libraries • Parking charge enforcement in Kilwinning • Dreghorn Library • Beith Library • Eglinton Park This informa�on was examined by Officers in order to develop proposals for considera�on by Elected Members in se�ng the budget. In parallel, as we asked for demographic informa�on within the surveys, it was used to inform the Equality and Children’s Rights Impact Assessments (ECRIAs) at each stage to ensure we fully considered the impact of proposals on our residents and communi�es. The outcome of the engagement was presented to Elected Members at Council on 12th February ahead of the final budget decision. On 26th February 2025, Council approved a £459 million budget for 2025 to 2026 which includes measures to support residents and maintain frontline services. We will con�nue to learn and improve our approaches and would like to thank everyone who contributed to the budget consulta�on process.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 42 of 56 Case Study – Skills for Life Jane* was eager to return to employment. A single mother, she had been out of work since 2020 and faced significant barriers such as childcare costs and availability as well as a lack of confidence a�er years away from a working environment. A conversa�on with her health visitor led her to the We Work for Families project. Upon joining the project, Jane completed a detailed Needs Assessment and Ac�on Plan. Her goals were clear - regain confidence, upskill and find sustainable employment. Our Employability team enrolled her in confidence-building and job-readiness courses, supported her with childcare costs and provided “beter off in work” calcula�ons to help her plan financially. Through the Skills for Life Clerical Programme with our council she secured a 26-week paid placement in their Parental Employment Team. With on-the-job experience and a suppor�ve team, she quickly setled into the role, gaining valuable skills and confidence. Jane received tailored In-Work Support, including CV building, interview prepara�on and job applica�on guidance. She applied for mul�ple roles, fine-tuned her interview skills and con�nued to receive help naviga�ng childcare solu�ons. Her efforts paid off as she went on to secure a permanent part-�me clerical posi�on with our council with flexible hours that suit her family’s needs. "Skills for Life gave me the confidence to get back into the workplace. The In-Work Support helped me build my CV and perfect my interview responses. I finally feel like I’m building a stable future for me and my son." (*Name has been changed)
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 43 of 56 Performance Summary Performance Indicators Adri� of Target This sec�on details the performance indicators adri� of target and the ac�on being taken to address performance. Due to expected data lags, the most recent data may relate to previous �me periods but may only now be available to report. To avoid duplica�on, only data that has not previously been reported to our Cabinet through Council Plan progress repor�ng is included in this sec�on. Further details can be found in the Performance Indicators sec�on within this report. CP_37 Average total tariff score of pupils living in SIMD 20% most deprived areas (Red) Actual is 664.3 against a target of 714 for 2023 to 2024 (most recent data available). The average total tariff score gained from all qualifica�ons by 2024 school leavers from the 20% most deprived SIMD data zones has marginally decreased from the previous year. The endeavour to offer candidates a wider breadth of learning experiences has included more courses (or units of courses) from a wider voca�onal range of courses and awards that some�mes are graded at the same SCQF level as Na�onal Qualifica�ons courses but amass a smaller number of tariff points in the Insight scale. However, these courses can provide learners with a more suitable set of skills and knowledge to prepare them for work, training or further educa�on. Though this PI records the total tariff score for SIMD Quin�le 1 of S4-6 pupils who le� school in 2023 to 2024, the LGBF has a similar measure based on the cohort of young people who would have reached the end of S6 in 2023 to 2024, irrespec�ve of their leaving year. For the same period, 2023 to 2024, the equivalent LGBF measure shows a total tariff score of 685, above both the family group average of 660 and the Sco�sh average of 658 and leading to our council being ranked 6th in Scotland. CP_06 Average tariff score: All Leavers (Red) Actual is 840.8 against a target of 908 for 2023 to 2024 (most recent data available). The average total tariff score gained from all qualifica�ons by school leavers has marginally decreased from the previous year but is in line with pre-pandemic as well as recent years’ performance. The 2019 to 2020 On Target, 45, 98% Slightly Adrift of Target, 1, 2% Actions On Target, 13, 50% Slightly Adrift of Target, 5, 19% Significantly Adrift of Target, 6, 23% Data Only, 2, 8% Performance Indicators
