Agenda Document Pack - Cabinet - 30/09/2025
North Ayrshire Council · 30 September 2025
Back to Cabinet — 30 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, Cunninghame House, Irvine KA12 8EE Cabinet A Meeting of the Cabinet of North Ayrshire Council will be held in the Council Chambers, Ground Floor, Cunninghame House, Irvine, KA12 8EE on Tuesday, 30 September 2025 at 14:30 to consider the undernoted business. Meeting Arrangements - Hybrid Meetings This meeting will be held on a predominantly physical basis but with provision, by prior notification, for remote attendance by Elected Members in accordance with the provisions of the Local Government (Scotland) Act 2003. Where possible, the meeting will be live-streamed and available to view at https://north-ayrshire.public- i.tv/core/portal/home. 1 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 2 Minutes The accuracy of the minutes of meeting of the Cabinet held on 2 September 2025 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). Reports by the Director (Health and Social Care Partnership) 3 Chief Social Work Officer Annual Report 2024/25 Submit a report by the Director (North Ayrshire HSCP) providing Cabinet with awareness of the annual Chief Social Work Officer report which is required by the Scottish Government (copy enclosed). 4 Integration Joint Board Financial Position Submit report by the Director (North Ayrshire HSCP) providing Cabinet with an update on the financial position of the IJB (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Reports by the Executive Director (Communities and Housing) 5 Local Housing Strategy 2023-2028: 2024/25 Progress Update Submit a report by the Executive Director (Communities and Housing) providing an annual update on progress of the Local Housing Strategy 2023-2028 and seeking approval for the update to be submitted to Scottish Government (copy enclosed). 6 North Ayrshire Housing Allocations Policy 2025-30 Submit a report by the Executive Director (Communities and Housing) seeking approval from Cabinet of North Ayrshire Housing Allocations Policy 2025-30 (copy enclosed). 7 Proposals for Community Investment Fund (CIF) Expenditure Submit a report by the Executive Director (Communities and Housing) to determine applications by Locality Partnerships to allocate CIF funding to proposed projects (copy enclosed). Reports by the Executive Director (Place) 8 Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan Submit a report by the Executive Director (Place) on the progress and next steps in relation to the publication of the Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan (copy enclosed). 9 Draft Local Coastal Change Adaptation Plans Submit a report by the Executive Director (Place) on the completion of the draft Local Coastal Change Adaptation Plans for ‘Sandylands Promenade & Stevenston Beach’ and for ‘Irvine Harbour & Irvine Beach’ and seeking approval for publication of the plans as the Council’s preferred policy for coastal change adaptation as the two study areas (copy enclosed). 10 Urgent Items Any other items which the Chair considers to be urgent. 11 Exclusion of the Public - Para 1 Resolve in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following item of business on the grounds indicated in terms of Paragraph 1 of Part 1 of Schedule 7A of the Act. Non Disclosure of Information In terms of Standing Order 21 (Disclosure of Information), the information contained within the following report is confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 12 Exempt Report: Historical Equal Pay Claims Submit a report by the Head of Service (People and ICT) on the above (copy issued separately by email). Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Chloe Robertson Christina Larsen Chair: Apologies: Attending: 4
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Cabinet 2 September 2025 At a Meeting of the Cabinet of North Ayrshire Council at 2.00 p.m. involving a combination of participation by remote electronic means and physical attendance within the Council Chambers, Irvine Present (Physical Participation) Marie Burns, Alan Hill, Christina Larsen, Shaun Macaulay and Chloe Robertson, and for consideration of Education Authority Business Elizabeth Turbet and Jacqui McKenzie. Present (Remote Participation) *Tony Gurney (Attended later in the meeting). In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director, A. McClelland, Head of Service, K. McCormick, Executive Manager and L. Kayes, Policy and Performance Officer (Child Poverty) (Education); D. Hammond, Executive Director and R. Leith, Head of Service (Connected Communities) (Communities and Housing); R. McCutcheon, Executive Director, L. Kirk, Head of Economic Development, Growth and Regeneration and L. Cree, Head of Service (Sustainability, Transport and Corporate Property) (Place); E. Stewart, Head of Service (Children, Families and Justice) (Health and Social Care Partnership); M. Boyd, Head of Finance, D. Forbes, Senior Manager (Strategic Business Partner), J. McCallum, Senior Manager (Audit, Fraud, Safety, Risk and Insurance) and J. Walls, Team Manager (Health and Safety) (Finance); J. McNeil, Senior Manager (ICT) and G. Alston, Team Manager (ICT and Cyber Security) (People and ICT); A. Craig, Head of Democratic Services, R. Lynch, Senior Manager (Legal Services), I. Hardy, Senior Manager (Policy, Performance and Democracy) and L. Lewis, Information Governance and Data Protection Manager, J. Hutcheson, Senior Communications Officer (Media and Internal Communications) and C. Stewart, Committee Services Officer (Democratic Services) (Corporate Services). Chair Marie Burns in the Chair. 1. Chair’s Remarks Prior to commencing with the business of the meeting, Councillor Burns, Chair, advised Cabinet that Councillor Johnson had recently stepped down from her position as Cabinet Portfolio holder for the Health and Social Care Partnership, and Councillor Chloe Robertson had replaced her as the new Cabinet Portfolio holder for the Health and Social Care Partnership. Councillor Burns took the opportunity to thank Councillor Johnson for all her hard work and diligence during her time as Cabinet Portfolio holder for the Health and Social Care Partnership and warmly welcomed Councillor Robertson to her first meeting of Cabinet as her replacement. Agenda Item 2 5
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2. Declarations of Interest There were no declarations of interest by Members in terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors. 3. Minutes The Minutes of the Meeting of the Cabinet held on 3 June 2025 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 4. Education Service Standards and Quality Report 2024-25 Submitted a report by the Executive Director (Education) on publishing the Standards and Quality Report (SQR), attached at Appendix 1 to the report, highlighting key progress towards the Education Service improvement priorities and the National Improvement Framework priorities made during session 2024-25. Officers responded to Members’ questions and the Cabinet noted the content of the report and agreed to approve the publication of the Standards and Quality Report attached at Appendix 1 to the report in accordance with statutory requirements. 4. Education Authority Annual Service Improvement Plan 2025-26 Submitted a report by the Executive Director (Education) seeking approval for publication of the Education Authority’s annual Service Improvement Plan for 2025-26 attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to (a) approve the Service Improvement Plan for 2025-26, noting its alignment with the Council Plan priorities and the National Improvement Framework (NIF) priorities; and (b) otherwise note that, following approval, the Plan would be published and submitted to Scottish Ministers, in line with statutory requirements. 5. North Ayrshire Council (NAC) Education Service - Ayrshire Growth Deal tool Submitted a report by the Executive Director (Education) on the development of the Education Service’s Ayrshire Growth Deal tool for use by education establishments (learners and staff). Cabinet received a demonstration on the operation of the tool. Officers responded to Members’ questions and Cabinet agreed to (a) note the content of the report; and (b) endorse the purpose, use and further development of the tool within NAC educational establishments. 6. Child Poverty Action Plan Progress Report 2024-25 Submitted a report by the Executive Director (Education) on the Child Poverty Action Plan Progress Report 2024-25 attached at Appendix 1 to the report. Cabinet agreed to the publication of the Child Poverty Action Plan Progress Report 2024-25 attached at Appendix 1 to the report and its submission to the Scottish Government in accordance with statutory requirements. 6
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7. Regulation of Investigatory Powers (Scotland) Act 2000 Submitted a report by the Head of Democratic Services providing an update on the Council’s use of the Regulation of Investigatory Powers (Scotland) Act 2000 (RIPSA). Officers responded to Members’ questions and Cabinet agreed to note the measures in place to secure compliance with RIPSA and the use the Council has made of the Act since the previous report on the matter. 8. Generative AI Policy Submitted a report by the Head of Democratic Services introducing a policy that defined the procurement and acceptable use of ‘generative artificial intelligence’ enabled technologies within North Ayrshire Council environment. The draft policy and business case were attached at Appendices 1 and 2, respectively, to the report. Officers responded to Members’ questions and Cabinet agreed to approve the policy to ensure employees and Members were aware of the scope and acceptable use of AI-enabled technologies. 9. Our Council Plan Year End Progress Reporting including LGBF Analysis Submitted a report by the Head of Democratic Services for approval of the Council Plan Year End Progress Reporting. The Local Government Benchmarking Framework (LGBF) - Analysis of June 2025 Data Release, the six-monthly Council Plan 2023-28 Progress Update, Year End 2024/25 and the Annual Performance Report 2024/25 were attached at Appendices 1-3, respectively, to the report. Officers responded to Members’ questions and Cabinet agreed to (a) note (i) progress within the LGBF Report as at June 2025 attached at Appendix 1 to the report, (ii) Cabinet approval related to the content of the report, not the layout or media used to ensure future flexibility for production of accessible format reports, and (iii) the report would be presented to the Audit and Scrutiny Committee for consideration at its meeting on 2 October 2025; and (b) approve (i) Our Council Plan Six Monthly Progress Report 1 October to 31 March 2025 attached at Appendix 2 to the report, and (ii) Our Council Plan Annual Performance Report attached at Appendix 3 to the report. Note: Councillor Gurney joined the meeting during consideration of the above item. 10. Health and Safety Annual Report 2024/25 Submitted a report by the Head of Finance providing Cabinet with an annual report on the Health and Safety performance within Council Services during 2024/25. The Corporate Health and Safety Annual Report and 3 Year Statistical Comparison was attached at Appendix 1 to the report. Cabinet agreed to note the Annual Health & Safety Performance update for 2024/25 and the statistics covering a 3-year period. 11. Revenue Budget 2025/26: Financial Performance to 30 June 2025 Submitted a report by the Head of Finance on the financial performance for the Council at 30 June 2025. 7
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Officers responded to Members’ questions and the Cabinet agreed to (a) note (i) the information and financial projections outlined in the report, and (ii) the latest financial projection for the Health and Social Care Partnership highlighted at section 2.6 of the report; and (b) approve the virements detailed in Appendix 8 to the report. 12. Capital Programme and Treasury Management Performance to 30 June 2025 Submitted a report by the Head of Finance on progress in delivering the Capital Investment Programme 2025/26 and the associated Treasury Management performance to 30 June 2025. Officers responded to Members’ questions and Cabinet agreed (a) to approve the virement proposal noted within the HRA programme detailed in Appendix 2 to the report; (b) note (i) the revisions to budgets outlined in the report; (ii) the General Services and HRA revised budgets at 30 June 2025 and the forecast expenditure to 31 March 2026; and (iii) the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 13. Call for Views on the Children (Care, Care Experience and Services Planning) (Scotland) Bill Submitted a report by the Director (North Ayrshire HSCP) providing a draft response from North Ayrshire Council on the Children (Care, Care Experience and Services Planning) (Scotland) Bill, for consideration and further feedback. Cabinet agreed to note the initial response submitted to the Scottish Parliament’s Education, Children and Young People Committee and the position that any additional response or comment could, thereafter, be supplied to that Committee separately. Cabinet further requested that updates would be brought as appropriate. 14. Proposals for Community Investment Fund (CIF) Expenditure Submitted a report by the Executive Director (Communities and Housing) to determine applications by Locality Partnerships to allocate CIF funding to proposed projects. An application from the North Coast and Cumbraes Locality Partnership by Friends of Kirktonhall Glen was attached at Appendix 1 to the report. Having reviewed the application in line with the CIF criteria, the Cabinet agreed to approve the application in relation to Friends of Kirktonhall Glen attached at Appendix 1 to the report. 15. B714 Upgrade Submitted a report by the Executive Director (Place) on the progress of the B714 Upgrade. Officers responded to Members’ questions and Cabinet agreed (a) to approve the submission of the Final Business Case to the UK Government for approval attached as Appendix 1 to the report; (b) subject to approval of the Final Business Case and funding allocation by UK Government, that Services progress land acquisition and delivery of the project; and (c) otherwise to note the progress made to date on the project. 8
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16. Urgent Items There were no urgent items. 17. Exclusion of the Public – Paras 8 & 9 Cabinet resolved in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following item of business on the grounds indicated in terms of Paragraphs 8 & 9 of Part 1 of Schedule 7A of the Act. Non Disclosure of Information In terms of Standing Order 21 (Disclosure of Information), the information contained within the following report is confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 18. Exempt Report: Irvine - Proposed Sale of land Submitted a report by the Executive Director (Place) on the above. Officers responded to Members’ questions and Cabinet agreed to approve the recommendation as detailed in the report. The meeting ended at 4:15 p.m. The full meeting proceedings can be viewed at https://north-ayrshire.public-i.tv/core/portal/home 9
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NORTH AYRSHIRE COUNCIL 30 September 2025 Cabinet Title: Chief Social Work Officer Annual Report 2024-25. Purpose: To provide Cabinet with awareness of the annual Chief Social Work Officer report which is required by the Scottish Government. Recommendation: It is proposed that Cabinet: 1. Notes the contents of this report, in particular the successes and challenges 2. Acknowledges the three key issues brought to the attention of Cabinet 3. Requests that the CSWO submit the annual report to Chief Social Work Advisor in Scottish Government. 1. Executive Summary 1.1 There is a requirement for every Local Authority to appoint a professionally qualified Chief Social Work Officer (CSWO) and this is contained within Section 3 of the Social Work (Scotland) Act 1968 as amended by Section 45 of the Local Government etc. (Scotland) Act 1994. 1.2 In line with the legislation and guidance, the CSWO is required to prepare an annual report for the Council, on all statutory, governance and leadership functions of the CSWO role. 1.3 This report was also presented to the Integration Joint Board on 25th September 2025. 2. Background 2.1 In 2014, the Office of the Chief Social Work Adviser, following consultation with CSWOs across Scotland, SOLACE and others, identified a more standardised approach to the annual report. 2.2 The report provides an overview by the CSWO of the partnership structures, governance arrangements and the performance of social services in the context of the demographic landscape of North Ayrshire. It looks more closely at the statutory functions of the service and the quality and workforce development within services. Agenda Item 3 11
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2.3 The report highlights the range of Social Work activity throughout the year and places that in the context of the socioeconomic challenges faced locally. Within the report there are three key issues I would like to bring to the attention of Cabinet: 1. Practice. Practice remains strong. We have seen our workforce vacancy rate sit in to 10 – 12 percent range cross Social Work services. Our internal pipeline of graduates and dedication from our practice educators and team managers is allowing us to maintain staffing levels and to safely integrate newly qualified Social Workers. Case reviews across the year provide assurance on the leadership, value base and ethical nature of Social Work practice and decision making. 2. Public Protection. • The year past has seen a new independent chair for APC and CPC, Derek Frew, who has offered fresh eyes and perspectives that have been supportive of our strategic aims in public protection. I would also wish to formally acknowledge John Pattersons many years of service to North Ayrshire following his retirement. • Our level of children subject to statutory measures remains high at 258 however the number of orders terminating is down 30% from the previous year. Child Protection Orders are also at their highest levels since pre covid times. This data begins to evidence the complexities and increasing risk profile which directly impacts on our front-line Social Work capacity in children and families Social Work. • Our justice services continue to see high levels of activity in relation to unpaid work, and bail assessments which would reflect the courts seeking community disposals given the pressures present within the prison estate. I would also commend the practice of our services in managing the early release scheme in the year past. • Mental health and addiction services have maintained high levels of performance in terms of accessibility to services. The opening of the new Mental Health Unscheduled Care Hub is an important development from a Social Work perspective as last year’s concerns about the mental health and wellbeing of our residents has shown no sign of diminishing. In the year past we saw emergency and short-term detentions pass last year’s record numbers by 20% (emergency) and 14% (short term). Alongside this, the number of individuals for whom the CSWO is their legal guardian also increased to by 25% to 151. • Our adult support and protection activity has also continued to see increased activity with AP1’s and AP2’s at their highest level. Underpinning this is a continued steady number of adult concern reports which evidences a good understanding from partners of risk and an understanding of the role of Social Work services in assessing and managing risk. 12
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• Considerable efforts have been made to strengthen our position in relation to our understanding of how responses to the most significant incidents of domestic violence safeguard women and children. This is a complex area of practice for agencies working together within a pan Ayrshire context. With this in mind, North Ayrshire has been working to understand and address the issue of multiple referrals to the Multi Agency Risk Assessment Conference (MARAC). Alongside this North Ayrshire Council have invested in a new lead officer post which is currently being recruited to in order to maximise the coordination and impact of our interventions in this critical area. • Learning review requests continued to be received over the year with 2 reviews commissioned. Common themes reflect the increasing risk profile and levels of distress being experienced. 3. The impact of the financial context. Our risk exposure continues to grow with every passing month. Last year’s overspend of £3.593m of which £2.036 was in social care services placed financial strain on parent bodies and reflects the level of need and demand present in our communities and the increasing cost of delivering care. Work underway in the development of the 2026-27 budget are worthy of early notification in terms of its impact on sustainable service delivery options. In the social work and social care sector the ability to manage services is critically driven by demand and capacity variables. Professional advice offered has been clear in relation to the risks of being able to meet all Social Work duties. A clear position has been taken in relation to the non-negotiable nature of leaving children or adults in situations where they are likely to experience significant harm. I am confident in the judgement being exercised by the professional Social Work leads across service areas in this regard. With the continued pressure on public finances in the immediate and longer term, the backdrop of local population need described in the annual report requires us to ensure the focus remains on managing risk and ensuring that every resource is utilised to its maximum and reaches our most vulnerable residents first. That invariably means that in some cases residents will experience an absence of service that will be difficult for them and their families. 3. Proposals 3.1 It is proposed that Cabinet notes the key themes and challenges detailed in the report and that it endorses the report as set out in Appendix 1 and asks the CSWO to submit this to Scottish Government. 13
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4. Implications/Socio-economic Duty Financial 4.1 None Human Resources 4.2 None Legal 4.3 The delivery of Social Work services remains a statutory duty of North Ayrshire Council whilst delegated to be delivered by the Health and Social Care Partnership. Equality/Socio-economic 4.4 None Climate Change and Carbon 4.5 None Key Priorities 4.6 This report covers matters which contribute to the key priorities contained within the Council and IJB strategic plans. Community Wealth Building 4.7 None Islands Communities Impact Assessment (ICIA) 4.8 None United Nations Rights of the Child (UNCRC) 4.9 This report highlights issues that have a direct and indirect impact on the rights of children and young people particularly in relation to article 3. Article 3 states that (1) in all actions concerning children the best interests of the child shall be a primary consideration. (2) States Parties undertake to ensure the child such protection and care as is necessary for his or her well-being, taking into account the rights and duties of his or her parents, legal guardians, or other individuals legally responsible for him or her, and, to this end, shall take all appropriate legislative and administrative measures. (3) States Parties shall ensure that the institutions, services and facilities responsible for the care or protection of children shall conform with the standards established by competent authorities, particularly in the areas of safety, health, in the number and suitability of their staff, as well as competent supervision. 14
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This report outlines child protection practices, a commitment to keeping families together wherever possible and on the quality of residential and fostering services which indicates how North Ayrshire works to uphold article 3. Consumer Duty 4.10 None 5. Consultation 5.1 The Partnership Senior Management Team and operational services have contributed to the contents of this report Caroline Cameron Executive Director / Chief Officer HSCP For further information please contact Scott Hunter, Chief Social Work Officer, on scotthunter@north-ayrshire.gov.uk. Background Papers Chief Social Work Officer Annual Report 2024 - 2025 15
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Chief Social Work Officer Report 2024 – 2025 16
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Contents Introduction .............................................................................................................. 1 Demographics .......................................................................................................... 2 Locality Planning...................................................................................................... 3 Progress 2024 to 2025 .......................................................................................... 3 Localities – Initial Insight ..................................................................................... 3 Garnock Valley ................................................................................................... 3 Irvine ................................................................................................................... 4 Kilwinning ........................................................................................................... 5 North Coast and Cumbrae ................................................................................ 5 Three Towns ....................................................................................................... 6 Arran ................................................................................................................... 7 Planned Activity .................................................................................................... 7 1. Governance, Accountability and Statutory Functions ................................... 8 1.1 Overview of the North Ayrshire Health and Social Care Partnership ......... 11 Visions, Values and Priorities ............................................................................ 11 2. Service Quality and Performance ................................................................... 12 2.1 Children, Families and Justice Services .................................................... 12 Brighter Pathways Programme Board ................................................................ 12 Whole Family Wellbeing Fund ........................................................................... 12 Promise Conference .......................................................................................... 13 Family Centred Wellbeing Service ..................................................................... 13 Child Protection Registrations ............................................................................ 14 Breastfeeding ..................................................................................................... 14 United Nation’s Convention on the Rights of the Child ...................................... 15 Child Healthy Weight ......................................................................................... 16 Health Visiting .................................................................................................... 16 Key Performance Indicators ............................................................................... 19 2.2 Adults ......................................................................................................... 22 North Ayrshire Drug and Alcohol Service ........................................................... 22 North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) ........................................................................................................................... 23 Anam Cara Refurbishment ................................................................................ 24 Mental Health Facility ......................................................................................... 26 17
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Trindlemoss Day Opportunities .......................................................................... 27 Out of Hours Social Work Service ...................................................................... 28 Self-Directed Support ......................................................................................... 28 Care at Home .................................................................................................... 29 Carers ................................................................................................................ 30 2.3 Criminal Justice .......................................................................................... 31 Multi Agency Public Protection Arrangements (MAPPA) ................................... 31 Community Payback Orders .............................................................................. 31 Drug Treatment and Testing Order .................................................................... 32 Diversion from Prosecution ................................................................................ 33 Case Study: Employability Mentors ................................................................... 34 Key Performance Indicators ............................................................................... 36 3. Resources ........................................................................................................ 39 3.1 Financial Pressures ................................................................................... 39 3.1 2025-26 Budget ........................................................................................ 39 3.4 Medium Term Financial Outlook .................................................................. 42 4. Workforce ......................................................................................................... 44 4.1 Workforce Planning .................................................................................... 44 4.2 Workforce Support and Development ........................................................ 46 18
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1 Introduction Welcome. It is a pleasure to introduce this year’s Chief Social Work Officer report for North Ayrshire which covers the period 1st April 2024 through 31st March 2025. It is now very evident within the local context that because of sustained societal, economic and wider macro political factors we are seeing a worsening picture in terms of our ability to support everyone in our community who needs our support. This is counter intuitive to the Social Work task. We see increasing demands for services, rising complexity and comorbidity, escalating care costs, workforce challenges, policy and legislative developments. The solution to the challenges we face lies in our commitment to partnership working. From our interface with our NHS colleagues, Police Scotland and the wider North Ayrshire Council, Social Work services model an approach that respects and values difference and seeks the common ground to challenge inequality in our society. This report evidences that despite these challenges Social Work and Social Care services continue to deliver consistent services through the dedication of our practitioners and their commitment to support and protect the citizens of North Ayrshire. I am also pleased to report that our leadership and governance arrangements have remained strong in the year past. Engagement and questioning by the Integration Joint Board and NAC Executive Leadership Team on Social Work matters has been productive and supportive. Alongside this our Social Work Governance Board has offered direction on a range of key areas across all spheres of Social Work and remains a lively forum for professional discussion with representation from all levels of Social Work in North Ayrshire. Finally, I would like to place on record my appreciation for the compassion and commitment displayed day in, day out by our practitioners, managers, business support staff and partners to ensure that Social Work and Social Care services are delivered to the very best of our abilities. Scott Hunter Chief Social Work Officer North Ayrshire Health and Social Care Partnership 19
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2 Demographics North Ayrshire is home to approximately 133,570 people, (National Records for Scotland, Mid-2023 Population Estimates Scotland) all living in its many towns, villages, and islands, with slightly more females (52.1%) than males (47.9%). 15.8% of the population are aged 0 to 15 years, 9.3% are aged 16 to 24 years, 21.7% are aged 25 to 44, 29.1% are aged 45 to 64 years of age, 13.2% ages between 65 to 74 years of age, with 11.0% of our population aged 75 years and above. The latest update of the Scottish Index of Multiple Deprivation has reconfirmed the deep structural challenges faced by many communities in North Ayrshire, despite steady progress by North Ayrshire Council in its ongoing commitment to eradicate poverty. North Ayrshire is ranked as the fifth most deprived council area in Scotland. Some of the area’s most heavily affected by deprivation are concentrated in the Three Towns and Irvine areas but areas in Kilwinning and the Garnock Valley also have above average deprivation. 20
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3 Locality Planning Locality Planning is the local mechanism for strategic planning in which local priorities are developed for smaller geographical areas across the local authority. In 2023 it was decided that the framework for carrying out Locality Planning would be revised in order to involve new methods for community engagement and ensuring continued leadership through new Locality Chairs. The HSCP is now halfway through its 2-year process to carry out extensive research in order to develop locality plans with localised priorities and actions for each area. The research process involves: • Engagement: Twice per year, Locality Conversations will be held within each locality in order to collect information from different people within the communities, and feedback what we are doing with the information • Local data: Overall locality data to identify the initial priorities and more in- depth data on specific issues for each area. • Local services: Mapping the existing services across each locality. • Community Planning: consideration of the existing locality priorities the wider community planning partnership is working towards. Progress 2024 to 2025 The first set of locality conversations took place between the 15th and 22nd of April 2024 and were in the form of 2-hour workshops with local staff and members of the public invited to intend. This allowed us to explain a bit about the new process and collect initial community perceptions and challenges. There were 5 workshops held with 32 participants. In September 2024, local community groups that focussed on people with shared characteristics were contacted and visited by an Engagement Officer to discuss if there were any specific barriers experienced to accessing health and social care services as a result of their shared or protected characteristics. The aim of this was to ensure that the experiences of different equalities groups were captured in the process, and they were visited at their own spaces to ensure attendance, and over the month of September, 23 groups were visited with 206 participants. Localities – Initial Insight Garnock Valley Garnock Valley seems to sit around the middle of the localities in terms of performance indicators, but our residents still experience poorer outcomes when compared to the Scottish figures. For example, 40.3% of the population lives within the 20% most deprived areas and the child poverty rate in the Kilbirnie and Beith Ward at 29.5% is above the general North Ayrshire rate of 29%. All areas within North Ayrshire have a higher over 65 population than Scotland, with Garnock Valley at 21.6% compared to Scotland’s 19.6% and North Ayrshire’s 23.3%, 21
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4 and general health indicators are also around the middle of the other localities, though Garnock Valley does have highest deaths per 100,000 for those aged 15-44. Indicators for Garnock Valley are generally consistent across the majority of outcomes that they perform better than North Ayrshire but worse than Scotland. This is why it is important to recognise that although there are other localities with higher poverty and deprivation, a higher older population, more complex health needs etc. it still experiences issues when compared to other parts of Scotland. So far, 23 people from the Garnock Valley have participated in engagement between the general and targeted equality engagement. Initial issues discussed in the Locality Planning Review groups and engagement have included: • Poor transport links across the area and the impact of accessing appointments and work. • Access to GPs and possibility of targeted clinics for key issues in community spaces. • Finding information about health and care services. • Long waiting lists. • Older population and digital accessibility. Irvine Irvine is the largest locality in North Ayrshire by population, and one of the more accessible in terms of local services and amenities. According to data it has much higher levels of deprivation than the national levels but is not as high as some of the other areas in North Ayrshire, for example 45.7% of the population lives within an area that is within the 20% most deprived in Scotland, which is only third highest locally. For many indicators Irvine performs the poorest other than Three Towns, such as for drug related hospital admissions, alcohol specific deaths, psychiatric patient admissions. Unemployment is not as high as other areas, the third lowest in the area behind Arran and North Coast and is about average for Scotland, and Health and Social Work is the second highest employment sector behind wholesale and retail, and the GVA per capita is higher than average for the area, possibly due to Irvine being the most populous town in the area. So far, 98 people from Irvine have participated in engagement between the general and targeted equality engagement. Initial issues discussed in the Locality Planning Review groups and engagement have included: • Low-level social interventions and community support groups in promoting mental and physical wellbeing. 22
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5 • Affordable leisure options and increased funding and support for community- run initiatives. • Increased patient voice in care planning. • Difficulty in accessing reliable information about health and social care services. • Outdated or incorrect online information makes it hard to navigate resources. Kilwinning Kilwinning performs poorly for economic indicators, with the second highest rate of unemployment and the second highest proportions of people living within the 20% most deprived area in Scotland, behind Three Towns for both. Child poverty in the Kilwinning ward is slightly higher than the North Ayrshire rate, which is higher overall that Scotland, but it has increased by 8.3 percentage points between 2021 and 2022. For general health, life expectancy is lower than the Scottish figures and North Ayrshire averages but are again not as low as Three Towns for male and female, and Irvine for female. The 65 plus population is the lowest in Kilwinning of all the localities and it has the lowest rate of delated discharges of those 65 plus of the localities and the Scottish and North Ayrshire rates, and the lowest unscheduled acute specialty beds. For indicators related to substance use, Kilwinning is around the middle of the localities, but still higher than the Scottish rates. The averages are also affected by far lower than average numbers for Arran and North Coast and far higher numbers in Three Towns and Irvine. Similarly for prescribed anxiety medication, the rate is the third highest of the localities but Three Towns, Irvine, Garnock Valley and Kilwinning are all above the Scottish proportion. So far, 37 people from Kilwinning have participated in engagement between the general and targeted equality engagement. Initial issues discussed in the Locality Planning Review groups and engagement have included: • Centralised community hubs and improved transport links to enhance service accessibility. • Increased investment in self-care resources, clearer pathways, shorter waiting times, and trauma-informed crisis support. • Difficulty accessing information about services and accessing appointments. • Other barriers were discussed such as financial, language, and digital. North Coast and Cumbrae The North Coast and Cumbrae (NC&C) locality is more affluent than other areas of North Ayrshire, with fewer areas of deprivation, lower unemployment, and a higher 23
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6 average house price than the other mainland localities. There is a much higher proportion of older people with 32.3% of the population aged 65 and over, which is 12.7 percentage points more than the Scottish figure of 19.6%. Despite the older population, overall health indicators are better than other areas, with a high life expectancy and lower rates of cancer registration, low rates of hospital admission and death related to substance use, and lower rates of anxiety medication and psychiatric admissions. These may also be related to the area’s affluence when compared to the other localities. The only health indicator in the initial profiles that is higher in NC&C is unscheduled acute specialty bed days per 100,000 population. Emergency admissions and A&E attendances aren’t particularly different for the area so this may also relate to the older population. So far, 21 people from North Coast have participated in engagement between the general and targeted equality engagement. Initial issues discussed in the Locality Planning Review groups and engagement have included: • Importance of low-level and community-based support, particularly more services around dementia and learning disability. • Poor transport links and access to patient transport. • HSCP money allocation, and how this is communicated or understood by the public. • Care packages and decisions around them. Three Towns The Three Towns locality has poorer outcomes in many indicators when compared to the other localities, as well as the national rate. The performance indicates that the Three Towns locality experiences higher rates of poverty and socio-economic disadvantage. The locality has the highest level of people living within the 20% most deprived areas of Scotland at 57%, and also has the highest rates of child poverty, and the highest unemployment rate of the localities, as well as lower house value and more lower council band properties than other areas. Areas with higher levels tend to have poorer health outcomes, which is evident in the general health indicators. Three Towns has the lowest life expectancy rates, as well as high rates of emergency admissions. The Three Towns locality has the highest figures out of all the localities and is much higher than the Scottish and North Ayrshire averages for indicators related to alcohol and drugs, and alongside Irvine has the highest rates for indicators related to mental health care. So far, 19 people from Three Towns have participated in engagement between the general and targeted equality engagement. 24
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7 Initial issues discussed in the Locality Planning Review groups and engagement have included: • Accessibility of primary healthcare services, particularly the challenges in booking appointments, long waiting times, and the difficulties faced by those with mobility issues. • The impact of social deprivation on mental health was noted, alongside the necessity for targeted support across various stages of mental health issues, from prevention to post-crisis care. • Difficulty accessing information about services or knowing where to go. • Discussion of methods to reduce harm from drugs and alcohol, to improve safe drug use and reduce stigma. Arran Arran has an established locality planning arrangement which has been in place for many years due to the specific and persistent challenges of the Island. These arrangements have a governance that sits under the Island Plan and the Health and Social Care Partnership will develop health and social care priorities for Arran under this existing governance structure and using engagement that has already been carried out with the islanders. This will occur using the same timescales as our mainland localities. The Key themes of the Arran Island Plan are: • Economy • Community • Environment A Health and Social Care Locality Plan for Arran will be consistent with these existing themes and aim to focus on how health and care needs will be met in Arran. Planned Activity Over 2025 to 2026, the HSCP will carry out engagement with children and young people, and further engagement with services users in September 2025. Collected data will be analysed to inform each locality’s priorities, and the data and engagement will be analysed to identify the key priorities. The Strategic Plan is currently under revision and once complete, Locality Plans will be developed and published for each locality and annual reporting for each will commence. 25
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8 1. Governance, Accountability and Statutory Functions The Chief Social Work Officer is a statutory appointment by virtue of Section 3 of the Social Work (Scotland) Act 1968. The Chief Social Work Officer is appointed for the purposes of the Council's functions under the 1968 Act and under those other enactments listed in Section 5(1B) of that Act. In broad terms, those functions cover all social work and social care services whether provided directly by the council, in partnership with other agencies, or procured by the council and provided by others on its behalf. Those functions are referred to as “social work services”. The qualifications required for the post are set out in the Qualifications of Chief Social Work Officers (Scotland) Regulations 1996. The Chief Social Work Officer is required by section 5(1) of the 1968 Act to carry out the duties of the post under the general guidance of the Scottish Ministers. The Scottish Ministers issued revised and finalised guidance in January 2010. The overall powers of the Chief Social Work Officer post are:- (a) To oversee the discharge of the council's statutory social work duties; (b) To ensure the provision of effective professional and objective advice to elected members and officers of the Council in the Council's provision of social work services; (c) To secure the effective provision of social work services. The powers of the Chief Social Work Officer fall into two broad categories; service provision and corporate responsibility: Service provision • To establish and develop social work services focussed on the needs of service users, to promote the continuous improvement of those services, and to monitor and raise standards of their delivery; • To ensure the effective governance of the balance of need, risk and civil liberties in the provision of social work services in accordance with professional practice; • To provide advice on all aspects of workforce planning including safe recruitment practice, supervision, monitoring and assessment of social work students, securing of professional qualifications and continuous learning and development for staff, and supporting and advising managers in all aspects of staff supervision; • To ensure the existence of systems to both promote good practice and identify and address poor practice in the provision of social work services; • To ensure that significant case reviews are undertaken of all critical incidents either resulting in, or which may have resulted in, serious harm or death; and 26
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9 Corporate Responsibilities Corporate responsibility The Chief Social Work Officer has the following corporate powers which require direct access to the Council's Chief Executive’, Elected Members of the Council and the Chief Officer, and the provision of forthright and independent advice to them:- • To ensure compliance with the Council’s statutory duties to prepare, publish and review plans for the provision of social work services. • To promote, communicate, support and review values and standards of professional practice, and to ensure that they are adhered to. • To establish, in conjunction with the Council's Corporate Management Team, appropriate experience and qualified cover for the post of Chief Social Work Officer during the post-holder's absence or incapacity. • To report to the Chief Executive and Chief Officer any failure in the Council's corporate policy or governance arrangements designed to reflect the proper balance amongst need, risk and civil liberties in the provision and management of social work services. • To report to the Chief Executive and Chief Officer any weaknesses and failures in the systems in place to promote good practice and identify and address poor practice in the provision of social work services. • To report and provide independent comment where necessary to the Chief Executive, Elected Members of the Council and the Chief Officer on the findings of significant case reviews and relevant performance reports and on any other social work related issues. • To provide an annual report to the Council on all of the statutory, governance and leadership functions of the role of the Chief Social Work Officer North Ayrshire continues to invest in its oversight of Social Work activity through the provision of a standalone Chief Social Work Officer, further supported by a formal Depute CSWO. The CSWO reports directly to the Director of the NAHSCP and has a direct line to the Chief Executive of the Council. The CSWO represents Social Work within a range of strategic groups including: IJB, IJB Performance and Audit Committee, IJB Strategic Planning Group, NAHSCP Health Care Governance Committee, HSCP Partnership Senior Management Team, Alcohol and Drugs Partnership, Child Protection Committee, Adult Protection Committee, Chief Officers Group, Carers Advisory Group, Children’s Services Strategic Planning Partnership; Corporate Parenting Board, Transitions Strategic Group amongst others. The CSWO also provides professional oversight as a member of the Care Home Oversight Group and the Care at Home Oversight Group. These groups continue to fulfil key governance activity in relation to the Social Care sector. 27
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10 The CSWO has regular contact with the Independent Chair of CPC and APC to ensure public protection oversight. The year past has seen North Ayrshire commission one learning review. Social Work and Social Care matters are regularly reported to the IJB and Clinical and Care Governance Committee. There is a particular focus on the impact of policy and external scrutiny activity. The CSWO maintains regular calls with our Care Inspectorate strategic link to share developments and hear of national developments that support activity in North Ayrshire. The CSWO also contributes to quarterly calls with the inspectorate and the broader PSMT. The primary governance of practice matters remains the Social Work Governance Board. The board terms of reference and membership have been refreshed in the current year with the support of the professional leadership group. The board has had a full agenda of issues over the year and has provided support and governance in relation to a range of matters including: • Practice Guidance for Social Workers Assessing Capacity and Practice Enhancement Notice: In Person Assessments for Complex Cases • Re-modelling of acute in-patient service for adults with learning disabilities • Chronology Training and Practice Improvement • Community Justice Outcome Implementation Plan (CJOIP) • HSCP Refugee and Resettlement Team Transition • National Social Work Agency Workforce Improvement • AWI Delayed Discharge - best practice • Test of Change – All Age Disability Service 28
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11 1.1 Overview of the North Ayrshire Health and Social Care Partnership Visions, Values and Priorities Our Partnership includes health and social care services within Health and Community Care Services (H&CC), Mental Health and Learning Disability Services and Children, Families and Justice Services. In this report, we look back on the progress we have made, share some of our successes and reflect on some areas that have proved challenging. This report aligns with our “Caring Together” Strategic Commissioning Plan 2022- 2030. This is the first time the Health and Social Care Partnership has set out such a long-term plan for how we intend to improve services and the health and wellbeing of the local community. The plan set out our pandemic recovery intentions, as well as offering a longer-term vision for local health and social care services. Over the period of this strategic plan, the Health and Social Care Partnership will seek to: We see these priorities as interlinked, and we expect that where we see success against one priority, it’s effect will positively impact against others. People who use our services and North Ayrshire residents will experience our Partnership values in the way our staff and volunteers engage with you and how we behave. We will treat you with: 29
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12 2. Service Quality and Performance 2.1 Children, Families and Justice Services Brighter Pathways Programme Board A transformation programme to improve outcomes and opportunities for care experienced children and young people in North Ayrshire is now under way, with progress being made since its launch in April 2024. The Brighter Pathways Programme Board was set up to look at how services can be delivered differently to ensure care experienced children and young people have access to the appropriate resources and supports into adulthood. In line with its Promise commitments, North Ayrshire Health and Social Care Partnership (NAHSCP) has a firm focus on providing the right support and intervention to allow children and young people to remain with birth family or wider family wherever possible, preventing them from coming into local authority care - for example, being placed in foster care or in residential children’s houses. To build on this already established early intervention work, the Board is currently looking at the supports available for families to identify if there are any gaps in service provision where additional early help and more intensive support could help more children to remain with their families. An acute challenge in recruiting and retaining foster carers is having an impact nationally, which has been further impacted by the current cost of living crisis and a reduction in the number of potential foster carers having spare bedrooms due to an increase in home working and their own children staying at home for longer. Recruiting foster carers for NAHSCP is further impacted by a number of independent fostering agencies operating in the area and taking on carers. In a bid to boost recruitment, which is a priority for the programme board, an investment in a long- term digital marketing campaign has recently been agreed, working with a provider that has a proven track record in local authority foster care recruitment. Whole Family Wellbeing Fund In 2022, the Scottish Government created the £500 million Whole Family Wellbeing Fund (WFWF) for the life of the current parliament (2022 to 2026) to facilitate the delivery of holistic family support, with the expectation this will reduce inequalities in family wellbeing, lessen requirements for family crisis intervention and decrease the number of children and young people living away from their families. 30