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 44 of 56 and 2020 to 2021 results are not comparable with other academic years, as SQA has employed the Alterna�ve Cer�fica�on Model (ACM) instead of exam-based evalua�on for awarding qualifica�ons at SCQF level 5 and above. Advice provided by Sco�sh Government colleagues emphasises direct comparison to alterna�ve cer�fica�on years should not be made without further evidence and the impact of these approaches. For all SIMD deciles except SIMD 10 (for which we have a very low number of learners), we con�nue to outperform na�onal figures. Though this PI records the total tariff score of S4-6 pupils who le� school in 2023 to 2024, the LGBF has a similar measure based on the cohort of young people who would have reached the end of S6 in 2023 to 2024, irrespec�ve of their leaving year. For the same period, 2023 to 2024, this measure shows a total tariff score of 845, above the family group average of 829 but below the Sco�sh average of 917 and ranked 26th in Scotland. Closer examina�on of the LGBF highlights the strong influence that depriva�on has on this indicator. When disaggregated by SIMD quin�le, our council outperforms both the na�onal figures and the family group for each of SIMD quin�les 1 to 4 and also outperforms the family group for SIMD quin�le 5. Despite this strong performance, we know it is important to maintain our holis�c, cross-service commitment to our Wellbeing priority in order to reflect this at an absolute level. CP_38 Average total tariff for care experienced Young People (Red) Actual is 355 against a target of 465. The average total tariff score (ATTS) achieved by North Ayrshire care experienced leavers was lower in 2023 to 2024, at 355 tariff points, than the general trend over the last five years. A slightly higher propor�on than average of care experienced learners le� before the end of S6 in 2023 to 2024, which has contributed in part to the lower average total tariff score. Schools have analysed the data locally and have a clear narra�ve for individual circumstances. The service will con�nue to focus on improving this benchmark of achievement for care experienced learners. Atainment of care experienced learners is specifically referenced within the Educa�on Service Plan. Quality Improvement visits and atainment discussions with senior school leaders will include a focus on the atainment and achievement of this group of learners to ensure consistency of delivery of interven�ons with a posi�ve impact. CP_40 Number of new build housing units reaching comple�on (all tenures) (actual not cumula�ve) (Red) Actual 371 against a target of 396. We achieved our target for 2024 to 2025 with regards to new build social housing and have limited influence over the delivery of new build housing constructed by private housing developers to meet the total 396 homes target. The 25 new homes unable to be delivered during 2024 to 2025 were across a number of sites throughout North Ayrshire. We exceeded our target for bringing empty homes back into use and intend to review this performance indicator and con�nue to focus on improving performance in the forthcoming year. (This indicator is linked to ac�on CP_10 detailed below). CP_30 Total installed capacity of low carbon heat and electricity genera�on across the council's estate (Red) Actual is 17,630 against a target of 28,499. Our council had aimed to have both solar PV farms energised in December of 2024, however this has not been possible due to extended development �me required by the Distribu�on Network Operator. The solar farms have been built and are due to be commissioned in the summer.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 45 of 56 CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF) (Red) Actual is 52.8% against a target of 56%. The provisional household waste recycling figure for the calendar year 2024 is 52.8%, subject to verifica�on by SEPA. This has reduced since 2023 as a result of the introduc�on of the new SEPA guidance regarding the requirement for Waste Upholstered Domes�c Sea�ng (WUDS) to only be sent for incinera�on, which has nega�vely affected the amount of bulky waste that can be recycled (this affects all councils). In addi�on, more wood is being deposited at recycling centres suitable only for biomass recovery rather than recycling. For context, LGBF benchmarking informa�on for 2023 to 2024 (2023 calendar year) released in June showed we were ranked third in Scotland. Though our provisional data shows a reduc�on for 2024 to 2025, as the new SEPA guidance affects all councils we will closely monitor our rela�ve posi�on when compara�ve data is released over the coming months. CP_04 Propor�on of children mee�ng developmental milestones (LGBF) (Amber) Actual is 77.5% against a target of 79% for 2023/24 (most recent data available). At the most recent data release for data for 2023 to 2024, the propor�on of children mee�ng developmental milestones is 77.50%, slightly below the target of 79%. We are working to ensure there is more robust data gathering and analysis within Early Years and are moving towards using CfE levels with inbuilt milestones. This will help improve accuracy and consistency of data as well as improved progression pathways to primary. Roles and remits for Excellence and Equality Leads (EELs) developed this academic session will support this work. The challenges we are experiencing in North Ayrshire are reflected in the LGBF comparisons with other local authori�es. We are below the family group average of 79.8% and the Sco�sh Average of 83.3%. As a result we are currently ranked 31 out of the 32 local authori�es for our children mee�ng developmental milestones. This is an area that we know will need specific focus within wider principles of preven�on and early interven�on, including through the Collabora�on for Health Equity in Scotland. CP_28 Hectares of vacant and derelict land in North Ayrshire (Amber) Actual is 942ha against a target of 925ha. The majority of vacant and derelict land sites are within private ownership, therefore their condi�on or development �mescales to inform if they are added or removed from the register is out with the control of our council. However, we u�lise the Repurposing Property Grant Fund to help support landowners and community groups to bring back vacant land and proper�es to use. Furthermore, in 2024 to 2025, several of the key regenera�on funds which support the redevelopment of such land, including the Vacant and Derelict Land Investment Programme, were paused which reduced the poten�al to regenerate sites. Funding has now been confirmed and works will commence in 2025 to 2026. CP_43 Number of council assets under community management (cumula�ve) (Amber) Actual is 55 against a target of 56. One Community Asset Transfer was delayed un�l Q1 2025 due to some minor administra�ve issues within the community group which took longer than expected. We con�nue to publicise the range of offers available for management and ownership of assets to our community groups and are currently engaged with around 30 groups at various stages of the CAT process.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 46 of 56 CP_29 Overall carbon emissions (tonnes) (Non-domes�c council estate) (Amber) Actual is 20,333tCO2e against a target of 19,953tCO2e. This figure is an es�mate and will be confirmed at the next data release. Though slightly adri� of target the overall trend is a steady decrease in emissions. CP_25 % of Council dwellings that meet the Sco�sh Housing Quality Standard (LGBF) (Amber) Actual is 94% against a target of 97.4%. The target of 97.4% was a set as part of last year’s ARC comple�on. This pass rate is based on a combina�on of many different compliance criteria for each individual property, including EICR (Electrical Installa�on Condi�on Report). When the 97.4% compliance target was set, it was based on 100% compliance regarding the EICR element; however with issues accessing proper�es, we were unable to achieve this (the EICR compliance outurn figure for 2024 to 2025 was 97.71)%) which has resulted in the slightly lower overall SHQS compliance of 94% against the 97.4% target. Indicator Amendments and Recommendations CP_44a % of council dwellings that are energy efficient (Formerly known as SHSN05a) Originally sourced from the LGBF, due to the Energy Efficiency in Social Housing (EESH) regula�ons being updated from EESH1 (recorded in LGBF) to poten�ally more stringent EESH2 requirements, the Improvement Service (who administer the LGBF) has paused data recording of this indicator. EESH2 is being established na�onally and to ensure we remain transparent in our performance in this area, it is recommended we con�nue to monitor EESH1 within a new PI (CP_44a). This will contain all the historical informa�on from the original LGBF but present local data, consistent with historical data, from 2022 to 2023 to avoid gaps in our performance informa�on. This approach will be reviewed once the LGBF recommences recording of this area. Educa�on Performance Targets The educa�on targets in the above indicators are linked directly to the stretch aims previously agreed with the Sco�sh Government and show figures that are significantly above the atainment levels achieved during the Covid period when the Alterna�ve Cer�fica�on Model was deployed. It is not recommended to draw comparison between these periods. Therefor while we recognise the merits of being aspira�onal and are commited to delivering ongoing improvement over �me, we believe it would be sensible to reconsider the level of these targets to align them more closely to performance in the post-Covid period. This is something we intend to do through appropriate engagement and as part of the process of developing the next three-year service plan due in 2026. Ac�ons Adri� of target This sec�on details ac�ons adri� of target and the measures being taken to address performance. Further details can be found in the Ac�on Tracker sec�on within this document. CP10 Increase the number of homes in the area through a mix of private and social developments and bringing empty buildings back into use (Wellbeing Priority). (Amber) This ac�on is linked to the indicator “CP_40 Number of new build housing units reaching comple�on (all tenures) (actual not cumula�ve)” which is currently significantly adri� of target (red) (see above). We achieved our target for 2024 to 2025 for new build social housing and we have limited influence over the delivery of new build housing constructed by private housing developers. The 25 new homes unable to be delivered during 2024 to 2025 were across a number of sites throughout North Ayrshire. We exceeded our target for bringing empty homes back into use and intend to focus on improving performance in the forthcoming year.