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13 The Fund is now in year three of the four-year implementation period. There are a total of 16 projects and services in North Ayrshire that have benefitted from WFWF including, Family Centred Wellbeing Service, Dads Worker, Barnardos Stronger Families and Helping Hands. Seven projects are Third Sector projects, six are NAC/HSCP projects while 3 are independent projects. Promise Conference The Annual Promise Conference 2024 was held on Monday 9th December and saw 73 young people from across our Secondary Schools join for a day of connection. The aims of the Conference were to: • Introduce young people to The Promise Plan 2024-2030. • Offer workshops centred around The Promise’s foundation of voice. • Allow time for building connections with other young people and Corporate Parents. The day was hosted by Donna Anderson, North Ayrshire Council’s Youth Participation and Democracy Officer, and Adam Johnson, local Care Experienced young person and MSYP for Cunninghame North. Young people were involved in the planning of the Conference at all stages. This year’s agenda included interactive workshops delivered by local Corporate Parents nominated by young people. Family Centred Wellbeing Service The Family Centred Wellbeing Service (FCWS) are a team of 14 wellbeing workers who support families with children between the ages of 5-18. We support over 170 families in North Ayrshire, with sessions provided within the family’s homes, within our offices, community buildings, and schools. We seek to build on existing parenting capacity and provide practical support, advice, and guidance that will enhance family wellbeing and relationships. This approach allows us to ensure that 85% of families receiving support require no further interventions following this support. The team use the facilities in Meadowcroft to bake/cook with our families, giving them an opportunity to connect, bond and learn life skills that can have a positive impact on their wellbeing and finances. We use the garden to develop play-based skills and to encourage positive mental health and wellbeing. Over the summer, the team devised and facilitated a summer programme that ran twice a week for the full summer for our families. They utilised accessible community resources in every area (for example, Fairlie beach, low green Irvine, Dalry Park, Eglinton Park, Ardeer Beach) and did free activities for our families to help build their confidence and show parents and carers how to access outdoor activities that will have a positive impact on their physical and emotional health. It also encouraged 31
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14 families to access local community resources and build further contacts within the community, reducing the impact of social isolation. Child Protection Registrations In 2024 to 2025 there were 156 Child Protection registrations and 178 De- registrations. The greatest number of registrations were found in September, when there were 22 registrations within the month. The lowest number of registrations occurred in November, when there were 5 registrations within the month. The median number of registrations per month across the year was 12.5. Breastfeeding Breastfeeding rates - the published data for 2023 to 2024 has shown the following improvements in breastfeeding indicators from an NHS Ayrshire and Arran perspective: Indicator 2022/2023 2023/2024 % breastfeeding at initiation 54.6 57.6 % exclusive breastfeeding at first HV contact (10-14 days) 27.4 30.5 % exclusive breastfeeding at 6–8-week HV assessment 22.8 25.6 Similarly, the published data for 2023 to 2024 has shown the following improvements in breastfeeding indicators from a North Ayrshire perspective: 32
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15 Indicator 2022/2023 2023/2024 Variance % breastfeeding at initiation 53.0 59.6 6.6% increase % exclusive breastfeeding at first HV contact (10-14 days) 23.2 30.5 7.3% increase % exclusive breastfeeding at 6–8- week HV assessment 20.3 25.6 5.3% increase The benefits of breastfeeding on the short and long-term health of mothers and babies have been well documented. It promotes optimum nutrition, growth and development for babies, as well as providing comfort and protection from infections. As such, breastfeeding is actively promoted and supported in a wide range of settings across North Ayrshire and Arran. North Ayrshire Health and Social Care Partnership’s Children and Families Health Team has prioritised investment in infant feeding support through local health visiting teams, as well expanding the Scottish Government’s Breastfeeding Friendly Scotland (BFS) scheme in North Ayrshire and providing additional specialist support for families with more complex feeding issues via the Community Infant Feeding Team. United Nation’s Convention on the Rights of the Child This year, the United Nation’s Convention on the Rights of the Child (UNCRC) was fully incorporated into Scots Law - The Children and Young People's Commissioner Scotland. The UNCRC articles provide for every aspect of a child’s life from birth up to the age of 18 years. Guidance around UNCRC is clear that incorporation and adherence to UNCRC is the responsibility of all public sector organisations and services, including those services viewed as “adult services.” To support our work within the HSCP, it was seen as critical to establish a baseline of understanding and preparedness for implementation across all services. As such, in November 2024, using the Improvement Service’s Getting Ready for UNCRC Incorporation Framework document, a benchmarking document was developed with an ask that all services within the HSCP complete to the best of their ability. Responses provided related to current practice within each service. Results have been shared with all services. Moving forward each service will use the benchmarking exercise to identify compliance and any areas that require special attention to ensure implementation. 33
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16 Child Healthy Weight Child healthy weight is a public health priority. Over the last three decades, obesity levels in children and, indeed, the wider population have increased, with inequalities observed across our communities. Maintaining a healthy weight throughout childhood is associated with many health benefits both in the short-term and the medium term. Child healthy weight is monitored throughout the universal Health Visiting pathway but also when a child moves into Primary 1. The most recent data for 2023 to 2024 was released in December 2024. For North Ayrshire: • 74.8% of P1 children were of a healthy weight. • 12.4% of P1 children were at risk of overweight. • 11.9% of P1 children were at risk of obesity. Health Visiting The Health Visiting service in North Ayrshire continues to fully implement the national Universal Health Visiting Pathway, with all children under 5 and their families offered a minimum of 11 visits from the ante-natal period through to the child starting school. Developmental assessments are undertaken at 13-15 months; 27-30 months and 4-5 years. Since 2020, the percentage of children with one or more developmental concern at these assessments has increased as shown in the table below: A slight improvement in developmental concerns at the 27–30 month assessment has been observed in the last twelve months but a significant increase in concerns at the 4-year review have also been noted, as well as a slight increase in concerns at the 13–15-month review. 34
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17 This trend is not unique to North Ayrshire and the Scottish Government has set out actions to attempt to address this nationally within the recently published Enhancing the Delivery of the Health Visiting Service: Scotland’s Health Visiting Action Plan 2025-2035 (Scottish Government, 2025). Locally, we have undertaken a review of our Early Years Support Team and have established closer working relationships with early years education colleagues to take forward a programme of work that includes improved information sharing about developmental concerns at an earlier stage; enhanced links between the HV service and early years establishments; a focus on communication needs in children as a priority within our Getting it Right for Every Child (GIRFEC) Steering Group; and shared work around supporting more children to be toilet ready in the early years. Our Early Years Support Team works alongside the Health Visiting team to provide support to families when developmental concerns are identified or when a family requests additional support in other areas. During 2024 to 2025, 933 children and their families were supported, an increase of 10.3% from 2023 to 2024, in areas such as communication, sleep, toileting, home conditions, parental mental health and routines. During 2024 to 2025 we expanded our partnership with national charity Dads Rock to bring a second dads’ worker to the area. This has allowed us to offer 1-1 and group support to dads in the Irvine and Kilwinning areas, as well as the original Three Towns area. During 2024 to 2025, 53 dads have been supported with 81 children being positively impacted. Child to Adult Disability Transitions Prior to commencing an active role with the children with a disability team, a baseline of current functioning was obtained. The qualitative data for baseline was obtained through staff caseload reviews this included reviewing assessments and care plans, in addition to case notes held within CareFirst. This evidenced that current supports available to children, young people and their families is not sufficient in providing 35
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18 adequate support. The supports available are mainly social supports and residential respite. Although these supports offer families a short break from their caring responsibility, it is not fully addressing issues in relation to daily management of personal care and behaviours that challenge, leading to carer burnout and young people reaching crisis. Further findings of the service review found that current transition planning has become a process driven activity. Factors impacting transition planning include late referrals to Transition Planning Group (TPG) and an inability to screen/allocate staff in adult social work teams to screen referrals and/or allocate workers for assessments, leading to a tick-box exercise when completed. This approach ultimately has a negative impact on a young person's transition, with often late and/or rushed assessment and resource allocation. Current processes are not undertaken in a person-centred manner. In order for young people to thrive as they transition to adulthood, the following was identified: • Assessment and case note training for staff. • Outcome and Goal Setting training for staff. • Review eligibility criteria for children and adult social work. • Collaborative work with our partner agencies to promote skill generalisation between school, community supports and respite for better outcomes for young people. • Personal Care needs to be addressed to support families in the day-to-day care of children and young people with disabilities, through a Care at Home type service. This is multifaceted in relation to relieving carer burnout and also developing and promoting independent life skills in young people, which will support their transition to adulthood. • Proactive use of legislative measures to ensure children and young people are protected. • Review TPG and its Terms of Reference to return to a person-centred decision-making forum. • Referral screening processes to be developed. • Increased joint working from the age of 14-years from adult social work to provide advice and guidance. • Review age restrictions in children and adult social work to allow transitions to happen at the right time, between ages 16-years and 21-years. • Review of resource allocation processes for a more standardised approach. 36
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19 Key Performance Indicators Child Protection 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Child Protection Concerns 849 885 756 570 361 444 Child Protection Investigations (CP1s) 447 443 432 375 197 421 Child Protection Initial Conferences 123 121 119 76 83 170 Pre – Birth Conferences 41 29 34 17 22 14 CP Initial/Pre-Birth Conferences 4 7 4 9 1 10 Looked after Children 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Children newly accommodated in North Ayrshire 84 63 49 61 46 52 ** Where the number of children accommodated = the number of children either admitted into any placement type except “At Home with Parents”/”With Friends/Relatives” OR moved from “At Home with Parents”/”With Friends/Relatives” to any other placement type 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Foster Carers 98 103 99 96 105 107 37
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20 Permanency Planning 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Number of permanency plans approved 30 10 21 19 15 6 Adoption – approved and placed 3 8 5 7 4 2 Adoptions granted 8 4 5 5 7 5 Permanence orders approved 11 3 7 7 7 6 Permanence orders granted 8 0 1 2 9 2 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Children Subject to Compulsory Supervision Orders 393 351 342 298 271 258 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Children with Compulsory Supervision Orders Terminated 140 102 101 102 117 69 Emergency Placements 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Child Protection Orders 32 39 11 18 14 22 Secure Placements 2019–20 2020–21 2021–22 2022-23 2023-24 2024-25 Number of secure placements 4 1 2 0 2 3 38
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21 Justice Services 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Number of reports submitted to the courts (CJSW reports, Section 203, Short Notice CJSW & Supplementary CJSW) 763 430 606 606 668 707 Number of home leave and background reports submitted 151 (66 leave reports, 85 background reports) 114 (39 leave reports, 75 background reports) 93 (30 leave reports, 63 background reports) 91 (28 leave reports, 63 background reports) 112 (41 leave reports, 71 background reports) 112 (42 leave reports, 32 background reports 38 TARL) Unpaid Work Requirements 360 94 172 313 310 329 2019–20 2020-21 2021–22 2022-23 2023-24 2024-25 Level 1 Mappa 163 152 172 190 174 188 Level 2 Mappa 7 10 14 27 11 13 Level 3 Mappa 5 3 7 2 2 1 39
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22 2.2 Adults North Ayrshire Drug and Alcohol Service The North Ayrshire Drug and Alcohol Service (NADARS) has continued to demonstrate high levels of performance by meeting national and local standards and targets, such as access to treatment waiting times, provision of alcohol brief interventions (ABIs), the roll-out of Naloxone supplies and increasing patient choice regarding Opiate Substitution Therapy (OST) medications. Figures for those seen within 3 weeks for Alcohol were no lower than 96% during any quarter, while those seen within 3 weeks for Drugs were no lower than 99% during any quarter in 2024 to 2025. 100% of referrals for Alcohol and Drugs were seen within 6 weeks. The team continues to identify new ways of working to provide a more agile and streamlined service and further improve performance. This work has been evidenced by 40
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23 the delivery of early intervention services in the delivery of Alcohol Brief Interventions (ABI) in both priority (Primary Care, A&E and Antenatal) and wider settings. North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) The North Ayrshire Model for Enhanced Intermediate Care and Rehabilitation (eICT) utilises multidisciplinary holistic interventions to focus on providing high-quality care and support, through proactive early intervention and preventative action. They aim to assist patients presenting with falls, frailty, low grade infections and general functional decline to avoid hospital admission where possible and facilitating early discharge home from hospitals. 2022-23 2023-24 2024-25 Target set by Scottish Government – Priority Settings 3,420 3,420 3,420 Total ABI delivery in Priority Settings (Ayrshire & Arran) 4,933 6,398 5,940 Indicator 2022-23 2023-24 2024-25 Target set by Scottish Government in Wider Settings 855 855 855 Total ABI delivery in Wider Settings (Ayrshire & Arran) 1,207 1,216 1,325 41
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24 The North Ayrshire Enhanced Intermediate Care Team brings together the expertise of dedicated Physiotherapists, Occupational Therapists, Technical Instructors, Dieticians, Community Psychiatric Nurses, Pharmacists, Admin workers, Rehabilitation Nurses, Advanced Nurse Practitioners, and Intermediate Care GP with special interest into one single multidisciplinary and interdisciplinary team; focused on problem-solving for patients in their own homes across all of mainland North Ayrshire. The seven-day rehabilitation service facilitates early discharge from hospital and provides a rapid alternative to acute hospital admissions. The Enhanced part of the team addresses medical and clinical issues that limit a patient’s ability to engage in rehabilitation via a shared care model with the patients registered GP. Anam Cara Refurbishment Support for people with dementia in North Ayrshire received a boost after Anam Cara respite centre in Kilbirnie was officially reopened with a ribbon-cutting ceremony on Tuesday 4th June following an extensive refurbishment project. The specialist dementia respite centre accommodates up to 9 guests aged 60 years or over, offering critical respite services within single room, en-suite accommodation. The support service, which is run by North Ayrshire Health and Social Care Partnership, had been temporarily relocated to the vacant Taigh Mor site in Beith to allow the service to continue while works were carried out. The refurbishment project included a complete transformation of the main garden area, including new garden furniture, with a ramp installed from the 42
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25 conservatory to allow better access for guests to enjoy the outdoors. An additional, smaller garden area adjacent to the dining area has also had some landscaping improvements made. A full revamp of the internal areas of the building has also been carried out, with works including wet wall installation in several of the bathrooms, replacement light fittings with energy-efficient LED bulbs and a full upgrade to the reception area. An archway has been created within the dining area to improve the space, allow better access to the outdoors and create an improved flow for staff moving around the area, and a new boiler and generator have been installed. 43
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26 Mental Health Facility NHS Ayrshire & Arran has officially opened a new, nurse-led Mental Health Unscheduled Care Assessment Hub. Recognised as the first of its kind in Scotland, the hub aims to deliver a new model of care. The Mental Health Unscheduled Care Assessment Hub, based at Woodland View in Irvine, provides a patient-focused, therapeutic space to support the delivery of compassionate care to those individuals with acute mental illness who would be eligible to access an adult acute mental health bed for ongoing intensive assessment. Managed and coordinated by the Mental Health Unscheduled Care Service, the hub provides 24-hour access to mental health assessment and interventions. The service is delivered by experienced Registered Mental Health Nurses within a therapeutic environment for a period of up to 72 hours and will be able to accommodate up to five patients. North Ayrshire Health & Social Care Director, Caroline Cameron explained, “We are delighted to be able to officially open this new service. “We piloted the hub earlier this year for a small number of patients. We are now ready to open at full capacity and provide those living in Ayrshire and who are experiencing acute mental illness with this new way of working.” The hub aims to: • improve the patient journey through the Mental Health Unscheduled Care Service. • facilitate closer working and a smoother patient journey between community and inpatient services. • reduce the number of unscheduled admissions to acute adult inpatient mental health beds. • reduce the waiting time for planned adult acute admissions. • reduce the number of initial assessments carried out in acute wards releasing resource for treatment. • provide training opportunities in assessment of mental illness for clinical staff. 44
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27 Trindlemoss Day Opportunities Trindlemoss Day Opportunities in Irvine has been praised in a report by the Care Inspectorate after an unannounced inspection visit in October, with the majority of areas looked into being rated as ‘very good’ by the national regulatory body. The service, which opened in 2020, provides tailored support for over 100 people with learning disabilities from its base in Tarryholme Drive in Irvine. The inspector identified a number of significant strengths within the service, with customers found to be ‘supported in stable groups by consistent staff who know them well’. The ‘warm, respectful and kind interactions between staff and people supported’ were also highlighted in the report. Support was found to be tailored to each individual’s identified outcomes, with the service maintaining a flexible approach that allows customers to access a range of groups and activities of their choice. Regular project topics also provide multiple opportunities for themed activities and trips to associated places. Health promotion and education is integrated into activities, empowering people to take control of their health and wellbeing, with the service also making use of local facilities such as the swimming pool and gym. These trips also provide a chance to enhance travel and life skills. Trindlemoss Day Opportunities was also praised for its strong links to the local community, providing support for lunch clubs, play groups and dementia support groups, as well as assisting with gardening and litter picking. Additionally, the Baristamoss Café is open to the local community several days a week, providing employment training and boosting the development of social skills for those supported. In terms of staffing, employees were described as enthusiastic and knowledgeable, putting customers at the centre of all they do. Staff reported that they were able to spend quality time with individuals and get to know them well, and support was found to be provided in a timely manner. Good relationships were noted between staff and management, with appropriate checks and audits in place for the service type. The Trindlemoss facility was commended for being clean and well maintained, offering a generous amount of space split into zones allowing multiple activities to take place at the same time. The gardens were described as ‘well maintained’ and used for a number of activities - including growing vegetables - and areas such as the training kitchen and laundry area provide important socialisation and life skill development opportunities. 45
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28 Out of Hours Social Work Service Date Period North Ayrshire South Ayrshire East Ayrshire Total 2020-2021 4165 2337 2800 9302 2021-2022 4000 2202 2613 8815 2022-2023 3185 1783 2366 7334 2023-2024 3832 2103 3159 9094 2024-2025 3935 2167 3353 9455 These figures do not include the calls taken which did not result in a referral being made to day services. Self-Directed Support Self-Directed Support (SDS): For the reporting year 2024 to 2025, the following information indicates how people have arranged and directed their support in North Ayrshire. Self-Directed Support offers four options. These are: • Option 1 – a direct payment, which is a payment to you or third party to pay for your own support • Option 2 – you direct the available support • Option 3 – the local council arranges the support • Option 4 – a mix of the above 0 50 100 150 200 250 300 350 400 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 AOOH Referrals NAC SAC EAC 46
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29 This continues to demonstrate that traditional support options are offered and accessed most with 80% of people receiving Option 3, where little choice and control is exercised and support is chosen, arranged and directed by the Health and Social Care Partnership. Care at Home Our first annual Care at Home Manager Development Day has taken place. This was introduced as a practical support for new and existing managers to enhance both confidence and skills, focusing on key areas such as: 1. Skill enhancement: Managers should continually develop their skills to keep up with best practices. 2. Leadership Improvement: Effective leadership is essential for the managers to motivate and guide their team. 3. Employee Development: Managers play a key role in the growth of their Care at Home Teams, by improving their mentoring, coaching and feedback skills they can better support the Carers whom they line manage. 4. Networking: The development days enable the managers to share experiences and learn from their peers. 5. Wellbeing: Investing in the development of managers supports their wellbeing. The service will continue to support future sessions, engaging in new concepts, continuing to drive success and growth which also supports career progression. Care at Home Recruitment: Family Participation Our care at home team remains dedicated to involving service users and their families in recruitment events. Family members can drop into these events, meet the team, and discuss the care provided to their loved ones. During these sessions, the team has received appreciation from families for their compassionate care and efforts to address any concerns. This feedback highlights the team's commitment to delivering high-quality, empathetic care as well as to ensuring that families feel empowered to discuss their concerns openly and fully. 47
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30 Carers North Ayrshire Council and Carers Gateway North Ayrshire have signed up to a new UK- wide commitment aimed at improving the lives of young carers and young adult carers, with NAC leading the way by being the first local authority in Scotland to sign up for this important initiative. The Young Carers Covenant was launched by the Carers Trust and the Young Carers Alliance, setting out a series of outcomes for organisations to work towards to ensure the life chances of young carers are improved. Caring can have a serious impact on a young person’s education and long-term future, with many young carers missing out on important parts of their childhood. This means it is vitally important that they receive the right support at the right time to enable to them to continue in a caring role while being a child or young person first. By signing up to the Young Carers Covenant, North Ayrshire Council and its partner Carers Gateway North Ayrshire have made the commitment to work towards ten key outcomes that will improve life chances for young carers, ensuring they are identified at the earliest opportunity, receive timely support, are able to thrive in education and employment, have time for themselves, and are able to maintain good physical health and wellbeing. This will involve continuing to work with education services, including colleges and universities, to ensure staff and students know who young carers are, the effects of caring roles and how to identify and support them. 48
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31 2.3 Criminal Justice Multi Agency Public Protection Arrangements (MAPPA) The Multi Agency Public Protection Arrangements (MAPPA) are a set of statutory arrangements that allow for the assessment and management of the risk posed by people convicted of certain sexual and violent offences. In Scotland, arrangements were established by Sections 10 and 11 of the Management of offender’s etc. Scotland act 2005 and became operational in 2007. MAPPA brings together the Police, Local Authority Social Work Justice Services, the NHS and Prison Service. In addition, some other agencies are under a duty to co-operate with the Responsible Authority in respect to the arrangements. These include, local authority housing, the Reporter to the children’s panel, certain registered social landlords and electronic monitoring providers. The creation of an effective Risk Management Plan is the key factor in the MAPPA process. To support staff in this critical task, on 19th and 20th of June 2024, subject matter experts from the Risk Management Authority Scotland , provided training on the best ways to approach this task. The training was attended by over fifty members of staff from both the Police and Justice Services. As a result of the training there has been an immediate improvement in the quality of the important foundation documents produced by Justice social workers with positive feedback received “Your Risk Management Plan was first class, comprehensively detailing the risk factors and the plans in place to mitigate risk and throughout the MAPPA meeting, your role in working with Mr A and the therapeutic relationship you have with him was highlighted by every other service”. Community Payback Orders The latest Government statistics on Community Payback Orders (CPOs) (2023 to 2024) show that North Ayrshire had the highest of the Ayrshires with 479 CPOs which equates to 52.5 per 10,000 population.The Scottish average is 39.1 per 10,000 population. There has been a reduction in the number of Criminal Justice Social Work Reports (CJSW) since 2020 to 2021 largely thought to be due to the result of COVID-19. 2024 to 2025 sees the highest number of report submissions since this downward turn, albeit not yet at pre-covid numbers. The latest Government statistics on CJSWs for 2023 to 2024 reveal North Ayrshire to have submitted the highest number of reports of the Ayrshires. Our Justice Services continue to have a positive impact on the local community through the Community Payback Order (CPO) unpaid work scheme. For the twelfth year we continue to over-achieved against targets for CPO level 1 and level 2. 2024 to 2025 saw 78 out of 79 level 1 CPO’s completing within timescales and 108 out of 112 level 2 CPO’s completing within timescales. The targets set for unpaid work are pan-Ayrshire targets. 49
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32 Drug Treatment and Testing Order There was a marked increase in in Drug Treatment and Testing Order (DTTO) Assessment and Impositions in 2023 to 2024. There has been a slight decrease in 2024 to 2025; however, the volume of assessments and new Orders this year remains high. The last two years figures appear to represent a return to ‘the norm’ following a ‘dip’ attributed to covid. Of the 63 assessments completed in 2024 to 2025, 45 new DTTO’s were imposed across Ayrshire. This incorporates Orders from both Kilmarnock and Ayr Sheriff Courts. DTTO is an intense Order which involves monthly Court reviews, twice weekly contact for the first month and weekly oral drug screens. There are three distinct roles within the team delivering the service and interventions. The Supervising Officer oversees the Order, monitors compliance and compiles the assessment and review reports. The Additions Worker delivers the therapeutic interventions and is primarily responsible for administering the oral drug screens. There are then Recovery Development Workers who provide practical supports, assistance with welfare needs and also build links and connections within the recovery community to help build the persons own recovery capital. A Recovery Care Plan is created with each individual. There are ten domains, including substance use, relationships and offending, which are scored from 1 to 10. These plans are updated at three monthly intervals and allows areas for support/intervention to be identified and progress to be monitored. 50
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33 Diversion from Prosecution Diversion from Prosecution (Diversion) has been available since 1997, within this past year we have experienced a further increase across Ayrshire in assessment referrals from the Procurator Fiscal. Referrals have increased at a significant rate from 2018. Although this disposal is early intervention and low-level offending, the presenting need of service users is extremely high, thus resulting in more staff time being allocated and closer partnership working with other agencies to provide identified services. The number of assessment reports submitted are relatively lower than the number requested due to limited resources, which has resulted in waiting lists within each local authority area. In comparison with last year, 2023 to 2024 notes a decrease in the number of Diversion cases imposed. This is due to delays from the time that the offence was committed until the individual is referred to and assessed by the Diversion team. In this time many positive changes could have taken place and individuals are actively seeking and engaging with services to address any issues which they may have, thus reducing their risk of further offending. In these instances, no interventions are required due to positive reasons. 51
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34 Case Study: Employability Mentors Employment can contribute significantly towards desistance and the development of a pro-social lifestyle for service users involved in the Justice system. People released from prison without a job are twice as likely to re-offend as those released with employment opportunities lined up. People with convictions may also face stigma and inequality associated with declaring a criminal record, or an unwillingness by some employers to provide those with criminal convictions with job opportunities. The Employability Mentors located within our Unpaid Work team assist service users involved with the Justice system to obtain skills that will enable them to gain employment and training opportunities to support reintegration into the community. The impact of the work of our Employability Mentors is reflected in J’s story. J's Story This is the story of J, who overcame significant personal and professional challenges to rebuild his life. J's journey from a tumultuous background to a promising future is a testament to resilience, support, and determination. Following a court order that mandated 18 months of social work supervision and 180 hours of unpaid work, his life took a difficult turn. This period marked the beginning of numerous challenges, including poor physical and mental health, which necessitated additional support from various departments, including addiction services. Employment History J had a career in His Majesty's Armed Forces but was discharged due to physical and mental health issues. During this time, he picked up charges before transitioning to roles in security and as a bus driver. However, J’s health issues impacted on his ability to sustain employment. J was referred by his Community Payback Officer (CPO) to the Employability Mentor service to help him reassess and explore his employability options. The Employability Mentor Service is a dedicated one-to-one service for individuals who are involved with Justice Service to identify further education, training, volunteering and employment. By tackling the additional barriers service users face, by being involved with the Justice Service, the employability mentors are able to realistically provide support to reach long lasting positive destinations. The CPO Employability Mentor Service offers people information, advice and guidance on disclosure related issues. This includes helping people understand their rights when disclosing an offence, how restrictions can affect their job hunting or how to reskill into a new career. The Challenge Due to his offence, J was forced to reskill and seek new employment opportunities. His physical and mental health further complicated his ability to find 52
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35 and maintain stable employment. Despite these setbacks, J was determined to improve his situation and with the support of the Employability Mentor sought a new career path, enrolling in courses through the Open University and other training programs. Financial Assistance Addressing financial barriers was crucial. Assistance with fuel costs, support from Money Matters and access to food banks provided J with stability and a foundation to start anew. Health and Wellbeing Continuous support from health services helped improve J's physical and mental health, enabling him to focus on his future. Achievements and Progress While pursuing his studies and with ongoing intervention from the Employability Mentor J actively searched for employment and secured a part-time job as a bus driver. This role not only provided financial stability but also boosted his confidence and well-being. With his health improving and life stabilizing, J is now on a more promising path. As his situation improves, J is more motivated and has started studying IT. Conclusion J's story is a powerful example of how targeted support and personal determination can overcome even the most daunting challenges. J’s s progress in both his job and health highlights the importance of comprehensive joined up support systems in facilitating successful rehabilitation and career transitions. It also evidence that access to employment with a criminal history is still possible. 53
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36 Key Performance Indicators MHO Service Mental Health (Care and Treatments) 2003 2018–19 2019–20 2020–21 2021-22 2022-23 2023-24 2024-25 Emergency Detentions 54 54 81 96 92 99 121 Short Term Detentions 74 67 134 There has been a total of 171 requests (of which consent was given to 134, with the other 37 being assessed but consent not given) There has been a total of 127 requests (of which consent was given to 108, with the other 19 being assessed but consent not given) There has been a total of 182 requests (of which consent was given to 151, with the other 31 being assessed and consent not given) There has been a total of 202 requests (of which consent was given to 170, with the other 32 being assessed and consent not given) 54
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37 Compulsory Treatment 38 51 59 There has been a total of 70 new CTOs granted (of which 27 had been Interim CTOs, with 14 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 60 new CTOs granted (of which 17 had been Interim CTOs, with 12 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 47 new CTOs granted (of which 10 had been Interim CTOs, with 4 of these moving to full CTO following a further Mental Health Tribunal) There has been a total of 60 new CTOs granted (of which 24 had been Interim CTOs, with 18 of these moving to full CTO following a further Mental Health Tribunal) Warrants Undertaken 1 6 6 4 4 3 2 Criminal Justice Act Scotland 1995 2018–19 2019–20 2020–21 2021-22 2022-23 2023-24 2024-25 Compulsion Order and Restriction Order 4 3 3 2 0 0 0 Compulsion Orders 2 6 6 3 3 3 6 Hospital Directions 1 1 1 0 0 0 0 Assessment Orders 2 2 2 6 5 6 4 Treatment Orders 4 2 2 6 2 3 4 Transfer for Treatment 2 1 3 1 1 1 1 55
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38 Adults with Incapacity Act (Scotland) 2000 2018–19 2019–20 2020–21 2021-22 2022-23 2023-24 2024-25 Private Welfare Guardianships 411 (58 new) 272 (67 new) 314 (57 new) 402 (102 new) 371 (99 new) 422 (125 new) 450 (63 new) CSWO Guardianships 40 (16 new) 64 (24) 71 (24) 91 (26) 85 (27 new) 121 (54 new) 151 (40 new) Financial Intervention Order (LAG) 26 31 n/a n/a n/a n/a n/a MHO Report PWG Application 38 104 75 156 139 141 101 Adult Protection 2019–20 2020–21 2021-22 2022-23 2023-24 2024-25 ASP Referrals (AP1) 568 558 643 722 915 1092 ASP Investigations (AP2) 108 132 102 72 112 100 ASP Case Conferences 66 64 40 41 57 43 Protection Orders 0 3 1 0 1 0 Adult Concern Reports 2335 2215 2070 2370 2103 2538 56
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39 3. Resources 3.1 Financial Pressures The IJB set a balanced budget for 2024/25 on 14th March 2024. This did not require any draw on reserves but did include the approval of £10.290m of savings to achieve financial balance. Financial information is part of the performance management framework with regular reporting of financial performance to the IJB. This included an integrated approach to financial monitoring, reporting on progress with savings delivery, financial risks and any variations and changes to the delegated budget. Financial balance was not been achieved in 2024-25 and the 2025-26 budget highlights several areas of significant risk. Financial modelling also anticipates a very challenging position in subsequent years. From the initial budget monitoring report in month 3 the projected position was an overspend. The Integration Scheme requires the preparation of a recovery plan if an overspend position is being projected to plan to bring overall service delivery back into line with the available resource. The IJB agreed some initial recovery actions at the meeting in June 2024 and a more detailed financial recovery plan was developed and approved by the August 2024 IJB. Since the initial recovery plan was agreed in June 2024 there was a £4.002m reduction in costs. Despite this, against the full-year budget of £326.629m there is a reported overspend of £1.212m pre-earmarking. After earmarking the overspend of £3.593m consists of an overspend of £2.036m in social care services and an overspend of £1.557m in health services. Following additional funding contributions this position was brought on-line. There were significant financial challenges during the period. The main challenges during the year were residential placements for children, care at home, supplementary staff in wards and Unplanned Activities (UnPACs) within the lead partnership for mental health. 3.1 2025-26 Budget As part of the Scottish Government budget and finance settlement funding letters were issued to NHS Boards and Councils, these detailed the requirements in relation to the level of funding to be delegated to IJBs in 2025-26. The specific requirements and funding provision is as follows: NHS Ayrshire and Arran • NHS Ayrshire and Arran are required to passport the 3% through to IJBs (£4.040m to North Ayrshire) – “In 2025-26, NHS payments to Integration Authorities (IA) for delegated health functions must pass on an uplift of 3% over 2024-25 agreed recurring budgets.” 57
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40 • Additionally, there is funding of £150m nationally for Agenda for Change Pay Reform. A share of this funding will be allocated to the IJB to meet the associated costs for NHS staff. This is being followed to ensure the correct roll-forward into 2025-26 and it is anticipated at this stage that the costs of the pay reform will be fully funded. • Moving into 2025-26, brokerage will no longer be available to NHS Boards and all Boards must work towards break-even. Should financial balance not be achieved this would be shown as an overspend in financial statements, leading to potential qualification of accounts and Section 22 report, as well as consideration of escalation status. • The NHS budget includes a commitment of additional funding to reduce waiting lists and to help support reduction of delayed discharge; as well as a commitment to renew primary care enhancements, including new core funding to GMS to deliver enhanced frailty, cardiovascular disease and other essential services in General Practice, a critical dental workforce and training package and a community eye care programme to transfer patients from waiting lists. Further details of the allocation of funding is to follow but a submission from NHS AA incorporates the request for funding from North Ayrshire IJB and this was submitted to the Scottish Government early March 2025. • Similarly to Local Government NHS Boards have also been advised to plan on the assumption of 60% funding for the Employers National Insurance Increase. North Ayrshire Council • Based on the 2025-26 Finance Settlement the Health and Social Care Portfolio will transfer additional funding of £140 million to Local Government to support social care and integration for 2025-26. • The funding allocated to Integration Authorities should be additional and not substitutional to each Council’s 2024-25 recurring budgets for services delegated to IAs and therefore, Local Authority social care budgets for allocation to IAs must be at least £140 million greater than 2024-25 recurring budgets. • The increase in Employers National Insurance from April 2025 has not been fully funded for the public sector in Scotland and has created a significant financial pressure. For Local Government funding of around 60% of the cost will be provided by Scottish Government for directly employed staff. There is zero funding being provided for any commissioned services. • Specific funding for the IJB was received for the following areas: • Real Living Wage • Free Personal and Nursing Care 58
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41 • Additionally, North Ayrshire Council have passed through a share of the Local Government Grant uplift of £2.114m and have fully funded the increase in Employers’ NI costs of £1.898m for NAC contracted staff. previous years and were already assumed in the Partnership base budget and this is shown in the table below. Moving into 2025-26 the Partnership is proactively working to provide safe and effective services for the residents of North Ayrshire within the financial envelope, this is supported by approving a balanced budget. The IJB approved a one-year balanced budget for 2025-26 on 20 March 2025. More information about the budget can be found here - 25-26 Budget This budget included new budget pressures for health and social care services totalling £14.943m. These were developed in partnership, with Finance supporting front line services to identify current and emerging financial pressures considering historic demand and costs and potential future variations. The provision of funding for pressures has the impact of increasing the budget gap to be addressed through savings, therefore the pressures are only included in budget plans where these are absolutely unavoidable. The new cost and demand pressures resulted in a requirement to identify and approve additional savings of £4.019m 3.3 Financial Planning Strong financial planning and management is paramount to ensure our limited resources are targeted to maximise the contribution to our objectives. Delivery of services in the same way is not financially sustainable. The updated strategic plan approved for 2022-30 is underpinned by the need to learn from the pandemic and ensure opportunities are maximised to transform care models and find new solutions to ensure the future sustainability of high-quality heath and care services. The ability to plan based on the totality of resources across the health and care system to meet the needs of local people is one of the hallmarks of integrated care. Medium term financial planning is key to supporting this process and identifying the transformation and planned shift in resources to provide sustainable services to the local community over the medium term. The IJB has a strong reputation in delivering savings. The IJB will continue to pursue transformational change in how it supports individuals, families and communities to live independently from statutory services for as long as they can safely do so. This is not just about changing the ways in which services are structured but will require a change in how they are planned and delivered. Our health and social care services should reflect and respond to the needs of local people. To support this, we will help to build greater capacity in our communities and provide more ways for service users and local people to share their views with us to help shape services. We are fully committed to planning and designing services together with local people, our staff and our key partners including acute health services, housing, community planning and the third and independent sectors. 59
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42 The IJB, through the Strategic Plan, outlines the belief that together we can transform health and social care services to achieve the joint vision for the future “all people who live in North Ayrshire are able to have a safe, healthy and active life.” Moving into 2025- 26, we are working proactively to address the financial challenges, while at the same time, providing high-quality and sustainable health and social care services for the communities in North Ayrshire. 3.4 Medium Term Financial Outlook A Medium-Term Financial Outlook (MTFO) is a critical part of the strategic planning process. The financial context for public services remains very challenging and so it is vital that the IJB’s strategic ambitions are set against the financial resources which are anticipated to be available. The MTFO provides key information on the possible financial position of the IJB over future years. It identifies the financial challenges which will be faced by the IJB enabling the IJB to see the impact of current and future decisions on its medium-term financial health. The MTFO will also be used to identify pressure points and inform decisions which are required to ensure the Partnership remains financially sustainable. There are a range of factors which influence the financial planning of the IJB. These are considered through the MTFO and include the following: • Demographic changes. • Local priorities. • Workforce challenges. • The UK and Scottish Economy. • Policy and Legislation. • Cost and demand pressures. • Available funding. As in previous years, a Medium-Term Financial Outlook has been prepared to identify what the financial position may look like moving into 2026-27 and 2027-28. The Integration Joint Board, in common with most Public Sector bodies, is facing a period of significant financial challenge with cost and demand pressures. The most significant financial pressures continue to be pay awards for staff, inflationary cost increases for contracted services and demographic changes driving increased demand for services - funding these unavoidable pressures year-on-year drives our savings requirement. There are a number of highlighted financial risk areas that may impact on the 2025-26 budget during the year, these include: 60
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43 These risks will be monitored during 2025-26 and the financial impact reported to the IJB. The next three years will be the greatest financial challenge that the IJB has been asked to manage since its inception. North Ayrshire IJB is clear about the challenges which are ahead and its aspirations for its services, however we will also need to be realistic about what can be delivered within the funding envelope available. Transformation alone will not address the financial gap, and this will require the IJB to prioritise decisions for investment and disinvestment in order to support delivery of the Strategic Plan. This will result in some services being reduced or stopped altogether but this action is required to ensure the available resource reaches those most at risk and in need of care and support. Legacy Overspends Growing demand for services Provider market – cost pressures and potential market failure Performance expectations – Maintain and Improve SG Policy Commitments not fully funded & funding reducing or ceasing Wider system financial challenges – NAC and NHS Meeting needs of population – with rising costs of care NHS Reform priorities Zero Unearmarked reserves 61
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44 4. Workforce 4.1 Workforce Planning Following the implementation of the HSCP “Be the Best You Can Be” Learning & Development Strategy (Social Work and Social Care) in September 2023 there has been a clear indicator of the HSCP organisational offer and expectations in relation to professional development for the social work and social care workforce. While the strategy enters its third year it continues to outline our approach to articulating to our practitioners how much we are investing in their development and aims to embed the development of leadership and management capabilities. The issues in relation to professional staff sufficiency remain across all areas of social work both locally and nationally. The recent SSSC Annual Workforce Data Report shows there was an increase of 23% in the social work workforce in NAHSCP. This is testament to the implementation of the “Be the Best You can Be” Learning and development Strategy 2023/28 which outlines the qualification pathways and annual development offers to staff. We can continue to offer annual sponsorship opportunities for the Undergraduate Social Work Degree and “fast track” routes including the Post Graduate Diploma in Social work. As a direct result of the “Growing Our Own” programme we have 9 employees undertaking a social Work qualification and a further 4 employees who have completed a social work qualification and will graduate in the autumn. This programme has seen 12 employees qualify as social workers. To further support the “Growing Our Own” programme we have embarked on the journey to create a NAHSCP Practice Education qualification through SQA and SSSC approval processes this will ensure a sustainable, local and self-sufficient delivery method of the qualification which will secure the pathway for development and social work students in NAHSCP. As part of the strategy and the Growing Our Own programme there is a visual pathway which demonstrates from school leavers to senior levels what is on offer including the opportunity to undertake an HNC in Social Services & Healthcare and 12 employees were successful in the completion of this qualification earlier in the year and a further offer has been disseminated to staff. We are continuing to develop robust relationships and ways of working with Universities in the West and the local Ayrshire College. Through these more direct ways of working and collaboration we continue to explore the variety of degree level, post graduate and post qualifications on offer and practice learning opportunities is one of our optimum responsibilities. Through such collaborations we have developed in partnership with Ayrshire Hospice an enhanced approach to the quality of palliative care through comprehensive training opportunities. This will support the increased number of citizens who choose to remain at home in the final stages of life rather than in a clinical setting and equip social work and social care staff with the knowledge and skills to provide compassionate care. 62
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45 Our commitment to the provision of Mental Health Officers within the organisation is another key component of the Learning & Development Strategy. Following the “pilot” delivery of the mental health qualification from a different HEI where the aim was to offer a more bespoke and flexible qualification with a local context we have 2 employees nearing successful completion of this qualification and a further 2 sponsored on this course for the next cohort. The strategy seeks to strengthen the newly qualified first year for Social Workers in cognisance of the directive from the implementation of SSSC Newly Qualified Workers Supported Year. This is critical as the first year greatly influences professional autonomy and authority which are key to good social work practice. With the introduction of mentoring training and support for teams who will have NQSW’s and an offer to extend our support to NQSW’s from 12 months to 18 months with a monthly planned programme delivered by the social work practice team this will nourish new social workers. This approach continues to be embedded after the initial implementation year and feedback from a “deep dive” quality assurance exercise carried out by the SSSC highlighted instances of “exceptional” examples of practice from our NQSW’s. Leadership & Role Modelling has been seen as one of the key areas where managers and supervisors can influence professional standards and practice and promote a leadership culture. With Aspiring Leaders Programmes for aspiring/new managers and Systems Management Programmes for senior managers these programmes offer reflective space and coaching to allow practitioners to explore complex systems and leadership at all levels within an organisation. Both courses have been delivered and continue to demonstrate extremely successful outcomes in the development of a cross section of practitioners. In relation to the key area of Good reflective Supervision outlined in the document “Supervision Standards” have been developed following the ongoing work in relation to supervision practice being undertaken by external consultant Bridget Rothwell. The standards are contained in the “Be The Best You Can Be” Learning and Development Strategy. The Supervision Standards outline expectations in relation to good reflective supervision, values and conduct which can be used to develop bespoke service specific supervision guidance and there is clear guidance around expectations and usefulness of face to supervision provision. The strategy includes an overarching focus on the wellbeing of the workforce and is included as a key component of the supervision standards. Further input from Bridget will commence in the summer and will focus on bespoke development support for frontline managers. In relation to ongoing in house training we have been able to increase the number of courses on offer by more than 100%. The variation of courses on offer has increased following consultation with the workforce and driven by other national agendas including Trauma Informed Practice. This has resulted in 417 practitioners attend the various offers of Trauma Training since it was launched 9 months ago and a further 11 completing the Professional Development Award which is an accredited qualification. Our offer to the workforce for accredited qualifications has increased significantly with a variety of Professional Development Awards including, Mental Health, Leadership and Management and Supervision available. These offers enhance the knowledge and skill of the workforce in both social work and social care and contributes the mandatory requirements outlined by our regulatory bodies. 63
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46 As the strategy continues to be embedded the “appetite” for development from the workforce is evident with the participation at events and information sessions. 4.2 Workforce Support and Development As platinum award winners in Investors in People, the Dirrans team were looking for a different challenge so went forward for a new award from Investors in people ‘We invest in wellbeing.’ The We invest in wellbeing framework looks for a strategy and approach to the health and wellbeing of staff. This should be measurable and understand the impact of this on staff practice. The team considered and improved practice by evaluating staff wellbeing through surveys and feedback. They created a wellbeing policy and strategy to guide wellbeing goals such as reducing sickness absence, improving job satisfaction and job retention. They also developed subgroups that focussed on physical, psychological, social and financial factors that can affect staff and shared this as a team to be more informed about what supports staff can access to help improve wellbeing. The team reflected that they already felt that they had a strong presence for looking after staff however going through this process it highlighted areas for improvement and how the framework could improve the service. The We invest in Wellbeing framework comprises three indicators, each with three themes. This defines what it takes to reach each level of accreditation standard, silver, gold, and platinum. It was intended to start at the first level of ‘standard’ however when receiving feedback, this had jumped to silver which is an amazing achievement, and the Dirrans Centre were confirmed winners of the silver award in August 2024. We invest in wellbeing silver award means that you have an established wellbeing strategy or plan and that your people feel positive about your strategy, plans and activities. Developing and supporting our workforce ensures employees are more efficient and effective in their roles, helps retain our skilled and qualified staffing resources, and improves morale and job satisfaction. The Health and Social Care Partnership are delighted to advise the launch of a formal model of support for workers in the creation of a Staff Vicarious Trauma Service. The Partnership recognises the secondary trauma, stress and burn out, which can occur when working in a complex human environment with many moving parts. The purpose of the venture is to support staff who are working within the live space, exposed to complicated human contexts. The service will be delivered by Breaking The Silence, who have significant experience and knowledge in this field and beyond, supporting victims of profound and vicarious 64
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47 trauma. Staff will be able to access therapeutic support to work through the vicarious trauma they have been exposed to. This will provide a safe space to process their experiences, gain therapeutic insights/supports and build on their resilience to move forward. Incorporating coping strategies, wellbeing plans with the purpose of helping staff to continue work responsibilities without any detriment to their mental, emotional and physical health and wellbeing, protecting them from, and reducing the risk of vicarious trauma. The contract will also provide two wider workforce training days each year for approximately 80 staff in total. The aim is to raise awareness of vicarious trauma per se - including learning, development, preventative/promoting self-care responses, sharing experiences and practice-based learning. Overall, the service aims to support staff’s wellbeing, offer protection from the exposure of traumatic human experiences, while building staff resilience and minimising disruption to the overall service through improved sickness absence and higher staff retention rates. Case Study: Community Nursing Connie, Newly Qualified Nurse (NQN), Garnock Valley and Kilwinning Community Nurse Team I was assigned to the Garnock Valley (GV) District Nurse team as a year 3 student on my management placement. During this placement when the NQN recruitment process commenced one of the Staff Nurses had indicated she was going to retire. I was keen to work in community nursing and made this speciality my first choice on my application form. During my placement I was able to take on a small, delegated caseload and was able to plan and assess the care for my patients with support from my Practice Supervisor and also from the other staff in the team. This experience gave me confidence in what I would expect as a Staff Nurse if successful at interview. All students in my cohort were offered interviews and I attended and I was delighted to be informed I was the preferred candidate for the GV post. In the remainder of my placement, I ensured I was exposed to as much of the community staff nurse role and responsibilities as possible. I joined the team in September as a Band 4 Health care Support Worker while my Nursing and Midwifery Council (NMC) pin was processed which came through early October and I transitioned to a Registered Nurse. Working as a NQN is a daunting experience for any individual, however I have only ever felt fully supported and valued. Ongoing induction and mentorship to the role from both the wider District Nurse team and participating in the NQN induction/education sessions has been beneficial to my journey and it also allows me to discuss the NQN pathway with my peers in other specialities and department. Although I’m a Staff nurse within the team I have access to every part of the wider Health and Social Care partnership team in providing high standard of care for our patients and their families. 65
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48 The winners of the 2024 Partnership Awards were announced at our ‘Promoting Wellbeing Together’ event at the Redburn Community Centre in Irvine. The event was a fantastic celebration of the staff, teams and individuals who deliver health and social care services in North Ayrshire, as well as the crucial work of those in our communities who support people with their wellbeing, including volunteers, community organisations and charities. All employees of NAHSCP and our providers can now enjoy a year’s free access to Holly Health, a fantastic mobile app that can support you to make small, achievable changes that could help boost your health and wellbeing. Using a compassionate, personalised approach tailored to your own health goals, interests and activities, the app can help you to reduce stress and anxiety, rebuild your relationship with food, increase exercise and movement and improve your sleep. Holly Health will assist you in making small but consistent changes to your daily behaviours, helping you build healthier habits, promoting mindfulness and encouraging you to be more kind to yourself. In-app coaching is available through a supportive chat bot system, with friendly, motivational reminders by text or email to keep you on the right track. The app also contains a wealth of useful articles and videos that you can browse at your leisure. Funded by NAHSCP, you’ll initially enjoy six months’ free access to the app, before being invited to a further six-month subscription for free once that expires. “I feel I have lessened how often I see my GP” “This is a great idea and honestly feel this could help so many people if this is what doctors are able to prescribe! A year’s free subscription to a brilliant self-help app, with no restrictions and no judgement. This has been a godsend during a tough time.“ “The app is a great resource for reliably keeping on track with habits that are healthy and productive. It is also very generous to allow us to have access to this app for the time being. It is appreciated.“ The LiveWell group have partnered with KA leisure to bring free health checks to Council employees. The KA Leisure health check sessions include lifestyle and weight management advice along with cholesterol, blood pressure, blood sugar testing and the Boditrax machine – a clever system that assesses your body and, very quickly, delivers 14 different measurements, such as your ideal weight, your BMI and your metabolic age. 66
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49 Our Chief Executive Craig Hatton booked in to one of the health check sessions and encouraged others to do the same. He said: “It’s been brilliant having the opportunity to have my recent employee health check, thanks to the LiveWell group and our partners at KA Leisure. I think it’s important that colleagues understand just how vital it is to take time for their own health and learn about what they can do proactively to improve it. The reason I booked in to a recent KA Leisure health check was because I am mindful that I’m not getting any younger and I knew – for my own peace of mind – that making time to have the check done was going to be beneficial for me.” 67
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50 Independent Care Providers who provide care services on our behalf Where we commission care and support from independent and 3rd sector Providers services based within the North Ayrshire area, we monitor these services via the Contract Management Framework. The Framework focusses on ensuring a joint approach to evaluating the quality of care and where appropriate provides an approach to supporting Providers to progress improvements. We use a range of methods to monitor performance, including: • Formal Contract Management meetings on a 6 monthly basis and an Annual Joint Evaluation of Contract to ensure that services are safe, effective and most of all, that they meet people’s needs • Review of compliments, complaints and feedback from staff, carers and people who use services • Information that we collect, before visits, from the provider or from our records • Local and national information, for example, Care Inspectorate reports • Visits to providers, including observing care and support and looking at records and documents The information below represents how those service which are registered with Care Inspectorate and are based in North Ayrshire are currently performing. Registered Services – Minimum Grades across all themes Care Service Subtype 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Grand Total Adult Placement Service Not applicable 0 1 0 0 0 1 Care Home Service Older People 0 7 3 1 0 11 Care Home Service Children & Young People 0 2 0 1 0 3 Care Home Service Learning Disabilities 0 1 2 0 0 3 68
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51 Care Service Subtype 2 Weak 3 Adequate 4 Good 5 Very Good 6 Excellent Grand Total Care Home Service Mental Health Problems 0 0 1 0 0 1 Child Minding Not applicable 0 4 5 0 0 9 Day Care of Children Not applicable 0 6 7 2 0 15 Housing Support Service Not applicable 0 0 3 3 0 6 School Care Accommodation Service Not applicable 1 0 0 2 1 4 Support Service Care at Home 1 1 4 2 0 8 Support Service Other than Care at home 0 0 1 0 0 1 Grand Total Not applicable 2 22 26 11 1 62 69
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52 Inspection of Local Services Throughout 2024 to 2025, a total of ten inspections took place by the Care Inspectorate, eight were unannounced. • Health & Community Care - 2 inspections. • Children & Families & Justice Services - 6 inspections. • Adult Services - 2 inspections. The Care Inspectorate use a six-point scale to grade inspections: 1 Unsatisfactory Major weaknesses – urgent remedial action required 2 Weak Important weaknesses – priority action required 3 Adequate Strengths just outweigh weaknesses 4 Good Important strengths, with some areas for improvement 5 Very Good Major strengths 6 Excellent Outstanding or sector leading Gradings for inspections can be found below. Inspection reports can be found on the Care Inspectorate website - Inspection Reports. 70
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53 Inspection Date Service/Unit Wellbeing Leadership Staffing Environment Care & Support 04 - June – 24 The Meadows 3 0 0 0 0 20 - June – 24 Montrose House 3 3 3 4 3 12- August - 24 Canmore 3 0 0 0 0 22 - October - 24 Trindlemoss Day Opportunities 5 5 5 5 4 31 - October – 24 Montrose House 4 4 0 0 0 05 - November – 24 Supported Carers Scheme 5 3 3 0 3 16 - January - 25 Trindlemoss House 4 4 4 3 5 03 - March - 25 Adoption 5 3 0 0 4 26 - March - 25 Achnamara 3 0 0 0 0 28 - March - 25 Fostering 4 3 0 0 4 71
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NORTH AYRSHIRE COUNCIL 30th September 2025 Cabinet Title: Integration Joint Board Financial Position Purpose: To provide Cabinet with an update on the financial position of the IJB. Recommendation: That Cabinet notes the financial position of the IJB and the action being taken to manage the overspend position. 1. Executive Summary 1.1 For financial year 2024-25 the IJB final outturn position was an overspend of £3.593m (£2.036m Social Care and £1.557m Health). This required both North Ayrshire Council and NHS Ayrshire and Arran to provide additional non-recurring in- year funding. 1.2 The IJB reported a budget gap for 2025-26 of £3.069m and set a balanced budget in March 2025 with savings of £4.019m approved, in recognition of legacy overspends during the previous financial year which would require to be addressed. 1.3 The IJB continues to face a significant financial challenge and for 2025-26 is currently projecting a year-end overspend position of £5.187m (as at Month 3). A financial recovery plan has been developed in line with the requirements of the Integration Scheme and full delivery of this would improve the position to an overspend of £1.175m (£0.656m Social Care and £0.519m Health). 1.4 There remain further financial risks to the financial position as this is adversely impacted by the factors out-with the direct control of the IJB including in-year reductions in funding, externally agreed contract and pay inflation and significant demand pressures on services. The financial challenges have implications for the delivery of the Council’s social work duties. 1.5 The IJB 2024-25 Annual Audit Report produced by Audit Scotland sets out concerns that the IJBs cost base is not sustainable with current funding levels and savings from transformation not able to cover estimated costs, and highlights the risks associated with the IJB now holding no uncommitted reserves balance which limits the ability to manage and mitigate future financial pressures and represents a significant financial risk to both the IJB and its partners. Agenda Item 4 73
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1.6 The national position for IJBs across Scotland remains challenging with a deteriorating financial position being reported across most and with concerns being raised by the Accounts Commission in relation to Financial Sustainability. Chief Officers have raised these concerns through national networks and with COSLA to seek to influence future funding decisions, particularly to recognise the acute financial challenges in the delivery of social care services. 2. Background 2024-25 Final Outturn Position 2.1 Against the full-year budget of £326.629m there was an overspend of £1.212m pre- earmarking of ring-fenced Scottish Government funding allocations. After earmarking the overspend of £3.593m consisted of an overspend of £2.036m in social care services and an overspend of £1.557m in health services. There were no unearmarked reserves to contribute to the overspend. 2.2 There was a financial recovery plan in place during 2024-25 and significant progress was made to contain costs, this delivered a £4m improvement, but the full benefits were not fully attributed to the bottom line as other in-year pressures impacted on the overall position. Projecting the IJB financial position during the year continued to be difficult as there were a number of areas of uncertainty throughout the year including externally approved contract inflation in-year, pay awards and the NHS Agenda for Change reduced working week. Social care service provision in particular is difficult to project, with variability due to capacity and demand and can move significantly with low volume/high-cost packages of care. The graph below illustrates the movement in the financial outturn throughout the year: 2.3 The Integration Scheme describes the required approach where there is a projected overspend on the IJB integrated budget, which includes the requirement to agree a recovery plan to balance the overspending budget. Only if the recovery plan is unsuccessful will the Health Board and Council consider making available interim 74
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funds. Following additional funding contributions this position was brought on-line. 2.4 The main areas of pressure were residential placements for children, care at home, residential care home placements for adults, agency staff costs at Montrose House, use of supplementary staff across community wards, and unplanned activities (UNPACS) within the lead partnership for mental health. Many of these underlying areas of overspend are recurring costs and therefore continue into 2025-26. 2025-26 Revenue Budget 2.5 The IJB, like the Council, is required to set a balanced budget and met in March 2025 to formally agree the budget for 2025-26. Additional cost pressures of £14.943m were identified and, partly supported by additional funding of £11.874m, savings of £4.019m were approved by the IJB to achieve balance and contribute £0.950m towards mitigating pressures carried forward from 2024-25. 2.6 The Council funding included a passthrough of funding for Scottish Government policies, 100% funding of the Employer’s National Insurance increase and £2.114m of additional funds from the share of the Council’s general revenue grant increase. The Health Board provided a 3% NRAC uplift passthrough in line with the Scottish Government directive applied to core/recurring baseline budgets and a 60% contribution to the Employer’s National Insurance increase. 2.7 The majority of the savings which were approved as part of the 2025-26 budget are on track to be delivered. 2025-26 Projected Outturn 2.8 The finance team within the Health and Social Care Partnership carry out regular budget monitoring in conjunction with Heads of Service and their Senior Management Teams, and update reports are provided to the IJB on 6 occasions during each financial year and a final year end report. 2.9 The first financial monitoring report for 2025-26 was based on information at Month 3 (June) for both social care and health expenditure, and this was presented to the IJB in August 2025. The report noted a projected overspend of £5.187m, the table below illustrates the split between Health and Social Care services and the residual risk following the approval alongside of a Financial Recovery Plan. 75
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TOTAL £m Health (NHSAA) £m Social Care (NAC) £m Projected Overspend 5.187 2.271 2.916 Financial Recovery Plan (4.012) (1.752) (2.260) Residual Risk 1.175 0.519 0.656 2.10 Where a projected overspend is identified, the IJB is required to agree a financial recovery plan. The full financial recovery plan is part of the IJB financial report. The cost reduction targets include: • A reduction in children’s residential placements • A reduction in the number of older people’s care home placements • Maintaining the current level of service provision for adults with disabilities • Reducing capacity in the Care at Home service • Reduced usage of supplementary staffing in community rehabilitation and mental health wards • Additional vacancy turnover including further delays to recruitment timescales • Pursuing full funding from NHS AA for the Agenda for Change reduced working week impact The recovery plan also reflects the use of all remaining earmarked reserves which has released some funding to support the in-year position. 2.11 The IJB has not approved a Financial Recovery Plan which meets the full projected overspend and there remains a significant risk of a year-end actual overspend position. It is challenging to identify short term opportunities to improve the financial position against the performance expectations for services, the increase in demand for social care supports across all client groups, the inflationary impact on the cost of care including pay and the majority of the delegated budget being committed to front line care delivery, either through staff costs or commissioned providers. The IJB has limited discretionary spend areas and limited scope to generate income or stop services. These challenges are alongside a significant number of financially high-risk areas including continued uncertainty over funding, through late notification and in-year changes to Scottish Government funding. 2.12 Any remaining overspend will have a financial impact on the Council and NHS Ayrshire and Arran. The Integration Scheme sets out at paragraph 8.2.1 that: “The Chief Officer will deliver the Outcomes within the total delegated resources (paid and Set Aside) and where there is a forecast overspend against an element of the operational budget, the Chief Officer, the Chief Finance Officer of the Integration Joint Board and the appropriate finance officers of the Parties must agree a recovery plan to balance the overspending budget, which recovery plan shall be subject to the approval of the Integration Joint Board. If the recovery plan is not successful the Parties will consider making interim funds available based on the agreed percentage contribution for joint responsibilities, as outlined above, with repayment in future years on the basis of a revised recovery plan agreed by the Parties and Integration Joint Board. If the revised plan cannot be agreed by the 76
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Parties or is not approved by the Integration Joint Board, the dispute resolution mechanism in clause 14 hereof, will be followed.” 2.13 There are a number of ongoing risks to the financial position of the IJB; these include but are not limited to: • Current overspend areas, especially in low volume / high-cost services e.g. Children’s residential placements, UNPACs, and supplementary staffing across community, mental health and learning disability wards. • Growing demand for services. • Staff recruitment and retention challenges across a number of service areas. • The expectation that performance will continue to be maintained or improved despite the significant resource challenges. • Ongoing delivery costs of Scottish Government policy directives, particularly where these are not fully funded or inflation proofed. • Both NHS and Local Government pay awards are settled, these are both higher than the budget assumptions for 2025-26, if the pay awards are not fully funded then this will present an in-year cost pressure. • Unearmarked reserves are depleted, there is no scope to absorb in-year variances, with any overspends requiring additional funding from partners. • The ongoing review of the Integration Schemes, where there is a focus on financial arrangements and risk share. • The wider system financial challenges and impact across the whole system, for example the financial position of NHS AA and the decisions taken to reduce the Board’s deficit may have impacts on other parts of the health and care system. • Removal of brokerage for NHS Boards, NHS AA have been asked by Scottish Government to deliver further financial improvement beyond their Board approved financial plan. • The overall sustainability of commissioned care providers, with eNICs compounding historic challenges re financial sustainability, there is a heightened risk of provider failure leading to handing back of care and contracts. • The ongoing ability to source packages of care for service users. • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this. • The recurring underlying levels of overspend which may impact on the Partnership’s ability to continue to sustain service levels in the future. • The use of supplementary staffing for enhanced observations across a number of service areas and the use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges. • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re- grade, protected learning time and reduction to the working week. • Scot Excel inflationary increases for children’s service are significantly higher than assumed. • There is a risk in relation to recovering recharge income in relation to the LD Assessment and Treatment patients from outwith Ayrshire. These risks will continue to be closely monitored during 2025-26. 77
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Management Actions/Controls 2.14 The management actions outlined below will continue throughout 2025-26: • Review of expenditure authorisation levels across the Partnership and escalation of specific decisions to senior officers. In particular, a new governance group has been introduced, involving the Director and Heads of Service, to oversee the agreement of higher value packages of care (above £40,000 per annum). This group has also been expanded to include care packages for children with a disability and UNPACs placement requests. • Staff communication in relation to discretionary/non-essential spend. • Review of temporary posts and robust vacancy management/approval. The vacancy scrutiny group now has representation from all of the Heads of Service and a recruitment freeze will be implemented for all but essential frontline posts. • Recruitment delay – there will be a recruitment drag with vacancy scrutiny approved vacancies being held for four weeks before they are advertised to create more payroll turnover. This will be for all vacancies except clinical or registered services vacancies or those which will incur cover costs. • Restrictions on all but essential overtime working. • Oversight group for looked after and accommodated children in residential care – this group meets fortnightly to actively review all placements • Ongoing review of future year savings or Transformation Programmes - to identify scope for acceleration. • Strengthened support from Finance Team to front line services and increased engagement with Heads of Service and Senior Management Teams, including line by line reviews of all budget areas. • The Director and Chief Finance Officer have started a rolling programme of one-to-one meetings with individual budget holders across the HSCP to consider opportunities for cost reduction, service change and any spend to save propositions – primarily to support the development of the 2026/27 budget but also to identify further cost reductions for the current financial year. Governance 2.16 The IJB agreed to the establishment of a Finance Working Group (FWG), consisting of IJB members and senior officers, and chaired by the IJB Vice Chair or Vice Chair. The FWG started meeting monthly since August 2024 with the main remit being: • Detailed scrutiny of in-year financial projections • Monitoring the delivery of the financial recovery plan • Monitoring the progress with delivery of the Transformation Plan • Reviewing the 3-year Medium-Term Financial Outlook • Detailed scrutiny of budget planning for the next financial year. 78
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The FWG is not a decision-making group and all decisions in relation to the budget which require formal agreement will continue to be made by the IJB. 2.17 The group has focused on the most significant areas of cost pressure and has so far undertaken deep dives into the recovery and transformation plans in the following service areas: • Financial Risks • Care at Home • Brighter Pathways (Children’s Residential Placements) • Older People’s Residential Care Services • Financial Inclusion • Charging income and opportunities • Substitute Prescribing (Addictions) • The National Position for IJBs • Older People Day Care • 2025-26 Financial Position and Recovery Plan • Agenda for Change • Montrose House Further meetings are scheduled to the end of the year and will include follow-up work on some of the areas above, as well as further areas identified: • Supplementary Staffing • Care Packages – including Eligibility Criteria Considerations • Brighter Pathways • Unscheduled Care • Care at Home Review • Learning Disability Services – Inpatient beds and complex care • Budget Engagement 2.18 Building on the work of the Finance Working Group, proposals are being developed on a rolling basis for agreement by the IJB, in advance of the budget setting in March 2026, which will generate future recurring savings. Examples include taking proposals related to Financial Inclusion, Older People’s Day Services, Montrose House and Brighter Pathways outwith the March annual budget setting, Brighter Pathways will report back to the IJB in November 2025. Transformation Plan 2.19 The North Ayrshire HSCP Transformation Plan 2024-27 was approved in March 2024 and sets out an ambitious programme of change consisting of a range of improvement and reform projects across all service areas, each aiming to improve the quality of our services and contribute to the long-term sustainability of health and care in North Ayrshire. There are currently 77 change projects and programmes on the plan, from across every area of the partnership. The Plan is kept under review and updated through the HSCP Transformation Board with six monthly updates provided to the IJB with the most recent update presented in August 2025. 79
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2.20 Internal Audit recently reviewed the governance and monitoring arrangements for the transformation programme and considered whether there are adequate governance arrangements in place, financial monitoring arrangements are in place and that there are adequate programme management arrangements. Internal Audit reported to the IJB Performance and Audit Committee Substantial Assurance for the IJB Transformation Plan arrangements. Key messages include - that the current governance arrangements include clear reporting lines and involve senior managers at an appropriate level, the Transformation Board meets regularly and has a good overview of the projects, projects have governance arrangements which are appropriate to their size, risk registers are maintained for the projects and regularly reviewed, exceptions are escalated and appropriate actions put in place and financial monitoring arrangements are in place that would highlight any significant divergences from budget. 2.21 The main challenge remains aligning this ambitious programme of service change to the financial challenge and future gap for the IJB. 2026-27 and beyond 2.22 Work is underway in relation to the development of the 2026-27 budget, which will be agreed by IJB in March 2026, and to refresh the 3-year Medium-term Financial Outlook for the period 2026-2029. 2.23 The most recent MTFO, which was reported to IJB earlier in 2025, noted that there is likely to be a significant budget shortfall which will required to be addressed in each financial year with the most significant pressure in 2026-27, primarily due to the local government employers pension rebate which will cease. The MTFO modelled the below scenarios: 80
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2.24 A target of £10.5m has been issued to Heads of Service based on a position between the best and medium-case scenario, this is viewed to be a realistic potential gap based on the position experienced for 2025-26 and the employer’s pension impact. Budget savings are being developed in line with this anticipated gap. 2.25 In setting the budget for 2025-26 the IJB agreed a number of Key Budget Principles which seek to guide the development of budget proposals and the approach to developing and approving budget proposals: • Maximise income from charging for services to protect the delivery of frontline services, ensuring that only individuals who have the means should pay more for the services they receive directly • Manage within available budget limits – including re-design to deliver service within available resource • Maximise efficiencies in the way services are delivered through a structured service review process • Maximise opportunities for shared service and lead partnership delivery across the Ayrshires • Values-based health and care– eradicating effort that provides no benefit for the person and a focus on self-management and prevention • Tighten the eligibility criteria for targeted services to prioritise delivery of services to those with the highest levels of need and risk • Improve services through digital innovation and maximise the use of digitally-enabled care technology, where appropriate • Be transparent and open in our challenges, having honest conversations with our staff and communities • Advocate for a better funding deal for North Ayrshire for community-based health and care services & actively pursue opportunities for additional funding 2.26 The majority of the IJB budget is expended on front line care, through the workforce or commissioned services, the budget gap for 2026-27 is primarily for the delivery of social care services, to address a gap of that scale the level of care which is currently being delivered or commissioned is no longer sustainable and significant reductions to care delivery budgets and spend will be required to plan for financial balance. Social Work Duties 2.27 The Chief Social Work Officer has previously presented a report to the IJB to outline the context around Social Work Duties, Available Resource and Ethical Considerations. Social Work encompasses a diverse range of services. In Scotland, local authority Social Work departments or Health and Social Care Partnerships deliver these services with the aim of supporting some of the most vulnerable people in society and improving the quality of their lives. Most Social Work and social care resources are directed towards adult services, mostly on care services for older people (65 years+). Social Work services also provide services to children and young people to help support and protect vulnerable children and their families. Criminal justice Social Work involves a range of services to the criminal justice system. In North Ayrshire all social work services 81
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are delivered via the Health and Social Care Partnership. 2.28 The cross-cutting nature of Social Work means that it is regulated by a complex and constantly evolving statutory framework. The 1968 Social Work (Scotland) Act recognises the central role of the local authority in determining where there is a need for the provision of community care services and how such need should be met. The legislation, as amended in 1990, describes assessment as a two- stage process: first the assessment of needs and then, having regard to the results of that assessment, the local authority shall decide whether the needs of that person call for the provision of services, services can only be provided where the resources are available to do so. 2.29 The use of eligibility criteria applies to the second part of the assessment process. National eligibility criteria for social care were agreed by the Scottish Government and COSLA in 2009 and the criteria were explicitly designed to apply consistently across all adult care groups. NAHSCP has a locally agreed eligibility criteria that it uses, set by the IJB which defines service access at the substantial or critical level only. These are defined as follows: • Critical Risk: Indicates that there are major risks to an individual’s independent living or health and well-being and likely to call for the immediate or imminent provision of social care services. • Substantial Risk: Indicates that there are significant risks to an individual’s independence or health and wellbeing and likely to call for the immediate or imminent provision of social care services. 2.30 Since the adoption of substantial and critical assessed need as the threshold for accessing services in North Ayrshire there have been a number of significant changes in relation to the operating context and the financial context along with the emergence of a more progressive approach to service design and delivery based around people and place. 2.31 There has been considerable demographic change with an ageing local population, reducing working age population, greater numbers of people living with multiple long-term conditions, increasing numbers of children with an identified disability along with an increased complexity of need across all age and client groups. This is further exacerbated by the broader societal impact of austerity, Covid and the broader effects of poverty and deprivation which has compounded the range of difficulties society is facing. These challenges are acutely felt in North Ayrshire and the Collaboration for Health Equity in Scotland (CHES) partnership between the CPP and IJB seeks to strengthen work and accelerate action on how we improve health, increase wellbeing and reduce inequalities in North Ayrshire. 2.32 Alongside this social context available resources have also become more constrained with demand far outstripping both financial and human capacity. Managing infinite human need within finite resources has always been part and parcel of balancing Social Work demand and capacity. Financial settlements have resulted in significant pressures on budgets, both as a result of the changes noted above and inflationary pressures and has resulted in residents waiting for access 82
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to services. 2.33 Projected figures show no signs of the health and social care system being in a place to resource itself to meet society’s needs, and within the North Ayrshire context it is not impossible to imagine a time in the near future, where like others, we find ourselves in a position where we will not be able to meet our statutory duties. The IJB will require to consider our local eligibility criteria and thresholds as part of 2026-27 budget considerations. IJB Annual Audit Report 2.34 The IJB 2024-25 Annual Audit Report produced by Audit Scotland sets out a range of findings including: • concerns that the IJBs cost base is not sustainable with current funding levels and savings from transformation not able to cover estimated costs • there are significant risks associated with the IJB now holding no uncommitted reserves balance which limits the ability to manage and mitigate future financial pressures and represents a significant financial risk to both the IJB and its partners • the IJB has a clear strategic vision that is supported by its partners but financial plans need to align to the vision to show how it can be delivered • governance arrangements are appropriate and operate effectively • performance management arrangements are effective with 16 out of 18 national indications being achieved or above target, however delayed discharge performance remains a challenge • there is evidence of Best Value demonstrated by the IJB across a range of areas, a formal mechanism for reviewing and reporting on this should be developed A copy of the full report, which will be considered alongside the Annual Audited Accounts at the IJB meeting on 25th September, is included as Appendix 1. National Position Accounts Commission report 2.35 As a follow on from their report from June 2024 entitled ‘Integration Joint Boards: Finance and performance 2024’, the Commission published a bulletin in March 2025 with the key messages of: • There is a concerning picture of continued overspending, depletion of reserves and savings being met through one-off rather than recurring savings. • The financial position is set to worsen with a projected funding gap of £457 million in 2024/25. • The budget process needs collaboration and candid conversations around the difficult choices to be made to reduce overspends and balance budgets. 83
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• IJBs need to be working collaboratively with each other and with their NHS and council partners to find ways to transform services on a longer-term basis so that they are affordable. • Investment in prevention and early intervention is needed to help slow the ever-increasing demand for services, the cost of more complex care and improve the experience and outcomes for people. • A continued high turnover of chief officers and chief finance officers is concerning, adding to the risks around effective strategic planning and decision-making. 2.36 Their report in June 2024 stated that the financial outlook for IJBs continues to weaken with indications of more challenging times ahead with the Accounts Commission concerned about deepening risks in the sector. The report noted that IJBs face a complex landscape of unprecedented pressures, challenges and uncertainties. These are not easy to resolve and are worsening, despite a driven and committed workforce. The health inequality gap is widening, there is an increased demand for services and a growing level of unmet and more complex needs. There is also variability in how much choice and control people who use services feel they have, deepening challenges in sustaining the workforce, alongside increasing funding pressures. The Accounts Commission report that there isn’t significant evidence of the shift in the balance of care from hospitals to the community intended by the creation of IJBs. IJBs operate within complex governance systems that can make planning and decision making difficult. They cannot address the issues across the sector alone. Whole system collaborative working is needed as part of a clear national strategy for health and social care that will promote improved outcomes across Scotland but reflects the need to respond to local priorities. Presentation of National Position 2.37 There is regular reporting by IJBs of the individual and collective financial position thorough internal governance mechanisms but also through audit and directly through returns to Scottish Government Health Finance directorate. Chief Officers met with the Cabinet Secretary on 5th March 2025 to present an overview of the national picture for IJBs, some of the context around the rising pressures and cost of services, and to bring to life the impact of a critically challenging financial position for service delivery, risks and performance expectations in the coming year. 2.38 North Ayrshire IJB is not alone in facing these challenges and whilst there is variation around the scale of the gap for IJBs, there are many similarities in the pressures facing IJBs across Scotland. Integration Joint Boards across the country are reporting similar financial challenges, with many having exhausted their unearmarked reserves during 2023/24 or 2024/25, and the majority having financial recovery plans in place for 2025/26 to address a projected overspend position. This situation is driven by the well- documented increases in demand for health and social care services, the high levels of cost inflation in recent years and a lack of investment in additional capacity over a number of years. 84
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The Cabinet Secretary received a presentation which highlighted: • 2025-26 projected budget gap of £562m (subsequently updated to £497m) and the worsening position for reserves with the majority if IJBs with no contingency reserves and only one with more than 2% recommended minimum level • Historical funding settlements for IJBs • Trends in health and adult social care spend • Risks to the financial position, service provision and performance • Scale of the impact in terms of service provision levels • Social Care provider sustainability risks • A case study from an area illustrating the link between financial resources and • Delayed discharge performance • Priority of need and risk management • Links to national priorities and policy directives Chief Officers set out a number of asks in relation to: • appreciated the opportunity to share the scale of the collective challenge and have this understood and heard – and want the opportunity to build in more regular visibility of this • recognise there is limited resource available which has not already been committed on other priorities – however would seek to influence decision making around priorities for future resources. Currently working within local systems on the whole system plans to inform the NHS Renewal submissions. Chief Officers would ask that consideration is given to the priority for investment in community services and that any resource asks from IJBs are prioritised • Would ask that there is a greater appreciation that there is local variation and complex reasons for this, the solutions and decisions required across areas may therefore be different • Lastly, seek that our positions are understood and appreciated at a national and local level, and that there is a level of understanding and honest reflection of the reality of the financial pressures and difficult decisions required. Would ask for support to manage public and political expectations around the scale of change, service impacts and implications for performance. A full copy of the presentation is included as Appendix 2. NHS Scotland Renewal 2.39 In January 2025, the First Minister set out his priorities for improving public services and NHS renewal – these are Improving access to treatment, Shifting the balance of care, Improving access to health and care services through digital and technological innovation and Prevention. 2.40 The approach to delivering this is across 3 phases and plans: 85
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• Operational Improvement Plan – published March 2025 – focus on immediate actions over 12-18 months to reduce waiting lists, support delayed discharge, primary care enhancements and Dental and optometry plans – circa £200million attached to this Plan • Population Health Framework 2025-2035 – published June 2025 – sets out ambition for 10 year cross-sector approach focussed on primary prevention, tacking root causes of poos health and reducing inequalities and the 80% of what happens outwith health and social care with two initial priorities embedding prevention in systems and health weight – there is no funding currently aligned to the Framework • Service Renewal Framework – published June 2025 – longer term strategy to transform how we plan, deliver and experience health and care services, sets out principles changes and enabling shifts with 5 core principles of Prevention, People, Community, Population and Digital – there is no funding currently aligned to the Framework 2.41 The Scottish Government wrote to Health Boards and Health and social Care Partnerships in February 2025 requesting detailed Whole System Improvement Plans which would describe the local action that would be taken to deliver the First Minister’s priorities relating to flow. North Ayrshire HSCP submitted a plan requesting a total of £9.5m of investment, with investment requested for Care at Home Services, Multidisciplinary Teams, Mental Health Officers, Care Home beds, technology and community rehabilitation capacity. The plans were developed in collaboration with colleagues from Acute services and both East and South HSCPs on the development of whole system plans and the ask across NHS Ayrshire and Arran totaled around £24million. The funding is linked to additional capacity, new models of care and performance improvement, it will be provided on a payment by results basis and there is no an opportunity for the funding to offset or compensate for underlying funding deficits or overspends. 2.42 Senior Officers from North Ayrshire met with the Cabinet Secretary in May 2025 to share our challenges and asks in relation to the plans and funding and our specific plans we would seek to progress in North Ayrshire to improve performance, reduce waits for social care services both within the community and hospital settings. 2.43 In June 2025 NHS Ayrshire and Arran (NHS AA) received a funding allocation of £10.079m, this includes £1.7m for Hospital at Home Services, £6m for Discharge without Delay and Frailty Services and £2.4m of Core Unscheduled Care Funding, this being the baselining of a funding allocation that NHS AA has received for a number of years. From the £6m allocation £1.081m is specifically ring-fenced for North Ayrshire for MDT and MHO investment and the HSCP has commenced recruitment to these roles. There is a draft revised prioritised plan for the remainder of the £5m Pan Ayrshire investment and for North Ayrshire this includes a £1.2m in Care at Home Reablement services with the purpose of addressing hospital demand and performance but also to support the further reduction of the community based mainstream Care at Home Service through proactive reablement approaches and reviews. This funding allocation has yet to be approved through NHS AA governance to allow recruitment to commence. 86
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Scottish Government Medium Term Financial Strategy 2.44 In June 2025 the Scottish Government published their Medium Term Financial Strategy (MTFS). Within this it is set out that Scotland is facing various population health challenges – our population is ageing, demand for health and social care services is rising and health inequalities are widening. In addition, the impacts of inflation, rising energy costs and Brexit mean that the finite funding is worth less in real terms but is expected to deliver more. NHS Boards have set ambitious recurring savings plans while seeking to manage ongoing operational and demand pressures. With spending challenges in new medicines, procurement and in workforce pay. 2.45 Within the MTFS for Health and Social Care, based on growth in spending in recent years, spending is assumed to increase on average by 3.3 per cent real growth a year and as this constitutes almost 40 percent of the Scottish Budget, the Scottish Government’s resource spending forecast is very sensitive to any changes in this, each 1 percent more or less than this would have an impact of £225million. The Fiscal Framework does not make expenditure commitments nor give any indication of the relative priority for Health and Social Care, this will be outlined in the spending review and budget for 2026-27. 2.46 The overall strategic objective of the Spending Review is to ensure that spending delivers Ministerial priorities effectively and efficiently – this being particularly important in light of the challenging fiscal context. This will mean providing an overall multi-year spending envelope which is fiscally sustainable, ensuring that government spending is targeted at their 4 priorities, ensuring value for money, and providing multi-year certainty to support planning. 3. Proposals 3.1 It is proposed that Cabinet notes the financial position of the IJB, the work being undertaken to improve the in-year position and the ongoing risks. 4. Implications/Socio-economic Duty Financial 4.1 There is a financial risk to the Council if the IJB remains in an overspend position at the end of the financial year. Human Resources 4.2 None. Legal 4.3 The preparation of a Financial Recovery Plan by the IJB complies with the requirements of the Integration Scheme. The delivery of Social Work services 87
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remains a statutory duty of North Ayrshire Council whilst delegated to be delivered by the Health and Social Care Partnership. Equality/Socio-economic 4.4 The report sets out that there been considerable demographic change with an ageing local population, reducing working age population, greater numbers of people living with multiple long-term conditions, increasing numbers of children with an identified disability along with an increased complexity of need across all age and client groups. The level of current and future projected demand placed on health and social care services in North Ayrshire is unable to be met from the resources currently available. Climate Change and Carbon 4.5 None. Key Priorities 4.6 This report covers matters which contribute to the key priorities contained within the Council and IJB strategic plans. Community Wealth Building 4.7 None Islands Communities Impact Assessment (ICIA) 4.8 None United Nations Rights of the Child (UNCRC) 4.9 None Consumer Duty 4.10 None 5 Consultation 5.4 No consultation has been required in the preparation of this report. Caroline Cameron Director (Health and Social Care) For further information please contact Caroline Cameron, Director (Health and Social Care), on carolinecameron@north-ayrshire.gov.uk. 88
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Background Papers North Ayrshire IJB Reports: • 2024-25 Year End Financial Performance - Document.ashx • 2025-26 Revenue Budget 2025-26 and beyond - Document.ashx • 2025-26 Month 3 Financial Performance - Document.ashx 89
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North Ayrshire Integration Joint Board 2024/25 Annual Audit Report Prepared for North Ayrshire Integration Joint Board and the Controller of Audit September 2025 Appendix 1 90
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North Ayrshire Integration Joint Board: 2024/25 Annual Audit Report | 2 Contents Key messages 3 Introduction 5 Audit scope and responsibilities 6 Audit of the annual accounts 8 Wider scope and Best Value audit 12 Appendix 1 28 Appendix 2 30 Appendix 3 33 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. 91
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Key messages | 3 Key messages Audit of the annual accounts 1 All audit opinions stated that the annual accounts were free from material misstatement. 2 There were no significant findings or key audit matters to report. All audit adjustments required to correct the financial statements were processed by North Ayrshire Integration Joint Board (NAIJB). Financial Sustainability 3 In 2024/25 a budget overspend of £3.593 million was reported, covered by additional funding contributions from partners. 4 The IJB used £4.730 million of reserves in the year. At 31 March 2025 the IJB has £3.161 million of earmarked reserves and no uncommitted reserves. The IJB Reserves Strategy recommends that the IJB will aspire to hold between 2 and 4% of its annual budgeted expenditure as an uncommitted reserve. The lack of any uncommitted reserves therefore represents a significant financial risk to both the IJB and its partners. 5 The 2025/26 budget included proposed savings of £4.019 million. The latest six-month progress update on the IJB’s transformation plan reports a £2.93 million savings and overspend reduction target for 2025/26. 6 The Medium-Term Financial Outlook has identified required savings of between £8.1 million and £21.4 million in 2026/27 (best case to worst case scenarios). The IJB’s cost base is not sustainable; current funding levels and savings from transformation will not cover the estimated costs. The IJB needs to support more radical reform and cost reductions if it is to demonstrate financial sustainability. Other Wider scope and Best Value audit 7 The IJB has a clear strategic vision that is supported by its partners but financial plans need to align to the vision to show how it can be delivered. 92
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Key messages | 4 8 Performance management arrangements are effective. Of the 18 national indicators, 16 (89%) either achieved or were above target for 2024/25. However delayed discharges have increased by more than 61% over the same period. 9 There is evidence of elements of Best Value being demonstrated by the IJB across a range of areas. However the mechanism for formally reviewing and reporting on the arrangements to secure Best Value needs to be formalised and reported to the board. 93
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Introduction | 5 Introduction Purpose of the Annual Audit Report 1. The purpose of this Annual Audit Report is to report the significant matters identified from the 2024/25 audit of North Ayrshire Integration Joint Board annual accounts and the wider scope areas specified in the Code of Audit Practice (2021). 2. The Annual Audit Report is addressed to North Ayrshire Integration Joint Board, hereafter referred to as ‘the IJB’ and the Controller of Audit, and will be published on Audit Scotland’s website in due course. Appointed auditor and independence 3. Fiona Mitchell Knight, of Audit Scotland, has been appointed as external auditor of the body for the period from 2022/23 until 2026/27. As reported in the Annual Audit Plan, Fiona Mitchell Knight as engagement lead and the audit team are independent of the IJB in accordance with relevant ethical requirements, including the Financial Reporting Council’s Ethical Standard. There have been no developments since the issue of the Annual Audit Plan that impact on the continued independence of the engagement lead or the rest of the audit team from the IJB, including no provision of non-audit services. Acknowledgements 4. We would like to thank the Audit and Performance Committee members, Joint Board members, senior management, and other staff, particularly those involved in the preparation of the annual accounts, for their cooperation and assistance during the audit. We look forward to working together constructively over the remainder of the five-year audit appointment. 94