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 47 of 56 Performance Indicators PI Code and Descrip�on 2021- 22 Value 2021- 22 Target 2021- 22 Status 2022- 23 Value 2022- 23 Target 2022- 23 Status 2023- 24 Value 2023- 24 Target 2023-24 Status 2024-25 Value 2024- 25 Target 2024- 25 Status 2025- 26 Target CP_36 Number of residents par�cipa�ng in community learning and development ac�vity including youth work No data No data No data 17,804 23,503 18,700 28,102 19,500 23,500 CP_04 Propor�on of children mee�ng developmental milestones (LGBF) 78.7% 79.5% 77.50% 79% Data Available May 2026 79% 79% CP_37 Average total tariff score of pupils living in SIMD 20% most deprived areas 704.8 670.2 664.3 714 Data Available March 2026 720 720 CP_06 Average tariff score: All Leavers 905.6 880 847.2 840.8 908 Data Available February 2026 910 910 CP_38 Average total tariff for care experienced Young People 450.3 411.5 355 465 Data Available March 2026 470 470 CP_07 % of school leavers entering posi�ve des�na�ons (LGBF) 96% 93.5% 96.5% 95.6% 96.4% Data Available February 2026 96.8% 96.8% PI Status Significantly Adrift of Target Slightly Adrift of Target On Target Data Not Available Data Only
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 48 of 56 PI Code and Descrip�on 2021- 22 Value 2021- 22 Target 2021- 22 Status 2022- 23 Value 2022- 23 Target 2022- 23 Status 2023- 24 Value 2023- 24 Target 2023-24 Status 2024-25 Value 2024- 25 Target 2024- 25 Status 2025- 26 Target CP_39b Number of unemployed people that have progressed to employment as a result of par�cipa�on in council funded or operated employability ac�vi�es 555 427 475 Data Available November 2025 475 450 CP_10a % of procurement spend on local enterprises 22.93% 24% 26.04% 25% 24.48% 26% 26.8% 27% 27% CP_40 Number of new build housing units reaching comple�on (all tenures) (actual not cumula�ve) No data No data No data 562 384 295 371 396 436 CP_41 Number of empty homes brought back into use (actual) 335 120 378 200 375 300 350 CP_28 Hectares of vacant and derelict land in North Ayrshire 1,198 1,144 1,130 1,094 951 1,094 942 925 925 CP_27 Street Cleanliness Index - % Clean (LGBF)1 86.7 94 84.6 90 89.1 87 90.3% 87 89 CP_20 Overall percentage of road network that should be considered for maintenance treatment 33.9% 37.5% 34.8% 33.8% 32.5% 34.8% Data Available September 2025 32.5% 32% CP_42 Provided floor space of commercial/industrial space within our council por�olio (sq. �) No data No data No data 400,991 404,897 404,755 423,077 423,077 423,077 1 *Sourced from the Local Environmental Audit and Management System (LEAMS) audit conducted by Keep Scotland Beau�ful.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 49 of 56 PI Code and Descrip�on 2021- 22 Value 2021- 22 Target 2021- 22 Status 2022- 23 Value 2022- 23 Target 2022- 23 Status 2023- 24 Value 2023- 24 Target 2023-24 Status 2024-25 Value 2024- 25 Target 2024- 25 Status 2025- 26 Target CP_02 % of council budget directed via par�cipatory methods 2.32% 1.1% 2.74% 1% 2.05% 1.5% 1.97%. 1.5% 1.5% CP_43 Number of council assets under community management (cumula�ve) No data No data No data 49 53 54 55 56 57 CP_30 Total installed capacity of low carbon heat and electricity genera�on across the council's estate 11,680 11,000 12,104 11,800 15,992 12,000 17,630 28,499 30,137 CP_29 Overall carbon emissions (tonnes) (Non-domes�c council estate)2 21,791 21,247 20,896 21,000 20,745 19,500 20,333 19,953 19,824 CP_44a % of council dwellings that are energy efficient (Formerly known as SHSN05a) (LGBF)3 97.7 98.2 98.01% 98.1 97.66% 98.5 98.7% CP_45 Length of new or improved ac�ve travel routes per annum (Metres) No data No data No data 1,090 3,900 2,000 2,500 2,000 2,000 CP_46 Number of trees planted under the North Ayrshire 2030 Tree Plan�ng Strategy No data No data No data No data No data No data 36,531 40,000 49,026 47,000 60,000 CP_19 Propor�on of opera�onal buildings that are suitable for their current use (LGBF) 91.1% 93% 95.1% 93% 95.2% 92.1% 95.4% 93% 93% 2 This 2024-25 value is a provisional figure and will be confirmed in the next data release. 3 LGBF repor�ng has paused on this indicator whilst EESSH2 is established therefore the values from 2022-23 onwards are provisional and sourced locally. (See Indicator Amendments and Recommenda�ons above.)
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 50 of 56 PI Code and Descrip�on 2021- 22 Value 2021- 22 Target 2021- 22 Status 2022- 23 Value 2022- 23 Target 2022- 23 Status 2023- 24 Value 2023- 24 Target 2023-24 Status 2024-25 Value 2024- 25 Target 2024- 25 Status 2025- 26 Target CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF)4 56.3% 53.1% 55.3% 56.9% 56.1% 57% 52.8% 56% 53% CP_25 % of council dwellings that meet the Sco�sh Housing Quality Standard (LGBF)5 49.3% 99.5% 63.2% 76.9% 72.5% 94% 97.4% 97.57% CP_47 Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the repor�ng year (LGBF)6 6.6% 7.1% 5.9% 6.5% 8.03% 7.0% CP_48 % of income due from council tax received by the end of the year (LGBF) 93.34% 94.7% 93.6% 94% Data Available September 2025 98% 94% 4 The 2024-25 value is a provisional figure and will be updated in the LGBF data release in October 2025. 5 The 2024-25 value is a provisional figure and will be updated in the LGBF data release in September 2025. 6 The 2024-25 value is a provisional figure and will be updated in the LGBF data release in September 2025.