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Audit scope and responsibilities | 6 Audit scope and responsibilities Scope of the audit 5. The audit is performed in accordance with the Code of Audit Practice, including supplementary guidance, International Standards on Auditing (ISA) (UK), and relevant legislation. These set out the requirements for the scope of the audit which includes: • An audit of the financial statements and an opinion on whether they give a true and fair view and are free from material misstatement. • An opinion on statutory other information published with the financial statements in the annual accounts, namely the Management Commentary and Annual Governance Statement. • An opinion on the audited part of the Remuneration Report. • Conclusions on the IJB’s arrangements in relation to the wider scope areas: Financial Management; Financial Sustainability; Vision, Leadership and Governance; and Use of Resources to Improve Outcomes. • Reporting on the IJB’s arrangements for securing Best Value. • Provision of this Annual Audit Report. Responsibilities and reporting 6. The Code of Audit Practice sets out the respective responsibilities of the body and the auditor. A summary of the key responsibilities is outlined below. Auditor’s responsibilities 7. The responsibilities of auditors in the public sector are established in the Local Government (Scotland) Act 1973. These include providing an independent opinion on the financial statements and other information reported within the annual accounts, and concluding on the IJB’s arrangements in place for the wider scope areas and Best Value. 8. The matters reported in the Annual Audit Report are only those that have been identified by the audit team during normal audit work and may not be all that exist. Communicating these does not absolve the IJB from its responsibilities outlined below. 95
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Audit scope and responsibilities | 7 9. The Annual Audit Report includes an agreed action plan at Appendix 1 setting out specific recommendations to address matters identified and includes details of the responsible officer and dates for implementation. The body’s responsibilities 10. The IJB has primary responsibility for ensuring proper financial stewardship of public funds, compliance with relevant legislation and establishing effective arrangements for governance, propriety, and regularity that enables it to successfully deliver its objectives. The features of proper financial stewardship include: • Establishing arrangements to ensure the proper conduct of its affairs. • Preparation of annual accounts, comprising financial statements for the body that gives a true and fair view and other specified information. • Establishing arrangements for the prevention and detection of fraud, error and irregularities, and bribery and corruption. • Implementing arrangements to ensure its financial position is soundly based. • Making arrangements to secure Best Value. • Establishing an internal audit function. Communication of fraud or suspected fraud 11. In line with ISA (UK) 240 (The Auditor’s Responsibilities Relating to Fraud in an Audit of Financial Statements), in presenting this report to the Performance and Audit Committee we seek confirmation from those charged with governance of any instances of actual, suspected or alleged fraud that should be brought to our attention. Should members have any such knowledge or concerns relating to the risk of fraud within the IJB, we invite them to communicate this to the appointed auditor for consideration prior to the Annual Accounts being certified. National performance audit reporting 12. The Auditor General for Scotland and the Accounts Commission regularly publish performance audit reports. These cover a range of matters, many of which may be of interest to the Integration Joint Board. Details of national and performance audit reports published over the last year can be seen in Appendix 3. 96
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Audit of the annual accounts | 8 Audit of the annual accounts Main judgements All audit opinions stated that the annual accounts were free from material misstatement. There were no significant findings or key audit matters to report. All audit adjustments required to correct the financial statements were processed by the body. Audit opinions on the annual accounts 13. The IJB’s annual accounts were approved at the meeting of the Integration Joint Board on 27th June 2025 and certified by the appointed auditor on 25th September 2025. The Independent Auditor’s Report is included in the body’s annual accounts, and this reports that, in the appointed auditor’s opinion, these were free from material misstatement. Audit timetable 14. The unaudited annual accounts and all working papers were received by 30 June 2025 in accordance with the agreed audit timetable. Audit Fee 15. The audit fee for the 2024/25 audit was reported in the Annual Audit Plan and was set at £34 thousand. There have been no developments that impact on planned audit work required, therefore the audit fee reported in the Annual Audit Plan remains unchanged. Materiality 16. The concept of materiality is applied by auditors in planning and performing an audit, and in evaluating the effect of any uncorrected misstatements on the financial statements or other information reported in the annual accounts. 17. Broadly, the concept of materiality is to determine whether misstatements identified during the audit could reasonably be expected to influence the decisions of users of the annual accounts. Auditors set a monetary threshold when determining materiality, although some issues may be considered material by their nature. Therefore, materiality is ultimately a matter of the auditor’s professional judgement. 97
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Audit of the annual accounts | 9 18. Materiality levels for the audit of the IJB were determined at the risk assessment phase of the audit and were reported in the Annual Audit Plan, which also reported the judgements made in determining materiality levels. These were reassessed on receipt of the unaudited annual accounts and updated as can be seen in Exhibit 1. Exhibit 1 2024/25 Materiality levels for the IJB Materiality IJB Materiality – set at 2% of gross expenditure £7.640 million Performance materiality – set at 70% of materiality. As outlined in the Annual Audit Plan, this acts as a trigger point. If the aggregate of misstatements identified during the audit exceeds performance materiality, this could indicate further audit procedures are required. £5.350 million Reporting threshold – set at 5% of materiality. £0.380 million Source: Audit Scotland Significant findings and key audit matters 19. ISA (UK) 260 requires auditors to communicate significant findings from the audit to those charged with governance, which for the body is the Integration Joint Board. 20. The Code of Audit Practice also requires public sector auditors to communicate key audit matters. These are the matters that, in the auditor’s professional judgement, are of most significance to the audit of the financial statements and require most attention when performing the audit. 21. In determining key audit matters, auditors consider: • Areas of higher or significant risk of material misstatement. • Areas where significant judgement is required, including accounting estimates that are subject to a high degree of estimation uncertainty. • Significant events or transactions that occurred during the year. 22. There are no significant findings or key audit matters to report. 98
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Audit of the annual accounts | 10 Qualitative aspects of accounting practices 23. ISA (UK) 260 also requires auditors to communicate their view about qualitative aspects of the body’s accounting practices, including accounting policies, accounting estimates, and disclosures in the financial statements. Accounting policies 24. The appropriateness of accounting policies adopted by the body was assessed as part of the audit. These were considered to be appropriate to the circumstances of the body, and there were no significant departures from the accounting policies set out in the Code of Practice on Local Authority Accounting in the United Kingdom (the Code). Accounting estimates 25. Accounting estimates are used in number of areas in the body’s financial statements. Audit work considered the process management of the body has in place around making accounting estimates, including the assumptions and data used in making the estimates, and the use of any management experts. Audit work concluded: • There were no issues with the selection or application of methods, assumptions, and data used to make the accounting estimates, and these were considered to be reasonable. • There was no evidence of management bias in making the accounting estimates. Disclosures in the financial statements 26. The adequacy of disclosures in the financial statements was assessed as part of the audit. The quality of disclosures was adequate, with additional levels of detail provided for disclosures around areas of greater sensitivity. Significant matters discussed with management 27. All significant matters identified during the audit and discussed with the body’s management have been reported in the Annual Audit Report. Audit adjustments 28. No audit adjustments were required to the financial statements greater than the reporting threshold of £0.380 million. Significant risks of material misstatement identified in the Annual Audit Plan 29. Audit work has been performed in response to the significant risks of material misstatement identified in the Annual Audit Plan. The outcome of audit work performed is summarised in Exhibit 2. 99
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Audit of the annual accounts | 11 Exhibit 2 Significant risks of material misstatement to the financial statements Risk of material misstatement Planned audit response Outcome of audit work Fraud caused by management override of controls Management is in a unique position to perpetrate fraud because of management’s ability to override controls that otherwise appear to be operating effectively. The audit team will: • Assurances will be obtained from the auditors of NHS Ayrshire and Arran and North Ayrshire Council over the completeness, accuracy and allocation of income and expenditure. • Evaluate any significant unusual transactions outside the normal course of business. Audit work performed found: • We obtained assurances from the auditors of NHS Ayrshire and Arran and North Ayrshire Council over the completeness, accuracy and allocation of income and expenditure. • No significant unusual transactions outside the normal course of business. Conclusion: no evidence of fraud caused by management override of controls. Source: Audit Scotland 100
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Wider scope and Best Value audit | 12 Wider scope and Best Value audit Conclusion The 2024/25 year end budget overspend of £3.593 million was met by additional funding contributions from partners. The IJB utilised £4.730 million of reserves in year. At 31 March 2025 the IJB has £3.161 million of earmarked reserves and no uncommitted reserves. This represents a significant financial risk to both the IJB and its partners. The 2025/26 budget included proposed savings of £4.019 million. The latest six-month progress update on the IJB’s transformation plan reports a £2.93 million savings and overspend reduction target for 2025/26. The Medium-Term Financial Outlook has identified required savings of between £8.1 million and £21.4 million in 2026/27 (best to worst case scenarios). The IJB’s cost base is not sustainable; current funding levels and savings from transformation will not cover the estimated costs. The IJB needs to support more radical reform and cost reductions if it is to demonstrate financial sustainability. The IJB has a clear strategic vision that is supported by its partners but financial plans need to be aligned to the vision to show how it can be delivered. Performance management arrangements are effective. Of the 18 national indicators, 16 (89%) either achieved or were above target for 2024/25. However delayed discharges have increased by more than 61% over the same period. Whilst there is evidence of elements of Best Value being demonstrated by the IJB across a range of areas, the mechanism for formally reviewing and reporting on the arrangements to secure Best Value needs to be formalised and reported to the board. 101
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Wider scope and Best Value audit | 13 Audit approach to wider scope and Best Value Wider scope 30. As reported in the Annual Audit Plan, the wider scope audit areas are: • Financial Management. • Financial Sustainability. • Vision, Leadership and Governance. • Use of Resources to Improve Outcomes. 31. Audit work is performed on these four areas and a conclusion on the effectiveness and appropriateness of arrangements the body has in place for each of these is reported in this chapter. Best Value 32. The duty on auditors to consider the arrangements in place to secure Best Value applies to the body as it falls within section 106 of the Local Government (Scotland) Act 1973. 33. Consideration of the arrangements the body has in place to secure Best Value has been carried out alongside the wider scope audit. Significant wider scope and Best Value risks 34. Audit work has been performed in response to the significant wider scope and Best Value risks identified in the Annual Audit Plan. The outcome of audit work performed is summarised in Exhibit 3. 102
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Wider scope and Best Value audit | 14 Exhibit 3 Significant wider scope and Best Value risks Significant risk Planned audit response Outcome of audit work Financial planning and sustainability At month 7 against the full- year budget of £324.231m there is a projected year-end overspend of £6.190m (1.9%), reduced to £3.613m through identified financial recovery actions. This overall position consists of a projected residual overspend of £2.548m in social care services and a projected overspend of £1.065m in health services. The IJB has approached NAC and NHSAA for additional funding. Current budget scenarios for 2025/26 are a £0.6m underspend (best-case), £3.7m overspend (medium- case) and a £11.8m overspend (worst- case). Additional budget savings will require to be identified to achieve a balanced budget position for approval by the IJB in March. The audit team will: • Monitor progress in achieving the 2024/25 revenue budget, 2024/25 financial recovery actions and cost avoidance plans. • Review of financial performance reports presented to the Board. • Review the medium- term financial plan and assessment of plans to address any forecasted budget deficits. • Evaluate the IJB’s progress with the development of its Transformation Plan and assess how this is contributing to the achievement of financial balance. Audit work identified that: • The 2024/25 budget was overspent by £3.593 million which was funded by contributions from partners. • Medium term financial forecasts show significant funding gaps in 2026/27 and 2027/28. • There are no approved plans to meet the budget gaps set out in the Medium Term Financial Outlook. This needs to be addressed as a matter of urgency. Conclusion: There is a risk that the IJB is unable to deliver the transformational change or cost reductions at the pace required. Source: Audit Scotland Prior year recommendations 35. The IJB has made some progress towards implementing the agreed prior year recommendations relating to the wider scope audit. Progress against these is outlined in Appendix 2 of this report. Two remain ongoing and will be followed up again as part of the 2025/26 audit. 103
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Wider scope and Best Value audit | 15 Conclusions on wider scope audit Financial Management A balanced budget was set for 2024/25 this included £10.290 million of savings proposals with no draw on reserves 36. The IJB set a balanced budget for 2024/25 on 14 March 2024. This did not require any draw on reserves but did include the approval of £10.290 million of savings to achieve financial balance. Required savings were split £9.255 million social care and £1.035 million health services. 37. £7.238 million of the social care savings arose from the non- recurring reduction in employer superannuation contribution rates from 1 April 2024. A further £0.375 million was a reduction in the number of funded care home places by 15, leaving budgetary provision for 765 places at average cost. The largest element of health savings was £0.5 million from a reduction in Hospital Based Complex Continuing Care provision. The 2024/25 year end budget overspend of £3.593 million was met by additional funding contributions from partners 38. The year end budget was overspent by £1.212 million, prior to transfer of unspent funding allocations of £2.381 million to earmarked reserves. This resulted in an overall overspend of £3.593 million. The Integration Scheme provides for funds to be made available (by the partners) for overspends against the operational budget. However the partners also agreed to make funds available for the carry forward of unspent Scottish Government funding allocations including Whole Family Wellbeing (£0.9 million), Alcohol and Drug Partnership (£0.4 million), Mental Health Recovery and Renewal (£0.4 million) and Primary Care Improvement Fund (£0.3 million). 39. North Ayrshire Council considered this at their Cabinet meeting of 3 June 2025 and agreed to a non-recurring funding increase of £2.036 million and no requirement to repay the funds in future years. Similarly, NHSAA funded the health services overspend of £1.557 million. 40. The Chief Officer reported to the IJB meeting of 19 June 2025 that the required savings of £10.290 million had been achieved in full. 41. Significant variations from budget included Care at Home which was £2.712 million overspent reflecting the cost of meeting the increased demand and level of provision for care at home support. In addition, Care 104
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Wider scope and Best Value audit | 16 Experienced Children and Young People was overspent by £1.903 million, mainly due to increased demand for children’s residential placements. The IJB utilised £4.730 million of reserves in year. At 31 March 2025 the IJB has £3.161 million of earmarked reserves and no uncommitted reserves. This represents a significant financial risk to both the IJB and its partners 42. One of the key measures of the financial health of a body is the level of reserves held. The IJB general fund reserve can be earmarked balances for future commitments or uncommitted balances. The IJB’s reserve strategy was approved by the Board in March 2024. The strategy outlines a target contingency level of 2 - 4% of annual budgeted expenditure. 43. At 31 March 2025, the IJB had no uncommitted reserve balances against the target level for the year of £6.715 - £13.430 million. The absence of any uncommitted general fund reserves seriously limits the IJB’s ability to manage and mitigate future financial pressures and represents a significant financial risk to both the IJB and its partners. 44. In 2023/24 we recommended that the IJB must urgently map a clear route to bring uncommitted reserves back up to the minimum level. The IJB accepts and acknowledges that uncommitted reserves require to be restored to the minimum recommended level. However the Annual Accounts also report that in the short-term, service pressures mean that this will not be achievable. 45. Total earmarked reserves of £3.161 million include the unspent funding allocations of £2.381 million noted at paragraph 38 above together with the balance of £0.780 million on the Service Redesign/Challenge Fund. 46. Whilst concerns are highlighted in relation to the uncommitted reserves and a requirement to reinstate these as a tool for effective financial management and sustainability, it is acknowledged that the balance of reserves will be considered as part of the IJB annual budget setting process. Whilst the ambition would be to plan to replenish the contingency reserves for the IJB in future years, in setting the budget for 2025/26 the IJB were advised that the reality is in the current financial operating environment there is not the ability or scope to plan for this in the short term. This is acknowledged as a challenge for all IJBs, with reports that at the end of 2024/25 over half of IJBs across Scotland hold no contingency reserve and only one area is expected to have reserves over 2% moving into 2025/26. 105
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Wider scope and Best Value audit | 17 Financial systems of internal control operated effectively 47. The IJB is reliant on the systems of its partner bodies. NHS Ayrshire and Arran and North Ayrshire Council, for its key financial systems, including ledger and payroll. All IJB transactions are processed through respective partners’ systems and all controls over those systems are within the partner bodies rather than the IJB. 48. As part of our audit approach, we sought assurances from the external auditors of NHS Ayrshire and Arran and North Ayrshire Council (in accordance with ISA 402) and confirmed there were no weaknesses in the systems of internal control for either the health board or council. High absence rates were reported in areas which require cover arrangements, principally care at home. In 2024/25 this resulted in additional costs of £1.05 million 49. Overtime costs of £1.05 million were incurred by the HSCP to provide absence cover requirements. For Care at Home (£0.85 million) the HSCP budgets for a full establishment but overtime is funded through vacant posts or ‘20 hour’ posts. Cover requires to be provided as service users cannot be left without a life and limb service. The remaining £0.2 million relates to the children’s houses which also require that any absences are covered, and financial inclusion which relates to overtime worked as part of the financial reassessment process. 50. A performance report for Quarter 1 2025/26 submitted to the Performance and Audit Committee in September 2025 outlined that wellbeing action plans around sickness absence levels within the Care at Home workforce were being robustly managed and supporting staff to maintain attendance/return to work. Despite these efforts the service saw an increase in front line staff absences by a further 1% from Quarter 4 2024 to 2025 to Quarter 1 2025 to 2026, with sickness absence now over 14%. The service has also experienced significant challenges in sickness absence and vacancies within non-frontline service delivery roles. Standards of conduct and arrangements for the prevention and detection of fraud and error were appropriate 51. The IJB does not maintain its own policies relating to the prevention and detection of fraud and error but instead depends on those in place at its partner bodies. We reviewed the arrangements in place at NHS Ayrshire and Arran and North Ayrshire Council through consideration of the work by partner body auditors and found them to be adequate. 106
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Wider scope and Best Value audit | 18 52. Appropriate arrangements are in place for the prevention and detection of fraud and error. We are not aware of any specific issues we require to bring to your attention. Financial Sustainability The IJB cannot demonstrate the financial sustainability of its services 53. Financial sustainability looks forward to the medium and longer term to consider whether the body is planning effectively to continue to deliver its services or the way in which they should be delivered. 54. As outlined at Exhibit 3, a significant wider scope risk was identified around financial sustainability. We have noted below significant challenges going forward in the IJB’s ability to achieve financial balance. 55. The IJB approved its medium term financial plan 2025-2028 in December 2024. An update to the original projected funding gap was presented to the IJB in March 2025 as part of the annual budget for 2025/26. The 2025/26 budget includes proposed savings of £4.019 million 56. As set out in Exhibit 4, the 2025/26 budget has a funding gap of £3.069 million and the IJB approved savings of £4.019 million. This level of savings was proposed to create a surplus of £0.950m as a contingency towards any 2024/25 overspends which would continue into 2025/26. The IJB was updated on the projected implications of overspends in 2024/25 moving into the new financial year and additional savings were approved to support the management of these overspends during 2025/26 rather than any surplus being planned to for example reinstate reserves. 107
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Wider scope and Best Value audit | 19 Exhibit 4 North Ayrshire IJB 2025/26 Budget Gap and Savings Source: North Ayrshire IJB 57. The £4.019 million savings are rated £2.984 million Amber and £1.035m Green. Amber rated savings include: Improve outcomes for care experienced young people (£1.0 million); Continued review of Care at Home service (£0.5 million); and review of Financial Inclusion Service (£0.36 million). 58. There is considerable uncertainty around a significant proportion of these savings. For example, improving outcomes for care experienced young people will require significant understanding of both the costs associated with the current system and to identify what needs to change, and further reduction in the care at home service has the potential to create cost pressures in other parts of the system. Care Experienced Children and Young People is projected at Month 3 to overspend by £2.857 million in 2025/26. Care at Home is projected at Month 3 to be £1.641 million overspent in 2025/26. In addition and as noted at para 41 above, both of these areas were significantly overspent in 2024/25. The Chief Officer has confirmed that issues are being addressed by various initiatives, monitoring and review. The Medium-Term Financial Outlook has identified required savings of between £13.6 million and £21.4 million in 2026/27 59. A Medium-Term Financial Outlook (MTFO) has been prepared to identify what the financial position may look like moving into 2026/27 and 2027/28. The MTFO notes that for 2025/26, the outturn was between the projected medium and the worst case scenarios for that year and it would be prudent to assume a similar position for2026/27 and 2027/28. As set 108
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Wider scope and Best Value audit | 20 out at Exhibit 5, the modelling which has been carried out has identified required savings of between £13.6 million and £21.4 million for 2026/27 and between £5.7 million and £14.7 million for 2027/28. 60. The significant shortfall in 2026/27 is linked to the expected increase in local government employer pension contributions from 6.5% in 2025/26 to 17.5% in 2026/27. Exhibit 5 North Ayrshire MTFO 2026/27 – 2027/28 Source: North Ayrshire IJB The MTFO indicates the IJB’s cost base is not sustainable; current funding levels and savings from transformation will not cover the estimated costs. The IJB needs to support more radical reform and reduce the cost base if it is to demonstrate financial sustainability 61. The Accounts Commission’s July 2024 report on Integration Joint Boards: Finance and Performance 2024 emphasised the need for a more significant transformation of services to achieve financial sustainability. This is becoming increasingly important as recurring savings get more difficult to identify and achieve. 62. The overall picture, set out by the Accounts Commission is concerning. It shows a continued picture of overspending, depletion of reserves and reliance on one-off rather than recurring savings. There is a need for transformational changes in the way services are being delivered and for the identification and delivery of significant recurring savings. IJBs in Scotland also need to be working collaboratively with each other and with their NHS and council partners to find ways to transform services on a longer-term basis so that they are affordable. 63. In 2023/24 we reported that the IJB has recognised that the challenging financial environment it is operating in will likely continue for some years to come and agreed an updated Transformation Plan 2024-27 in March 2024. We also reported that the Service Redesign and Change 109
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Wider scope and Best Value audit | 21 Fund aims to support the Transformation Plan through the redesign of services and investments in new technologies. The balance on the Fund at 31 March 2025 was £0.780 million. These funds are allocated on a non- recurring basis. 64. An Internal Audit review of IJB transformation submitted to the September 2025 Performance and Audit Committee gave an opinion of substantial assurance in relation to the governance of the Transformation Plan. 65. Not all projects in the Transformation Plan have a direct financial impact although a number will deliver financial savings. Of the 75 projects approved in March 2024, 40 were reported as having a financial impact. Some financial targets were identified as part of the budget development for 2025/26. Identified savings and overspend reductions are tracked in the online trackers. 66. The latest six-month progress update was provided to the IJB in August 2025. The report provided updates on specific projects across all service areas and notes a £2.93 million savings and overspend reduction target for 2025/26. 67. The Transformation Plan is critical to the ongoing sustainability of service delivery. In 2023/24 we reported that that the refreshed Transformation Plan includes timescales and is being overseen by the IJB’s Transformation Board. However based on current projections, savings from transformation fall significantly short of the potential budget gaps in 2026/27 and 2027/28. Financial recovery from this position will require radical reform of services. Whilst the transformation programme needs to be sufficiently ambitious to respond to the scale of the financial challenges, the Chief Officer is clear that future recurring savings also need to be made through workforce changes, service review and charging reviews. In the absence of any contingency reserve of its own, the increased demand for health and social care services alongside rising costs presents a significant financial risk to both the IJB and its partners. 68. Recurring pressures are currently being met with a combination of recurring and non-recurring solutions with an underlying recurring over- commitment. This needs to be addressed as a matter of urgency. An effective medium term financial recovery plan needs to be introduced, and decisions made about the way services are delivered in the short, medium and longer-term based on information about the cost, impact and quality of all available options. Detailed scenario planning should also be undertaken to provide an understanding for the IJB of the effects of various reform options. 69. In 2023/24 we reported that in order to facilitate greater scrutiny of the financial position and the delivery of the financial recovery plan during 2024/25. The IJB agreed at its June 2024 meeting to establish a ‘Finance Working Group’, chaired by the IJB Vice Chair. The Director and Heads of 110
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Wider scope and Best Value audit | 22 Service are members of the group. This Group will continue to meet monthly during 2025/26 to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. 70. Change and cost base reduction now needs to happen quickly if the IJB is to address its transformational challenges. More focused and effective leadership is needed to drive the change and to promote a culture of challenge. Joint Board members should challenge the progress being made. Recommendation 1: The Chief Officer, Joint Board members and the Finance Working Group need to produce a financial plan that demonstrates how efficiencies from service reform, cost base reduction and transformation will meet the budget gaps outlined in the MTFO. Progress should be reviewed and challenged by the board. 71. There are an additional number of risks and challenges faced by the IJB from the anticipated budget pressures. 72. We have previously reported that IJBs, with the support of council and NHS board partner bodies, should be clear about how and when they intend to achieve their priorities and outcomes, in line with their available resources; and ultimately how they intend to progress to sustainable, preventative and community-based services. 73. The IJB needs to operate within its delegated budgets however there are a number of risks and challenges faced by the IJB from the anticipated budget pressures. For example: • The IJB is stopping or reducing services to deliver from within reduced financial allocations. Whilst the IJB is not in a positive financial position, further reductions of service in the community has the potential to create cost pressures in other parts of the system • NHS Ayrshire and Arran continue to meet the increased costs of energy, e-health and all drugs (including primary care prescribing) in line with the approved integration scheme (see paragraph 74 below). The IJB holds the budget for mental health services and addictions prescribing • In relation to the set aside budget, the monitoring of large hospital activity is complex and requires significant work to be undertaken to monitor budgets and changes in activity levels (see paragraph 75 below) • The Integration Scheme for North Ayrshire IJB was last updated in 2018. There is a legal duty on councils and health boards to review the Integration Schemes at least every 5 years to consider whether 111
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Wider scope and Best Value audit | 23 any changes are necessary or desirable. The Integration Scheme is being reviewed on a Pan Ayrshire basis and will be taken to respective governance boards in 2026. Work to rebalance the financial risk between the Integration Joint Boards and the Health Board in some areas remains ongoing 74. NHS Ayrshire and Arran currently meet the increased costs of energy, e-health and all drugs (including primary care prescribing). The IJB holds the budget for mental health services and addictions prescribing. The integration scheme sets out the position in relation to primary care prescribing, however the scheme also requires that in relation to the set aside budget, the IJBs should contribute financially if they are responsible for increased use and risk sharing in these areas. 75. In 2023/24 we reported that Ayrshire Finance Leads have now developed and agreed on a new model for costing the set aside arrangements, based on actual bed usage and average costs which was expected to be enacted operationally during 2024/25. However NHS Ayrshire and Arran has also requested the development of a joint strategic commissioning plan to enable the setting of directions for Unscheduled Care, aligned with the Set Aside resources, which has not yet been approved by the three IJBs. 76. We previously reported that during 2023/24, a Task Group relating to Primary Care Prescribing and led by the Health Board’s Director of Finance, agreed in principle that whilst IJBs should hold full responsibility for Primary Care Prescribing, a prudent approach would be to undertake a period of learning to enable chief officers and funding partners to fully understand the implications of such a decision. We are now advised that the transfer of responsibility of primary care prescribing would require all parties to the integration schemes to agree to this change (council and health board) and for due diligence to establish if the service is appropriately funded. Vision, Leadership and Governance Governance arrangements are appropriate and operate effectively 77. The audit work performed on the arrangements the IJB has in place around its Vision, Leadership and Governance found that these were effective and appropriate. 78. There continues to be an increasing focus on demonstrating the best use of public money. Openness and transparency in how a body 112
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Wider scope and Best Value audit | 24 operates and makes decisions is key to supporting understanding and scrutiny. Transparency means that the public has access to understandable, relevant, and timely information about how the body is taking decisions and using resources. 79. For 2024/25 the IJB held its meetings in person. The meeting papers and minutes are available on the IJB’s website. All Performance and Audit Committee meetings continued to be held remotely. 80. We consider that governance arrangements are appropriate and generally support effective scrutiny, challenge and decision-making. The IJB has a clear strategic vision that is supported by its partners 81. The Public Bodies (Joint Working) (Scotland) Act 2014 requires the IJB to prepare a strategic plan that sets out the arrangements in place to carry out the integration functions over the period of the plan. The Act also requires that the plan set out how those arrangements are intended to achieve, or contribute to achieving, the national health and wellbeing outcomes. 82. To support the IJB in achieving these responsibilities, it has established a clear strategic vision as set out in its “Caring Together “Strategic Plan 2022-2030. The plan contains five strategic objectives/priorities: • Enable communities • Develop and support workforce • Provide early and effective support • Improve mental and physical health and wellbeing • Tackle inequalities 83. The IJB provides services as set out in its Integration Scheme. The Strategic Plan objectives aim to give direction to the services provided and commissioned by the IJB and are based on its engagement with its partners and other key stakeholders together with consideration of national outcomes. The current Strategic Plan has no links to financial plans. 84. In 2022/23 we reported that the IJB was to refresh the Strategic Plan in 2024 to ensure it is relevant and up to date. That review is now underway and includes the development of a new action plan together with a refresh of the main document to bring this in line with the current landscape. It is proposed to present the updated document to the IJB in December 2025. 113
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Wider scope and Best Value audit | 25 A review of the Integration Scheme is ongoing and is due to conclude in 2026 85. The Public Bodies (Joint Working) (Scotland) 2014, places a legal duty on Councils and Health Boards to review the Integration Schemes at least once every five years to consider whether any changes are necessary or desirable. 86. As set out at para 71 above, the Integration Scheme for the IJB was last reviewed in 2018. The current review of the Integration Scheme has been undertaken on a pan-Ayrshire basis by the three Councils and the Health Board to ensure a consistent and co-ordinated approach. A project Board was established to oversee the work and various work groups were established. The review of the Integration Scheme through the various workgroups concluded in March 2024. Further work has since been undertaken to consider specific issues and the overall legal competence of the Scheme. 87. It is anticipated that the Integration Scheme review will conclude in 2026. Following this, it will require approval by North Ayrshire Council and NHS Ayrshire and Arran, prior to submission to the Scottish Ministers. Use of Resources to Improve Outcomes Performance management arrangements are effective. Of the 18 national indicators, 16 (89%) either achieved or were above target for 2024/25. However delayed discharges have increased by more than 61% over the same period 88. The Performance and Audit Committee has a role in providing oversight of performance reporting against the strategic plan. Twelve month rolling performance reports are presented to most meetings of the committee. This provides assurance to the Performance and Audit Committee of overall performance. 89. There are local indicators used for performance reporting by the IJB, however for comparability when assessing the performance of the IJB, we have considered several key Ministerial Strategic Group for Health and Community Care (MSGHCC) measures that are used to track performance in Integration Authorities. 90. Of the 16 local indicators used, 14 out of 16 (87.5%) either achieved or were above target. Exhibit 6 sets out the IJB’s results against a number of the MSG measures for 2024/25 . Of the 18 indicators, 16 (89%) either achieved or were above target. However delayed discharges 114
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Wider scope and Best Value audit | 26 bed days increased from 1,785 during March 2024 to 2,876 during March 2025, an increase of 61.1%. 91. Delays in accessing Care at Home supports are largely due to overall capacity to deliver services. As part of the IJB’s financial recovery plan for 2024/25, which has continued into 2025/26, a recruitment freeze was implemented to reduce the overspend. This has resulted in a reduction in the overall workforce and an overall reduction in service capacity. The service has developed a Winter Preparedness and Delayed Discharge Improvement Plan with a key focus on supporting Care at Home Capacity. However with a reduction in service capacity, an increased focus on early discharge from hospital and a sickness absence rate of over 14% in the Care at Home workforce, improvement in this area is unlikely without radical reform. Current initiatives include implementation of a call monitoring system, a review of roles, prioritisation of access including reviews of eligibility criteria. Exhibit 6 National performance measures (age 18+) Measures 24/25 performance Improving from 23/24 Emergency admissions to acute hospitals 9.1% decrease Yes Unscheduled “hospital bed days” in acute hospital 40.8% decrease Yes Unscheduled “hospital bed days” in geriatric long stay 68.3% decrease Yes Emergency department attendances 0.5% increase No Delayed transfers of care bed days (all) 61.1% increase No Source: North Ayrshire IJB - Annual Performance Report 2024-25 92. Whilst there is a need for caution when drawing conclusion from national comparisons, the Accounts Commission’s Integration Joint Boards: Finance and Performance 2024 report makes it clear that IJB’s need to make best use of available data. This needs to include effective data sharing between partners and key stakeholders. To that end, it is important that members and management of North Ayrshire IJB satisfy themselves that the performance results of it are fully assessed on a continual basis and that these results are used to effectively inform how to improve outcomes for people who use its services. 93. We conclude that the IJB has established appropriate arrangements for reporting performance against national outcomes through the Annual Performance report. 115
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Wider scope and Best Value audit | 27 A formal review should be undertaken to demonstrate how the IJB is achieving Best Value 94. The Code of Audit Practice requires us to consider the adequacy of the arrangements in place to demonstrate how the IJB meets its Best Value duty to secure continuous improvement in the performance of its functions. We expect bodies to demonstrate that they meet the expectations in the Scottish Government, Local Government in Scotland Act 2003 Best Value: Revised Statutory Guidance 2020. 95. Our work on the four wider scope audit areas financial management, financial sustainability, vision, leadership and governance and the use of resources to improve outcomes provides evidence of how the IJB performs in some important areas of Best Value. Whilst there is evidence of elements of Best Value being demonstrated by the IJB across a range of areas, the mechanism for formally reviewing and reporting on the arrangements to secure Best Value is not formalised and reported to the Board. Recommendation 2: A Best Value assurance framework should be formalised, to set out how annual assurances from the IJB’s partners can be used to provide assurance on Best Value arrangements to the Board. 116
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Appendix 1 | 28 Appendix 1 Action plan 2024/25 2024/25 recommendations Matter giving rise to recommendation Recommendation Agreed action, officer and timing 1. Financial sustainability There are no approved plans to meet the budget gaps set out in the MTFO. This needs to be addressed as a matter of urgency. An effective long term financial recovery plan needs to be introduced, and decisions about the way services are delivered in the short, medium and longer-term based on information about the cost, impact and quality of all available options. Detailed scenario planning should also be undertaken to provide an understanding for the IJB of the effects of various reform options. Risk: There is a risk that the IJB is unable to deliver the transformational change at the pace that is required. The Chief Officer, Joint Board members and the Finance Working Group need to produce a financial plan that demonstrates how efficiencies from service reform , cost base reductions and transformation will meet the budget gaps outlined in the MTFO. Progress should be reviewed and challenged by the board. (paragraph 70) Accepted Preparation for the 2026/27 budget has commenced. The Transformation Plan is being further developed with a focus on aligning financial impact to areas of service change. A series of meetings is being held with every senior manager to review their services and look at ways of reducing spend through either redesign or cessation of services. Once completed the actions identified will be discussed at the Finance Working Group prior to proposals being presented to the IJB for approval. Proposals will be submitted throughout 2025/26 e.g Brighter Pathways will be presented in November 2025. Final proposals to bridge any remaining gap will be presented in March 2026 as part of the 2026/27 budget paper. This work will also include savings beyond 2026/27. Chief Officer and Chief Finance Officer March 2026 117
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Appendix 1 | 29 Matter giving rise to recommendation Recommendation Agreed action, officer and timing 2. Arrangements to secure Best Value Whilst there is evidence of elements of Best Value being demonstrated by the IJB across a range of areas, the mechanism for formally reviewing and reporting on the arrangements to secure Best Value is not formalised and reported to the Board. Risk: The is a risk that the IJB is not meeting its Best Value duty to secure continuous improvement in the performance of its functions. A formal review of the Best Value assurance framework and an assessment of the partnership’s Best Value arrangements should be completed and reported to the Joint Board. (paragraph 95) Accepted A Best Value framework will be developed and presented to the IJB, thereafter this will be incorporated into the Annual Performance Report as the mechanism for regular reporting to the IJB. Chief Officer February 2026 118
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Appendix 2 | 30 Appendix 2 Follow-up of prior year recommendations in the 2023/24 Annual Audit Report Issue/Risk Recommendation Agreed management action/timing PY1. Financial management Financial monitoring report projections during the year varied significantly from actual outturn. Financial projections should be based on clear evidence and realistic assumptions. Complete The projection for Care at Home costs in 2023/24 was understated due to an error in the forecasting template. This was explained to the IJB at the June meeting and was rectified for 2024/25. PY2. Unidentified savings At the end of Month 4 (July 2024), the IJB reported a projected year-end overspend of £6.697m. Identified financial improvement actions amount to £3.702m, A further £2.995m of financial recovery improvement actions still require to be identified. The IJB should ensure that savings plans are developed as a matter of urgency, identifying how the required £2.995 million of financial recovery improvement actions in 2024/25 will be achieved. Ongoing The IJB set a balanced budget for 2024/25 on 14 March 2024. This did not require any draw on reserves but did include the approval of £10.290 million of savings to achieve financial balance. The 2005/26 budget has a funding gap of £3.069 million and proposed savings of £4.019 million. 119
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Appendix 2 | 31 Issue/Risk Recommendation Agreed management action/timing PY 3. Uncommitted reserves The IJB Reserves Strategy recommends that the IJB will aspire to hold between 2 and 4% of its annual budgeted expenditure as an uncommitted reserve. The uncommitted reserve balance at 31 March 2024 was £0.357 million (representing only 0.1% of the IJB’S 2024/25 budget) and therefore does not meet the lower target. In addition, uncommitted reserves are forecast to be depleted by 31 March 2025. The IJB must urgently map a clear route to bring uncommitted reserves back up to the minimum level. Ongoing. At 31 March 2025, the IJB had zero uncommitted reserves balance against the target level for the year of £6.715 - £13.430 million. The absence of any uncommitted general fund reserves seriously limits the IJB’s ability to manage and mitigate future financial pressures and represents a significant financial risk to both the IJB and its partners. The IJB accepts and acknowledge that uncommitted reserves require to be restored to the minimum recommended level. However it also reports in the Annual Accounts that in the short-term, service pressures mean that this will not be achievable. This will require to be considered as part of the annual budget setting process alongside the funding allocations from both partner bodies. 120
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Appendix 2 | 32 Issue/Risk Recommendation Agreed management action/timing PY B/F 1. Transformation Plan (2022/23 recommendation) The IJB needs to be clearer about how the ongoing improvement activity makes a difference to the outcomes the IJB and its partners want to achieve. The IJB and its partners need to clearly set out what achieving its intended outcomes looks like in the short, medium and longer term. Superseded Based on current projections, projected savings from transformation are not enough to close the potential budget gaps in 2026/27 and 2027/28. Financial recovery from this position will require radical reform of services and service/cost reductions. In the absence of any contingency reserve of its own, this presents a significant financial risk to both the IJB and its partners. An effective long term financial recovery plan needs to be introduced, and decisions about the way services are delivered in the short, medium and longer- term based on information about the cost, impact and quality of all available options. Detailed scenario planning should also be undertaken to provide an understanding for the IJB of the effects of various reform options. See Recommendation 1 of our 2024/25 action plan. 121
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Appendix 3 | 33 Appendix 3 Supporting national and performance audit reports Report name Date published Local government budgets 2024/25 15 May 2024 Scotland’s colleges 2024 19 September 2024 Integration Joint Boards: Finance and performance 2024 25 July 2024 The National Fraud Initiative in Scotland 2024 15 August 2024 Transformation in councils 1 October 2024 Alcohol and drug services 31 October 2024 Fiscal sustainability and reform in Scotland 21 November 2024 Public service reform in Scotland: how do we turn rhetoric into reality? 26 November 2024 NHS in Scotland 2024: Finance and performance 3 December 2024 Auditing climate change 7 January 2025 Local government in Scotland: Financial bulletin 2023/24 28 January 2025 Transparency, transformation and the sustainability of council services 28 January 2025 Sustainable transport 30 January 2025 A review of Housing Benefit overpayments 2018/19 to 2021/22: A thematic study 20 February 2025 Additional support for learning 27 February 2025 Integration Joint Boards: Finance bulletin 2023/24 6 March 2025 Integration Joint Boards finances continue to be precarious 6 March 2025 General practise: Progress since the 2018 General Medical Services contract 27 March 2025 Council Tax rises in Scotland 28 March 2025 122
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North Ayrshire Integration Joint Board 2024/25 Annual Audit Report Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit.scot www.audit.scot AS.5.0 123
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1 2 IJ B Budget Position: Critical Pressures and Risks for 2025/26 Chief Officers Update -5th March 2025 • Estimated financial gap of £562.4m -to stand still • Average of 5.35% with gaps ranging from 1.97% to 11.39% BOO% 12.00% 10.00% • Pressures across the system 6.00% Finanical Gap as Percentage of Budget including • Prescribing • Demand :: I ii0.00% I I I I I I I I • Pay Pressures • Contract Inflation • National Insurance (potential underestimate) OFFICIAL HEALTH AND SOCIAL CARE SCOTLAND IJB CFO SECTION I I I I I 1 Appendix 2 124
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Financial Sustainability - Worsening Position
• Depleted reserves - majority {55%) with no Contingency Reserve as Percentage of Budget Against Best Practice
Range
contingency reserve 4.50%
• Best practice contingency reserves - held at •.00%
2 to 4% of revenue budget ,.s0%
• Total contingency reserve balance held is ,.a0%
£59.4m or 0.46% of total funding {£183m in
2
.s0%
2.00%
22/23) 1.50%
• Financial recovery measures have been 1.00%
required exposing Partners to financial risk-u:s0%
inc impact on LG reserves 0.00%
• Significant financial gaps to be met to hold
our current position
• IJB Financial position routinely shared -
locally, CFO network, monthly returns SG
3
• Different funding mechanism to other LA and NHS
I
• In-year funding allocations -not kept pace with inflation or policy
intent
4
• Reductions to recent allocations -eg Mental Health Outcomes
Framework, Multi Disciplinary Teams, Mental Health Officers
• Core Funding from 2023/24:
IJB Funding I
2023/24 - £95m + 2% NHS NRAC
Real Living Wage I
Free Personal Care I
Interim Care Ending I
2024125 - £241.5m - + 0% NHS NRAC
Real Living Wage I
Free Personal Care I
2025/26 - £140m + 3% NHS NRAC
Real Living Wage I
Free Personal Care I
Short Breaks Unpaid Carers I
£m
100
15
-20
230
11.5
125
10
5
• SG Directive to pass through
baseline plus additional funding
- set the bar for funding
allocations
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3. Financial performance
The financial health of IJBs continues to weaken and th,
are indications of more challenging times ahead
US funding has decreased in real terms compared to
2021/22
30. UBs recer,;e ther nnfng as enooall', agreed cootrb..rnons from their
OOln:llandNHSboal-dpart11ers. Funiingl:!llargeiyreceMldtcco.er
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specific services and natlOrllll nrtlalM!S ID be hn:iBd Ill future yt!,lr5.
31. Furdng to UBs n 2022ll3 decreased by f'l.1 billion (rx1e p(!f cent]
n real terms 1D fllD bilui; a £342 mdkJn decreasa rn cash rerms
Exhibit 2. UBs recer.oed Cl.O blion d adiinonal fining fl 202"1/22
1Csiffl(Jllthe1r1�toiheCo,,d-.19panderT»c_ b:dudngthe
2021/22 Covd-19 related fundng. this 500,'IIS an under!yITTg decrease of
£68 mifiron n real terms, represantJng a 1.0 per cent decrease
Exhibit 2.
Real terms movement in IJB funding
2020/21 2021122 2022123
■ Partner funding (real terms) ■ Covid-19 funding (real terms}
2 125Page 126
5
6
Trend in NHSScotland expenditure, 2012/13 to 2022/23
5,000,000
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
£11 _
£10
£9
£8
£7
£6
£5
£4
£3
£2
£1
£0
Financial year
-Hospital Sector (cash terms) -community Sector (cash terms)
-Family Health Sector (cash terms) -Resource Transfer (cash terms)
--Total Operating Costs (cash terms) -Total Operating Costs (real terms)
"'
-8.
"'
.a
"
• Disproportionate
balance of
funding between
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• Principles of
Integration to Shift
the Balance of
Care
LFR Data - Gross Expenditure net of customer and client receipts
income • Increasing cost across adult social care
client groups
Ill
Older persons
(aged 65+)
••• 111 • ••
Adults with Adults with Adults with
physical or learning mental health
sensory disabilities (aged needs (aged 18-
disabilities (aged 18-64) 64)
18-64)
■ 2021/22 ■ 2022/23 ■ 2023/24
---
Adults with other Total Adult Social
needs {aged 18- care
64)
• 17% Increase in two years, with
variation across client groups from
14%to 46%
Client group
Older persons (aged 65+)
Adults with physical or sensory disabilities (aged
18-64)
Adults with learning disabilities (aged 18-64)
Adults with mental health needs (aged 18-64)
Adults with other needs (aged 18-64)
Total Adult Social Care
% Increase from
2021/22 to
2023/24
14%
19%
20%
16%
46%
17%
3 126Page 127
7 8 Legacy Overspends - Including debt repayment requirements Performance expectations - Maintain and improve Meeting the needs of population with rising costs of care 4,990 community hospital beds 18,135 care home beds External cost pressures E.g. Prescribing National Insurance SG Policy commitments not fully funded & reducing or ceasing Budget settlement - timing and quantum Provider market and cost pressures - provider of last resort Wider system financial challenges - inc LG, NHS and care market Integration Scheme Reviews -risk share & dispute resolution €) 11,585 Band 5 nurses 48.8 million less items 420,300 weekly homecare hours Annual running cost NHS '= ti "" ,1 Borders Current waits: • Delayed Discharges- 1,921 • Community CAH people - 2,951 • CAH overall - 33,700hrs • Assessment - 6,487 4 127
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9 Social Care Provider Sustainability • Live examples of provider concerns: Supported Accommodation Provider-refused 7 .24% uplift 24/25 -served notice on residents Providers pullmg out of md1v1dual areas or across Scotland (eg from Community Support) Homecare Association seekmg £32.88 an hour well above average Higher than mflat1on and SLW increases for contracts - eg Scotland Excel Children's Residential Framework Impact of eNIC "the consequences of not exempting all public service providers of social care from the additional eNIC l1ab1lit1es will be catastrophic" Community Support Provider hand back small Poe-eg 30 SUs by 31 March 25% of presence m an area Cost of Care for Complex needs-Coming Home Agenda not progressing • Costed models -eg NCHC and hourly rates for community support -we will NEED to fund full NI cost for providers with zero IJB funding • Unfunded cost increases = commission and deliver less - for NCHC adds 2.2% to rate (circa 805 beds) • Circa 89% of care home beds are not publicly operated • HSCPs are providers of last resort -generally in-house is more expensive • Do not have BCP/contingency plans/capacity to mitigate impact of widespread provider failure • Negative impact on social care workforce 2025/26: Openin deficit £3.?m Budget pressures - pay, inflation & demographics £16.0m SG Funding (eg NRAC uplift, SLW, FPNC (£7.9m) Council additional fundin £4.0m Estimated Budget Ga (exc repayment) £7.Sm Impact areas: • Care at home - align with budget - £2.Sm overspend circa 100 average packages of care • Care Homes - flm saving= 36 care home placements 5% reduction -67% residents now access from hospital • Capping access to non-residential care & review non personal care (misalignment SDS) • Social Care Non Residential Charges -range 5% to 25% increase 25/26 • Cease Early Intervention Services - community health and wellbeing programmes • Financial Inclusion Service -remove universal access • Community waits & risk- over 80% waiting outwith hospital Delayed Discharges Care at Home - projecting £3.3m overspend, reduced to £2.Sm at Dec Spend £m 2019/20 £20. 7m 2024/25 £33.3m Increase SG Capacity Funding 2021/22 £12.6m £3.4m 110 100 90 80 70 60 50 40 30 20 10 Financial Recovery Plan --TOTAL -CRAG Target 10 5 128
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11 12 Financial Sustainability Other high risk -!&,ASP, carer breakdown, palllatfve care, Intensive personal care/moving and handling All other community Prevention of admission, risk management, supporting hospital discharge .tigcw.Ji� and discharge without delay Safe care delivery Reablement support and early intervention Links with National Priorities & Policy Directives BY FOCUSSING ON TOP OF PYRAMID - REDUCTION IN CARE • Delayed Discharge mission and Unscheduled Care improvement plans • Homefirst-community based care is expensive • Self Directed Support-remove choice, control and flexibility • Carers Act-impact on Carers and cared-for • The Promise -early intervention impact • Coming Home Implementation -resource to support discharge and choice based on affordability • Planning with People guidance and best practice 6 129
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13 • Risk - Will unpick positive progress already made through Integration 7 130
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NORTH AYRSHIRE COUNCIL 30 September 2025 Cabinet Title: Local Housing Strategy 2023–2028: 2024/25 Progress Update Purpose: To provide Cabinet with an annual update on progress of the Local Housing Strategy 2023-2028 and to seek approval for the update to be submitted to Scottish Government. Recommendation(s): It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan, with further details provided in Appendix 1; (ii) approves the addition of the three new actions outlined at para 2.48, with further details provided in Appendix 1; and (iii) approves submission of the LHS update to the Scottish Government. 1. Executive Summary 1.1. The Housing (Scotland) Act 2001 places a statutory duty on local authorities to produce a Local Housing Strategy that sets out its strategy, priorities, and plans for the delivery of housing and related services. 1.2. The North Ayrshire Local Housing Strategy 2023–2028 was approved by Cabinet on 13 June 2023 and sets out the strategic priorities for tackling housing issues in the area during the five-year period. 1.3. The Local Housing Strategy enables the Council to monitor progress against national and local priorities. It is a statutory requirement for a Local Housing Strategy to be kept under review; the Scottish Government expects all local authorities to review and report on progress annually. 1.4. This report provides an overview on progress made to 31 March 2025 on the delivery of the Local Housing Strategy 2023-2028. 1.5. Cabinet is invited to note the contents of the report; approve the addition of the three new actions outlined at para 2.48, with further details provided in Appendix 1; and approve submission of the LHS update 2024/25 to the Scottish Government. 2. Background 2.1. The Housing (Scotland) Act 2001 sets out local authorities’ duties to prepare a Local Housing Strategy which details the Council’s strategy, priorities, and plans for the delivery of housing and related services. The 2001 Act states that the Local Housing Strategy must be: • supported by an assessment of housing provision, including the need and demand for housing-related services; Agenda Item 5 131
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• submitted to Scottish Ministers; and • kept under review by the Council. 2.2. The Scottish Government expects all local authorities to review and report on progress annually. 2.3. The North Ayrshire Local Housing Strategy 2023-2028 was approved by Cabinet on 13 June 2023 and sets out the strategic ambition for Housing in North Ayrshire: “we want all our people to live in the right homes, in great places, with access to any support services they need”. Four overarching outcomes were developed to achieve this ambition, which align to our Council Plan and the four key strategies in the Scottish Government’s ‘Housing to 2040’ vision: • Outcome 1: More homes at the heart of great places – Our places support thriving and inclusive communities; • Outcome 2: Affordability and choice – Our people have affordable homes in the places they choose to live; • Outcome 3: Affordable warmth and zero emissions – Our homes are energy efficient and release less emissions; • Outcome 4: Improving the Quality of our Homes – Our homes are in good condition and people can access any support services they need. Achievements to Date 2.4. To measure the outcomes of the Local Housing Strategy 2023-28 an action plan was developed (see Appendix 1), with 42 actions each having their own desired outcome and targeted completion date. The strategy is now in its second year of implementation and there have been a number of successes within the action plan to date. These are grouped under each of the approved LHS outcomes noted at paragraph 2.3: Outcome 1 – More homes at the heart of great places 2.5. The Local Housing Strategy aims to support the Council’s Community Wealth Building approach and Regeneration Delivery Plan to make our area more successful for everyone, improving our places, establishing thriving town centres, supporting health and well-being, and providing more opportunities for a better quality of life. Housing can make a strong contribution to regeneration by contributing to positive health outcomes and supporting a sense of community. During 2024/25 the Council utilised its role as a major house builder in North Ayrshire to maximise local employment and training opportunities. For example, two modern apprentices and a graduate apprentice have been employed at the Council’s Garnock Academy site. The contractor has also delivered a number of employability and career sessions for school children via the Council’s Employability team. 132
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2.6. A total of 91 new homes were delivered during 2024/25 by the Council and our Registered Social Landlord (RSL) partners, as follows: Development Number of Homes Additional Comments St Mary’s Gardens, Largs 26 This development replaced the former St Mary's Primary School Stanecastle, Irvine 18 This development replaced the former Stanecastle Primary School James McFarlane, Ardrossan 17 This development replaced the former James McFarlane Primary School Laburnum Avenue, Beith 7 Housing regeneration project Newhouse Drive, Kilbirnie 3 Housing regeneration project Garven Road, Stevenston 20 CHA development 2.7. The Council’s new build project at Stanecastle, Irvine (29 homes, 31 units) concluded during April 2025. The Newhouse Drive, Kilbirnie (7 units) and James McFarlane, Ardrossan (19 units) Council projects concluded during May 2025. 2.8. In addition, works are currently underway at the following new Council developments: • Ayrshire Central Hospital, Irvine (202 units) • Garnock Academy, Kilbirnie (50 units) • King’s Arms, Irvine (6 units) 2.9. The Council developments listed above contribute to the Council’s latest commitment to deliver 1,643 new homes. The Strategic Housing Investment Plan (SHIP) 2025-2030, approved by Cabinet on 3 December 2024, sets out the Council and its partners commitment to deliver new affordable homes in North Ayrshire, supporting the Scottish Government’s target to deliver 110,000 new affordable homes by 2032. The revised SHIP 2026-2031 will be presented to Cabinet on 28 October 2025. 2.10. Private developers delivered 280 new homes during 2024/25 at active sites, bringing the number of units delivered by the private sector to 528 since April 2023. Development is underway at all five new sites allocated by LDP2, which together will deliver over 1,000 private sector homes in addition to other active sites including Montgomerie Park and West Byrehill. Planning Services submitted the Draft Delivery Programme to Scottish Government on 8 April 2025 - setting out actions required to deliver sites within the housing land supply - and are progressing towards finalising the 2025/26 Housing Land Audit and Delivery Programme, which will be published following its approval alongside the LDP Evidence Report. Outcome 2 – Affordability and choice 133
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2.11. The Scottish housing system is under significant pressure, with the Scottish Government having declared a national Housing Emergency on 15 May 2024 and 13 local authorities having declared their own housing emergencies due to the unprecedented pressure to meet their statutory responsibilities towards homeless people and other priority groups in housing need. On 2 September 2025, the Scottish Government published its Housing Emergency Action Plan, with three main areas of focus: • Ending children living in unsuitable accommodation. • Supporting the housing needs of vulnerable communities; and • Building our future - maximising investment in Scotland’s housing sector. Whilst there is increasing pressure on the North Ayrshire housing system, a range of effective measures are underway, including increasing housing supply, and managing the demand from homeless people by way of temporary and permanent accommodation. Details of the housing development programme and homelessness prevention achievements to date, and further work planned during 2025/26 are outlined elsewhere in this report. 2.12. North Ayrshire Council established the Arran Housing Task Force (AHTF) in 2022 to quantify demand for affordable housing on Arran and identify issues that may be limiting economic growth. A quantitative study was undertaken to determine affordable housing demand on the island, recognising the assessed housing demand information from the North Ayrshire Housing Register and community feedback. Following the study, the AHTF recognised areas that required further analysis, and the Arran Housing Survey was developed and launched on 31 January 2025. The survey looked for responses from Arran households, employees/employers on the island, landlords, second homeowners, empty homeowners, short-term let owners, and those wishing to move to the island, to help shape future housing provision on the island. Following the survey’s closure on 14 April 2025, the results are currently being analysed by the Council’s Housing Strategy Team and will be presented to the AHTF in late 2025. The survey report will require formal sign off by the AHTF and will be published thereafter, with the AHTF action plan amended to reflect the outcomes. The AHTF membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups, and Arran registered social landlords. 2.13. When the Rapid Rehousing Transition Plan (RRTP) was implemented in 2019, a target was set for North Ayrshire to create 100 Housing First tenancies over a five-year period. At end of 2023/24, we had exceeded the target by creating 103 tenancies and by the end of 2024/25 we have successfully created 123 tenancies. Within current budget constraints, we plan to create a further 20 tenancies per annum over the next four years. 2.14. The Private Sector Advice and Homelessness teams are piloting an approach where a homeless presentation is due to the tenant being served a Notice to Leave by their landlord. The Private Sector Advice team contact the landlord to either mediate or encourage the landlord to use our landlord-to-landlord sales service with the intention that the tenant can remain in the property. The pilot 134
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outcomes will be reviewed with the expectation that the service can be further evolved to ensure we are supporting private tenants within our communities. 2.15. It is recognised that purchasing ex-local authority stock is an effective way to increase social housing stock and provide value for money for the investment made - the current SHIP 2025-2030 has increased the Council’s buyback scheme to 60 properties by 2030. The Council’s developing Registered Social Landlord partners have buyback programmes within the SHIP, aiming to acquire a further 29 new homes. Due to current housing market conditions, it has been more challenging to acquire homes that are marketed for sale. As a result, a new Housing Acquisition Strategy is under preparation (see LHS Action 32) and will be presented to Cabinet during 2025/26, to identify potentially new and innovative approaches, ensure that the Council continues to meet housing need across North Ayrshire, funding is maximised and value for money is demonstrated across the various funding streams. 2.16. During 2024/25 Trust Housing Association acquired two homes on Arran through the Rural Affordable Homes for Key Workers Fund, which is available until 2028. The Council and RSLs continue to work in partnership to identify suitable properties that can be bought back using the Rural Affordable Homes for Key Workers Fund, to increase the affordable housing stock available on our islands. 2.17. The ‘Housing and Care Leaver Protocol’ sets out how North Ayrshire HSCP and Housing Services will work together to achieve the best possible housing outcomes for care leavers. The protocol has recently been reviewed and enhancements made, as part of the Brighter Pathways programme. Senior Housing Officers will continue to carry out enhanced housing options interviews with care leavers to ensure their housing needs are met and they are supported to sustain their tenancies. Between April 2024 and March 2025, secure tenancies were allocated to 14 North Ayrshire care leavers. Outcome 3 – Affordable warmth and zero emissions 2.18. At the design and planning stage for each new build Council development identified in the SHIP, an options appraisal is carried out to determine the most appropriate sustainability measures required to reduce fuel poverty for tenants, as well as contributing towards the Council’s net zero target. 2.19. Our most recent developments incorporate air source heat pumps alongside enhanced fabric measures and solar PV panels. An assessment was carried out for each site and measured to ensure property running costs were affordable for our tenants while contributing to our net zero target. 2.20. As part of the capital programme for investment for existing stock, solar PV and external wall insulation has been included in the re-roofing and re-rendering measured term contracts where appropriate, to ensure tenants benefit from a better insulated home, reduced heat loss and the ability to utilise solar panels to reduce utility bills. 135
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2.21. North Ayrshire Council responded to Scottish Government’s consultation on the new and emerging Social Housing Net Zero Standard (SHNZS) in February 2024. The new standard is likely to require increased fabric performance and replacement of ‘polluting’ heating systems with ‘clean’ heating systems in our housing stock. The proposals have significant implications for the Council’s housing asset management approach and 30-year HRA Business Plan, including cyclical replacement of heating systems and other fabric elements e.g., window, roof, and insulation programmes. 2.22. A pathfinder project is in progress to review the financial, technical and customer implications associated with the emerging standard. The project focuses on the traditional housing stock built between 1945 and 1960, which makes up approximately 75% of the stock profile. The initial properties have been surveyed; the appointed external architects (MAST) have issued their recommendations and will agree a proposed scheme of works for each property. A suitable contractor is currently being procured to provide monitoring within the properties, with a budget of £0.550m allocated for this project. 2.23. The Area Based Scheme (ABS) continues to deliver energy efficiency and low carbon technology to private sector households, in hard-to-treat areas. During 2024/25 this targeted scheme was focused on improving affordable warmth in island properties i.e. Arran and Great Cumbrae, whilst providing roof mounted solar PV to properties in the Kilwinning area where ABS has previously been used to install external wall insulation. 2.24. Council officers has been working in partnership with Green Home Systems, an Irvine based company, to access ECO4 Flex funding, and through this partnership have installed 134 measures, such as ASHP, solar PV, loft, room in roof, internal wall and cavity wall insulation, boiler upgrades, first time central heating and TRVs, in 32 properties, generating over £0.900m of additional funding into North Ayrshire. 2.25. The Council offers Energy Smart emergency support payments for those vulnerable to fuel debt, to support a reduction in fuel poverty. Grants totalling £0.123m were released during 2024/25. 2.26. A comprehensive process map has been developed to ensure issues with damp and mould are effectively addressed. The core elements of this process have already been implemented and further elements, such as an expansion in the use of electronic monitoring, are currently being explored. Tenant engagement has been increased, with regular information provided via corporate social media channels. These measures will ensure that the Council is well prepared for the anticipated introduction of Awaab’s Law as part of the forthcoming Housing (Scotland) Bill. Outcome 4 – Improving the quality of our homes 2.27. The latest Housing Asset Management Plan (HAMP) was approved by Cabinet in September 2023, and complements the Local Housing Strategy 2023-2028 approved by Cabinet in June 2023. The HAMP is currently being refreshed and 136
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will be presented to Cabinet on 28 October 2025. The HAMP aims to ensure the Council’s housing stock is maintained in a condition compliant with existing and proposed legislation and building standards. Progress on the action plan is reported to the Housing Asset Management Board (HAMB) on a bi-monthly basis to ensure appropriate governance mechanisms are in place to support the delivery of the action plan. 2.28. The Estate Based Regeneration Programme (EBRP) continues to deliver projects to address pockets of low demand stock; antisocial behaviour; external appearance; parking provision; road and footpath condition; fencing; landscaping; and general grounds maintenance issues. During 2024/25, there has been successful delivery of an additional 16 new in-curtilage parking spaces at NAC properties, rehoming of tenants and purchase of 3 properties to allow future works to progress at low demand flatted blocks, external improvement works at two blocks of amenity bungalows, major repair works to a Housing owned footbridge, a significant fencing programme, and some smaller improvement projects. 2.29. The Sheltered Housing Reprovisioning Programme has delivered the refurbishment of Barnett Court, Saltcoats, which was completed in January 2024 and works at Cheviot Court, Irvine, completed in November 2024. Work is anticipated to commence at Vineburgh Court, Irvine and Laigh Court, Beith during spring 2026. These two complexes will be supplied by a Bivalent heating and hot water system, which is a combination of ASHP and a gas back-up. Officers are currently preparing a heating strategy for the remainder of the complexes on the programme. 2.30. The Customer Participation Strategy 2023-28 was approved by Cabinet in June 2023. In 2024/25, membership within our Service Improvement Groups increased, 25 consultations took place, and our tri-annual Tenant Satisfaction Survey was conducted. The Redburn Grove Gypsy/ Travellers Tenants group became a Registered Tenant Organisation. Areas of Future Focus 2.31. Priorities that require further action, and will be implemented during the remaining lifespan of the Local Housing Strategy 2023-2028, are as follows: Outcome 1 – More homes at the heart of great places 2.32. As reported to Cabinet on 3 December 2024, in May 2024 Scottish Government advised that the North Ayrshire Resource Planning Assumption (RPA) for 2024/25 would be significantly reduced compared to the funding level previously indicated, with further reductions anticipated in later years. On 4 December 2024, Scottish Government announced a draft £768m budget for the Affordable Housing Supply Programme, which reinstated the funding for 2025/26. 2.33. The Council is currently in the process of developing the SHIP 2026-31, including future Resource Planning Assumptions, pending formal notification of 137
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the 2026/27 North Ayrshire Resource Planning Assumption anticipated in spring 2026. Officers are also working with external partners to explore alternative and additional mechanisms to support affordable housing delivery. Outcome 2 – Affordability and choice 2.34. A review of the North Ayrshire Common Housing Register (NAHR) Allocation Policy has recently been completed to ensure that it aligns to emerging issues, incorporating national and local priorities. Following consultation with applicants, tenants, tenants’ groups, and key stakeholders, the NAHR partners have successfully undertaken and concluded remodelling requirements to assess the potential scale of impact for the proposed changes to the allocation of housing. The draft North Ayrshire Housing Allocation Policy (NAHAP) has been reviewed by NAHR partners and is scheduled to be presented to Cabinet on 30 September 2025. 2.35. North Ayrshire Council experienced increasing levels of homelessness and a significant increase in demand for temporary accommodation in 2024/25, putting additional pressure on general housing supply. The North Ayrshire Homelessness Taskforce, comprising of the Council and a range of stakeholders, provides the governance framework for the delivery of the North Ayrshire Rapid Rehousing Transition Plan, inclusive of Housing First. The partners are currently working to understand the homelessness risk factors affecting each of the partner organisations with a role in homelessness prevention in North Ayrshire. The findings from this work are being used to develop the North Ayrshire Homelessness Strategy, aligned to the proposed new homelessness prevention duties detailed within the Housing (Scotland) Bill 2024. 2.36. Of the 1,184 homeless cases in 2024/25, 171 (14.4%) individuals reported to be fleeing domestic violence in comparison with 133 in 2023/24. Of the 171, 142 (83%) were females. In early 2025, the Violence Against Women Partnership was re-established, to bring relevant partners back together to discuss individual and collective actions in response to national policy and local challenges. This action was supported by confirmation of a new VAW Lead Officer post which is currently being recruited. Development of the North Ayrshire VAW Strategy and Action Plan will be aligned to the Delivering Equally Safe National Strategy. 2.37. Following the successful implementation of the Redburn Grove Tenants and Residents Association (TARA), further engagement work and an associated action plan requires to be developed to fully identify the needs and aspirations of Gypsy Travellers, reflecting on feedback from the recent Gypsy/Traveller Satisfaction Survey. This will not be isolated to Redburn Grove and will include the management and engagement opportunities when dealing with unauthorised encampments. 2.38. On 3 June 2025, Cabinet approved the inclusion of the Redburn Grove redevelopment within the Strategic Housing Investment Plan 2026-2031, which will be considered by Cabinet on 30 September 2025. 138
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2.39. Housing Services are working to develop an inter-agency hospital discharge pathway to minimise the risk of homelessness on discharge from hospital. Through collaboration with partners, we are developing the pathway that will recognise the proposed “Ask” and “Act” recommendations within the Housing Bill. The pathway will promote partnership working and encourage early intervention to prevent homelessness and ensure the housing needs of patients are identified on admittance. 2.40. Working in partnership with East and South Ayrshire Council, a prison discharge outreach service is delivered from within HMP Prison Kilmarnock to offer advice and assistance to those threatened with homelessness on release. In addition, the North Ayrshire Homelessness Task Force has developed a Prison Discharge Protocol aligned to the national ‘Sustainable Housing on Release for Everyone’ (SHORE) standards, to minimise the risk of crisis for people being released from prison. The protocol is currently being revised. During 2024/25, 63 individuals approached for homeless assistance following prison discharge, which accounts for 5.3% of all approaches. During 2023/24, 77 individuals were homeless following prison discharge, which accounted for 7% of all approaches. 2.41. Further analysis is required to determine trends and areas for improvement in relation to homelessness tenancy sustainment. In 2023/24 the average number of weeks spent in temporary accommodation was 16.4 (115 days) for cases closed. In 2024/25 this has decreased to 15.8 weeks (111 days). A review of the Housing Allocation Policy and supporting practices is currently being undertaken to ensure that the use of Council housing stock is optimised to meet the needs of tenants and applicants. Outcome 3 – Affordable warmth and zero emissions 2.42. The Social Housing Net Zero Standard (SHNZS) mentioned previously at paragraph 2.21 is anticipated to be implemented during 2026, although the exact implementation date has yet to be confirmed by Scottish Government. Similar to many other local authorities and registered social landlords, the Council’s 30-year HRA business plan is under significant pressure. Whilst an increase in emission standards is expected and the HRA Business Plan includes a budget allocation for energy efficient improvements and heating systems replacement, it is recognised that this will not be sufficient to fully retrofit our existing stock. 2.43. In anticipation of the new SHNZS standards, the Council has appointed a contractor to undertake a pathfinder project to fully understand the financial, technical and tenant implications of complying with zero emissions targets. A sample of properties have been identified to include a range of different property types with tenant consultation underway. A whole house approach to retrofit will be undertaken to implement a range of energy efficiency and decarbonisation measures across Council housing stock to ensure legislative requirements are met. The project will also consider dampness and mould to inform the future approach in dealing with these issues, with a specific focus on 139
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the use of electronic monitoring. A report with findings and recommendations will be prepared during 2025 for further consideration. Outcome 4 – Improving the quality of our homes 2.44. Whilst The Council awaits the outcome of the Scottish Government consultation on SHNZS, our Pathfinder project is underway and will see physical works conducted during 2025 and 2026; this will inform the Council’s longer-term strategy in relation to SHNZS. Alongside this, our Capital Programmes continue to deliver improvements to our stock through investment in Solar PV/EWI and upgraded central heating systems. Progress in this area will continue to be reported through our regular Joint Budget Meetings, HAMB and Scottish Government returns. 2.45. Actions taken to improve access (e.g., an end-to-end process review; higher application of the access policy; additional staff resources) have seen an improvement in statutory compliance. In 2025/2026, the Council will continue its statutory compliance delivery, similar to that used in 2024/2025 where we saw increased utilisation of our forced access policy and increased financial resources to create a dedicated compliance team. This saw substantial improvement in both gas safety and Electrical Installation Condition Report compliance, which we wish to sustain. 2.46. A Housing Evidence Paper, prepared to inform the preparation of the LDP Evidence Report, was published in December 2024 and reissued in March 2025 for stakeholder comments. The paper considers the requirement for a target for the delivery of accessible homes within the private sector, noting that the Government has committed to a new ‘Scottish Accessible Homes Standard’ which will be part of national building standards by 2025/26. The accessible standard will see accessibility designed and built into all new homes, increasing the housing choices for people with disabilities and reducing the need for expensive retrofitting as people age or their needs change. The Council will review our stakeholder comments and will complete the Evidence Report by setting out the evidence and position on establishing a target for the delivery of accessible homes within the private sector. 2.47. The Scheme of Assistance (for private sector housing) is currently being reviewed to include the changes to the Repairing Standard, which came into force on 1 March 2024, and the promotion of positive outcomes for people living with autism in the private housing sector. An action plan for consultation and engagement will be prepared thereafter. New Actions 2.48. To ensure the Local Housing Strategy 2023-28 continues to deliver on the outcomes set out for North Ayrshire, three new actions have been developed for adoption within the Strategy. These additional actions have their own desired outcomes and target dates for achieving the desired outcomes. The additional actions are as follows: 140
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LHS_02. Develop Local Housing Plans to better understand the needs of our neighbourhoods in North Ayrshire. Developing local housing plans is an important way to ensure that neighbourhoods grow in a way that meets community needs while balancing affordability and sustainability. The aim is to develop housing plans for each locality which will identify and support the needs of current and future residents of North Ayrshire and reflect a ‘whole system approach’ as part of the recently announced Collaboration for Health Equity in Scotland and work to tackle child poverty as part of the Fairer Futures Partnership. LHS_03. Collaborate with the Scottish Government to end the national housing emergency. While there are acute housing pressures locally, a housing emergency has not been declared in North Ayrshire. However, work is ongoing to support the Scottish Government in ending the national housing emergency. Following Scottish Government’s release of the Housing Emergency Action Plan on 2 September 2025, we are currently assessing the Council’s position against the national actions, with the aim of relieving current pressures and preventing North Ayrshire Council from requiring to declare a housing emergency in the future. LHS_04. Ensure the Housing (Scotland) Bill 2024 legislation is embedded in all our policies and procedures. The Scottish Government introduced the Housing (Scotland) Bill 2024 to Parliament on 26 March 2024 to deliver its rented sector strategy, A New Deal for Tenants, and some policy ideas for housing as set out in Housing to 2040, while also seeking to deliver on an ambition to end homelessness. The Bill makes changes in the law in relation to housing and the changes cover protections for tenants, preventing homelessness, and other housing matters. The Bill is at Stage 3 of the process, prior to becoming an Act of Parliament. At Stage 3, MSPs can propose further amendments to the Bill, and these are debated and decided on in the Debating Chamber. Officers will continue to monitor and review the amendments agreed at stage 3, with all legislative changes implemented in North Ayrshire as required. 3. Proposals 3.1. It is proposed that Cabinet: i. notes the content of this report and progress against the LHS Action Plan to 31 March 2025; ii. approves the addition of the three new actions outlined at para 2.48 and detailed in Appendix 1; iii. approves the submission of the LHS update to the Scottish Government. 4. Implications/Socio-economic Duty Financial 141
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4.1. Any financial implications arising from the current projects and initiatives included within the Local Housing Strategy 2023-2028 are reflected within existing capital and revenue budgets. Business cases will be developed to support emerging new initiatives, as required. Human Resources 4.2. The Local Housing Strategy 2023-2028 is delivered by North Ayrshire Council officers and relevant external partners, and is complemented by external expertise, where required. Legal 4.3. The development and monitoring of the Local Housing Strategy 2023-2028, which sets out its priorities and plans for the delivery of housing and related services in North Ayrshire, ensures compliance with the Housing (Scotland) Act 2001. Equality/Socio-economic 4.4. The provision of good quality housing through the actions set out in the Local Housing Strategy 2023-28 has a positive impact upon older people, children, younger people, people with disabilities and households in fuel poverty. There are no negative or discriminatory effects on any of the equality groups as a result of the implementation of the strategy. Climate Change and Carbon 4.5. The Local Housing Strategy continues to support the Sustainable North Ayrshire Strategy 2024 - 2027, which aims to eradicate fuel poverty and achieve net-zero carbon status by 2030. Key Priorities 4.6. The Local Housing Strategy continues to support the Council Plan strategic priorities: ‘Wellbeing;’ ‘Climate Change;’ ‘A Sustainable Council;’ and ‘Communities and Local Democracy.’ There is evidence that children and young people can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment. The strategy also aims to support our island communities and their economies. Community Wealth Building 4.7. A number of the initiatives detailed within the Local Housing Strategy continue to result in North Ayrshire Community Benefits through training and employment opportunities delivered through the Council’s house building programme; the wider Strategic Housing Investment Plan; Sheltered Housing reprovisioning programme; and the Estate Based Regeneration programme. 142
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Islands Communities Impact Assessment (ICIA) 4.8. The Local Housing Strategy recognises that there are unique impacts faced by our islands and includes measures to address them. Some policy interventions will be specifically tailored to our islands, to ensure our islands communities enjoy the same opportunities as those living on the mainland. United Nations Rights of the Child (UNCRC) 4.9. The Local Housing Strategy affects children and young people indirectly. The following groups of children and young people have been identified as those potentially affected by the Local Housing Strategy: • From low-income households • Living in deprived areas • At risk of homelessness or homeless • Victims of domestic abuse/part of a family affected by domestic abuse • Looked after/accommodated children and young people • Care experienced young people/young people leaving care • Those with a protected characteristic Consumer Duty 4.10. ‘None’ Consultation 5.1 The 2024/25 update on LHS 2023-2028 has been prepared by gathering information from various project leads across Council Services, as well as partner RSLs. David W. Hammond Executive Director (Communities & Housing) For further information please contact Fiona Ellis, Senior Manager (Housing Strategy & Development), on 01294 324031. Background Papers Local Housing Strategy 2023-2028 Customer Participation Strategy 2023-2028 Strategic Housing Investment Plan (SHIP) 2025-2030 Tackling Scotland’s Housing Emergency Housing (Scotland) Bill as amended at Stage 2 143
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 1 Collaboration LHS_01. Review and update our Tenant Participation Strategy to: • Ensure inclusive engagement with hard-to-reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A refreshed Tenant Participation Strategy is adopted by the Cabinet of North Ayrshire Council Housing Services Customer Participation Strategy 2023- 2028 was approved by Cabinet on 13 June 2023 where three key priorities were approved. For 2024 the following took place: Priority 1 – Engage and Inform • Tenant Satisfaction survey carried out by Knowledge Partnership on behalf of North Ayrshire Council’s Housing Service (NAC). Action Plan devised, staff and North Ayrshire Network informed of results. • 1932 tenants are currently on the Tenant Panel. A decrease of 35 since Q4 figure of 1967. • Annual Return on Charter agreed and approved by tenants at meeting held on 27/05/2025 with members of the North Ayrshire Network, North Ayrshire Inspection Panel and Service Improvement Groups. • We have 6145 followers on Facebook. This is a decrease of eight followers in this quarter from 6153 in Q4. • We have 686 followers on X. This is a decrease of four since the last quarter • Utilised Libraries App and Care Experienced App to improve communication to customers and include Housing Services information • 25 consultations events were held throughout 2024- 25 • Tenants Chat newsletter issued quarterly • Implement Tenant Satisfaction survey action plan • Engage with seldom heard groups to ensure all communities have a voice by developing a new North Ayrshire Network • Build capacity within communities by offering training sessions. • Review the Customer Participation Strategy 2023-2028 action plan. • Develop Service Improvement Groups and sustain membership • Devise and deliver staff Virtual Events covering Customer Participation and Consultation 2023+ 31 March 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) 144
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 2 • Annual Performance Matters newsletter issued September 2024 • 1 Welfare Reform Messenger Session 19/06/2025 • Utilised Libraries App to include Housing Services information • Utilised Care Experienced App to include Housing Services Information • Social media messenger sessions hosted covering rent arrears, Welfare Reform and housing support • Estate management inspections carried out in all areas where Tenant Groups are in operation annually • Rent consultation carried out December 2024 with 1473 responses received. This was a 158 increase on the previous year’s 1315 and the best response we’ve had to a rent consultation. Priority 2 – Empower and Influence TARA meetings have taken place with Redburn Grove, Hayocks, Saltcoats High Flats, Castlepark and Bourtreehill & Broomlands • Developed Redburn Grove Gypsy/Travellers Tenants Group to become a Registered Tenants Organisation • Attendance at quarterly Sheltered Housing Complex meetings • A review of the Information Supplied Tenant Inspection Panel findings and action plan delivery • Six working group meetings took place with the NAN, Editorial Panel, Major Works Working Group, Tenant Event Group and Tenant Inspection Panel. • Tenant-led scrutiny training provided by the Tenant Participation Manager to the Tenant Inspection Panel • Newly recruited Service Improvement Group members have been trained in Tenant Participation by the Tenant Participation Manager • Capacity building within communities by offering a suite of 15 training sessions, including Keeping Safe Online; Scam Awareness; Financial Advice; Report 145
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 3 Writing; Tenant Participation Refresher; Microsoft Teams Refresher; etc. • Reviewed NAC staff iLearn Customer Participation module • Digital methods of contact developed to include SMS text messaging Priority 3 Evolve and Innovate • Increased membership within Service Improvement Groups and Tenant Inspection Panel with 20 new recruits joining • Developed partnership working with stakeholders and other agencies. • Coordination and delivery support of Saltcoats High Flats Coffee Morning event • Sharing good practice presentation delivery at Scotland's Housing Network – Community & Resident Engagement Community of Practice on 18/06/2025 • Attendance at People Strategy Network meetings in Dalry and Beith (June 2025) • Attendance at Cunninghame Housing Association Tenants Conference with 4 NAN representatives 24/06/2025 • Attendance at Cost-of-Living events across North Ayrshire communities • Two-year Customer Involvement Strategy review LHS_02. Develop Local Housing Plans to better understand the needs of our neighbourhoods in North Ayrshire Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Development of local housing plans for each locality/ town to identify and support the Local housing plans are an important way to ensure that neighbourhoods grow in a way that meets community needs, while balancing affordability and sustainability. • Collaborate with key partners to develop LHPs, aligned with forthcoming 31 March 2028 Senior Manager (Housing Strategy & Development) 146
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 4 needs of current and future residents of North Ayrshire ‘Locality Profiles’, with further details to be submitted to Cabinet in due course Team Manager (Housing Strategy) LHS_03. Collaborate with the Scottish Government to end the national housing emergency Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A housing emergency is not declared in North Ayrshire The Scottish housing system is under significant pressure, with the Scottish Government having declared a national Housing Emergency on 15 May 2024 and 13 local authorities having declared their own housing emergencies due to the unprecedented pressure to meet their statutory responsibilities towards homeless people and other priority groups in housing need. On 2 September 2025, the Scottish Government published the Housing Emergency Action Plan with 3 main areas of focus: • Ending children living in unsuitable accommodation; • Supporting the housing needs of vulnerable communities; and • Building our future - maximising investment in Scotland’s housing sector. • Whilst there is increasing pressure on the North Ayrshire housing system, a range of measures are being undertaken across the housing system, including increasing housing supply, and managing the demand from homeless people by way of temporary and permanent accommodation. • Assess North Ayrshire against the Scottish Government’s Housing Emergency Action Plan • Prepare and implement the actions set out by the Scottish Government. • Continue our good partnership working with RSLs when reviewing our lets to homeless 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_04. Ensure the Housing (Scotland) Bill 2024 legislation is embedded in all our policies and procedures 147
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 5 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new Housing Act legislation is implemented in North Ayrshire The Scottish Government introduced the Housing (Scotland) Bill 2024 to Parliament on 26 March 2024 to deliver its rented sector strategy, A New Deal for Tenants, and some policy ideas for housing as set out in Housing to 2040, while also seeking to deliver on an ambition to end homelessness. The Bill makes changes in the law in relation to housing and the changes cover protections for tenants, preventing homelessness, and other housing matters. The Bill is at Stage 3 of the process prior to becoming an Act. At Stage 3, MSPs can propose further amendments to the Bill, and these are debated and decided on in the Debating Chamber. The six main parts (chapters) to the Bill are: 1. Rent paid by tenants under private residential tenancies 2. Dealing with evictions 3. Keeping pets and making changes to let property 4. Other matters relating to tenants 5. Homeless Prevention 6. Other housing matters • Monitor and review the amendments agreed at Stage 3 • Develop an action plan to embed the legislative changes in North Ayrshire Council’s policies and practices 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) More homes at the heart of great places LHS_05. Use our role as a major house builder to maximise local employment and training opportunities, and encourage our partners to do the same 148
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 6 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Training and employment opportunities are available for local people The Council is committed to improving socio-economic and environmental outcomes through community benefits within its procurement activity and has a community benefits policy in place. The policy aligns with Council priorities, most notably those captured in the 2024-2027 Community Wealth Building Strategy and Local Outcome Improvement Plans. Community benefits are mandatory for all Council contracts above £500,000, therefore are included in all social housing development contracts. For example, two modern apprentices and a graduate apprentice have been employed at the Council’s Garnock Academy housebuilding site as at May 2025. The contractor has also delivered a number of employability and career sessions for school children and via the Council’s Employability team. Our Registered Social Landlord (RSL) partners are encouraged to use Community Benefits Clauses in construction and other tenders during scheduled update meetings and at site nomination. • Continue to work with the Employability Team and to further exp-lore joint initiatives and employability opportunities for the wider community. • Continue to collaborate with our contractors to ensure local contractors are utilised where possible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_06. Deliver 1,643 new units of social housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,643 new homes are developed The SHIP 2025-2030 approved at Cabinet 3 December 2024 increased the previous target from 1,641 to 1,643 new homes by 2030. This reflected the addition of the third phase of the St Michael’s Wynd, Kilwinning development, utilising the remaining unallocated regeneration units. 956 new Council homes have been delivered as at 31 March 2025 against the 1,643 target. Despite the affordability challenges faced, 91 new homes were completed by the Council and RSLs during 2024/25. • Work continues on site to progress to deliver 202 units at Ayrshire Central Hospital, Irvine. • Laburnum Avenue, James 2028 31 March 2030 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) 149
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 7 The Council’s Resource Planning Assumption (RPA) for 2025/26 has been confirmed as £15.878m. The uplifted budget (when compared to the estimate within the Strategic Housing Investment Plan 2025-2030) will support delivery of prioritised projects and the shadow programme. Officers continue to explore alternative/additional mechanisms to support affordable housing delivery. McFarlane, Stanecastle, King’s Arms & Garnock to complete during 2025/26. • Explore alternative/additi onal mechanisms to support affordable housing delivery. • Deliver remaining programme to achieve 1,643 units by 2030. LHS_07. Deliver 1,300 new units of private sector housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,300 new private homes are developed Private developers delivered 280 new homes during 2024/25, bringing the total number of units delivered by the private sector to 528 since April 2023. Development is underway at all five new sites allocated by LDP2, which together will deliver over 1,000 private sector homes in addition to other active sites, including Montgomerie Park and West Byrehill. Successful completion of these and other smaller sites by 31 March 2028 would result in the 1,300-unit target to that date being exceeded. A Draft Delivery Programme was submitted to Scottish Government on 8 April 2025, setting out actions required to deliver sites within the housing land supply. • Continue to work with private developers to deliver 1,300 new private homes target by 2028. • Finalise 2024/25 Housing Land Audit and Delivery Programme (to be published following approval alongside the 31 March 2028 Senior Manager (Planning) Strategic Planning Manager 150
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 8 LDP Evidence Report) LHS_08. Consider opportunities to provide homes in and around our town centres Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing is developed in or around town centres, where feasible Work is nearing completion for the Council’s development of 6 amenity flats in Irvine town centre at the former King’s Arms public house. The Council also plans to refurbish a block of flats on Nelson Street, Largs - near the town centre - to provide three new homes. • Deliver further town centre homes, where feasible, during the lifespan of the SHIP. • Continue to work in partnership with the Regeneration Team to identify potential development opportunities. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Affordability & Choice LHS_09. Enforce a zero tolerance approach to harrassment and abuse against equalities groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Every identified incidence of harassment is investigated and actioned All risk assessments/ procedures for lone working have been updated to reflect added caution due to staff experiencing an overall increase in health and safety incidents associated with violence and aggression. From April 2025, Health and Safety Officers will deliver bespoke Personal Safety Training to all Housing Staff. From June 2025, Risk Assessment Training will be made available to staff. In relation to our tenants and communities, our Housing Officers address any issues of harassment or abuse involving our tenants through our Estate Management procedures. • Staff encouraged to log all incidents on Assure System, with debriefing process established. • All incidents outlined within quarterly Health and Safety Action Plan to gain wider perspective and actions taken. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) 151
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 9 The Anti-Social Behaviour Investigation Team work directly with Police Scotland to address community issues and cases of tenants that have escalated. We work in partnership with Police Scotland and have a dedicated Police Liaison Officer who provides daily updates of any reported crimes within our tenancies. This Officer also assists with other teams such as the Housing Advice Team for households who advise they are fleeing external harassment. PREVENT Training for Managers has been undertaken to facilitate full participation in Prevent Multi Agency Panel meetings. • All operational staff within Housing Services will undertake PREVENT Awareness training. LHS_10. Train our staff to understand cultural differences and challenges faced by different ethnic groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of our staff are trained All staff have completed their mandatory North Ayrshire Council Equality and Diversity 2025 training module on iLearn. Completion records are recorded centrally on the HR system CHRIS to ensure 100% completion. • New staff members will be asked to complete the mandatory module. All staff will complete the 2026 module once this becomes available. • Internal Learning Event organised on Gypsy Travellers on 10/07/2025 2024 31 March 2028 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_11. Work with national agencies and local partners to ensure refugees, asylum seekers and other displaced people affected by conflict are supported to live in safety in our area Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 152
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 10 100% of refugees and people displaced by conflict who are housed in our area received support Our Refugee Support Team continue to work together with the CPP partners to provide high quality support to assist families to integrate into local communities and access vital services to meet their individual needs. Following the successful completion of previous resettlement pledges (2015 – 2025), North Ayrshire Council’s voluntary involvement in UK Government Resettlement programmes (UKRS/ARAP/ACRS) has recently been reviewed and paused for the time being. However, previously settled refugees and people displaced by conflict living within North Ayrshire continue to have access to support services when required. • The Housing Services Refugee Resettlement Transition Strategy 2025-26 has been agreed and is currently being implemented. The Strategy includes an action plan which has been developed to achieve the key actions which will be monitored through the Refugee Resettlement Task Force. • The aims and objectives of the strategy consider the progress made in achieving and supporting ongoing humanitarian resettlement across North Ayrshire’s communities. In addition, they take account the impact of reducing demand for Housing Services 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) 153
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 11 and responsibly phase out housing support services by 31 March 2026, ensuring continuity for essential needs while identifying non-priority services for cessation in a sustainable and equitable manner. LHS_12. Engage with Gypsy / Travellers to ensure that housing solutions meet their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Gypsy / Travellers needs and aspirations are reflected in all service provision We continue to work with partner services delivering support to the community with MECOPP, Education, Money Matters, NHS, and the Tenant Participation (TP) Team. The TP Team continues to meet with Redburn Residents’ Group each month. In January 2025 the Group held their AGM, with residents showing their support to the group and maintaining positive engagement with NAC to ensure they continue to influence decision-making around site issues. The group gave their feedback to NAC budget engagement, Tenant Satisfaction Survey, and 2025-26 rent consultation. NAC/MECOPP/NHS worked in partnership to deliver services at Redburn, including voicing their concerns to the COVID 19 inquiry. Eglinton Medical Practice offers monthly clinics at Redburn Grove specifically for the Gypsy/Traveller • Action plan to be drafted and agreed, factoring into consideration feedback from the recent Gypsy / Traveller Satisfaction Survey. • Ongoing engagement with the Redburn Grove tenants through monthly meetings of the Redburn Grove Tenants Association and additionally via the Redburn Record newsletter. 2023 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) 154
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 12 community. Members of the community gain direct access to a General Practitioner in the Redburn Grove Community room. Outreach tutors provide education onsite to Gypsy/Traveller young people every Tuesday in the Redburn grove community room. Currently there are two regular students working towards various levels of education in Maths, English, history, and sciences. Residents voiced their opinions in January to the Housing Services satisfaction survey. The results are being reviewed and acted upon by senior management team. Young people on site were given Christmas gifts and selection boxes in partnership with Christians Against Poverty and Random Acts of Kindness. In December 2024, power cards became available for purchase at the new Public Protection office at Maress House, Irvine. This gives residents the option to purchase power cards out with office hours. • Housing Services to continue to work in partnership with supporting agencies to ensure Gypsy / Traveller needs and aspirations are factored into consideration. LHS_13. Listen to Gypsy/Travellers from unauthorised encampments so that we can better understand and respond to their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 155
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 13 100% of Gypsy/Travellers living in unauthorised encampments are approached for a Support and Needs Assessment During 2024/25 officers engaged with and managed 67 unauthorised encampments: 17 of these being between 1 January – 31 March (Q4). Our Gypsy/Traveller Co- ordinator completed a needs assessment for every unauthorised encampment site and provided advice and support to the Gypsy/Traveller community where required. Our Gypsy/Traveller Co-ordinator updated relevant services with any issues raised and liaised with members of the public to strike a balance between the travelling and the settled community. We also worked in partnership with Police Scotland to perform 5 joint visits to unauthorised encampments. Between 1 April 2024 and 31 March 2025, we responded to 258 concerns regarding encampments. • Continue to work in partnership to support and manage unauthorised encampments across North Ayrshire. • Consider the Scottish Government’s research on the ‘negotiated stopping’ model for supporting roadside encampments pilot report recommendations. 2023 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_14. Carry out an options appraisal on potential Gypsy / Traveller site improvements Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of our findings, and supporting action plan (if feasible) On 3 June 2025 Cabinet approved the inclusion of the Redburn Grove redevelopment in the Strategic Housing Investment Plan 2026-2031, which will be considered by Cabinet in October 2025. • Site to be included within the SHIP 2026-2031. • Scottish Government Guidance in relation to funding for Gypsy/Traveller site improvements awaited 2024 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_15. Develop and deliver an LGBTQ+ informed housing service, including: • Establish LGBTQ+ champions • Develop an LGBTQ+ staff training programme 156
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 14 • Increase private sector awareness of LGBTQ+ housing issues • Encourage our LGBTQ+ tenants and residents to participate Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The delivery of an inclusive housing service is evidenced by involvement and participation in the delivery and development of housing services An LGBTQ+ awareness session was delivered to staff in July 2024. This was delivered by the Terrance Higgins Trust and a copy of the presentation slides are available for all staff to view. All staff have completed the mandatory training module, Equalities and Diversity 2025. The completion record for this is saved on the HR System. Ongoing engagement with seldom heard groups is taking place via the Communities Team. • The Tenant Participation Team will engage with seldom heard groups to ensure all communities have a voice by developing a new North Ayrshire Network. LGBT+ representation will form part of this new wider inclusive Network. 2024 31 August 2025 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_16. Work in partnership with statutory and third sector agencies to deliver planned national changes to homelessness prevention legislation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of our response The Housing Bill is currently at Stage 3. The North Ayrshire Homelessness Taskforce are currently working to understand the homelessness risk factors affecting each of the partner organisations with a role in homelessness prevention in North Ayrshire. The findings from this work are being used to develop the North Ayrshire Homelessness Strategy, aligned to the proposed new homelessness prevention duties detailed within the Housing (Scotland) Bill 2024. The Task Force identified the priority groups where further consultation with partners would be required in relation to the impact of ‘ask’ and ‘act’ and how to improve partnership working. The agreed groups are as follows: • Domestic abuse • Continue to work with the Homeless Task Force in partnership to maximise the opportunities for homeless prevention. Next Task Force meeting 03/07/2025. • The outcome from these groups is currently being utilised to help inform the 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) 157