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 51 of 56 Ac�on Tracker Action Status Significantly Adrift of Target Slightly Adrift of Target On Target Ref # Existing Overall Action and Priority 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP01 Ensuring that wellbeing is at the heart of local life and opportunities, with a focus on tackling inequalities (Wellbeing Priority). - - - - - - - - - - - - CP02 Developing a Community Wealth Building approach to a wellbeing economy (Wellbeing Priority). - - - - - - - - - - - - CP03 Improving educational attainment and achievement and closing the attainment gap (Wellbeing Priority). - - - - - - - - - - - - CP04 Improving outcomes for care experienced young people including implementation of The Promise (Wellbeing Priority). - - - - - - - - - - - - CP05 Developing the Young Workforce and ensuring positive destinations for school leavers (Wellbeing Priority). - - - - - - - - - - - - CP06 Providing lifelong learning opportunities for individuals and organisations, including digital literacy (Wellbeing Priority). - - - - - - - - - - - - CP07 Maximising access to and uptake of benefits, entitlements and financial advice (Wellbeing Priority). - - - - - - - - - - - - CP08 Ensuring that supports are available in communities to alleviate cost-of-living pressures through community hubs and networks (Wellbeing Priority). - - - - - - - - - - - - CP09 Through our housebuilding programme and wider Housing Investment provide homes for life that meet the needs of our residents (Wellbeing Priority). - - - - - - - - - - - -
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 52 of 56 7 Delivery of this ac�on is managed through the Health and Social Care Partnership Strategic Plan Ref # Existing Overall Action and Priority 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP10 Increase the number of homes in the area through a mix of private and social developments and bringing empty buildings back in to use (Wellbeing Priority). - - - - - - - - - - - - CP11 Exploration of models and the development of pilot schemes to increase access to and use of public/community transport (Wellbeing Priority). - - - - - - - - - - - - CP12 Ensure our places and spaces where we live, work and visit are well maintained and accessible (Wellbeing Priority). - - - - - - - - - - - - CP13 Developing infrastructure to support business growth (Wellbeing Priority). - - - - - - - - - - - - CP14 Support KA Leisure’s leadership of North Ayrshire’s Health and Wellbeing Alliance (Wellbeing Priority). - - - - - - - - - - - - CP15 Through the Health and Social Care Partnership Strategic Plan we will protect and provide care and support for those in need (Wellbeing Priority).7 - - - - - - - - - - - - - - - - - - - CP16 Developing strong relationships with communities and partners based on trust and shared aspirations using their experiences to inform service provision (Communities and Local Democracy Priority). - - - - - - - - - - - - CP17 Providing support for community organisations in achieving their goals, including as Community Wealth Building anchor organisations (Communities and Local Democracy Priority). - - - - - - - - - - - -
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 53 of 56 Ref # Existing Overall Action and Priority 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP18 Creating a participation and engagement framework which ensures opportunities and support for all residents to take part in influencing local democracy and council and partner strategies (Communities and Local Democracy Priority). - - - - - - - - - - - - CP19 Supporting participatory budgeting (Communities and Local Democracy Priority). - - - - - - - - - - - - CP20 Supporting community asset transfer and community owned and operated/managed assets (Communities and Local Democracy Priority). - - - - - - - - - - - - CP21 Supporting the Community Planning Partnership and the Community Plan (LOIP) (Communities and Local Democracy Priority). - - - - - - - - - - - - CP22 Developing partnerships with the third and voluntary sector (Communities and Local Democracy Priority). - - - - - - - - - - - - CP23 Placemaking, including creation of locality action plans based on the Community Plan (LOIP) priorities and support the delivery of Islands Plans (Communities and Local Democracy Priority). - - - - - - - - - - - - CP24 Ensuring an inclusive, fair, rights-based and asset-based approach in our work (Communities and Local Democracy Priority). - - - - - - - - - - - - CP25 Accessible public services, both digitally and locally, ensuring a ‘No Wrong Door’ approach (Communities and Local Democracy Priority). - - - - - - - - - - - - CP26 Embedding our net-zero ambition in all democratic decision-making (Climate Change Priority). - - - - - - - - - - - -