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 15 • Communities & education • Health & complex needs • Children impacted by homelessness • Justice & community safety The groups have all met and the feedback is being used to inform on the Homeless Prevention Strategy and associated action plan. A Housing Services Partnership awareness event is being arranged for 30/10/2025. The aim of the event is to highlight the various areas of Housing, the Housing Bill (‘Ask’ and ‘Act’) and to promote partnership working. This will take the format of a ‘conversation café’ and ‘marketplace’ encouraging networking across the services. A talking wall will be on display and participants will be asked to provide feedback and suggestions on how to work better together. Co-ordinators and frontline staff are carrying out scheduled visits to partners frontline services to raise awareness of the assistance available through the homeless service, promote joint working, develop relationships, resources available, and the ‘Ask and Act’ duty. strategy and action plan. • These groups can be reconvened to carry out targeted pieces of work. • Learning from this event will be used to inform the Homeless Prevention Strategy. • Continue to schedule sessions and capture a wide range of partners. LHS_17. Develop and deliver a North Ayrshire inter-agency strategy to prevent homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Levels of homelessness will reduce The Homeless Prevention Strategy is currently being developed with partners input via the Homeless Task Force. This will be tied into a review the Rapid Re- housing Plans (RRTP). In order to finalise this, we are currently procuring the service of a Housing Consultant to incorporate a Rapid Rehousing review and future plans. • The strategy remains in development along with the review of the RRTP. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) LHS_18. Through the ‘Violence Against Women Partnership 2021-2026, deliver the North Ayrshire violence against women and girls action plan aligned to the ‘Equally Safe' strategy 158
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 16 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A reduction in domestic violence and achievement of the Violence Against Women National Standards accreditation North Ayrshire VAW Partnership meetings were re- established in May 2025 and the VAW National Improvement Service have agreed to visit North Ayrshire later this year to undertake member consultations to inform the local VAW Strategy in accordance with Delivering Equally Safe priorities. A VAW Lead Officer post is currently being recruited. The 16 Days of Action Operational Group was re- established in August 2025, with the first meeting arranged for mid-September. Of the 1184 homeless cases in 2024/25, 171 (14.4%) individuals reported to be fleeing domestic violence in comparison with 133 in 2023/24. Of the 171, 142 (83%) were females. Temporary Housing and Support Service to Women experiencing or at risk of violence contract is currently subject to tender, with the new contract to be effective from 1 October 2025. • Recruitment of VAW Lead Officer • Development of North Ayrshire VAW Strategy and Action Plan aligned to Delivering Equally Safe National Strategy. • Conclusion of tender process for Women at Risk of Violence. • Implementation of contract and monitoring framework. 2026 Senior Manager (Neighbourhood Housing & Homelessness) (Temporary Accommodation, Resourcing and Housing Support) LHS_19. Work with our partners to develop a hospital discharge pathway Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 0% of those leaving a health care setting will be homeless We are collaborating with partners, to create a hospital discharge pathway that will recognise the proposed “Ask” and “Act” recommendations within the Housing Bill. This will promote partnership working and encourage early intervention to prevent homelessness and ensure the housing needs of patients are identified on admittance. • Creation of hospital discharge pathway 2023 31 July 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) LHS_20. Continue to work with the HSCP to support young people make the transition from care to a home of their own Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 159
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 17 100% of young people are supported as they leave care and move into their own home Through the Brighter Pathways group, we have refreshed the ‘Housing and Care Leaver Protocol’, which is currently in draft format. From April 2024 to end March 2025, 14 tenancies were allocated to individuals who are in receipt of continued care through the Local Authority. Housing Support for individuals who are in receipt of continued care is provided solely by the HSCP Throughcare Team, as outlined within the Housing and Care Leaver Protocol. • Enhanced Housing Options interviews are being offered by Senior Housing Officers across localities to all Care Leavers to ensure that their housing needs are met and maximise tenancy sustainability. • Weekly updates are being provided to HSCP regarding individual applicant status. 2024 31 March 2027 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) LHS_21. Consider the pathways into housing for young people to maximise housing options specific to their needs and reduce the risk of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fewer young people become homeless We have recruited 2 Housing Advice Officer (Prevention) posts. Initially these posts will concentrate on reducing youth homeless for individuals leaving the familial home and those who hold their own tenancies. These officers will liaise with Partners to create a referral pathway and to promote homeless prevention. Further consideration to be given to piloting housing First placements for vulnerable youths. • Continue to monitor homeless statistics and the impact of the Prevention Officer role. • Recruit second officer • Draft referral protocol • Work with Housing Advice Officers (Prevention) to identify vulnerable youths for 2024 31 March 2027 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) 160
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 18 Housing First and develop criteria LHS_22. Implement the integrated prison discharge protocol Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Homelessness as a result of prison discharge is reduced to below 5% Document is complete but remains in draft format. The protocol is reflective of the current practices of the Housing Advice Officer (Prisons). During 2024/25 63 individuals approached for homeless assistance, this accounts for 5.3% of all approaches. During 2023/24, 77 individuals were homeless following prison discharge which accounted for 7% of all approaches. • Continue to monitor statistical data. • Draft integrated prison discharge protocol to be reviewed to ensure it meets the SHORE standards. 2023 31 March 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) LHS_23. Implement Housing First for our most disadvantaged service users Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100 Housing First Tenancies are delivered by 2024 By 31 March 2025 we successfully created 123 Housing First tenancies. At 31 March 2024, we had exceeded the target by creating 103 tenancies. We have planned within current budget constraints to continue to create 20 tenancies per annum over the next 4 years. • Continue to create 20 tenancies annually 2023 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Resourcing and Housing Support) LHS_24. Undertake a review of tenancies which have failed in the previous 12 months following resettlement of homelessness to inform allocation processes Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 161
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 19 Increased tenancy sustainment Tenancy sustainment for Homeless applicants has fluctuated considerably over the past few years. In the reporting year 2022/2023 we achieved 86.5% sustainment success for tenancies which began 12 months previously, however by the following year 2023/2024 this figure reduced significantly to 84/02%. By 2024/25 this figure recovered to 86.59%, thus improving our national sustainment status. Further analysis of this marked reduction in 2023/2024 highlighted that 78 of 489 tenancies failed, with 22 of the 78 being abandoned. Of these 22 tenants, high levels of need in relation to addiction, poor mental health, Justice Involvement and instances of domestic violence were highlighted. A similar exercise undertaken in June 2025 noted that 65 of 522 tenancies failed, with 23 of these being abandoned. Housing Services are working in partnership with NADARS, Justice Services and Mental Health Services through the auspices of ADP(Alcohol and Drug Partnership) to establish sustainment forum. • Current review of Housing Support role to ensure focus of person support. • Current review of temporary Accommodation officer role to ensure focus of property support. • Workforce planning to ensure appropriate skills/ training and learning. • Encourage partnership working • Development of screening process and Information Sharing agreement for multi-agency sustainment Forum Review and establishment of robust internal oversight systems and monitoring. 2024 31 March 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Resourcing and Housing Support) LHS_25. Review the Rent Deposit Guarantee Scheme and recommend future approach Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 162
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 20 Publication of the review and action plan (as appropriate) The Rent Deposit Scheme is currently paused as we have been unable to encourage landlords to use the service. The Private Sector Housing Team have been working with the Housing Advice Team to support homelessness prevention measures. The team are currently piloting an approach where a homeless presentation is due to the tenant being served a Notice to Leave by their landlord. The Private Sector Advice team contact the landlord to either mediate or encourage the landlord to use our landlord-to-landlord sales service with the intention that the tenant can remain in the property. The pilot outcomes will be reviewed with the expectation that the service can be further evolved to ensure we are supporting private tenants within our communities. • Review outcomes from the new approach to develop the service. • Review the Rent Deposit Scheme on a yearly basis due to the changing landscape of the private rented sector. • Promote Landlord-to- Landlord Sales service 2024 31 March 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_26. Align support delivery to prevention activities as identified within the Homelessness Prevention Strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Appropriate levels of support available to prevent and alleviate homelessness The Housing Advice Team continue to provide advice and information to households who are homeless or threatened with such, to maximise the opportunity for homelessness prevention. Tailored Homelessness Prevention training to be developed to upskill Housing staff. Two Housing Advice Officer posts have been created, focussing on targeted prevention for 16- to 24-year-old households being asked to leave the familial home. One Officer came into post in February 2025, and second post came into position in July 2025. Housing Support continues to be provided to all in temporary accommodation during their resettlement period of 12 months. • Implement Homelessness Prevention Strategy • Training providers to be approached and tailored course to be produced. • Monitor and review process. Review outcomes to measure success and any other areas for targeted prevention. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) 163
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 21 • Currently reviewing the role of housing support staff to ensure holistic, person-centred partnership approach is adopted. • Increased opportunities for learning in conjunction with other services. LHS_27. Review the proportion of social rented lets to homeless people to minimise the duration of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Reduce the length of stay in temporary accommodation by 50% from 26 weeks to 13 weeks In 2023/24 the average weeks in temporary accommodation was 16.4 weeks (115 days) for cases closed. In 2024/25 this has decreased to 15.8 weeks (111 days). Shared temporary accommodation model explored and further work to be carried out on the corresponding financial model. • Continue to streamline service delivery to ensure efficiencies and timescales are being met. • Continue to benchmark and learn from other local authorities with regards to alternative models of temporary accommodation and best practice. • Further consider the model of shared accommodation in North Ayrshire. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) 164
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 22 LHS_28. Consider introducing alternative housing models to meet local housing needs beyond social rented accommodation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of the review and any associated action plan Research into the feasibility of mid-market rents for North Ayrshire has commenced and a report will be drafted in 2025 with recommendations. NAC continue to work with the Scottish Government on the feasibility of innovative models that are being developed, including leasing schemes. The Housing Investment Taskforce was established in April 2024 by Scottish Government to identify actions that will unlock both existing and new commitments to investment in housing across all tenures. The report was published in June 2025 and identified 28 actions to support investment in new and existing business models to deliver at scale across Scotland. Funding has been secured for support for social renters and other priority groups to buy a home on the open market with support from the Scottish Government’s LIFT Open Market Shared Equity (OMSE) Scheme. This helps low to moderate income households buy a home, often freeing up much-needed social housing or reducing waiting lists. The fund is administered by Link Group. • Research will continue during 2025, and a paper will be drafted on the feasibility of mid-market rents for North Ayrshire. • Review the Housing Investment Taskforce report and identify opportunities for North Ayrshire. • Raise awareness of the LIFT Open Market Shared Equity Scheme 31 December 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_29. Support the Scottish Government's target to deliver 110,000 new affordable homes by 2032 by delivering the projects set out within the Strategic Housing Investment Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to New affordable homes are built in North Ayrshire From April 2024 to 31 March 2025, 71 new build Council homes were delivered, and 20 new build homes were delivered by our Registered Social Landlord partners (RSLs). • Continue to monitor Council and Registered Social Landlord (RSL) completions projected for 2025/26. 2028 2032 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) 165
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 23 • Continue to monitor Resource Planning Assumption (RPA) availability and deliverability of current SHIP projects. LHS_30. Research barriers to mutual exchange in order to increase its use as a rehousing solution Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to There is an increase in the number of mutual exchanges A review of the Housing Allocation Policy is currently being conducted to optimise the use of housing stock to meet the needs of council tenants and housing applicants. Once this has been completed a relaunch and promotion of Mutual Exchange option will be implemented. • Relaunch & promotion of mutual exchange. • Feasibility of creating a Mutual Exchange Officer post to be explored. 2024 31 December 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_31. Work with partners to align the North Ayrshire Allocation Policy to emerging issues, incorporating national and local priorities Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new policy is published Following consultation with applicants, tenants, tenants’ groups, and key stakeholders (11 Dec 2023 - 21 Jan 2024), the North Ayrshire Housing Register (NAHR) partners have successfully undertaken and concluded remodelling requirements to assess the potential scale of impact for the proposed changes to the allocation of housing. The draft North Ayrshire Housing Allocation Policy (NAHAP) has been reviewed by NAHR partners and is scheduled to be considered by Cabinet in September 2025. • Due to be considered by Cabinet on 30 September 2025, with full implementation to follow by 30 November 2025. 2023 & 2026 30 November 2025 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_32. Increase the social housing supply by buying back former social housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 166
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 24 Former social housing is brought back into the affordable housing supply During 2024/25 the Council acquired two properties via the SHIP and Trust Housing Association acquired two homes on Arran through the Rural Affordable Homes for Key Workers Fund which is available to 2028. Due to the current pace of the housing market the Council has been finding it difficult to acquire homes that are marketed for sale. Officers will look to target acquisitions to minimise the number of missed opportunities. NAC and RSLs continue to work in partnership to identify suitable properties that can be bought back using the Rural Affordable Homes for Key Workers Fund to increase the affordable housing stock available on our islands. • Continue to buy back properties, subject to funding availability. • Housing Acquisition Strategy is under preparation and is expected to launch in late 2025. • Identify further properties that can be bought back using the Rural Key Workers Housing Fund and progress where feasible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_33. Bring empty homes back into use through the buy back scheme Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Empty homes are purchased and brought back into use as affordable housing A new process for acquisitions was developed in 2024/25 through consultation with teams in Housing Services and PMI. The process will launch in 2025 and has a strategic approach to acquiring properties in our communities including an increased focus on long-term empty homes. One empty home was acquired in 2024/25. • Monitor the progress of empty homes acquisitions following the introduction of the new process. • Proceed with empty homes acquisitions where the strategic needs of the service can be met by the property 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_34. Assess the future housing need and demand of our island residents, workers, and key workers 167
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 25 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Island residents’ needs and aspirations are reflected in all service provision North Ayrshire Council has established the Arran Housing Task Force (AHTF) to quantify demand for affordable housing on Arran and identify issues that may be limiting economic growth. A quantitative study was undertaken to determine affordable housing demand on the island, recognising the assessed housing demand information from the North Ayrshire Housing Register and community feedback. Following the study, the AHTF recognised areas that required further analysis, and the Arran Housing Survey was developed and launched on 31 January 2025. The survey looked for responses from Arran households, employees/employers on the island, landlords, second homeowners, empty homeowners, short-term let owners, and those wishing to move to the island, to help shape future housing provision on the island. Following the survey closure on 14 April 2025, the results are being analysed by the Council’s Housing Strategy Team and will be presented to the AHTF. The survey report will require formal sign off by the AHTF and will be published thereafter with the AHTF action plan amended to reflect the outcomes. The AHTF membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups, and Arran registered social landlords. A new temporary post within the Council’s Housing Strategy Team is being funded from the income from the reduction in discount for empty and second homes Council Tax in North Ayrshire to support the work of the AHTF and the delivery of the Rural and Islands Housing Action Plan. North Ayrshire Council launched the Arran Local Lettings Initiative in 2021, which awarded Arran residents and/or workers additional points on their housing application. As part of the North Ayrshire Housing Allocation Policy review, it is proposed that the • Develop and implement the action plan for the AHTF following the outcomes from the Arran Housing Survey. • Continue to review the demand on the North Ayrshire Housing Register for Arran & Cumbrae to inform future priorities. 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 168
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 26 Arran LLI is adopted into the policy and would therefore be used by all partner landlords who have properties on the island. The draft North Ayrshire Housing Allocation Policy is scheduled to go to Cabinet in September 2025. Affordable Warmth & Zero Emissions LHS_35. Support the Environmental Sustainability and Climate Change Strategy to reduce fuel poverty and increase affordable warmth Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fuel poverty is reduced, and affordable warmth is increased for North Ayrshire residents During the design and planning for each individual project progressed through out SHIP, an options appraisal is carried out to determine the most appropriate sustainability measures required to reduce fuel poverty for our tenants. In our most recent developments, we have opted for air source heat pumps alongside enhanced fabric measures and solar PV panels. An assessment was carried out for each site and measure to ensure property running costs were affordable for our tenants alongside contributing to our net zero target. The Area Based Scheme (ABS) continues to deliver energy efficiency and low carbon technology to private sector households, in hard-to-treat areas. During 2024/25 this targeted scheme has been focused on improving affordable warmth in island properties i.e. Arran and Great Cumbrae, whilst providing roof mounted solar PV to properties in the Kilwinning area where ABS has previously been used to install external wall insulation. • Continue to review each project on a site- by-site basis to ensure the most appropriate sustainability measures are utilised. • The Council will continue to utilise Scottish Government funding through ABS and is investigating the potential to expand the ECO4 Flex partnership scheme to include other local businesses. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Senior Manager (Property Management and Investment) 169
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 27 In addition, we have been working in partnership with Green Home Systems, an Irvine based company, to access ECO4 Flex funding, and through this partnership have installed 134 measures, such as ASHP, solar PV, loft, room in roof, internal wall and cavity wall insulation, boiler upgrade, first time central heating and TRVs, in 32 properties, releasing over £900k of additional funding into North Ayrshire. The Council also offers Energy Smart emergency support payments for those vulnerable to fuel debt, to support a reduction in fuel poverty, with £122,350 of grants released in 2024/25. The Energy Smart physical measures programme has also been launched, offering low-cost energy efficiency measures to private sector households. The Council also installs solar PV and EWI as part of the roof and render scheme for the Council's domestic stock, supporting a reduction in resident's energy bills whilst reducing heat loss and improving health and wellbeing. The Energy Smart schemes continue to progress in 2025/26 also. • Increased engagement within communities via the Community Climate Action Plan programme of talks is hoped to increase uptake of offers available residents across North Ayrshire. LHS_36. Implement a range of energy efficiency and decarbonisation measures across Council housing stock to meet EESSH2 requirements informed by an EESH2 pathfinder focusing on a whole-house approach to retrofit Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A whole house approach to energy efficiency and decarbonisation is adopted for Council housing stock North Ayrshire council have appointed external architects (MAST) to carry out a pathfinder project, the purpose of which is to fully understand the financial, technical and customer implications of complying with Zero Emission targets. The information gained will be used to inform NAC’s future strategy and business planning assumptions and provide technical solutions for NAC to facilitate the retrofitting of zero emissions measures. The study focuses on the traditional housing stock built between1945 and 1960, which makes up approximately 75% of the stock. • Further meeting with MAST architect has taken place to discuss environmental monitoring requirements and possible supplier to allow project to progress. Properties will now be identified for monitoring installation and 2023+ 31 December 2026 Senior Manager (Property Management and Investment) 170
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 28 The initial properties have been surveyed, and MAST have issued their recommendations and will agree a proposed scheme of works for each property. We are currently seeking a suitable contractor to provide monitoring within the properties. A budget of £0.550m has been agreed for this project. inclusion in the next phase. • Once monitoring is complete, installation programme of measures suitable for each property will be carried out and a further monitoring period will be undertaken to ascertain the impact of measures and inform future strategy in this area. LHS_37. Review our approach to dealing with dampness and mould issues within properties Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All our properties are free from dampness and mould and advice given to private sector to achieve same outcome A comprehensive process map has been developed to ensure issues with damp and mould are effectively addressed. The core principles of this process have been implemented and further elements, such as an expansion in the use of electronic monitoring, are being explored. Tenant engagement has also been increased, with regular information provided via corporate social media channels. Subject to Parliamentary approval, the Scottish Government have announced within the Housing Emergency Action Plan that they will implement Awaab’s Law from March 2026 starting with damp and mould to ensure landlords promptly address issues hazardous to tenants in the social and private rented sectors. • Continued development of surveying and reporting methodology • Joint working with health professionals when required to progress escalated cases (e.g. NHS Nurse Led Asthma Clinic) 2023 31 March 2026 Senior Manager (Property Management and Investment) Senior Manager (Operations – Building Services) 171
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 29 Improving the quality of our homes LHS_38. Review Census 2022 data to identify any emerging issues which may impact housing and related services Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Develop an action plan to address any issues which may emerge following review Economic Policy are currently reviewing the Census data and are creating an action plan on depopulation which will include a focus on housing. The Housing Strategy Team will continue to work closely with Economic Policy to develop the action plan • Continue the joint working across services to develop the depopulation action plan. 2024 31 December 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_39. Promote and provide a ‘pre-tenancy support service’ for landlords (on tenancy agreements and property standards) Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Landlords are supported to create and maintain tenancies in accordance with legislative requirements The pre-tenancy support service was established in April 2019 and is managed by the Private Sector Team. Uptake has been low, and the team continues to look at alternative ways to promote the service. The team continue to support landlords, owners, and tenants in North Ayrshire with a range of other services including tolerable standard inspections, missing shares assistance, common repairs, resolving disputes, and empty homes. • The team will continue to look at alternative ways to promote the service. • Review the stage 2 and 3 lead committee report on the Housing (Scotland) Bill 2024 to ensure the private sector service remains fit for purpose. 2023 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_40. Continue to implement the Housing Asset Management Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Implementation of the Housing Asset Management Plan action plan PMI and Housing have reviewed the Council’s approach to asset management against the recent Scottish Government guidance and have developed an action plan to assist in the implementation of a best practice model. • We continue to regularly review our delivery of the HAMP - progress is regularly 2027 Senior Manager (Property Management and Investment) 172
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 30 Scottish Housing Net Zeo Standard (SHNZS) The Scottish Government published a consultation paper regarding a new net zero standard for housing. The proposed standard will replace the former energy efficiency standards (EESSH and EESSH2) which form part of the SHQS. Key changes to the new standards include: • A new fabric efficiency rating (which focuses on the amount of energy for heat consumed by a property) measured in kWh/m2 /year (level and date TBC). • A requirement to replace polluting heating systems with a clean heating alternative by a backstop date of 2045 (interim targets TBC). Capital Programme Delivery On-going delivery of the various capital programmes continues, progress and budget implications are reported regularly at the Joint Budget meeting and Housing Asset Management Board. Statutory Compliance Actions taken to improve access (end to end process review, higher application of access policy, additional staff resources) have seen an improvement in this area. 24/25 performance: Gas Safety: 99.99% Smoke Detection: 100% Electrical testing: 97.65% 23/24 performance: Gas Safety: 99.79% Smoke Detection: 99.99% Electrical testing: 78.71% monitored through HAMB reporting. Alongside this an Integrated Asset Review is underway with regular meetings of all stakeholders, and we continue to work through our action plan. • Whilst we await the outcome of the Scottish Government consultation on SHNZS, our Pathfinder project is underway and will see physically works carried out in 25/26, this will inform the Council’s longer- term strategy in relation to SHNZS. Alongside this our Capital Programmes continue to deliver improvements to our stock through investment in PV/EWI and upgraded central 173
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 31 heating systems. Progress in this area will continue to be reported through our regular Joint Budget Meetings, HAMB and Scottish Government returns. • In 25/26 we will continue to improve our Statutory Compliance delivery, similar to that used in 24/25 where we saw increased utilisation of our forced entry policy and increased resource to create a dedicated compliance team. This saw substantial improvement in all areas of compliance which we wish to sustain. LHS_41. Prevent housing crisis through early intervention by ensuring housing staff can identify the long term needs of tenants to ensure housing is sustainable Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 174
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 32 All housing staff can identify the long-term needs of tenants, including the challenges facing people with neurodiverse issues A ‘Home Visit Form’ has been developed that will be completed by Housing Services staff during visits to tenants’ homes. Following the completion of the form the information will be used to update relevant systems with up-to-date information and will be used to identify support provision, repairing issues etc., within NAC mainstream tenancies. Homelessness Working Group has been established that incorporates frontline and management staff from all Housing teams with a view to reviewing processes and procedures that will maximise our opportunity to prevent homelessness and increase sustainability. Enhanced housing options are available to all tenants and applicants within all localities. Housing Options Toolkit to be promoted by all managers and teams to complete all modules. Half day closures to be used to allow staff time to complete training. Multi-disciplinary teams in locality offices allow pre- allocation discussions/checks prior to offers to ensure that the offer is appropriate to the applicants and their household needs. • DPIA form has been completed and is awaiting sign off. When agreed Officers will be instructed to use the new home visit forms. • Homelessness Strategy & Prevention Manager to obtain current licence list and update staff members. 2024 31 December 2025 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) LHS_42. Complete our Sheltered Housing Reprovisioning Programme by investing in 11 sheltered housing complexes over the lifetime of this strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Sheltered housing complexes are refurbished The Barnett Court, Saltcoats refurbishment completed in March 2024 and the Cheviot Court, Irvine refurbishment completed in November 2024. • Refurbishment of Vineburgh Court, Irvine and Laigh Court, Beith with work anticipated to start at these units in early 2026. • Draft plans consultation took 2028 31 March 2029 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) 175
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 33 place at Moorburn Park, Largs in October 2024 and at Regal Court, Dalry in December 2024. Final plans for these units are currently being prepared. LHS_43. Ensure that the Strategic Housing Investment Plan addresses current and future demographic needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing investment priorities within the Strategic Housing Investment Plan align to future and current demographic needs Demand for social housing is reviewed annually as part of the development of each new SHIP. • Development of a performance management framework for housing need and demand. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_44. Consider establishing a target for the delivery of accessible homes within the private sector Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Local Development Plan 3 sets out the requirement for accessible private housing delivery A Housing Evidence Paper, prepared to inform the preparation of the LDP Evidence Report, was published in December 2024 and reissued in March 2025 for stakeholder comments. The paper considers the requirement for a target for the delivery of accessible homes within the private sector, noting that the Government has committed to a new ‘Scottish Accessible Homes Standard’ which will be part of national building standards by 2025/26. The accessible standard will see accessibility designed and built into all new homes, increasing the housing choices for people with disabilities and reducing the need for expensive retrofitting as people age or their needs change. • Review stakeholder comments and complete Evidence Report, setting out evidence and position on the establishing a target for the delivery of accessible homes within the private sector. 2024 30 June 2027 Senior Manager (Planning) Strategic Planning Manager 176
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 2 (2024/25) 34 The views of private sector housebuilders and others on the need for a target for the delivery of accessible homes within the private sector LHS_45. Review and update our Scheme of Assistance to: • Ensure the promotion of positive outcomes for people living with autism in the private housing sector • Ensure inclusive engagement with hard to reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of information, sign posting to advice services and the planned refresh of the Scheme of Assistance The Scheme of Assistance is currently being reviewed which will include the changes to the Repairing Standard which came into force on 1 March 2024 and the promotion of positive outcomes for people living with autism in the private housing sector. Following review, an action plan for consultation and engagement will be implemented prior to presentation at the appropriate Committee. The Scheme of Assistance will be available in a format that is suitable for people with literacy and/or sensory/communication issues. Housing staff, including the Private Sector Advice Team, participated in an online training session in October 2024 ‘Introduction to Neurodiversity’ delivered by HSCP and in association with an external partner. • Action plan for consultation and engagement will be developed and implemented. 31 December 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 177
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NORTH AYRSHIRE COUNCIL 30 September 2025 Cabinet Title: North Ayrshire Housing Allocations Policy 2025-30 Purpose: To seek approval from Cabinet of the North Ayrshire Housing Allocations Policy 2025-2030. Recommendation(s): That Cabinet approves the North Ayrshire Housing Allocations Policy 2025-2030 at Appendix 1 for implementation from 1st November 2025. 1. Executive Summary 1.1. The legislative and regulatory framework for the allocation of social rented sector homes has evolved over time. Landlords have a duty to develop and publish rules covering priority of allocation of houses, transfers and exchanges. 1.2. An allocation policy should set out clearly how the landlord will decide on priority for housing. Landlords should take all relevant legislation into account when developing or reviewing their allocation policy. 1.3. Although there is a clear legal framework within which allocation policies must operate, within these parameters, landlords have discretion to develop their allocation policy and practice to meet the needs of the communities in which they operate. 1.4. This report provides an overview of the legal framework for social housing allocations in Scotland, approaches to the consultation and development of the policy, and proposed changes to the policy and subsequent allocation of social housing under the North Ayrshire Housing Register (NAHR). 1.5. Members are invited to note the contents of the report and to approve the North Ayrshire Housing Allocations Policy 2025-2030 for implementation from 1st November 2025. 2. Background 2.1. The North Ayrshire Housing Allocation Policy (NAHAP) defines how social housing in North Ayrshire will be allocated to applicants on the Common Housing Register, known as the NAHR. NAHR partner landlords must ensure that the NAHAP meets legislative and regulatory requirements, as well as the standards and outcomes of the Scottish Social Housing Charter. 2.2. The NAHAP must seek to allocate housing stock fairly, taking into consideration the housing needs and demands of local residents, and is the structured framework by which NAHR landlords have jointly agreed to let their houses. Agenda Item 6 179
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2.3. The legislative and regulatory framework for the allocation of social rented sector homes continues to evolve over time. The NAHAP was developed in accordance with the Housing (Scotland) Act 1987 (“the 1987 Act”), as amended by the Housing (Scotland) Act 2001 (“the 2001 Act”), the Housing (Scotland) Act 2014 (“the 2014 Act”) and other relevant legislation. It also aligns with the Scottish Government’s Scottish Housing Allocations Practice Guide 2019. 2.4. The 2014 Act amended section 20 of the 1987 Act and sets out three categories of applicants who should be given reasonable preference in an allocation policy. These are: • people who are homeless or threatened with homelessness and have unmet housing needs • people who are living in unsatisfactory housing conditions and have unmet housing needs • tenants of a social landlord who are under-occupied (i.e. not using all of the bedrooms in the property they live in) 2.5. Allocation policies are additionally required to comply with the homelessness rules set out in Part II of the 1987 Act (as amended by the 2001 Act and the Homelessness etc. (Scotland) Act 2003 (“the 2003 Act”). This means that any allocation policy should set out clearly how the landlord will decide on priority for housing. 2.6. Guidance recommends that allocation policies should be reviewed regularly, generally every three to five years or in response to major legislative change. To plan and carry out the NAHAP review, representatives from the Council, Cunninghame Housing Association, Riverside Scotland, Cairn Housing Association convened regularly throughout 2023-24 to: • review the legislative changes • identify the policy changes which may be required, addressing both the local context and legislative changes • consider and develop the consultation to be carried out, prior to the policy review • develop a revised allocations policy, following appropriate consultation 2.7. The review was aligned to the Scottish Housing Allocations Practice Guide 2019 with NAHR partners developing a clear plan, setting out how key stakeholders would be involved, key tasks to be undertaken, adequate resources and realistic timescales, including sufficient time for consultation and revision. The review was also informed by other factors including professional officers’ experience of administering the policy, changes in housing need and housing supply, alongside detailed modelling work to understand the impact of the proposed changes. 2.8. The NAHR is managed by North Ayrshire Council and four local housing associations: 180
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• Cunninghame Housing Association • Riverside Scotland (formerly Irvine Housing Association) • Cairn Housing Association (formerly ANCHO) • Trust Housing Association (joined as a NAHR partnership on 1 April 2025) 2.9. Collectively, these five landlords own and manage around 98% of the social housing stock in North Ayrshire. 2.10. The NAHR is a ‘group plus points’ system, where people who apply are placed into one of seven groups depending on their housing needs. The priority of the applications in each group will be based on which people have the most points. If two people have the same number of points, priority is given to the one who applied first. Targets are set for the number of properties to be allocated to each group, and this is called a letting plan. The targets are developed by looking at the demand in the different groups. Each NAHR landlord has its own letting plan. 2.11. Table 1 provides a breakdown of the number of applicants - and those of whom have an assessed housing need - in each group as at June 2025. Table 1: Breakdown of Total Applications by Group/ Band (incl. Housing Need) NAHR Group/Band No. of Live Applications No. of Applicants in Housing Need 1. Homeless 362 362 2. Strategic needs 45 45 3. Accessible housing needs 1,191 1,191 4. Transfer 1,183 507 (42.9%) 5. Overcrowded 622 622 6. General needs 2,316 696 (30.1%) 7. Outwith North Ayrshire 583 145 (24.9%) TOTAL 6,302 3,568 (56.6%) 2.12. As part of the NAHAP review, NAHR partners collaborated to carry out an extensive consultation with tenants, prospective tenants (i.e., applicants on the waiting lists), elected members and wider stakeholders, between 11 December 2023 and 21 January 2024. The focus of the consultation was to understand views on the current Allocation Policy and identify opportunities to further develop how we allocate social housing in North Ayrshire. The agreed key areas of focus emerging throughout the consultation were: • Kinship care • Adoption • Care leavers and care experienced young people and adults 181
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• Domestic abuse • Armed Forces and Veterans • Home ownership • Allocation policy types 2.13. The consultation did not include a focus on suspension of applications for refusal of reasonable offers of housing. The existing Suspensions Policy is a sub-document of the Allocation Policy. Factoring into consideration homelessness pressures, it is our intention to review the Suspensions Policy in year 3 of the Allocations Policy, to align with the monitoring and evaluation framework and allow further benchmarking, analysis and modelling work to be undertaken on any options for change. 2.14. In addition to a survey being launched to capture feedback, drop-in sessions were held across various dates, times and localities to support stakeholders to participate and share their views on the consultation. Briefing sessions were held with elected members in December 2023, which included the seven key focus areas of the policy review detailed above. A social media campaign was launched via NAHR partners’ social media channels on 11 December 2023, with posts providing QR codes and separate links to the consultation to signpost and support stakeholders to participate. 2.15. A key stakeholder event took place on 19 January 2024 with NAHR partners, North Ayrshire Health and Social Care Partnership (HSCP), elected members, third sector organisations (e.g. Women's Aid, CHAP, Veterans 1st Point, etc.) and local tenants and residents’ associations. A total of 40 individuals attended and participated in workshops, sharing views on the key areas of focus. 2.16. A total of 883 responses were received to the consultation - the largest response to date received for an NAHAP review. 2.17. Regular meetings have been taken place with NAHR partners, and they are satisfied that robust and comprehensive consultation has been provided and that stakeholders were well informed and involved throughout the duration of the consultation. Current Position 2.18 The proposed revisions to the NAHAP have been developed by consulting tenants, Registered Tenants Organisations, the North Ayrshire Network (NAN), NAHR partners, other housing providers, independent advice agencies, elected members, and relevant Council and HSCP colleagues. 2.19 Following consideration of the consultation findings, NAHR partners have continued to meet regularly throughout 2024-25 to consider work undertaken by Officers on modelling analysis of proposed changes. This was to ascertain the scale of impact to the NAHR, and housing needs and demands across North Ayrshire’s communities. In conjunction with this, NAHR partners have been consulting with the current allocations systems provider (Civica) to negotiate and agree timescales and costs to update the existing system to reflect potential operational changes to the allocation procedures. 182
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2.20 NAHR partners are committed to ensuring that the allocation process is transparent and accountable. At the beginning of each financial year, NAHR partners will set and publish grouped targets for the percentage of allocations intended to offer applicants placed within each of the housing groups. The targets will be set at local level and be informed by local housing needs/circumstances as well as demand information summarised within local letting plans. Local targets can be varied, to reflect differing housing needs across our communities as they become transparent. This will be regularly reviewed through the monitoring process that will be in place with all NAHR partners. 2.21 It is proposed that, following completion of additional preparatory work, North Ayrshire Council letting plans, which support the Allocations Policy, will adopt a transfer-led approach to release more homes for letting and to enable existing tenants to move into properties better suited to their current and future housing needs. This involves allocating from Group 4 (Transfers) for social housing tenants to meet their housing need, which in turn frees up their existing accommodation for a secondary let. 2.22 Following a review of the current NAHAP and national/local issues which have been raised since its last revision in 2018, it is proposed that the NAHAP is widened to give reasonable housing preference to the following groups of applicants: • Kinship carers • Adoption 2.23 We have also reviewed our current practice in respect of the following groups and identified actions: • Foster carers • Care experienced adults and care experienced young people • Armed Forces • Households under-occupying a property • Accessible housing assessments • Domestic abuse • Home ownership • Arran Local Lettings Initiative 2.24 The aims and objectives of the revised allocation policy are to: • Support the development of active, inclusive and resilient communities through the allocation of housing, in line with our Council Plan strategic priority • Meet all legislative and regulatory requirements for the allocation of housing in North Ayrshire • Maximise efficient use of the NAHR to respond to local housing needs, demands and aspirations • Prioritise applicants assessed as having the greatest housing need • Ensure allocations are fair, transparent, and consistent in our approach to the allocation of all NAHR housing 183
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• Promote an equalities-led approach to the allocation of housing in North Ayrshire • Undertake a thorough review of the policy in its third year of implementation • Take an equalities-based approach to ensure we have representative engagement from across North Ayrshire’s communities prior to making any changes to the policy • Communicate any changes that we make to the policy to tenants, RTOs, the NAN, and applicants 2.25 Through the NAHR Officer working group modelling analysis was undertaken throughout 2024 to ensure the revised policy is fair, efficient, lawful, and responsive to housing need. The following modelling analysis was considered as part of the review: • Housing needs and demand • Supply • Policy impact (e.g. scenario based) • Equality impact assessment • Legal and regulatory compliance 2.26 Table 2 below summarises proposed NAHAP changes and/or actions. Please see Appendix 2 for full details on all changes and/or actions being proposed and their rationale. All of these proposed changes have been the subject of detailed modelling to understand impacts and benefits. Table 2: Breakdown of Proposed NAHAP Changes Current policy Proposed change/action Kinship carers No additional points awarded to applicants and currently rehoused through Group 2 – Strategic housing needs. Award an additional 50 points to applicants with a formal Kinship Care arrangement where there is a specific housing need identified (i.e., overcrowding) and remove the requirement to utilise Group 2 – Strategic housing needs. Foster carers No additional points awarded to applicants and currently rehoused through Group 2 – Strategic housing needs. NAHR partners propose to continue the use of Group 2 – Strategic housing need - in dialogue with the HSCP but also award 50 points per bedroom (for each additional room required based on our occupancy standard). Adoption The current policy does not recognise adoption as a strategic housing need. Include adoption, irrespective of tenure, as a strategic housing need utilising Group 2, where an additional specific housing need (i.e. overcrowding) is identified. Award 50 points per bedroom (for each additional room required based on our occupancy standard). 184
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Care experienced adults and care experienced young people The current policy prioritises North Ayrshire young people when leaving care (via Throughcare services). Housing Options advice is offered to young people who have been care experienced, through our Senior Housing Officers, who receive specific training regarding Care Experienced young people. NAHR partners will continue with their commitment to prioritise those who are care- experienced (both young people and adults) under the new Allocation Policy, reflecting the work of the Brighter Pathways Programme and revisions to the Care Leavers Protocol. Under- occupation The current policy awards 50 under-occupancy points per bedroom where an applicant is looking to downsize their property. An example of this would be where an applicant in an existing 2-bedroom property is looking to downsize to a 1-bedroom property; they will be awarded 50 underoccupancy points. Continue to give reasonable preference to those applicants who are under-occupying their property and award under-occupancy points, however, to proactively allow us to free-up larger properties, NAHR partners propose to award 100 underoccupancy points per bedroom for applicants in 3, 4, 5 and 6- bedroom properties. An example of this would be where an applicant in a 3-bedroom property is looking to downsize to a 2- bedroom property, they would be awarded 100 underoccupancy points. Armed Forces The current policy prioritises applicants where they are leaving the Armed Forces. Additional points are applied on receipt of the certificate of discharge. Points are also awarded for any other housing needs specified in the allocations policy. If an applicant does not receive a suitable offer of housing prior to the date they are due to leave the Armed Forces, these points will remain in force for a period of twelve months from receipt of the certificate of discharge, provided they have not secured alternative accommodation which they have a legal right to occupy. NAHR partners propose to continue to award 150 points for those individuals leaving the armed forces 12 months prior to discharge and up to 12 months following discharge. This demonstrates NAHR partners’ commitment to the UK Armed Forces Covenant. 185
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Home Ownership Under the current policy, we do not take homeownership into consideration, although the Housing (Scotland) Act 2014 allows for homeownership to be taken into consideration when assessing an applicant’s priority for social housing. NAHR partners propose to continue to allocate housing to homeowners, as we aim to better support applicants as their housing needs and priorities evolve. Accessible Housing Assessment The current policy awards 150 accessible housing points for the medium accessible housing award. NAHR partners propose to re-weight and increase the medium accessible housing award to 200 points to improve positions on the NAHR and ensure applicants are appropriately prioritised ahead of applicants which have the lower accessible housing award with additional points. Arran Local Letting Initiative The Arran Local Letting Initiative (LLI), approved by Cabinet on 27 April 2021, allows certain NAHR applicants to be entitled to additional points if they live on Arran and/or are employed on Arran. The additional award of points will be added to any points already accrued by applicants, reflecting their wider current housing needs and circumstances. NAHR partners propose to continue with the Arran LLI to support applicants to access appropriate social housing on the island. Domestic Abuse The current policy relies on supporting victims fleeing domestic abuse, deemed to be at significant risk, through Group 1 - Homeless. There is a rising prevalence of domestic abuse in North Ayrshire. NAHR partners propose to award 300 points for applicants experiencing domestic abuse where they have been reviewed at MARAC and considered as being at significant risk and requiring rehousing. This will proactively support rehousing and mitigate pressures on Group 1 – Homeless. 2.27 NAHR partners agreed to continue with the current policy of not taking home ownership into consideration, although the 2014 Act allows for homeownership to be considered when assessing an applicant’s priority for social housing (i.e., landlords may assess whether an applicant, or someone who will reside with them, owns or has previously owned heritable property in Scotland, the wider UK, or abroad). 186
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2.28 Landlords may decide to give a lower priority to applicants who are homeowners. However, they are not obligated to do so and may choose to allocate housing to homeowners in certain circumstances. For example, if an applicant is in a property that does not meet their needs (e.g. accessible housing needs) and/or requires rehousing, a landlord may still allocate social housing to them. 2.29 NAHR partners agreed to continue to allocate housing to homeowners to better support applicants as their housing needs and priorities evolve, especially around the ageing demographic and requirement for accessible homes within North Ayrshire. 2.30 A paper was presented previously to Elected Members in April 2024 which provided details of both a ‘group plus points’ allocation system and separately a ‘Choice-Based’ Letting (CBL) model. It continues to be the view of Officers from the NAHR Partnership that the current ‘group plus points’ allocation system is most effective approach to ensure allocations are being made to people in the greatest housing need. Given the well-documented national housing pressures, it was the view of the Partnership that any further exploration of this model should be deferred until the next Allocation Policy review, which will be scheduled for 2028-29. 2.31 NAHR partners have all approved the revised NAHAP for implementation from 1st November 2025, although the NAHAP is still to be formally ratified by Riverside HA’s board and this is scheduled for 24th October 2025. NAHR partners are also reviewing the monitoring framework to ensure that the policy aims are being met and will report policy outcomes to all relevant stakeholders (incl. tenant representatives) through appropriate channels. 3. Proposals 3.1. It is proposed that Cabinet approves the North Ayrshire Housing Allocations Policy 2025-2030 at Appendix 1 for implementation from 1st November 2025. 4. Implications/Socio-economic Duty Financial 4.1. Any financial implications arising from developing systems and altering approaches to the allocation of social housing under the North Ayrshire Housing Allocation Policy 2025-2030 are accounted for within existing capital and revenue budgets. Where necessary, business cases will be developed to support any alternative approaches to allocations. Human Resources 4.2. The North Ayrshire Housing Allocation Policy 2025-2030 will be delivered by NAHR partner staffing (including North Ayrshire Council Housing Service staff) and complemented by cross service expertise, where required. Legal 187
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4.3. The development and monitoring of the North Ayrshire Housing Allocation Policy 2025-2030 sets out NAHR partners collective approach to the allocation of social housing in North Ayrshire and ensures compliance with the legislative and regulatory framework for the allocation of social housing in Scotland. Equality/Socio-economic 4.4. The allocation and provision of housing under the North Ayrshire Housing Allocation Policy 2025-2030 has a positive impact for persons who are homeless or threatened with homelessness, care experienced adults and care experienced young people, older people, children, younger people, people with disabilities, etc. There are no negative or discriminatory effects on any of the equality groups as a result of the implementation of the policy. Climate Change and Carbon 4.5. The North Ayrshire Housing Allocation Policy 2025-2030 will continue to support the Sustainable North Ayrshire Strategy 2024 - 2027,which aims to eradicate fuel poverty and achieve net-zero carbon status by 2030. Key Priorities 4.6. The North Ayrshire Housing Allocation Policy 2025-2030 continues to support the Council Plan strategic priorities: ‘Wellbeing;’ ‘Climate Change;’ ‘A Sustainable Council;’ and ‘Communities and Local Democracy.’ The policy also aims to support our island communities and their economies through our approach to allocations and tenancy sustainment. Community Wealth Building 4.7. Approaches to allocations detailed within the North Ayrshire Housing Allocation Policy 2025-2030 supports North Ayrshire Community Benefits and aligns with the Council’s Local Housing Strategy 2023-28 outcomes. Islands Communities Impact Assessment (ICIA) 4.8. The North Ayrshire Housing Allocation Policy 2025-2030 acknowledges that there are unique impacts faced by our islands and includes measures to address these. Whilst some policy interventions will be tailored to our islands, it is to ensure the islands enjoy the same opportunities as living on the mainland. United Nations Rights of the Child (UNCRC) 4.9. The North Ayrshire Housing Allocation Policy 2025-2030 indirectly affects children and young people. The following groups of children and young people have been identified as those potentially affected by the North Ayrshire Housing Allocation Policy 2025-2030: • From low-income households 188
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• Living in deprived areas • At risk of homelessness or homeless • Victims of domestic abuse/part of a family affected by domestic abuse • Looked after/accommodated children and young people • Care experienced young people/young people leaving care • Those with a protected characteristic Consumer Duty 4.10. None. 5. Consultation 5.1 The development of the North Ayrshire Housing Allocations Policy 2025-2030 has been prepared by working in partnership with NAHR partners and cross service leads. David W. Hammond Executive Director (Communities & Housing) For further information please contact Andrea Elliot, Senior Manager (Neighbourhood Housing & Homelessness), on andreaelliot@north- ayrshire.gov.uk or 01294314630. Background Papers Appendix 1 Cabinet Paper NAHR Allocations Policy 2025 Appendix 2 Allocations Policy 189
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1 Appendix 1 - North Ayrshire Housing Allocations Policy 2025-30 Contents Section Page Number Section 1 - Introduction 1.1 Background 1.2 The allocations framework 1.3 The Scottish Social Housing Charter 1.4 Aims of the policy 1.5 Consultation 1.6 North Ayrshire Council Privacy Statement 1.7 NAHR Privacy Statement 1.8 Equal opportunities 03 03 03 03 04 05 05 05 05 06 Section 2 - Applying for a house 2.1 NAHR Housing Options Wizard 2.2 Who can apply for housing? 2.3 How to apply for housing 2.4 Processing applications 2.5 Applying for sheltered housing 2.6 Applying for amenity or adapted housing 2.7 Mutual exchange 2.8 Applicant choice 2.9 Areas of choice 2.10 Joint applications 2.11 Common Housing Register - Joint working arrangements 06 06 06 07 07 07 07 07 08 08 08 08 09 Section 3 – Our allocation system 3.1 Understanding housing need 3.2 Reasonable preference groups 3.3 The groups plus points system 3.4 Our groups and placing applications 3.5 Assessment of housing need 10 10 11 11 11 14 Section 4 – Making an offer of housing 4.1 Offers 4.2 Tenancies 4.3 House size 4.4 Occupancy standard for assessing over and under-occupation 4.5 Rules on overcrowding 4.6 Under-occupation 4.7 Local Letting Plans 4.8 Refugee Resettlement Programmes 4.9 Gypsy/Travellers 4.10 Harrassment 4.11 Domestic abuse and/or violence 4.12 Council employees and Elected Members 22 21 23 23 24 25 25 25 26 26 26 27 28 190
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2 4.13 NAHR partner employees and committee (or board) members 28 Section 5 – Managing housing applications 5.1 Reviewing housing applications 5.2 Change of circumstances and preferences 5.3 Cancellation of housing applications 5.4 Suspension of housing applications 29 29 29 29 30 30 Section 6 – Monitoring and reviewing performance 6.1 Setting targets 6.2 Auditing performance 6.3 Monitoring performance 30 30 31 31 Section 7 – Complaints and appeals 7.1 Appealing a decision 7.2 Making a complaint 31 31 31 191
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3 Section 1 - Introduction 1.1 Background The North Ayrshire Housing Allocation Policy (herein the policy) defines how social housing in North Ayrshire will be allocated. Following consultation, the policy was approved by North Ayrshire Council (herein the Council) Cabinet on 30 September 2025 and is effective from 1 November 2025. The policy was developed in accordance with the Housing (Scotland) Act 1987 (“the 1987 Act”), as amended by the Housing (Scotland) Act 2001 (“the 2001 Act”), the Housing (Scotland) Act 2014 (“the 2014 Act”) and other relevant legislation. It also aligns with the Scottish Government’s Scottish Housing Allocations Practice Guide 2019. 1.2 The Allocations Framework The legislative and regulatory framework for the allocation of social rented sector homes continues to evolve over time, including through the 1987 Act, the 2001 Act and the 2014 Act. Allocation policies are additionally required to comply with the homelessness rules set out in Part II of the 1987 Act (as amended by the 2001 Act and the Homelessness etc. (Scotland) Act 2003 (“the 2003 Act”). Landlords also have a duty to make and publish rules covering priority of allocation of houses, transfers and exchanges (section 21 of the 1987 Act, as amended by section 155 of the Leasehold Reform, Housing and Urban Development Act 1993 and the 2001 Act). This means that any allocation policy should set out clearly how the landlord will decide on priority for housing. Landlords should take any other relevant legislation into account when developing or reviewing their allocation policy. Although there is a clear legal framework within which allocation policies must operate, within these constraints, landlords have considerable discretion to develop their allocation policy and practice to meet the needs of the communities in which they operate. 1.3 The Scottish Social Housing Charter The Scottish Social Housing Charter (the Charter) sets out the outcomes and standards that all social landlords should be delivering for their tenants and other customers. The policy aligns with the following Charter Outcomes: Equality • Outcome 1: Every tenant and other customer has their individual needs recognised, is treated fairly and with respect, and receives fair access to housing and housing services. 192