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 54 of 56 Ref # Existing Overall Action and Priority 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP27 Reducing the carbon footprint of our estate through rationalisation utilising a locality-based approach and taking a fabric first and low carbon energy generation approach to homes and buildings (Climate Change Priority). - - - - - - - - - - - - CP28 Improving resilience and reducing carbon by developing and supporting supply chains where materials and goods are sourced locally (Climate Change Priority). - - - - - - - - - - - - CP29 Promoting new woodland creation and protecting our green spaces to provide a natural resource for carbon sequestration (Climate Change Priority). - - - - - - - - - - - - CP30 Supporting local businesses as they meet their climate change obligations (Climate Change Priority). - - - - - - - - - - - - CP31 Promoting a circular economy in North Ayrshire to reduce consumption of raw materials and promote reuse, repair and recycling, and generating energy from residual waste (Climate Change Priority). - - - - - - - - - - - - CP32 Developing local low carbon energy generation schemes and networks (Climate Change Priority). - - - - - - - - - - - - CP33 Unlocking the potential of community owned energy generation to bring new income streams into communities and help them take direct action to combat climate change (Climate Change Priority). - - - - - - - - - - - - CP34 Learning for sustainability, and work with communities to adopt low carbon behaviour change and encourage climate-based volunteering activities (Climate Change Priority). - - - - - - - - - - - -
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 55 of 56 Ref # Existing Overall Action and Priority 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP35 Improving communities’ preparedness to deal with the impacts of climate change already locked-in (Climate Change Priority). - - - - - - - - - - - - CP36 Working with communities to adopt low carbon behaviour change and encourage climate-based volunteering activities (Climate Change Priority). - - - - - - - - - - - - CP37 Taking a nature-based approach to protect our habitats and species (Climate Change Priority). - - - - - - - - - - - - CP38 Developing and promoting active travel infrastructure (Climate Change Priority). - - - - - - - - - - - - CP39 Transitioning to low and zero carbon travel (Climate Change Priority). - - - - - - - - - - - - CP40 Ensuring robust governance arrangements are in place to fulfil the council’s statutory duties, manage risk and support delivery of key priorities (A Sustainable Council Priority). - - - - - - - - - - - - CP41 Using dynamic data and lived experiences to inform decision-making (A Sustainable Council Priority). - - - - - - - - - - - - CP42 Working with partners nationally, regionally and locally to secure investment and target resources towards our priorities (A Sustainable Council Priority). - - - - - - - - - - - - CP43 Driving change and transformation, using technology where appropriate, to deliver efficient and effective services and support delivery of priorities (A Sustainable Council Priority). - - - - - - - - - - - -
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 56 of 56 Ref # Existing Overall Action and Priority 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP44 Maximising financial flexibilities to help support delivery of priorities (A Sustainable Council Priority). - - - - - - - - - - - - CP45 Maximising value from the use of our assets (A Sustainable Council Priority). - - - - - - - - - - - - CP46 Focusing our investment on priorities (A Sustainable Council Priority). - - - - - - - - - - - - CP47 Effective workforce planning ensuring that we have the right skills/resources to deliver priorities (A Sustainable Council Priority). - - - - - - - - - - - -
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Our Council Plan Progress Update – Year End 2024 to 2025 Page 57 of 56 For further informa�on on this report please contact: Corporate Policy and Performance North Ayrshire Council Email: NorthAyrshirePerforms@north-ayrshire.gov.uk Tel: 01294 310000
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North Ayrshire Council Annual Performance Report 2024 to 2025 Appendix 3
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Welcome to our Annual Performance Report 2024 to 2025 This Annual Performance Report is the second annual report relating to Our Council Plan. Our Council Plan 2023-28 was approved by Council in June 2023 following consultation with our residents. It is our joint plan, our contract with our communities, Our Council Plan. This report provides an at a glance summary of how we’ve supported our residents of North Ayrshire during 2024 to 2025. You can find full details in our magazine style Council Plan Progress Reports published on our website (Council performance (north-ayrshire.gov.uk)). We are proud to serve our people of North Ayrshire and would like to say thank you to everyone who has supported the delivery of our services including our communities, third sector, public and private partnerships and of course our employees. Our Vision – A North Ayrshire that is fair for all. Our Mission – Working together to improve the lives of our people in North Ayrshire. Our four Council Plan priorities are interlinked and interdependent.