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4 Communication • Outcome 2: Tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services it provides. Participation • Outcome 3: Social landlords manage their businesses so that tenants and other customers find it easy to participate in and influence their landlord’s decisions at a level they feel comfortable with. Housing options • Outcome 7: People looking for housing get information that helps them make informed choices and decisions about the range of housing options available to them. • Outcome 8: Tenants and people on housing lists can review their housing options. • Outcome 9: People at risk of losing their home get advice on preventing homelessness. Access to social housing • Outcome 10: People looking for housing find it easy to apply for the widest choice of social housing available and get the information they need on how the landlord allocates homes and their prospects of being housed. Tenancy sustainment • Outcome 11: Social landlords ensure that tenants get the information they need on how to obtain support to remain in their home; and ensure suitable support is available, including services provided directly by the landlord and by other organisations. Homeless people • Outcome 12: Homeless people get prompt and easy access to help and advice; are provided with suitable, good-quality temporary or emergency accommodation when this is needed; and are offered continuing support to help them get and keep the home they are entitled to. The Scottish Housing Regulator (SHR) monitors, assesses and reports on landlords’ performance against the Charter. All social landlords submit an Annual Return on the Charter (ARC) to the SHR and the SHR publishes performance information for each landlord on their website. 1.4 Aims of the policy This section describes the aims and objectives of the allocation policy. • Maximise efficient use of North Ayrshire Housing Register (NAHR) housing to respond to local housing needs, demands and aspirations. 193
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5 • Prioritise applicants assessed as having the greatest housing need. • Support the development of active, inclusive and resilient communities through the allocation of housing. • Ensure we are fair, transparent, and consistent in our approach to the allocation of all NAHR housing. • Meet all legislative and regulatory requirements for the allocation of housing in North Ayrshire. • Promote an equalities-led approach to the allocation of housing in North Ayrshire. NAHR partners have developed a monitoring framework to ensure that the policy aims are being met. We will report policy outcomes to all relevant stakeholders (incl. tenant representatives). 1.5 Consultation The Housing (Scotland) Act 2014 requires the social landlords to prepare and publish a report on the consultation carried out during the development of the allocation policy. A copy of the consultation report can be made available upon request. 1.6 North Ayrshire Council Privacy Statement The Council is a local authority established under the Local Government etc. (Scotland) Act 1994 and is registered with the Information Commissioner's Office (ICO) as a data controller (registration number Z4840237). The Council gathers and processes information about you for a range of purposes, including to ensure: • That services can be delivered effectively and efficiently • To manage the employment relationship with our employees Your privacy is important to us. All employees who have access to your personal data, or are associated with the handling of that data, are obliged to comply with the Data Protection Act 2018. The Council’s Privacy Statement details how we will look after your information. 1.7 North Ayrshire Housing Register Privacy Statement The NAHR is a partnership operating the Common Housing Register in North Ayrshire. It gathers and processes information about you so that services you request in relation to housing can be delivered effectively and efficiently. We regard your privacy as important and all employees who have access to your personal data, or are associated with the handling of that data, are obliged to comply with the Data 194
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6 Protection Act. The NAHR Privacy Statement details how we will look after your information. Each partner is responsible for managing information securely. Individual NAHR privacy statements can be found on their websites. 1.8 Equal Opportunities NAHR partners are committed to the principle that everyone has the right to be treated with dignity and respect. In relation to the allocation of social housing, this policy ensures that the NAHR partners act fairly, with transparency, and lawfully. NAHR partners do not discriminate against applicants in any way on the grounds of age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership, and pregnancy and maternity. To support this and as part of the development of the policy, an Equality Impact Assessment has been carried out to ensure that the policy is inclusive and does not unfairly disadvantage any of the groups detailed above. A copy of the impact assessment can be made available upon request. NAHR partners will monitor the policy to ensure that it achieves all equalities objectives set. If any applicant feels that they have been treated unfairly they have the right, through the appeals process, to have their case reviewed (see Section 7.1). If you require this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 01294 310000 or email commonhousingregisterteam@north-ayrshire.gov.uk. Section 2 – Applying for a house 2.1 North Ayrshire Housing Register – Housing Options Wizard It is important that people have the information that they need to make informed choices about their housing options. The NAHR website provides an online information system (‘Housing Options Wizard’) to support individuals to understand their Housing Options in North Ayrshire. It is a self-assessment service that asks a few simple questions about an individual’s circumstances. Once all the questions are completed, the NAHR website will provide a personal plan detailing housing options that are most appropriate. Applicants can access the NAHR website at https://www.northayrshirehr.co.uk/ 2.2 Who can apply for housing? In accordance with the terms of the 1987 Act, as amended by the 2001 Act, anyone aged 16 years or over can join a housing register. You can apply as a single applicant, or with other persons (see Section 2.10 – Joint applications) provided they are not prevented from doing so by immigration or any other relevant legislation. 195
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7 2.3 How to apply for housing Application forms can completed online via our website, or support to complete a form will also be made available across our local housing offices. In line with our equality commitments (see Section 1.8 – Equal Opportunities), this can be made available in different languages and in other formats, such as large print. We can also arrange for interpreting services (incl. for hearing impairments), where necessary, and will meet relevant costs. Upon request, we will assist applicants to complete their application form. Applicants can use our online services to apply for housing, update an existing application, review housing options, contact us and search and apply for a mutual exchange. Information on applying for a house is available from the NAHR website at https://www.northayrshirehr.co.uk/ 2.4 Processing applications When processing and reviewing applications for housing, we will: • Aim to assess completed application forms within ten working days from receiving them; • Send you a letter advising you what group we have put your application in and the number of points you have been awarded; and • Review your housing application at least once per year (see Section 5.1). 2.5 Applying for sheltered housing Sheltered housing is for persons aged 60 and over and provides housing support services and, in certain circumstances, an alert response service for emergencies. It is intended for people who require some support to live independently and who may have a medical condition which makes their current home unsuitable. While the process for applying for sheltered housing is the same as detailed at 2.3, there are additional qualifying requirements in relation to the allocation of sheltered housing. Our website provides further details on how to apply for sheltered housing and how sheltered properties are allocated in North Ayrshire. Further information on applying for sheltered housing can be found at https://www.north-ayrshire.gov.uk/housing/amenity-and-sheltered-housing 2.6 Applying for amenity or adapted housing A number of properties have been purpose built or adapted to meet specific needs of different groups of applicants, for example, older people, people with a disability and/or with restricted mobility. Priority for this type of accommodation is given to those who have been assessed as having appropriate needs. Further information on applying for amenity housing can be found at https://www.north-ayrshire.gov.uk/housing/amenity-and-sheltered-housing 196
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8 2.7 Mutual exchange A mutual exchange is where two, or more, tenants swap homes with each other. This is a good opportunity to find a new home when there are a lot of people on the NAHR. Council tenants can exchange homes with: • Another North Ayrshire Council tenant • Any other tenant of a UK housing association • Any other tenant of a UK council Further information on applying for mutual exchange can be found at https://www.north-ayrshire.gov.uk/housing/managing-your-tenancy/council-house- mutual-exchange 2.8 Applicant choice The allocation system (see Section 3) ensures that applicants’ choices are factored into consideration. Applicants can state their preferences from a number of factors, such as: • Preferred area and streets • House types • Floor level • Amenities, such as gardens, etc. • Heating types Applicants are also permitted to state where they don’t want to be considered in respect of the above factors. It’s important to understand that an applicant’s choice of housing may be impacted by legal requirements and/or relevant guidance that the Council is obligated to follow. Applicants’ choices are subject to the availability of housing. Although applicants can request housing in particular areas, the prospects of housing will vary from area-to- area based on the number of houses available for let and tenancy sustainment (i.e. how long tenants remain in lets for). 2.9 Areas of choice The NAHR partner’s housing stock is divided into management areas and within each area; the housing stock is further divided into a number of letting areas. Letting areas vary in size, however they generally reflect areas that are commonly recognised and requested by applicants. Applicants can apply for housing in any area of North Ayrshire and can select as many letting areas as they wish. 2.10 Joint applications for housing There are circumstances where applicants may decide to submit a joint application for housing with someone else. 197
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9 Applicants who currently live separately Applicants who live separately are assessed on the combined housing needs of the household. Where one or both applicants have previously made an application for housing, the joint application will be assessed based on the combined needs of the household. Points are awarded based on the applicant who has the highest level of assessed housing need points, and the earliest date of application. Applicants who have moved in together Where two applicants have separate existing applications for housing and thereafter move in together, their circumstances will be re-assessed on a joint basis according to their current housing circumstances, and earliest date of application. In both circumstances above, should applicants wish to be considered individually for housing, their application will be assessed from the original date of application and in accordance with their current housing circumstances. 2.11 Common Housing Register - joint working arrangements The Council operates a Common Housing Register (the NAHR) with a number of Registered Social Landlords (RSLs) with properties across North Ayrshire. The NAHR makes it straightforward for applicants to apply for housing with the Council and participating RSLs, through a single housing application form. More details on the NAHR and partner RSLs can be found on the NAHR website at https://www.northayrshirehr.co.uk/ In addition, joint working arrangements are in place with other RSLs who are not part of the NAHR, however have housing stock in North Ayrshire. Referral of homeless applicants to RSLs Aligning with Section 5 of the 2001 Act and assisting with meeting demand for housing from homeless applicants, the Council can request that RSLs with properties within North Ayrshire provide applicants with housing if they have been assessed as homeless. This is known as a Section 5 referral. We predominately utilise the nominations process (see below) due to the limited number of properties held by non-NAHR RSLs. Prior to a Section 5 referral, the Council will take into consideration an applicant’s needs and preferences and the availability of suitable housing. The key aim of the Section 5 referral is to ensure that applicants are housed appropriately and as quickly as possible. 198
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10 Nominations agreements The Council works in partnership with certain RSLs to agree and implement a nomination process for allocations whilst ensuring systems are in place for monitoring. When applying for housing, applicants can select other RSLs who have housing in areas they have chosen. Section 3 – Our allocations system This section explains what type of allocation system the NAHR partners operate in North Ayrshire to ensure we meet our policy objectives effectively. In this section we will cover: • What we mean when we consider ‘housing need’ • What ‘reasonable preference’ is and where it will apply • The groups plus points allocations system the NAHR partners work within • How we group and place applications • How we assess housing needs and what points we award/apply 3.1 Understanding housing need A significant role of our policy is to address housing need. It is important that we define what we mean when we refer to ‘housing need’. In this policy, we define housing need by reference to: • Legal requirements in relation to homelessness, the tolerable standard and under-occupation. These define minimum acceptable housing conditions and occupancy levels. • Professional standards, for example, we regard households as being overcrowded if they do not meet our occupancy standard. • Social standards that take account of applicants’ preferences and aspirations. • Affordability of housing, for example, applicants may become homeless in the private sector because they cannot afford to pay mortgage costs. • Unsatisfactory housing including accessibility needs. We assess levels and types of need on a regular basis through our individual Letting Plans. A Letting Plan is the method used to identify and address housing needs. Some of the factors that we consider when assessing needs are: • Numbers of applicants on the NAHR. • The preferences and circumstances of applicants. • Supply and turnover of the housing stock that is available for letting. 199
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11 3.2 Reasonable preference groups The 2014 Act amended section 20 of the 1987 Act and sets out three categories of applicants who should be given reasonable preference in an allocation policy. These are: a) people who are homeless or threatened with homelessness and have unmet housing needs b) people who are living in unsatisfactory housing conditions and have unmet housing needs c) tenants of a social landlord who are under-occupied (not using all of the bedrooms in the property they live in) There are specific laws which determine our responsibility towards supporting those who present as homeless or are threatened with homelessness. The Council has a separate Homelessness Policy which can be made available upon request. 3.3 The groups plus points system The groups plus points system establishes groups with applications placed into the appropriate group. Applicants in each group are awarded points recognising their housing needs. Where applicants have the same points and are placed within the same group, applications are thereafter prioritised by the date of application. Therefore, if two applicants have the same points, the applicant who registers first will be given greater priority. We use Letting Plans to assess the target of lets to be allocated to each group (see Section 6.1). These targets vary and are revised based on housing needs and stock available for letting. NAHR partners follow the general rules detailed in this policy. Individual partners may vary their targets of lets allocated to groups within their own areas. This is necessary to ensure that we take account of both local housing stock and needs. The policy notes where individual partners have developed specific procedures to address local circumstances. 3.4 Our groups and placing applications The NAHR is made up of seven groups. Applications will be assessed according to the individual circumstances of the applicant and placed on one of the following seven lists: Group 1 – Homeless If an applicant is determined as homeless, their application is placed in Group 1. Group 1 is used for homeless persons and persons threatened with homelessness, who have unmet housing needs and to whom the Council has a legal duty to provide permanent accommodation under the 1987 Act, as amended by the 2001 Act, the Homelessness Etc. (Scotland) Act 2003, and the 2014 Act. 200
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12 You are homeless or threatened with homelessness if: • You have no accommodation that you can legally reside in or are likely to become homeless within 6-months. • Your family, who normally live with you, are forced to live apart as you have no accommodation you can live in together. • You have accommodation, but you have, for example, been illegally evicted, or forcibly prevented from living in it. • You may be at risk of violence from someone living in the accommodation if you continue to live there. Under the Council’s Homelessness Policy there are protocols for dealing with applicants affected by homelessness and those threatened with homelessness. ‘Threatened with homelessness’ refers to anyone who is likely to become homeless within 6 months. This policy is used to address the needs of all people affected by homelessness, including people experiencing domestic abuse. An important part of this policy involves the prevention of homelessness, as well as working in partnership with other housing providers to reduce homelessness. The Council has a separate Homeless Prevention Strategy which outlines how we aim to mitigate homelessness and support those threatened with homelessness. In general terms, every attempt will be made to offer homeless people genuine choice of accommodation, as this is more likely to ensure sustainability. However, the Council recognises that demand for housing within some areas of North Ayrshire is exceptionally high, and turnover is low. As such, the urgency of the housing need of the applicant will be compared to availability of housing across the Council and NAHR partners, and the competing demands from other applicants in housing need. The Council will seek to utilise public and private sector housing throughout North Ayrshire to fulfil statutory duties. An assessment of the most appropriate source of housing for the applicant will be undertaken and duty equally discharged across either option. Nomination Agreements and Section 5 protocols with local RSLs (who are not partners) are in place and are monitored and reported quarterly to ensure compliance. The proportion of housing allocated to people affected by homelessness is relatively high given: • the number of applicants affected by homelessness; and • legal obligations under homelessness law to re-house homeless people. Homelessness advice can be found on the Council’s website at https://www.north- ayrshire.gov.uk/housing/homelessness-support/homelessness-advice Group 2 – Strategic housing needs If an applicant has a strategic housing need which is not able to be adequately addressed elsewhere in the policy, their application is placed in Group 2. This applies even if the applicant has other housing needs. 201
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13 This group assists us to address strategic policy objectives at local level. These objectives relate to strategic matters such as: • Demolition and regeneration initiatives • Community care and other support needs, such as: o Adoption o Foster carers o People re-housed through care initiatives • People housed through resettlement programmes • Needs not covered by policy. Group 3 – Accessible housing needs If an applicant requires accessible housing as their current home does not meet their needs due to their health or a disability (as assessed by our occupational therapists) and they are not covered by either Group 1 or 2, their application is placed in Group 3. This applies even if the applicant has other housing needs. Group 4 – Transfers Applicants will be placed on the ‘transfer’ list if their housing needs do not make them eligible for Groups 1 – 3 and they are: • A tenant of North Ayrshire Council; or • A tenant of a NAHR partner living in North Ayrshire. This applies even if the applicant has other housing needs. A separate transfer group is important to meet policy objectives for the following reasons: • It promotes households to move to other accommodation, in turn releasing stock for other applicants (otherwise known as secondary lets). • It addresses the preferences of existing tenants, which is important as preferences are a form of housing need. • Meeting the needs of tenants is important to establish active, inclusive and resilient communities. Group 5 – Overcrowded If an applicant is living in overcrowded conditions and not in any of the above groups, their application is placed in Group 5. This applies even if the applicant has other housing needs. We will give reasonable preference when letting houses to households that are overcrowded, or people with large families. A household is defined in this policy as any person(s) wanting to live separately, for example, a family member no longer wanting to reside with her/his parents. 202
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14 Group 6 – General needs If an applicant has not been placed in any of the above groups and they currently live in North Ayrshire or meet the legal criteria if they live out with North Ayrshire, their application is placed in Group 6. ‘General needs’ recognise other housing needs such as insecurity of accommodation and households who want to move into the social rented sector. Group 7 – Relocation needs All other applications are placed in Group 7. Following the Scottish Government’s Scottish Housing Allocations Practice Guide 2019, we do not consider local residence if an applicant: • Is employed or has been offered employment in the area • Wishes to move into the area to seek employment and we are satisfied that this applies • Wishes to move into the area to be near a relative or carer • Has special social or medical reasons for requiring to be re-housed in the area • Is subject to harassment and therefore wishes to move into the area • Runs the risk of domestic violence and therefore wishes to move into the area Applicants who live out with North Ayrshire and who do not meet the above legal factors will have their application placed in Group 7. Applicants who meet the factors will have their application placed in the appropriate group where their circumstances meet the necessary requirements for that group. Applicants in Group 7 will receive all points to which they are entitled. 3.5 Assessment of Housing Need Applicants are awarded points for any housing needs that they have. There is no maximum number of points that will be awarded to applicants. This section of the policy explains the points awarded for each category of housing need available to applicants. Foster carers and adoption Foster carers and those who adopt can apply for housing with an extra bedroom so that fostering and adoption can occur. They will receive points if their existing house lacks the necessary additional bedroom. A protocol has been agreed with North Ayrshire Health and Social Care Partnership that identifies foster carers and those who adopt; applicants within this category will be allocated additional points. Points awarded: 50 per bedroom (for each extra room required based on our occupancy standard) 203
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15 Kinship care ‘Kinship care’ is where a child is unable to live with their birth parent and resides instead with a relative or other individual with whom they have a pre-existing relationship (e.g. a sibling, or close family friend), as outlined in the Looked After Children (Scotland) Regulations 2009. The carer is referred to as a kinship carer. Applicants with a Formal Kinship Care Arrangement that results in overcrowding can apply for housing for the necessary additional bedroom(s). They will receive points if their existing house lacks the necessary additional bedroom. A protocol has been agreed with North Ayrshire Health and Social Care Partnership that enables Formal Kinship Care Arrangements to be allocated points within this category. Points awarded: 50 per bedroom (for each extra room required based on our occupancy standard) Houses subject to demolition or regeneration Applicants whose houses are subject to demolition or regeneration due to action taken by us and who require permanent re-housing are regarded as being in strategic housing need. Points awarded: 250 Applicants who are temporarily accommodated elsewhere and wish to return to the regeneration area are also awarded points to enable them to return to their community. Points awarded: 250 People re-housed through care and support initiatives This covers applicants who need to be housed as part of community care initiatives. Applicants are referred through the North Ayrshire Health and Social Care Partnership or other support agencies with whom referral procedures have been established. We may also establish specific procedures with other statutory and voluntary sector agencies. Examples of such groups are as follows: • Young people “looked after” and accommodated by the Council • Residents of hospitals and other institutions who are returning to the community, including people returning following closure of the institution in question • Residents in supported accommodation establishments who are now ready to move to other accommodation 204
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16 Care experienced adults and care experienced The Scottish Government aims for Scotland to be the best place in the world for children and young people to grow up. Central to this aspiration is the recognition and promotion of children’s rights. As well as the national legislative and policy drivers such as the Children and Young People Act (Scotland) 2014, Getting it right for every child (GIRFEC) and The Promise Scotland, Scotland also has duties to secure and enact the rights enshrined in the United Nations Convention on the Rights of the Child (UNCRC). A care experienced adult is a young person aged 16-25 years old who has been 'looked after' at some point since they were 14 years old and were in care on or after their 16th birthday. The term ‘care-experienced’ refers to anyone who has been or is currently in care or from a looked-after background at any stage in their life, no matter how short, including adopted children who were previously looked-after. The Council places the health, welfare and development of children and young people, at the centre of the planning and delivery of services. This is recognised within our Housing Social Services Care Leavers Protocol and Procedure. The Council offer an integrated and co-ordinated service which aims to ensure that no care leaver will become homeless on leaving care, residential, foster or Kinship Care and will provide the necessary support to ensure a care leaver can achieve independence and stability within the community. The Protocol promotes the principle that care leavers will be provided with the securest form of tenancy available to them, dependant on support needs and independent living skills. The Protocol is an inter-agency departmental agreement between Housing and the Heath & Social Care Partnership, detailing the joint response to the support and accommodation needs of care experienced adults and those who are care experienced. Points awarded: 150 for Throughcare Protocol applicants Points awarded: 150 for Other Care in Community Needs not covered by policy We apply this section of the policy only in extenuating (i.e. justifiable) circumstances if the policy does not address the housing needs in question. Should this apply, we will award points only after each case has been fully investigated and evidence gathered, as appropriate. To ensure accountability, each case must be approved by Senior Management in each NAHR partner organisation. The points award is withdrawn if their housing need is resolved prior to an offer being made. These cases are scrutinised and monitored closely and, if unique circumstances occur, they will be considered further within future policy reviews. Points awarded: 300 205
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17 Experiencing Domestic Abuse and/or Violence The Domestic Abuse (Scotland) Act 2018 came into force on 1 April 2019. The Act created a new statutory offence of engaging in a course of behaviour which is abusive of a partner or ex-partner. Thereafter, the Domestic Abuse (Protection) (Scotland) Act 2021 came into force on 5 May 2021 and provides new and improved protections, to complement the existing measures, for victims of domestic abuse. The Housing (Scotland) Bill introduced a requirement for social landlords to develop and implement a domestic abuse policy, setting out how they will support persons at risk of homelessness due to domestic abuse. The Council is committed to supporting victims of domestic abuse and/or violence. This is outlined within the North Ayrshire Domestic Abuse Policy – All Tenures. The Council hosts routine Multi Agency Risk Assessment Conferences (MARAC). These meetings enable representatives from statutory and non-statutory agencies to discuss and manage the highest risk domestic abuse cases. Where it has been considered by MARAC and highlighted that a housing situation could be a risk factor, additional points will be applied. Points awarded: 300 Housing below the Tolerable Standard The 1987 Act (as amended) introduced the Tolerable Standard. It is a minimum standard that applies to all residential dwellings including social and privately rented homes and owner-occupied properties. A house is below the tolerable standard if it fails to meet any one of the elements within the Tolerable Standard. For example, a house must be substantially free from rising or penetrating damp and must have a sink that has a supply of both hot and cold water. Applicants whose housing is below the tolerable standard may apply for housing under the homelessness policy. A protocol is in place to support private tenants who indicate they have repairing issues within their property; when completing an application for housing, they are directed to the Below Tolerable Standard Request form - Below Tolerable Standard Request This process ensures that, before being considered for rehousing, the private tenant must have reported the problem to their landlord/letting agent in the first instance, allowing 30 working days for them to resolve the matter. Consequently, only valid Below Tolerable Standard requests are accepted, allowing officers to focus on working with landlords and private tenants to help address repairs, thus supporting tenancy sustainment. 206
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18 Below Tolerable Standard points will only be awarded where the landlord has failed to bring the property up to standard. The points will be removed if the landlord subsequently carries out the repairs. Points awarded: 200 Accessible Housing Need If an applicant or a member of their household has a health issue or disability which is impacting on their ability to carry out day to day living activities in their home, they can apply for an Accessible Housing Assessment (AHA). AHAs are carried out by qualified Occupational Therapists (OT) and include: Grade assessment There are three grades of priority that can be awarded to an application. These grades are low, medium and high. An applicant whose housing is deemed to be satisfactory for their needs will receive no award. Grade Points awarded High 400 Medium 200 Low 75 Where two or more people within a household have accessible housing needs, only one award of points is made. The award will be for the person with the highest need. House type recommendation If a grade is awarded, the occupational therapist will recommend house types that are suitable for the household’s needs. Applicants who do not wish the type of accommodation recommended by the occupational therapist will not receive any award of points. Reasonable adjustments We may be able to make reasonable adjustments to housing, through North Ayrshire Council’s adaptations scheme. This may allow people to remain in their current home. Cases are assessed and prioritised, and are subject to available resources. We have several houses that have been adapted or designed for disabled people, for example, wheelchair accessible housing. We have well-established procedures for allocating highly adapted properties. Overcrowding When assessing overcrowding, we use our occupancy standard (see Section 4.4 Table 2). We award points for each extra room needed based on our occupancy standard subject to our overcrowding rules (see Section 4.5). The table below details the number of points available under this category. 207
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19 Additional bedrooms required Points awarded 1 additional bedroom required 50 2 additional bedrooms required 100 3 additional bedrooms required 150 4 additional bedrooms required 200 Points awarded: 50 (for each extra room required based on our occupancy standard) Insecurity of accommodation Applications from people living in insecure accommodation will be awarded points based on their circumstances. Applicants who are homeless or threatened with homelessness can apply for housing through the Council’s Homelessness Policy, which includes advice and assistance. ‘Insecurity of accommodation’ covers a range of situations, including applicants who live in: • Private sector accommodation with limited security This covers private rented sector accommodation that is ending due to actions by the landlord or agency to seek recovery of possession. For instance, this might apply in cases where the landlord is terminating either an assured, short-assured or private residential tenancy through the correct legal procedures. Insecurity of tenure points may also be awarded to owners whose home is threatened because of mortgage default. This may happen if owners cannot afford to maintain mortgage payments and lenders have taken court action to recover the property for sale. Points are awarded once the owner has a date to leave the accommodation. In processing applications we will carry out checks, as required, to confirm details. Points awarded: 150 • Tied accommodation This applies to applicants living in accommodation as part of their employment duties. We award points under this category when the occupation is ending due to termination of employment. Points are awarded 6 months before the person leaves employment. Points awarded: 150 • Armed Forces This applies to Armed Forces personnel and Veterans who wish to be re-housed in North Ayrshire. 208
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20 The Armed Forces Act 2021 places a legal duty (the ‘Covenant Duty’) on social landlords to consider the armed forces community when exercising certain statutory functions in housing, including developing and reviewing allocation policies. Where applicants are leaving the Armed Forces, additional points will be applied on receipt of the certificate of discharge. Points will also be awarded for any other housing needs specified in the allocations policy. Applicants who own or have a legal right to occupy other accommodation will not be awarded these points. If an applicant does not receive a suitable offer of housing prior to the date they are due to leave the Armed Forces, these points will remain in force for a period of 12 months from receipt of the certificate of discharge, provided they have not secured alternative accommodation which they have a legal right to occupy. The rules in this section will also apply to a surviving partner who confirms that they are required to leave forces accommodation because of a partner’s death. If an applicant did not have an application for housing while serving in Armed Forces, and has now left service, and has not secured accommodation which they have a legal right to occupy, they may apply retrospectively. This request must be made within 12 months of the date the applicant left the armed forces. The points will remain in force for a period of 12 months from receipt of the certificate of discharge unless the applicant secures alternative accommodation which they have a legal right to occupy beforehand. This demonstrates our partnership commitment to the UK Armed Forces Covenant. Points awarded: 150 • People of no fixed abode Applicants of no fixed abode will be awarded a minimum number of points for the number of bedrooms that they need in line with our occupancy standard (see Section 4.4 Table 2). Applicants will also be referred, as appropriate, to North Ayrshire Council’s Housing Advice Team (HAT). Points awarded: 30 Shared Accommodation Applicants who stay with other people, such as friends or relatives, or who are lodgers but want their own accommodation, are in this group. It also includes partners in a relationship breakdown who now want to live separately and children 209
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21 who have grown and want to leave the family home. As applicants for housing, they now form a separate household. Applicants who sub-let part of their home or take in lodgers do not qualify for these points. Points awarded: 20 Shared Amenities We also award points to applicants who are living with other households if they share key amenities. The amenities for which points are awarded are kitchen, bathroom or toilet. Applicants need to only be sharing one of these amenities to qualify for the points. Household type Points awarded Single person and couples 20 Families 30 Under-occupation The Housing Allocation Policy adopts a ‘transfer-led’ approach towards releasing more homes for letting and to enable existing tenants to move into properties better suited to their current and future housing needs. Reducing under-occupation helps us to make for best use of our housing. Tenants often wish to downsize to a smaller property where they are not using all the bedrooms in their current property. Tenants can apply to move to accommodation that reduces present under- occupation levels even if the house remains under-occupied. Such applicants would be awarded under-occupation points only where under-occupation is reduced. Points awarded: 50 for one- or two-bedroom properties (for each room under-occupied based on our occupancy standard) 100 for three-, four-, five- and six-bedroom properties (for each room under-occupied based on our occupancy standard) Releasing housing for let to other applicants Where two separate tenants are partners and wish to live together, and re-housing both households’ releases both of their houses for let, we award a fixed number of points. Points awarded: 50 Arran Local Letting Initiative The Arran Local Letting Initiative (LLI) allows certain NAHR applicants to be entitled to additional points if they live on Arran and/or are deemed to be essential workers. 210
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22 The additional award of points will be added to any points already accrued by applicants, reflecting their current housing needs and circumstances. The award of points is applied where the applicant meets the appropriate criteria. Points awarded: 100 for residency where the applicant has been living on the island for at least 6 months. 200 for Tier 1 Worker - where the applicant is a public sector employee who provides an essential service. 100 for Tier 2 Worker - where the applicant has any other employment. To meet the criteria for additional points for those who are employed on Arran you must: • Have a permanent contract or a minimum of a two-year temporary contract; and • Have a minimum of 16-hour working week. 4. Making an offer of housing In this section we will focus on explaining how we make an offer of housing. This section will cover: • How we make an offer of housing • What type of tenancy we offer • What size of property applicants will be considered for • Explain our Occupancy Standard to determine over and under-occupancy • How we use Local Letting Plans to make best use of stock to meet local demand • How we allocate housing to those individuals/families coming through refugee resettlement programmes • How we allocate housing to Gypsy/Travellers • Outline our approach to harassment • Explain our process when allocating housing to staff, elected members, etc. • Explain when and where we will review and remove applications. 4.1 Offers We make reasonable offers based on the applicant’s housing needs and preferences, after confirming details on their application form. This is good practice as it aims to reduce unsuitable offers and potential refusal of offers. Before an offer of housing is made, we will take into consideration the applicant’s individual needs and circumstances, the most effective use of the stock, and any impact on the wider community. Existing Council tenants applying for housing will be subject to a pre-allocation check and visit at their existing home. Any offer of housing will be subject to approval. All offers are reviewed by a secondary officer to ensure compliance with the policy. 211
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23 The overall objective is to address housing need in accordance with the policy. This is consistent with the aims and objectives agreed by the NAHR partners. Reasonable offers are those that reflect an applicant’s stated choice. NAHR partners will consider an offer to be reasonable if it meets the preferences stated on the application, based on the criteria set out in Section 2.8. Should an applicant refuse an offer of housing, we will contact the applicant to discuss their preferences and housing options in more detail. The Council aims to provide relevant housing options advice and information on supply, turnover and demand to ensure applicants can make informed choices about their preferences. 4.2 Tenancies We offer applicants who qualify for housing, a Scottish Secure Tenancy in line with our legal obligations. In a limited number of situations, we may offer applicants a Short Scottish Secure Tenancy (SSST). A SSST has limited security of tenure in comparison to a Scottish Secure Tenancy. NAHR partners have developed separate policies which explain when a SSST may be granted. Copies of these policies can be made available upon request. Examples of when a SSST may be granted are: • Where an applicant has been evicted for anti-social behaviour within the last 3- years; or • Where a tenant (or a family member) is subject to an anti-social behaviour order. 4.3 House size This section details the house size for which applicants will be considered. In addition, it outlines rules to address overcrowding and under-occupation. Table 1: The size of house for which applicants will be considered Number of bedrooms applicants will be considered for Household size Bedsit One Two Three Four Single person X X X Couple X X Couple or single adult and one other person X Couple or single adult with two children under 5 years X Couple or single adult with two persons, either of whom is aged 5 years or older X X Couple or single adult with three persons of whom: • Three are under 5 • One is aged 5 or older • Two are aged 5 or older • Three are aged 5 or older X X X X X X 212
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24 Couple or single adult with four persons of whom: • Four are aged under 5 • One is aged 5 or older • Two are aged 5 or older • Three are aged 5 or older • Four are aged 5 or older X X X X X X X X X Any larger household X 4.4 Occupancy standard for assessing over and under-occupation When assessing whether overcrowding or under-occupation exists, we use our occupancy standard (see Table 2). This standard is used to award points to applicants if they are overcrowding or under-occupying. The number of bedrooms assessed as being required is based on the household size. Table 2: Occupancy Standard Household Size Bedrooms Required Single person Bedsit/One Couple One Other household members who are aged 5 years or older One Two children aged under 5 years One Any other person One The 1987 Act (Sections 135-137) outline the legal standard for overcrowding. In assessing if overcrowding exists, the legal standard takes account of the living room and bedrooms as sleeping accommodation. Applicants whose homes are legally overcrowded and in which the overcrowding is detrimental to health can be entitled to apply for housing under the Homelessness Policy. While the law sets out the minimum standards needed to prevent overcrowding, in practice, landlords can set more generous standards of their own. The policy standard excludes the living room when measuring overcrowding and is more progressive than the legal standard. Our standard states that children should have separate bedrooms as soon as they reach five years of age, whereas the legal standard has the age limit set at ten years of age. In some properties, rooms used as a separate dining room are also suitable for use as bedroom accommodation. In these cases, the dining room is regarded as a bedroom. In specific circumstances, for medical needs and functions, extra room space may be required. This will be subject to confirmation from a qualified Occupational Therapist. 213
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25 The size of house that we let to parents with shared access is based on the specific access arrangement and our shared access procedures 4.5 Rules on overcrowding We will not let houses to applicants if this creates statutory overcrowding, as this would not meet our legal obligations. The size of houses that we let to applicants is based on our policy standard (See Section 4.3 - Table 1). This is to meet applicants’ choice in certain circumstances, for instance, where moving house meets other needs. We use our occupancy standard to assess need. Applicants are grouped and receive points based on their present housing circumstances. Overcrowding assessments include people who normally live in the house but who are temporarily absent. This could include family members working away from home for a short period and students. Bed-sit accommodation is considered suitable only for single people. Couples living in bed-sit accommodation would be regarded as being overcrowded. In the case of households that are living apart in separate houses but want to live together, overcrowding points are granted based on the main applicant’s address. Applicants may also choose to move to accommodation that does not reduce overcrowding. No points for overcrowding will be awarded in such cases. Demand for larger houses exceeds supply in many areas. This makes it necessary, on occasion, to consider applicants for smaller houses than specified in our occupancy standard. This decision is based on the stated preferences of applicants. 4.6 Under-occupation We use our occupancy standard (see Section 4.4, Table 2) to assess need. Applicants receive points based on their present circumstances. We may allow under-occupation of larger accommodation, where required. This may be necessary if: • a house is located in an area of low demand and there is no demand from particular groups on the NAHR; or • an applicant can show a need for such accommodation, for example, medical needs or family needs. 4.7 Local Letting Plans The Council, working with NAHR partners, may devise strategies to address local letting demand. These plans set out in detail where and how it is intended to vary the policy at a local area level to take account of the supply of housing and the needs and demands that exist locally. 214
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26 All local letting plans are developed in consultation with tenants, NAHR partners and other community stakeholders. The plans clearly state aims and objectives which align with those detailed within the policy. Local letting plans are monitored and reviewed to ensure that the outcomes from the plans are consistent with the aims of the policy. On an annual basis, the Council will report on and publish details of performance during the year and revise the letting targets for the year ahead. The existence of local letting plans ensure that a more flexible and strategic approach is taken to the allocation of housing in North Ayrshire communities. 4.8 Refugee Resettlement Programmes North Ayrshire continues to support several humanitarian resettlement programmes in relation to the evacuation from Afghanistan, various Ukrainian visa routes, Unaccompanied Asylum-Seeking Young People and the UK Resettlement Scheme (UKRS - legacy of the Syrian Resettlement Scheme). We have established separate policies that cover the rights of asylum seekers and immigrants, including the rights of other European Union citizens. These policies cover access to the NAHR and the rules concerning the allocation of houses to these groups. 4.9 Gypsy/Travellers Applications from Gypsy/Travellers, are placed in the appropriate group based on their present housing conditions and are awarded points based on their actual housing conditions. Applications from Gypsy/Travellers who have nowhere to pitch their caravan would be referred to the Council’s Homeless Services. The Council has one official Gypsy/Traveller site with 16 individual pitches. The site has a separate allocation policy, which can be made available upon request. 4.10 Harassment NAHR partners condemn all forms of harassment and will vigorously pursue action against all perpetrators. NAHR partners are committed to promoting a safe and secure environment so that residents can live peacefully in their own home and communities. Harassment may occur on various grounds for example harassment on grounds such as age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership, and pregnancy and maternity. We have established specific procedures for dealing with this through our Harassment Policy. The Harassment Policy does not apply in cases of domestic abuse and/or violence, as these are dealt with under the North Ayrshire Domestic Abuse Policy – All Tenures and Homelessness Policy. 215
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27 In dealing with harassment situations, we assess each case individually and discuss appropriate remedies with the complainant. This might include applying to the court to evict or transfer tenants responsible for harassment. After investigating complaints of harassment, we may consider that it is no longer reasonable for the applicant to live in their current accommodation. In such cases, a referral will be made to the Homeless Services. We adopt a victim-centred approach to addressing harassment and consider relevant options in discussion with the victim. 4.11 Domestic Abuse and/or Violence The Domestic Abuse (Scotland) Act 2018 came into force on 1 April 2019. The Act created a new statutory offence of engaging in a course of behaviour which is abusive of a partner or ex-partner. Thereafter, the Domestic Abuse (Protection) (Scotland) Act 2021 came into force on 5 May 2021 and provided new and improved protections, to complement the existing measures, for victims of domestic abuse. The definition of domestic abuse is in two parts. The first part deals with the relationship between the perpetrator and the victim/survivor; the second part defines what constitutes abusive behaviour. ‘Abusive behaviour’ can be defined as any of the following: • Physical or sexual abuse • Violent or threatening behaviour • Controlling or coercive behaviour • Economic abuse • Psychological, emotional or other abuse. For the definition to apply, both parties must be aged 16 or over and ‘personally connected’. ‘Personally connected’ can be defined as parties who: • Are married to each other • Are civil partners of each other • Have agreed to marry one another (whether or not the agreement has been terminated) • Have entered into a civil partnership agreement (whether or not the agreement has been terminated) • Are or have been in an intimate personal relationship with each other • Have, or there has been a time when they each have had, a parental relationship in relation to the same child • Are relatives. The law also recognises that domestic abuse can impact a child who sees, hears, or experiences the effects of the abuse and it treats such children as victims/survivors of domestic abuse in their own right (where they are related to or under parental responsibility of either the perpetrator or the victim/survivor). 216
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28 Partners across North Ayrshire recognise the impact domestic abuse has on victims and their families. As social landlords, we regard domestic abuse as unacceptable behaviour which will not be tolerated. The North Ayrshire Domestic Abuse Policy – All Tenures is aligned to the Chartered Institute of Housing’s ‘Make a Stand’ campaign. The Council and its partners have signed a pledge to demonstrate our commitment to this campaign to bring an end to domestic abuse in all its forms, ensuring our tenants and residents know their rights and understand how to access services. The policy was developed by an inter-agency group comprising of the Council, NAHR partners and agency partners, and sets out our commitment to anyone in North Ayrshire who is experiencing or is concerned about another individual affected by domestic abuse. The policy is for all North Ayrshire residents, irrespective of tenure or gender, and complements the individual domestic abuse policies of the partner organisations. In dealing with domestic abuse and/or violent situations, we assess each case individually and work with partner agencies to support the victim. After investigating reports of domestic abuse and/or violent situations, we may consider that it is no longer reasonable for the applicant to live in their current accommodation. In such cases, a referral will be made to the Homeless Services. We adopt a victim-centred approach to addressing domestic abuse and/or violence and consider relevant options in discussion with the victim. 4.12 Council employees and Elected Members Applications from North Ayrshire Council employees and Elected Members are assessed in accordance with the policy. These applications are dealt with in accordance with relevant codes of conduct. Although Elected Members are involved in the approval of the Housing Allocation Policy and additionally in monitoring and reviewing its impact, they are not, however, directly involved in decision-making concerning the allocation of housing. 4.13 NAHR partner employees and committee (or board) members Applications for housing from NAHR partner employees and committee (or board) members are assessed in accordance with the Allocations Policy. These applications are dealt with in accordance with relevant codes of conduct and Entitlements, Payments and Benefits Policies. Although board/committee members are involved in the approval of the policy and additionally monitoring and reviewing its impact, they are not, however, directly involved in decision-making concerning the allocation of housing. 217
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29 5. Managing housing applications 5.1 Reviewing housing applications It is important that the information held in respect of a housing application accurately reflects the applicant’s current housing needs and circumstances. NAHR partners will contact applicants at least once annually to clarify and confirm that the information held on the application is up to date. The date of review is determined by the date of registration. This is important to maintain accurate information about applicants so that appropriate offers are made to reflect their needs and choices, and subsequently minimise refusals. We request applicants to advise us within 10 working days if they wish to remain on the NAHR. If no response is received, we will issue a reminder giving applicants a further 10 working days to respond to us. Thereafter, if no response is received, we will cancel the application and remove it from the NAHR. If an application is cancelled due to failure to respond to the review, it will only be reinstated where the applicant can demonstrate an appropriate reason for not responding. Applicants who contact us within 6 months of their application being cancelled will have their original application form reinstated. The date of registration will be based on their original application. However, applicants may be required to complete a new application form if circumstances have changed. 5.2 Change of circumstances and preferences As outlined in Section 5.1, NAHR partners will contact applicants annually to review their application and contact details. However, applicants are responsible for informing NAHR partners, by contacting their local housing office, of any changes in circumstances as this may impact on their application. An example of this may be: • Where the applicant moves house • Where the applicant leaves or joins another household • Where a member of the household reaches 5 years of age. In addition, we also request that applicants ensure their contact details are kept updated as, if we are unable to contact an applicant, their application may be cancelled. Applicants can change their choices/preferences at any time by contacting their local housing office. 5.3 Cancellation of housing applications There are times where it is necessary for NAHR partners to cancel applications. This allows us to maintain an accurate and up-to-date register, as well as ensure fairness and transparency and regulatory compliance. The following circumstances are where we would cancel an application from the NAHR: 218
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30 • Where applicants have requested that it be removed (either in writing or by e- mail); • Where the NAHR partner has been notified of the applicant’s death; • Where applicants have failed to respond to the review of their application; • Where applicants have persistently failed to respond to correspondence from a NAHR partner requesting contact; • Where an applicant’s housing need has been met, either by the NAHR, mutual exchange, obtaining a Scottish Secure Tenancy, or via purchase of a property; or • Where the NAHR partner has established that the applicant has no legal right to a tenancy. 5.4 Suspension of housing applications In certain circumstances it may be appropriate to suspend an application for housing for a specific period. Where applications have been suspended, applicants will not be considered for, or receive, an offer of housing during the period of the suspension. A suspension will not have a detrimental impact on the applicant’s points. There are specific circumstances where it would be necessary to suspend an application for housing. These are set out clearly within the Suspension Policy. Where a decision has been taken to suspend an application for housing, the applicant will be notified in writing, outlining the reason for suspension and the period that their application will be suspended for. In addition, we will provide advice and support to enable the applicant to take appropriate action to remove their suspension. 6. Monitoring and reviewing our performance The policy was developed by consulting tenants, Registered Tenants Organisations, the North Ayrshire Network (NAN), NAHR partners, other housing providers, independent advice agencies, Elected Members and staff. Throughout the development and review of the policy, we have assessed housing needs and demand across North Ayrshire’s communities. We will regularly review the performance of the policy to ensure that these needs and demands continue to be addressed. 6.1 Setting targets NAHR partners are committed to ensuring that the allocation process is transparent and accountable. At the beginning of each financial year, we will set and publish grouped targets for the percentage of allocations intended to offer applicants placed within each of the housing lists. The targets will be set at both a North Ayrshire-wide and local level. The targets will be informed by local needs and circumstances, as well as housing needs and demand information summarised within local lettings plans. Local targets will often 219
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31 vary from the North Ayrshire target, to reflect differing housing needs across our communities. 6.2 Auditing performance Procedures are in place to allow individual housing allocations to be audited. A sample of Housing Application Forms and allocations audit checks are carried out regularly by designated staff within each NAHR partner organisation. 6.3 Monitoring performance Monitoring of the application of the policy is essential, to ensure that allocation practices are subject to scrutiny and continuous improvement. To do this we will: • Monitor monthly progress towards meeting targets set for allocating housing to each of our needs groups; • Provide the Council’s Cabinet with progress reports, as well as making information available to tenants, RTOs, the NAN, NAHR partners, other housing providers, Elected Members and staff; • Review the policy annually to ensure it aligns with any relevant changes in legislation; • Undertake a thorough review of the policy in its third year of implementation; • Take an equalities-based approach, ensuring we have representative engagement from across North Ayrshire’s communities prior to making any changes to the policy; • Communicate any changes that we make to the policy to tenants, RTOs, the NAN, and applicants. 7. Complaints and appeals 7.1 Appealing a decision Applicants are entitled to appeal decisions in relation to the policy. An example of this may be where an applicant does not agree that their points have been awarded correctly. A standardised approach to appeals applies to all NAHR partners. There are two stages to the appeals process. These are as follows: • Stage One – an appeal must be made in writing to the local housing office and thereafter reviewed by the area housing manager. • Stage Two – should the applicant remain dissatisfied with the outcome of the Stage One decision; a further written appeal should be submitted for consideration by a Senior Manager within that organisation. 7.2 Making a complaint NAHR partners aim to provide an excellent service, however there are times when customers may wish to complain against decisions that we make in relation to their 220