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2024 to 2025 About us Elected Members • 12 Scottish National Party (SNP) • 11 Labour Group Members (8 Scottish Labour Party and 3 Labour and Co-operative Party) • 6 Scottish Conservative and Unionist • 2 Reform UK • 2 Independent Employees • 6,406.64 Full Time Equivalent employees • 7,578 employees • 76% female • 24% male Key facts • Population: 133,570 • 64,633 households • Life Expectancy: o Female: 79.3 years o Male: 74.9 years • 19,208 children and young people attend our schools and early years centres (including partner early years centres) • 24.3% of children in North Ayrshire live in poverty (after housing costs) • 70.3% of residents are in employment • 40.9% of our residents live in the most deprived Scottish Index of Multiple Deprivation areas Key assets include: • North Ayrshire is 886 sq.km (mainland is 441 sq.km and our islands are 445sq.km) • 225km coastline with 16 beaches (including three Sites of Special Scientific Interest (SSSI) • 44 Local Authority Early Years Provisions • 15 Partner Early Years Provisions • 49 Primary Schools • 8 Secondary Schools • 1 Additional Support Needs School • 1 Through School (Early Learning Centre, Primary and Secondary School combined) • 13,315 council homes • 1,118 km carriageway • 3,900mm footpaths • Approximately 23,750 streetlights • Over 275 Hectares of woodland • 15,992kW installed capacity of low carbon heat and electricity generation across our council’s estate
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Financial Overview Chief Executive's , £20.782, 5% Education, £170.791 , 39% Communities & Housing, £11.865 , 2% Place, £57.815, 13% Health and Social Care Partnership, £135.243, 31% Other Corporate Items, £9.573, 2% Financing Costs, £34.445, 8% Allocation (£000's) Scottish Government General Grant, £326.331, 74% Scottish Government Specific Grant, £6.664, 2% Non Domestic Rates, £41.38, 9% Council Tax, £66.139, 15% Funding (£000's)
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Our Performance This section highlights key areas we have delivered under each of the four priorities: ‘Wellbeing’, ‘Communities and Local Democracy’, ‘Climate Change’ and ‘A Sustainable Council’. Full details can be found in our six monthly Council Plan Progress Reports on our website Council performance (north-ayrshire.gov.uk) Wellbeing • Recent statistics published by the End Child Poverty Coalition showed that child poverty within North Ayrshire decreased from 29.2% in 2022-23 to 24.3% in 2023-24. This reduction of 4.9 percentage points was the largest in Scotland over this time period. • We have been selected as one of three places to engage in the Collaboration for Health Equity in Scotland (CHES) programme. Over the next two years, we will work in partnership with Public Health Scotland and the Institute for Health Equity to reduce health inequity in North Ayrshire through improving the conditions people live and work in. The ultimate aim is to enable people to live longer, healthier lives by addressing the root causes of health inequalities and preventing illness before it starts. • During 2024 to 2025, our Money Matters team received 5,842 referrals and secured £21.5 million in financial gains through income maximisation for service users. • Our council was successful in becoming one of Scotland’s Fairer Future Partnerships (FFP). This £350,000 investment enabled our new Child Poverty Strategy Team to be established in January. It will enhance a systematic approach to addressing child poverty in North Ayrshire. • We have implemented our Strategic Housing Investment Plan 2024 to 2029, including starting on-site at Ayrshire Central Hospital in Irvine and at the former Garnock Academy site in Kilbirnie and completion of sheltered housing refurbishment projects at Cheviot Court, Irvine and Barnett Court, Saltcoats. • Montgomerie Park Primary School, Moorpark Primary School and Marress Early Years Centre all opened in the second half of 2024. Montgomerie Park Primary is the first Passivhaus school in the region, which means the school has been built to a standard which provides a high level of comfort for pupils and employees while using very little energy for heating and cooling. • Almost £2.1 million in external funding has been secured to advance the Local Transport and Active Travel Strategy. • We commissioned a study into opportunities for Community Transport, specifically examining the existing public transport provision on Arran and in the Garnock Valley. • A key focus for our Community Learning and Development Team has been supporting schools by delivering our ‘Bounce Back Your Resilience’ youth work programme. This programme is delivered by young people in local primary schools and is tailored to empower Primary Six and Seven pupils across North Ayrshire. Our young people said: “You all helped me realise not to care so much about what others think.” “The youth workers were all amazing there was nothing I didn’t like.” “I have learned to believe in myself and try to stop doubting myself if I fail.” • During 2024 to 2025 we delivered 71 new homes across North Ayrshire.
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Communities and Local Democracy • We completed a review of our locality planning framework, agreeing a number of recommendations informed by feedback from participants, which will further strengthen local democracy • We published our new Participation Strategy which will focus on raising awareness of participation processes including locality partnerships and enhance our budget consultation. • Our Community Investment Fund continued to support our priorities through community groups. This included £41,000 for Beith Hive to support transport connectivity for childcare in the Garnock Valley. • Our Community Asset Transfer Team has received 17 expressions of interest during 2024 to 2025, with 56 council assets under community management to date. We have expanded our capacity to support Community Asset Transfers (CATs) through engaging with our Active Schools team. • A number of activities were delivered for our care experienced young people through our Corporate Parenting Summer Programme, as well as Active Schools and Community Partnership Officers working closely with our Health and Social Care Partnership. 638 of our young people took part, with 71% supported into longer term extra-curricular activity. Over 65% of attendees felt safer, that they were achieving more and/or felt more respected. • Our council services delivered a coordinated approach to protect our residents and keep critical services running during Storm Eowyn. • Our Financial Inclusion Partnership is developing a communications plan to help promote services to island residents, our gypsy traveller community, those who are digitally excluded and residents with disabilities • The Multiply project focused on supporting maths skills and qualifications in adults. To deliver Multiply we worked with partners including CHAP, TACT, University of Highlands and Islands, Ayrshire College and 15 community organisations. Throughout the year Multiply delivered 521 activities, 2,339 adults participated with 505 achieving qualifications. • Our 2024 to 2025 small grants participatory budgeting saw 15,882 votes cast across North Ayrshire, with £171,377 awarded to 190 groups across North Ayrshire • 8,620 young people contributed to youth participatory budgeting through online voting and deciding how local money could be sent of projects to benefit our young people. Our digital approach was included as an example of good practice at the international Consul Conference in February. • Overall service satisfaction among North Ayrshire Council tenants has risen to 92%, marking an improvement on the previous result for 2021 of 88.74%. Our three yearly tenant satisfaction survey ran from November 2024 to January 2025, with 1,490 responses representing 40% of all our sampled tenants. • Our North Ayrshire Islands Programme was a finalist in COSLA’s Excellence Awards in the category of ‘Strengthening Communities and Local Democracy’, in recognition of the unique partnership approach taken. We continue to work closely, positively and progressively with partners to ensure the Island Plan priorities are front and centre of local decision making where possible.
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Climate Change • Installation of our council’s two new solar photovoltaic (PV) farms is now complete with the next phase being the connection to the electricity network and commissioning works. They are expected to generate £400,000 of revenue per year over 25 years as well as reduce our carbon footprint whilst also providing funding for community initiatives through the renewable energy community benefits scheme. • A £17.4m award from the Levelling Up Fund Round 3 was secured from the UK Government. This will support Levelling Up for Ayrshire, Commercial and Low Carbon Infrastructure. • 15 households on Cumbrae and 25 in Kilwinning have been identified for improvements via the Energy Efficient Scotland: Area Based Scheme. This will help address the impact of energy costs and address fuel poverty. • Four community renewable projects have been awarded £130,000 in funding through the Community Renewable Energy Generation Fund. • The ECO4 Flex scheme provides funding for energy efficiency improvements in homes, primarily targeting low income and vulnerable households. Our funding of £902,809 has supported 32 households with the installation of over 134 energy saving measures to improve home energy efficiency. • 16 small and medium sized enterprises (SMEs) have enrolled for a first of its kind islands Net Zero Accelerator programme. This helps businesses increase sustainability, reduce their carbon footprint and work towards eliminating greenhouse gas emissions. Part funded by Zero Waste Scotland, collaborative projects are emerging. • Over the year our bulky waste reuse partner, Cunninghame Furniture Recycling Company, collected 902 mattresses (24 tonnes) and 212 tonnes of household furniture as part of an initiative to promote opportunities for their reuse, assisting 1,787 households to furnish their homes whilst also employing 17 people within North Ayrshire. • We have switched 36 refuse collection vehicles from diesel fuel to Hydrotreated Vegetable Oil (HVO). • In November 2024, the third and final stage of the Fairlie Coastal Path was completed with the opening of a new, improved and safer access to the coastline for residents and visitors to the area.
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A Sustainable Council • Our most recent Best Value Thematic Audit focusing on Workforce Innovation was positive, showing how our council is responding to current challenges by building capacity, increasing productivity and innovation. • Our Transformation Programme continues to progress, with key milestones reached within the Digital Workstream, Irvine Property Review as well as the Nethermains and Shewalton Solar PV Farm detailed above. • The Transformation Board is overseeing service reviews across the Learning Resource; Housing Service; Financial Inclusion Services; External Residential Placements; Economic Development, Growth and Regeneration; and Waste Services. • The Irvine Locality Review is progressing to align our operational property estate to the changing workstyles of our workforce. To date we have: o Relocated Genealogy from Irvine Townhouse to Irvine Library resulting in increased footfall. o Relocated 255 colleagues to Cunninghame House. o Relocated the Eglington Trophy to the Heritage Centre. o Approved a £300,000 investment in a Community Wealth Building Initiative to support the exploration of a wellbeing enterprise hub at the current Greenwood Conference Centre site. • We have generated £886,199 in income from our commercial property estate. • £17.4m was secured from the UK Government via the Levelling Up Fund. • In 2024 to 2025, 81 Skills for Life placements were created in partnership with the following services and organisations: Streetscene; Facilities; Clerical in various departments; Pupil Support Assistants; Third Sector; Step Into Sustainable Business; Care At Home and the Stores through the Health and Social Care Partnership. 51 of the placements were across other council services. • We delivered a comprehensive public engagement exercise to inform our budget setting process for 2025 to 2026. The revised approach generated increased engagement from our communities, with 4,461 responses received in addition to community group feedback.
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Next Steps Next steps for the next six months are included in our six-monthly Council Plan Progress Reports on our website www.north-ayrshire.gov.uk. How do we compare? You can discover how our performance compares to other Scottish local authorities through the national Local Government Benchmarking Framework online tool or through our LGBF Report published within our Year End reporting on our website www.north-ayrshire.gov.uk.
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We strive to make our reporting as accessible as possible. If you have any questions or require further information on our council’s performance please contact: The Corporate Policy and Performance Team Tel: 01294 310000 Email: NorthAyrshirePerforms@north-ayrshire.gov.uk Reports can be viewed at: Council performance (north-ayrshire.gov.uk)