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32 housing application. Details of NAHR partner complaints policies and procedures are available on their websites. • North Ayrshire Council – click here for information on how to make a complaint • Cairn Housing Association – click here for information on how to make a complaint • Cunninghame Housing Association – click here for information on how to make a complaint • Riverside Scotland – click here for information on how to make a complaint • Trust Housing Association – click here for information on how to make a complaint If you have any questions in relation to this policy, please contact us by either: calling North Ayrshire Council’s Housing Service on 01294 310000; or emailing us at commonhousingregisterteam@north-ayrshire.gov.uk. 221
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Appendix 2 - Proposals Kinship Carers Kinship care is where a child is unable to live with their birth parent and resides instead with a relative or other individual with whom they have a pre-existing relationship (e.g. a sibling, or close family friend), as outlined in the Looked After Children (Scotland) Regulations 2009. The carer is referred to as a kinship carer. The existing policy does not recognise kinship care as a form of housing need. As of 1 July 2025, there were 314 children in kinship care in North Ayrshire. It is proposed that applicants with a formal kinship care arrangement which results in overcrowding can apply for housing for any required additional bedroom(s). Applicants will receive points where their existing house lacks the necessary additional bedroom. A protocol has been agreed with North Ayrshire Health and Social Care Partnership that identifies formal kinship care arrangements to be allocated points within this category. Policy change: NAHR partners propose to award 50 points per bedroom to housing applicants with a formal kinship care arrangement where there is a specific housing need identified (i.e., overcrowding) and remove the requirement to utilise Group 2- Strategic housing needs. Foster Carers NAHR partners propose that foster carers, and those who adopt, can apply for housing with an additional bedroom compared to their current assessed need, so that fostering and adoption can occur. They will receive points if their existing house lacks the necessary additional bedroom. A protocol has been agreed with North Ayrshire Health and Social Care Partnership that identifies foster carers and those who adopt who will be allocated points within this category. The current policy recognises foster care as a ‘strategic housing need’, and where an additional specific housing need (i.e. overcrowding) is identified, we award additional points to allow us to prioritise. As of 1 July 2025, there were 134 children in foster care in North Ayrshire. NAHR partners propose to continue to recognise foster care, irrespective of tenure (e.g. owner-occupiers, private lets, etc.), as a strategic housing need where an additional specific housing need (i.e. overcrowding) is identified. Policy change: NAHR partners propose to award 50 points per bedroom (for each additional room required based on our occupancy standard). Adoption The current Allocation Policy does not recognise adoption as a strategic housing need. Between 1 April 2023 – 31 March 2025, there were 8 adoptions in North Ayrshire. 222
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NAHR partners propose to recognise applicants registered to adopt, irrespective of tenure (e.g. owner-occupiers, private lets, etc.), as a strategic housing need where an additional specific housing need (i.e. overcrowding) is identified. Policy change: NAHR partners propose to award 50 points per bedroom (for each additional room required based on our occupancy standard). Care experienced adults and care experienced young people The Scottish Government aims for Scotland to be the best place in the world for children and young people to grow up. Central to this aspiration is the recognition and promotion of children’s rights. As well as the national legislative and policy drivers such as the Children and Young People Act (Scotland) 2014, Getting it Right for Every Child (GIRFEC) and The Promise Scotland, Scotland also has duties to secure and enact the rights enshrined in the United Nations Convention on the Rights of the Child (UNCRC). A care experienced adult is a young person aged 16-25 years old who has been 'looked after' at some point since they were 14 years old and were in care on or after their 16th birthday. The term ‘care experienced ‘refers to anyone who has been or is currently in care or from a looked-after background at any stage in their life, no matter how short, including adopted children who were previously looked-after. NAHR partners place the health, welfare and development of children and young people, at the centre of the planning and delivery of services. This is recognised within our Housing & HSCP Care Leavers Protocol. The Council offers an integrated and co-ordinated service which aims to ensure that no care leaver will become homeless, on leaving care, residential, foster or kinship care and will provide the necessary support to ensure a care leaver can achieve independence and stability within the community. The Protocol promotes the principle that care leavers will be provided with the securest form of tenancy available to them, dependant on support needs and independent living skills. The Protocol is an inter-agency departmental agreement between Housing and the HSCP, detailing the joint response to the support and accommodation needs of care experienced adults and those who are care- experienced. The protocol is currently under review. During the period from 1 April 2023 to 31 March 2025 35 applications were recorded on NAHR via Throughcare referrals, with 38 applicants housed during this time. The current policy prioritises North Ayrshire young people when leaving care (via Throughcare services). Housing Options advice is offered to young people who have 223
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been care experienced, through our Senior Housing Officers, who receive specific training regarding Care Experienced young people. Policy action: NAHR partners will continue with their commitment to prioritise those who are care experienced (both young people and adults) under the new Allocation Policy. Under-occupation Tenants can apply to transfer to new housing that reduces their under-occupancy, even if the new house remains under-occupied. Such applicants would be awarded under-occupation points, only when under-occupation is reduced. Under the current Allocation Policy, we award 50 under-occupancy points per bedroom where an applicant is looking to downsize their property. An example of this would be where an applicant in an existing 2-bed property is looking to downsize to a 1-bedroom property; they will be awarded 50 under-occupancy points. Going forward the North Ayrshire Council letting plan, which supports the Policy, will adopt a transfer-led approach to release more homes for letting and to enable existing tenants to move into properties better suited to their current and future housing needs. Reducing under-occupation helps us to make for best use of our housing stock. Tenants often wish to downsize to a smaller property where they are not using all the bedrooms in their current property. Policy change: NAHR partners propose to continue to award under-occupancy points. However, to allow us to proactively free-up larger properties we propose to increase the award from 50 to 100 under-occupancy points per bedroom for applicants in 3-,4-,5- or 6-bedroom properties. An example of this would be where an existing applicant in a 4-bedroom property is looking to downsize to a 2-bedroom property, they would be awarded 200 under- occupancy points. Armed Forces The Armed Forces Act 2021 places a legal duty (the ‘Covenant Duty’) on social landlords to consider the armed forces community when exercising certain statutory functions in housing, including developing and reviewing allocation policies. Where applicants are leaving the Armed Forces, additional points are applied on receipt of the certificate of discharge. Points are also awarded for any other housing needs specified in the allocations policy. Applicants who own or have a legal right to occupy other accommodation are not awarded these points. If an applicant does not receive a suitable offer of housing prior to the date they are due to leave the Armed Forces, these points will remain in force for a period of twelve months from receipt of the certificate of discharge, provided they have not secured alternative accommodation which they have a legal right to occupy. 224
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The rules in this section will also apply to a surviving partner who confirms that they are required to leave forces accommodation because of a partner’s death. Where an applicant has not applied for housing while serving in Armed Forces, and has since left the service, and has not secured accommodation which they have a legal right to occupy, they may apply retrospectively. This request must be made within 12 months of the date the applicant left the armed forces. The points will remain in force for a period of twelve months from receipt of the certificate of discharge unless the applicant secures alternative accommodation which they have a legal right to occupy beforehand. Between November 2019 and July 2025, 11 applicants have been housed, with 150 ‘leaving armed forces’ points. Policy action: NAHR partners propose to continue to award 150 points for those individuals leaving the armed forces 12 months prior to discharge and up to 12 months following discharge. This demonstrates NAHR partners’ commitment to the UK Armed Forces Covenant. Home ownership Under the current Allocation Policy, we do not take homeownership into consideration, although the Housing (Scotland) Act 2014 allows for homeownership to be taken into consideration when assessing an applicant’s priority for social housing. This means that landlords may assess whether an applicant, or someone who will reside with them, owns or has previously owned heritable property in Scotland, the wider UK, or abroad. Landlords may decide to give a lower priority to applicants who are homeowners. However, they are not obligated to do so and may choose to allocate housing to homeowners in certain circumstances. For example, if an applicant is in a property that does not meet their needs (e.g. accessible housing needs) and/or requires rehousing, a landlord may still allocate social housing to them. Policy action: NAHR partners propose to continue to allocate housing to homeowners, as we aim to better support applicants as their housing needs and priorities evolve. Accessible Housing Assessments Accessible housing applications are assessed in line with the policy and additionally the principles of the Accessible Housing Assessment (AHA). 225
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The focus of accessible housing is how you access the essential facilities in your home and carry out activities of daily living, it considers progressive conditions and if your home can be adapted. Current and long-term needs are factored into consideration to prevent repeat assessments and multiple moves of home. All assessments are carried out by qualified Occupational Therapists (OTs). As of 1 July 2025, there were 1,224 applicants with an accessible housing award, of which 847 received the medium accessible housing award. A review of allocations from Group 3 identified examples of applicants with the lower accessible housing award (75 points), with additional points, being prioritised for accessible house types ahead of those applicants awarded the existing medium accessible housing award (150 points). Policy change: NAHR partners propose to re-weight and increase the existing ‘medium’ accessible housing award from 150 points to 200 points to improve positions on the NAHR and ensure applicants are appropriately prioritised ahead of those examples where applicants have the lower accessible housing award with additional points. Arran Local Letting Initiative The Arran Local Letting Initiative (LLI), approved by Cabinet on 27 April 2021, allows certain NAHR applicants to be entitled to additional points if they live on Arran and/or are employed on Arran. The additional award of points will be added to any points already accrued by applicants, reflecting their wider current housing needs and circumstances. The additional award of points is added where the applicant meets the following criteria: • Residency (100 points) - where the applicant has been living on the island for at least 6-months. • Worker Tier 1 (200 points) - where the applicant is a public sector employee who provides an essential service. • Worker Tier 2 (100 points) - where the applicant has any other employment. To meet the criteria for additional points for those who are employed on Arran they must: • Have a permanent contract or a minimum of a two-year temporary contract; and • Have a minimum of 16-hour working week. Between April 2021 and 1 July 2025 there were 90 allocations, 38 of which were not entitled to LLI points (i.e. Group 1 – homeless). The remaining 52 were awarded LLI points. This demonstrates that 58% of allocations positively benefited from direct support through the Arran LLI to access affordable housing. 226
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Policy action: The Arran LLI was developed to address unique housing supply issues identified both within the Council’s Local Housing Strategy (LHS) and Housing Need and Demand Assessment (HNDA). A similar model of the Arran LLI was explored to be replicated for Cumbrae, but due to analysis of both the LHS and HNDA for Cumbrae it showed that housing demand was being met on this island, and they didn’t experience the same issues with key workers accommodation. NAHR partners propose to continue with the Arran LLI to support applicants to access appropriate social housing on the island. Domestic Abuse The Domestic Abuse (Scotland) Act 2018 came into force on 1 April 2019. The Act created a new statutory offence of engaging in a course of behaviour which is abusive of a partner or ex-partner. Thereafter, the Domestic Abuse (Protection) (Scotland) Act 2021 came into force on 5 May 2021 and provides new and improved protections, to complement the existing measures, for victims of domestic abuse. The Housing (Scotland) Bill introduced a requirement for social landlords to develop and implement a domestic abuse policy setting out how they will support persons at risk of homelessness due to domestic abuse. NAHR partners are committed to supporting victims of domestic abuse and/or violence. This is outlined within the North Ayrshire Domestic Abuse Policy – All Tenures which was approved by Cabinet on 30 November 2021. The Council hosts regular Multi Agency Risk Assessment Conferences (MARAC). This enables representatives from statutory and non-statutory agencies to discuss and manage the highest risk domestic abuse cases. Where cases are considered by MARAC and highlighted that housing circumstances could be a risk factor, we propose that additional points will be applied. Between 1 April 2023 – 31 March 2025, there were 453 cases reviewed at MARAC over the previous 2 years, averaging 19 cases per month. Under the existing policy, where MARAC partners agree that an individual is at significant risk and rehousing is necessary, Housing Services offer support through Group 1 – Homeless. Policy change: NAHR partners propose to award 300 points for applicants experiencing domestic abuse where they have been reviewed at MARAC and assessed as requiring rehousing due the level of risk. 227
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, NORTH AYRSHIRE COUNCIL 30 September 2025 Cabinet Title: Proposals for Community Investment Fund (CIF) Expenditure Purpose: To determine applications by Locality Partnerships to allocate CIF funding to proposed projects. Recommendation: That Cabinet: a) Reviews the application from the North Coast and Cumbraes Locality Partnership in line with CIF criteria; and b) Approves the CIF application in relation to Largs Thistle (see Appendix 1). 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals continue to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific needs of the local community, and which have been developed based on local circumstances and opportunities. 2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Locality Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. A further £3m was added to the Agenda Item 7 229
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funding in 2021, to be distributed among localities as follows: 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Environmental Sustainability and Climate Change Strategies And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. Locality Value of CIF from first funding allocation (2017-18) Expenditure to date Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Total balance available Irvine £754,000 £958,358 £290,000 £580,000 £665,642 Kilwinning £286,000 £347,190 £120,000 £240,000 £298,810 Three Towns £598,000 £1,243,651 £240,000 £480,000 £74,349 Garnock Valley £390,000 £521,103.04 £150,000 £300,000 £318,896.96 North Coast £468,000 £763,161 £170,000 £340,000 £216,783 Arran £104,000 £125,079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £3,956,542.04 £1,000,000 £2,000,000 £1,643,475 .96 230
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2.3 The proposal development and application process has been agreed as follows: • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed application at Appendix 1 has been developed by community partners and North Ayrshire Council officers and is now recommended for approval by Cabinet. The application is summarised below. 2.5 The North Coast and Cumbraes Partnership The allocation and funds committed to date are outlined in the table below. The North Coast & Cumbraes Locality Partnership CIF allocation to date £978,000 Organic Growers of Fairlie £22,800 Clearer Minds £30,200 Millport Town Hall £200,000 Sing Your Song (WKCIL) £14,892 Locality Priorities Worker £35,948 West Kilbride Technical & Creative Training Programme £76,605 Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Locality Priorities Worker - extension of support £52,000 Parent Network Scotland £99.393 Largs Development Trust £92.685 Clyde Coast and Cumbraes Mens Shed £47,500 Friends of Kirktonhall Glen £25,000 Balance £216,783 2.6 Proposal: Largs Thistle (£63,000) (See Appendix 1) 2.6.1 Largs Thistle is a football club whose governing documents contain the objective to make facilities available (at reasonable charge) to other individuals or groups for sporting, leisure or other sanctioned activities. Their proposal is supported by a wide range of groups based in Largs including local schools, parent councils, Largs Development Trust, other sporting clubs and the Community Council. 231
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2.6.5 There is strong community backing for this project. The project meets the Locality Partnership priorities of increasing social inclusion by helping young people access activities with their peers, and improving mental wellbeing by supporting a sense of community as well as physical activity. It also helps support the Community Planning Partnership priorities of Wellbeing, and, through reducing the number of individual journeys needed, World. 2.6.6 The partnership agreed to approve funding of up to £63,000, on the condition that any underspend, either at the point of purchase (if the final cost of the minibus is lower than the quote provided), or after the three-year period, is returned to the Community Investment Fund. 3. Proposals 3.1 That Cabinet: a) Reviews the application from the North Coast and Cumbraes Locality Partnership in line with CIF criteria; and b) Approves the CIF application in relation to Largs Thistle (see Appendix 1). 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated within existing resources. Human Resources 4.2 None. Legal 2.6.2 Largs Thistle are seeking £63,000 funding for the purchase of a new minibus. This cost would also cover servicing and maintenance costs for three years. The minibus would be used by all educational establishments at the Largs Community Campus and Largs Thistle Youth teams. Where availability permits and during school holidays, the bus will be available for other constituted community groups to book via a booking system. 2.6.3 The minibus will directly benefit a wide range of groups across Largs and the surrounding area. The bus would be based at the Largs campus and used by schools for activities, after-school clubs, cultural visits, and intergenerational activities. At present, pupils often miss opportunities due to reliance on public transport, teachers having to use their own cars, or costly private hire. At weekends, the bus will support youth sport, particularly football where travel can be up to 3 hours for some games. This will remove the heavy burden currently placed on parents and coaches and help retain young people in activity. 2.6.4 The proposal fits with the aspiration within the Council Plan in relation to ‘exploration of models and the development of pilot schemes to increase access to and use of public/community transport’. 232
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4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion and advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. Climate Change and Carbon 4.5 Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycling and re-use principles. Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims. • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • Exploration of models and the development of pilot schemes to increase access to and use of public/community transport. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The applications support the following pillars of community wealth building. • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The proposals support the rights of children and young people through offering better access to facilities, in particular supporting the right to play and the right to be part of their community. Consumer Duty 4.10 None. 5. Consultation 233
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5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including young people. David W. Hammond Executive Director (Communities & Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Largs Thistle 234
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible. • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council. • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project. • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 1. Details of your organisation 235
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Name of Organisation Largs Thistle Community Football Club Postal Address for Correspondence Name of Contact Person: Tiffany Irvin Position in Organisation: Communities Development Officer Telephone Number Email Address: Click or tap here to enter text. 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. The objects of the club is to compete in competitions organised under the auspices of the SFA / West of Scotland Football League (hereinafter referred to as the WoSFL) and the Scottish Junior Football Association (hereinafter referred to as the SJFA) and/or the associations under their jurisdiction in addition to such social and recreational activities as may be deemed desirable by the Committee. The Club may also be allowed to compete in other matches or competitions subject to approval from the SFA / WoSFL and or SJFA. b. The Club is committed to encouraging the highest ethical standards. All individuals involved in the Club should conduct themselves with integrity, transparency, accountability and in a fair and equitable manner. c. The Club and its members shall not discriminate on the grounds of age, disability, gender, gender reassignment, marriage and civil partnership, race, religion or belief or sexual orientation. d. The Club is committed to the continuation and upkeep of Barrfields Park as a community asset for the benefit of the residents of the town and local organisations in addition to its use by LTFC for the purpose of playing football matches and training. The Club will make the facilities available (at reasonable charge) to any such individuals or groups for sporting, leisure or other sanctioned activities This application is supported by • Largs Academy – Mr John Doherty and Tony Gilhoolie • Largs Primary – Kirsty Carson • Douglas Park Nursey – Lyndsey Gray • St Mary’s Primary – • West Kilbride Primary • The Parent Councils of Largs Primary, Largs academy and St Mary’s Primary, • Largs Community Council 236
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Largs Community Development Trust – all are constituted groups and the LCDT is registered as a charity with OSCR. 237
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. This proposal seeks a funding grant to purchase outright a mini-bus to be used by all educational establishments at the Largs Community Campus and Largs Thistle Youth teams. Where availability permits, it will be available through an online booking system for use by Largs Colts, Douglas Park Nursery and other constituted community groups. Largs Thistle Youth has identified a need to have access to transportation to help its various youth teams as they grow and progress. Whilst training mainly occurs within the Barrfields and Bowencraigs pitches, throughout the year, all teams have fixtures which are across the region. Currently parents and guardians are required to transport players to venues, which is inefficient, but also prevents many children participating if a carer is unable to provide transport and remain available to return them. Similarly, all three Parent Councils have identified that there is a gap in participation in extra- curricular activities due to the lack of suitable transportation to support these. Unlike most High Schools or Educational Campus’s in North Ayrshire, Largs does not have access to a small minibus to allow students and groups to take part in out of school activities. Douglas Park Nursery have not been able to organise any trips out with Largs due to the lack of transportation facilities. Similarly, local groups, such as SWI, Dementia Friendly Largs and the Largs Naz Group, do not have readily available access to a suitable transport to ensure members of the community can live full and active lives. This proposal, if accepted, would allow the purchase of a new mini bus, which can be driven by most adults (subject to specific conditions), and allow wheelchair users to also take part. The application will include an allowance to support the running costs for up to 3 years, with the exception of fuel, which would be met by each participating group. This proposal will allow members of applicant groups, as well as community or educational groups, to access events, competitions, or other activities that they otherwise would be unlikely to be able to participate in. If successful, this will not duplicate and existing facilities – all schools and youth football teams have indicated that participation in events or competitions is limited due to lack of suitable transportation. (Coach travel or alternative hire options are prohibitively expensive and also often logistically unsuitable). 238
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of • 1. Improving access to financial services • 2. Increasing social inclusion • 3. Improving mental wellbeing • 4. Supporting skills and work opportunities Community Football Supporting Priorities 2, 3 and 4 Largs Thistle FC has seen incredible growth in its youth development program, expanding from just 18 players to over 100 in the past year. This rapid progression highlights the increasing demand for accessible football opportunities in the community. With this expansion travel has become a greater challenge, particularly as our girls’ teams now compete in the South West League with fixtures as far as Langholm, and our Under-15s play in the NASA League, traveling to distant locations like Girvan. For many families, the strain of arranging transport can be a barrier to participation. By introducing a Minibus, we can ensure that all young players, regardless of their background, have the opportunity to compete and develop their skills. Additionally, by working closely with Largs Colts, we can maximise the use of shared facilities benefiting hundreds of grassroots children. A minibus would not only support our players on match days but also strengthen our commitment to inclusion, teamwork, and the continued growth of youth football in Largs. Active Schools (Largs Cluster) – General Supporting Priorities: 2, 3 and 4 Access to a local community minibus for Active Schools Largs Cluster would be a transformative resource, directly addressing a pressing need for accessible, reliable transportation to support school’s extra-curricular sports programs and participation in the North Ayrshire Sports Academy (NASA) Young Ambassador (YA) program Fit for Girls program. 239
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Currently, all Largs Academy students are required to travel independently to centralized training locations, creating logistical and financial barriers that prevent many from participating fully (2). This dependence on parents’ availability and personal transport limits not only individual students but also the ability of the Active Schools program to deliver on its goals of inclusivity, skill development, and equal opportunity in sports (3 & 4). For instance, while only Largs Primary currently manages to attend centrally run events like the sports hall athletics, a community minibus would empower all primary schools in the Largs cluster to engage in North Ayrshire-wide sports events and competitions (2). This change would foster a stronger, more united Largs school cluster by enabling equal participation, which is crucial for developing a sense of community pride and collective achievement in sports. Key regional finals, like the North Ayrshire Netball and Football championships, are at risk due to the current lack of funding and transport options. Without access to a community minibus, Largs Academy and its surrounding schools face difficulties in attending these competitions, while other schools with minibus access can continue to participate and benefit from such experiences. Additionally, this lack of transport affects targeted student groups, who often miss key trips and activities, or experiences that can be fundamental in supporting their social inclusion, self-esteem, and overall development (2,3 &4). Other schools can continue these programs seamlessly due to their access to transportation, underscoring the need for similar resources for Largs. Whilst transport options are available, the rising cost of external transport providers threatens this sustainability. Several events were missed last summer alone due to limited bus availability, highlighting the critical need for a dedicated Largs community minibus. Having this consistent transport option would not only eliminate the ongoing funding challenges and scheduling conflicts but would also allow the Active Schools program to expand, offering more students opportunities that are not restricted by Largs’ geographic constraints. With access to a community minibus, Largs Academy students would experience numerous benefits, including improved mental and physical health from regular participation in sports and social activities. Reliable transport would give students consistent access to competitive sports events, training, and leadership programs like NASA and Young Ambassadors, regardless of parental availability or financial limitations. By removing these barriers, the school can combat isolation, enhance students’ sense of belonging, and build stronger, healthier connections within North Ayrshire’s broader sports and academic community. (2,3 &4) Opportunities: Athletics Entering the Scottish Schools events at the Emirates and Grangemouth Track and Field has always been a desire. Due to the distance involved and expenditure this opportunity will not continue without a mini bus. This would provide an extension of our Athletics pathway and allow our excellent / elite performers an opportunity they would no longer be given. (3,4) 240
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Mountain Biking An up-and-coming opportunity in our school is Mountain biking events. In September parents had to take any school entries to the national event that was a 3-hour drive away. We would like to grow a culture in the school for Mountain Biking and transporting the pupils as a school team would be a great addition to our offer. Coaching Within the curricular time there are three specific coaching groups. A mini bus will open up opportunities to make placement visits to a number of providers in this sector. Having flexible transport will allow the groups to help coach in other parts of our cluster - helping primary festivals, their school clubs and enhance their class time. This would make a big difference to how equitable our support is to our neighbouring primary schools. (4) Sporting inspire and motivate opportunities The school is offered numerous free opportunities at various sporting events / activities in Scotland, but with the cost of bus hire not included, generally these opportunities cannot be fulfilled. For the school to attend the only way to do so would be to charge pupils to attend which would not be fair or equitable (2) Other Opportunities: Without wishing to raise hopes within the community, already various groups have put forward ideas on how a community minibus could be used. Showworks Theatre group have indicated they would be able to open up opportunities to take older groups to theatre and drama events further afield that currently is not possible today. The Largs Community Development Trust has engaged with other local groups (mentioned above), all of whom would greatly welcome access to a low- cost transport option such as a minibus, but do not have the funds to procure one or regularly hire. 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. This proposal was first discussed formally at the Largs Primary Parent Council in 2023 and was raised by a member of the community at the Largs Community Council in summer 2024. This resulted in engagement with all the Parent Council Chairs, as well as each school in the campus. The response was unanimously in favour of this, should fund be granted. 241
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Further engagement was undertaken with local groups to gauge whether a community minibus would open up new opportunities, and again the response was overwhelmingly positive. Through this engagement, we have identified the following groups that could enhance their activities, and the work towards the Priorities: • Scottish Women’s Institute • Largs Colts Football team • Dementia Friendly Largs • Clyde Coast and Cumbrae Men’s Shed • Showworks Drama Group • Largs Church of the Nazarene • Largs Green Futures • Ages Concern • Largs Museum • Any other Constituted group within Largs The proposal has the backing of 5 Community groups, namely the Largs Academy Parent Council, Largs Primary Parent Council, St Mary’s Primary Parent Council, the Largs Community Council, West Kilbride Primary and the Largs Community Development Trust. Advice has been sought from North Ayrshire Council Transportation Department, and guidance has been incorporated to the application and will be adopted should the bid be successful. 242
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans Financing Options Capital purchase At time of application, the cost of a new Minibus is as follows: Citroen Enterprise Flexilite - Manual L4H2 (140) with Air Con & Sat Nav Colour: White 17 seat 1 wheelchair Manual ramp Manual side step £42,995.00 + vat + 1st reg £55 + RFL £165. Total cost for purchase: £51,814 including VAT Advantage: • Brand new vehicle for the Community and Campus • Vehicle will have zero miles and manufacturer warranty • Maintenance costs will be minimal in the first three years due to newness of vehicle • Vehicle meets the current and final Euro 6.3 emissions standards • Vehicle will retain a high residual value after 3 and 5 years, allowing opportunity to fundraise for new vehicle or keep for longer. • Grant value is retained and depreciates annually, ensuring the grant benefit period is not only at least 5 years but can be carried forward. Disadvantage: • Largs Thistle responsible for all maintenance and safety inspections Leasing: To lease the same vehicle (for 5 years) would cost as follows: 243
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 60 months 25,000 miles, Payments 3+59, £695.00+ VAT per month Total cost of lease: £51,708 including VAT. Advantage: • Brand new vehicle • Maintenance costs included • MOT and servicing costs included Disadvantages: • After the term, the vehicle is handed back and a new vehicle will need to be funded – in effect, the Campus and Community will be without a minibus and require fundraising and apply for grant funding for the full value of a new vehicle. • After 5 years, the grant value will be fully depleted Used vehicle purchase: Enquiries were made to the possibility of purchasing an approved Used vehicle (through a reputable supplier of such vehicles). £32,995+VAT + RFL Advantage: • Lower capital cost to purchase • Marginally lower insurance premiums Downsides: • Vehicle already subjected to ‘wear and tear’ • Additional expenditure will be required on maintenance • Does not meet latest Euro Standards for emissions • Residual values will be very low at end of 5-year term It is considered that outright purchase is the best option in the long term, as this allows a brand-new vehicle to be procured, whilst providing future value to allow a newer vehicle to be purchased should funding permit. Whilst a lease appears attractive, it would consume the full grant amount in 5 years and have nothing left to show for it. Currently, used vehicle process for this category of vehicle are relatively strong, and it is the view that in the long term ‘saving’ c£10k is not best value for money considering that after 5 years, the 244
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP vehicle itself would be nearly or over 10 years old, and require increased maintenance, as well as having minimal residual value. Maintenance This application has included a request for funds to be set aside to support running costs for up to the first three years. Indicatively these are estimated as follows: Insurance –per annum for an ANY driver policy (over 25) £2200 Road Fund License £168 12-week safety inspections (5 per year) @ c£60 per check – with any work being ‘over and above £300 Annual servicing –per year (to include fund to replaced tyres periodically) £600 Non wear and tear costs fund £1000 Fire extinguisher maintenance/ checks every 6 months £100 TOTAL £4368 Largs Academy have pledged £5k per year to cover running costs of the mini bus, this will going to an account to cover any ongoing operations. Largs Thistle, Largs Colts and the Parents Councils would look to fundraise and ensure funds are put aside each year to support the ongoing operation of the minibus. The additional grant fund money would allow the operation to get setup and running and time to adjust for Largs thistle, and other groups and also provide a better insight to the running costs. Other sources of funding will be explored to ensure the future operational costs are met, such as donations for use. Initial conversations have been positive that yearly grant applications for c£3000 should be feasible, subject to other applications and the fund value. It must be highlighted that the mini bus will strictly not be available for ‘Hire or reward’, i.e. there would be no fee for use, other than maintenance and any damage incurred. This is part of the Permitting arrangement required, as well as to comply with insurance purposes. 245
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP It is due to this that the request to support operating costs in the early years is requested as the use of the mini bus will not generate an income. Over time, as outlined, other funding options will be explored to ensure that the mini bus can continue to operate. Procurement and Operation • The minibus would be purchased outright from a specialist supplier by Largs Thistle Community Football Club (LTCFC) • The LTCFC would have responsibility for the vehicle, including insurance, Road Fund, maintenance and managing bookings and will be supported by the Largs Community Council and Parent Councils • The vehicle would generally be parked in the lit and secure Largs academy Car Park, or at Vikingar, however ad hoc overnight parking would be permitted where early starts or late returns were envisaged. • The vehicle will be subject to regular and routine maintenance- carried out at Fit Quick Motors at a community discounted rate. • By law, safety checks will be undertaken by a local garage every 13 weeks – NAC Transportation are keen to support with this and this offer will be explored fully to ensure a consistent and transparent maintenance regime. However we have confirmation that local garage Fit Quick Motors are willing to undertake this for us at a community discounted rate. • The vehicle will be offered fully fuelled with condition of use that it is returned fully fuelled – generally a booking will be expected to last between 8am-6pm, which will allow it to be returned fuelled. Exceptions can be made by arrangement • The LTCFC and the Largs Academy will be the Primary keyholders, however a key may be supplied to trusted persons within the school as required. • Mini bus will be operated under a Section 19 permit • The LTCFC would become members of the Community Transport Association (CTA) to ensure it keeps up to date with regulatory or legislative changes as well as news and updates concerning operating a community transport. Bookings • An online booking system will be made available. This may be through a standalone website, Largs Thistles Website or made available through the LCDT website using a ‘plugin’. • There is no fee for bookings, however for Community groups, a suggestion of a donation will be made, which can be fulfilled through an online payment system, such as PayPal. • This will allow ‘slots’ to be made available. • Priority will be given during term time to groups within the Campus. • It is anticipated that it will be available to Largs Thistle Groups and other community groups where available. 246
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Community bookings will only be to constituted groups from the North Coast area. It will NOT be made available for personal bookings or for any bookings that do not accord with the Locality Priorities. Driver Management and Training Being eligible to drive the vehicle proposed is bound by strict rules, and these are by DVSA, Insurance and the LTCFC. DVSA Vehicle will be operated strictly within the provisions of the following: • you’re 25 or older • you’ve had your driving licence for at least 2 years • you meet the ‘Group 2’ medical standards if you’re over 70 - check with your GP if you’re not sure you meet the standards • you’re driving on a voluntary basis, and the minibus is used for social purposes by a non- commercial body • the ‘maximum authorised mass’ or MAM of the minibus is not more than 3.5 tonnes – plus up to 750kg of equipment for disabled passengers, for example a wheelchair ramp • you’re not towing a trailer Insurance • Only drivers over 25 years old and • Hold a valid driver’s license and • Medically fit to drive Largs Thistle Community Football Club • ALL drivers must complete the relevant Minibus Driver Awareness Scheme (MiDAS) training. This has a small cost and can be delivered by North Ayrshire Council Transportation. • The cost of this training for non-educational use (i.e. Community) is required to be borne by the group wishing to use the minibus. 247
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) £63,000 Please give a breakdown of cost and recent quotations where appropriate. Purchase of vehicle as per specification outlined above £51,814 Expected price increase in 2025 £1000 Funding to support up to three years’ operating costs (excluding fuel) £10,186 TOTAL GRANT REQUEST £63,000 The LTCFC have not made any request to the North Coast Locality Partnership for funding. All Parent Councils actively participate in the Youth Participatory Budget process to raise funds for various projects within the school. There have been no requests of a similar nature to this application. Quotations are included separately for: • Purchase and Lease (see attached email). • Insurance quotation (see attached file) 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. There will be various measures to assess the success and impact of this. We will assess the utilisation of the minibus quarterly to ensure it is being used to its best potential. LTCFC will work with all four schools to set in advance a Use and Share scheme whereby each school has a notional allocation of ‘days’ they can book (Largs Academy will have a larger share). We can then work with the schools to proactively ensure they are using their allocation. This process has already started to encourage Head Teachers to think about activities not undertaken because of lack of suitable transport (e.g. field trips, competitions, sports events). 248
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Overall, there is unlikely to be significant conflict, as the Football events tend to be at weekends, however there is already, and will continue to be, close working between the Campus and Football clubs. We will also seek to track how many young people have taken trips using the minibus. Whilst we do not capture information on YP, we hope each school can provide information on the ages, and any other Equality indicators to ensure that disadvantaged or other vulnerable groups are accessing it. Furthermore, we will work with each school to further detail the activities the minibus has supported above what they are able today. We have engaged with Head Teachers, Parent Council and Active Schools and have identified a range of events and activities (outlined in this paper) that a minibus will enable that is difficult to participate in today. Reporting will be provided for each of these to demonstrated that the benefits claimed are being delivered. Similarly, we will look to ensure that the minibus is available and used by community groups where there is availability and will work through the Community Council to encourage this, however it is expected that the utilisation between the football clubs and campus will be high. We will provide an annual report to NAC and the LP on utilisation and outreach and demonstrate how we are supporting the three Priorities outlined in the application. 249
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Additional Requested information: Operational Plan – Community Minibus 1. Project Operation Overview: The community minibus will be operated by Largs Thistle and used during term time (Monday to Friday) by the Largs community campus, comprising St Mary’s Primary, Largs Primary, Largs Academy. During weekends and school holidays, the vehicle will be made available to Largs Thistle Groups where available Largs Colts, and other local community groups. Largs Thistles Committee in particular the Community Development Officer will oversee the running of the Mini Bus and ensure checks are carried out. 2. Driver PVG and License Checks: All teachers and helpers using the minibus during school time are PVG checked through the school system. • All football-related users—including coaches, secretaries, first aiders, and helpers—are PVG checked through the Scottish FA, SYFA, and SWF under the grassroots PVG system. • Each grassroots volunteer has also supplied two references as part of their involvement requirements. Drivers will upload their driving licence and PVG number when submitting a booking request. Driving licences will be verified through the DVLA the link will be on the form to allow the user to share their licence information. • PVG numbers for football users will be checked via the Comet system using name and date of birth. As CWPO for Largs Thistle can check these codes using SFA, SWFA and SYFA comet system as she has full access. 3. Booking System: A digital Microsoft Form will be used to request minibus use. This well be available on the website. This form will include: • Date and time of use • Name of the driver • Upload sections for driver’s licence and PVG number • Prompt with link to DVLA (https://www.gov.uk/view-driving-licence) to share licence information. 250
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Group name and contact details. • Once a booking is confirmed, it will be added to a shared TeamUp calendar (https://www.teamup.com), which allows all admins to view current and upcoming bookings and ensures there is no overlap in usage. 4. MOTs and Maintenance: • The minibus will undergo regular, scheduled MOTs, and all records will be logged and retained undertaken by Fit Quick Motors at a discounted rate. • It will also undergo a 13-weekly safety check at a local garage – Fit Quick Motors who have already agreed to do this at a community discounted rate. • A vehicle checklist will be completed before every use to ensure safety and operational condition. • Largs Thistle will also schedule routine maintenance checks in addition to user checks. This operational structure ensures that safety, accountability, and community benefit are prioritised. 251
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NORTH AYRSHIRE COUNCIL 30 September 2025 Cabinet Title: Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan Purpose: To update Cabinet on the progress and next steps in relation to the publication of the Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan. Recommendation: It is proposed that Cabinet: a. notes the progress made by North Ayrshire Council in implementing the flood risk management measures contained in the Second Ayrshire Local Flood Risk Management Plan; and. b. approves the North Ayrshire Council content for the Interim Progress Report provided at Appendix 1; and c. notes that that similar updates are being collated by South Ayrshire Council, East Ayrshire Council, SEPA and Scottish Water; and d. notes that all updates will be included in an Ayrshire Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan which will be published prior to the required deadline of 31st December 2025 and that the information will also be added to the interactive ‘webmap’ developed on behalf of the Lead Local Authority Forum. 1. Executive Summary 1.1 The Flood Risk Management (Scotland) Act provides a framework for the assessment and sustainable management of flood risk throughout Scotland. 1.2 For flood risk management purposes, the country is divided into 12 Local Plan Districts, with Ayrshire operating as a single Local Plan District (LPD). 1.3 North Ayrshire Council as the lead local authority for the Ayrshire LPD, is required to review and publish by the end of December 2025, an interim progress report on the actions contained in the current Ayrshire Local Flood Risk Management Plan, which was approved by Cabinet on 29 November 2022. Agenda Item 8 253
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1.4 North Ayrshire Council is responsible for 34 area-specific flood risk management measures within its area. The progress made towards implementing the 34 North Ayrshire Council-led actions is summarised in Appendix 1 of this report. 1.5 The interim progress report also requires updates to be provided by the other responsible flood authorities in the Ayrshire LPD on the management measures that they are responsible for. These are South Ayrshire Council, East Ayrshire Council, Scottish Water, and SEPA. These authorities are currently finalising a progress review of their actions and have undertaken to produce these in sufficient time for collation and publication of the Interim Progress Report. 1.6 On receipt of the partner updates, an Ayrshire Interim Progress Report will be finalised in time to meet the December 2025 publication date required by legislation. 1.7 It is intended that the progress review will be included in a national ‘webmap’ which will help to increase public awareness and engagement with the Local Flood Risk Management Plan measures. 2. Background 2.1 The Flood Risk Management (Scotland) Act (‘the Act’) provides a framework for the assessment and sustainable management of flood risk throughout Scotland. 2.2 For flood risk management purposes, the country is divided into 12 Local Plan Districts, with Ayrshire operating as a single Local Plan District (LPD). 2.3 For each LPD, the Scottish Environment Protection Agency (SEPA) is required to publish a Flood Risk Management Plan (‘the SEPA FRM Plan’) and the lead local authority is required to publish and report on a Local Flood Risk Management Plan (‘the Local FRM Plan’). Both plans contain the same LPD-wide and community specific measures to manage flood risk but the local plan provides further information about the timing, funding and coordination of the measures. 2.4 Designated responsible flood authorities lead on the implementation of the measures contained in both plans. For the Ayrshire LPD, these authorities are North Ayrshire Council, South Ayrshire Council, East Ayrshire Council, Scottish Water, and SEPA. 2.5 The current SEPA FRM Plan was published in 2021 and the Local FRM Plan was published by North Ayrshire Council as the lead local authority for the Ayrshire LPD, in 2022. The measures in these plans cover the second 6-year long flood risk management planning cycle 2022-2028 and replace the earlier plans that were published in 2015 and 2016 from the first flood risk management planning cycle. 2.6 The Act requires North Ayrshire Council to publish an interim progress report on the Local Flood Risk Management Plan by the end of December 2025 and to make copies of the report available for public inspection. 2.7 A review of North Ayrshire Council’s actions has been completed and is contained in Appendix 1 of this report. The other responsible authorities (South Ayrshire Council, East Ayrshire Council, Scottish Water and SEPA) are undertaking a review of their actions and will submit this information to North Ayrshire Council for inclusion in the 254
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interim progress report once they have secured the necessary internal approvals to publish their review details. North Ayrshire Progress Review 2.8 Guidance on the review of flood risk management measures has been issued by the Lead Local Authority Forum (‘the LLAF’). The LLAF shares good practice, exchanges information and addresses common issues connected with the development, publication and reporting of flood risk management plans. Membership includes Lead Local Authorities, Scottish Water, Scottish Government and SEPA. The LLAF’s guidance includes further information about the classification of measures into red, amber and green categories in order to provide a nationally consistent progress review. 2.9 There are 34 area-specific flood risk management measures that North Ayrshire Council are responsible for leading. These are detailed in Appendix 1. Of the 34 measures, 25 are categorised as green as they have progressed or are progressing as planned,1 measure is categorised as amber as it is still anticipated to be complete by the end of the current second planning cycle but not as initially programmed, and 8 measures are categorised as red as they are unlikely to be completed by 2028 within the current planning cycle. All of the ‘red’ actions relate to Flood Protection Scheme measures and are classed ‘red’ due to uncertainty over funding. Flood Protection Schemes 2.10 The Upper Garnock Valley Flood Protection Scheme and the Millport Coastal Flood Protection Scheme that were identified in the first flood risk management planning cycle and carried over into the current cycle are now complete and categorised as green. The construction of the Mill Burn, Millport Flood Protection Scheme, which was also identified in the first flood risk management planning cycle is anticipated to start in 2025 and is also categorised as green. 2.11 Delays in capital funding availability has significantly delayed the implementation of some of the other flood scheme design actions that were first identified in the second flood risk management planning cycle. These relate to the development of the North Ayrshire Council-led Flood Protection Scheme measures at Lamlash, Brodick, Fairlie and Irvine. 2.12 A funding review is underway by the Scottish Government and COSLA joint settlement distribution group. Until this review is complete, funding for all flood scheme measures identified in the second flood risk management planning cycle throughout the country cannot be confirmed. Without funding confirmation, further progress on the implementation of flood scheme measures cannot be made. 2.13 Overall progress at the mid-point in the current planning cycle is however well advanced with planned studies at Brodick, Lamlash, Irvine, the ‘Three Towns’, Largs and the upper Garnock Valley having already been completed or underway that will inform future measures if funding is confirmed. A planned surface water management plan at Kilwinning and a flood study at Whiting Bay (categorised as ‘amber’) are yet to start but are anticipated to be complete by the end of the current planning cycle in 2028. 255
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2.14 There are also LPD wide actions which are not area-specific but cover activities such as asset maintenance, land use planning, and awareness raising. The review of these actions is yet to be agreed with the other responsible authorities but are anticipated to be categorised as ‘green’ to reflect the ongoing nature of these measures. A list of the LPD-wide actions is included in Appendix 2 of this report. Local Coastal Change Adaptation Plans 2.15 Since the publication of the second Ayrshire Flood Risk Management Plan there has been an increasing emphasis placed on coastal change adaptation with interim Scottish Government guidance being published in 2023. In recognition of this interim guidance and the associated availability of coastal change adaptation funding, additional measures have been completed to deliver draft Local Coastal Change Adaptation Plans for Stevenston & Irvine. These plans update the adopted Ayrshire Shoreline Management Plan, which was published in 2018, and help to deliver the shoreline management plan updates that were anticipated to start in the third flood risk management planning cycle, beginning in 2028. Publication 2.16 Once all updates from the relevant responsible flood authorities are made available, North Ayrshire Council shall be able to finalise and publish the interim progress report on the Local Flood Risk Management Plan on the flooding pages of the Council’s and Ayrshire Roads Alliance websites. Advice has been sought on the format of the report from the Council’s web team to help meet accessibility standards. 2.17 An interactive Scotland-wide ‘webmap’ has been developed by the LLAF in order to increase public awareness and engagement with the Local Flood Risk Management Plan measures. This ‘webmap’ would supplement the interim progress report and increase public awareness and engagement with the ongoing and planned flood risk management actions. The Scottish Collaboration of Transport Specialists (SCOTS) are looking at agreement from the 32 Local Authorities on a lead hosting authority. NAC information is ready for upload once hosting is agreed and approval to publish granted. 3. Proposals 3.1 It is proposed that Cabinet: a. notes the progress made by North Ayrshire Council in implementing the flood risk management measures contained in the Second Ayrshire Local Flood Risk Management Plan; and. b. approves the North Ayrshire Council content for the Interim Progress Report provided at Appendix 1; and c. notes that that similar updates are being collated by South Ayrshire Council, East Ayrshire Council, SEPA and Scottish Water; and d. notes that all updates will be included in an Ayrshire Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan which will be published prior to the required deadline of 31st December 2025 and that the information will also be added to the interactive ‘webmap’ developed on behalf of the Lead Local Authority Forum 256
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4. Implications/Socio-economic Duty Financial 4.1 A formal agreement confirms North Ayrshire Council’s, South Ayrshire Council’s, and East Ayrshire Council’s funding contributions for North Ayrshire Council’s role as the lead local authority for the Ayrshire Local Plan District. These funding contributions cover the additional resources required to publish and report on the Interim Progress Report on the Second Local Flood Risk Management Plan. Human Resources 4.2 None. Legal 4.3 Publishing the Interim Progress Report on the Second Ayrshire Flood Risk Management Plan by the end of December 2025 will help to meet North Ayrshire Council’s obligations as Lead Local Authority under the Flood Risk Management (Scotland) Act 2009 to publish a report on the review of the Second Ayrshire Local Flood Risk Management Plan. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 Publishing the Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan will help to communicate the progress being made towards implementing the Council’s Environmental Sustainability and Climate Change Strategy. Key Priorities 4.6 Publishing the Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan will help to demonstrate how the key priorities of 'protecting and enhancing the environment for future generations' and providing ‘sustainable and effective infrastructure’ are being achieved. Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. 257
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Consumer Duty 4.10 None. 5. Consultation 5.1 The progress review has followed the guidance formulated and agreed by the Lead Local Authority Forum to ensure that progress is reported in a consistent manner throughout the country. Local authority flooding teams were consulted for their views on the guidance prior to finalisation. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Gary Wilson, Senior Manager (Engineering Services), on 01294 324810 . Background Papers 0 258
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OFFICIAL INFORMATION OFFICIAL INFORMATION Appendix 1: Review of North Ayrshire Council’s Community-Specific Flood Risk Management Measures (2022-2028) Target Area. Action ID. Action Type. Original Anticipated Delivery (2022). RAG Status (2025). Progress in Delivery, including key deliverables and dates. Revised dates and planned actions to complete / address delay. Irvine 2101 Flood scheme or works design The flood scheme design shall be completed during Cycle 2 (2022 - 2028). The delivery of this action is subject to Scottish Government capital grant funding being made available. Red As the funding arrangements for Cycle 2 'flood scheme or works design' actions has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it is dependent on the scheme qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. Irvine 2102 Community engagement Community engagement will be an ongoing action throughout Cycle 2 (2022 - 2028). Red This action is linked to a 'Cycle 2 flood scheme or works design' action. As the funding arrangements for flood schemes has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it depends on the linked 'flood scheme or works design action' qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. 259
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OFFICIAL INFORMATION OFFICIAL INFORMATION Irvine 2104 Flood defence maintenance Flood defence maintenance will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The outlets in the Waterside flood embankment are inspected and cleared when required every month under an existing North Ayrshire Council framework contract. N/A Irvine Coastal 2201 Flood study This study will be delivered during the second half of Cycle 2 (2025 - 2028). Green The Irvine Beach Coastal Management Study was completed in 2025. N/A Brodick 2301 Flood scheme or works design The flood scheme design shall be completed during Cycle 2 (2022 - 2028). The delivery of this action is subject to Scottish Government capital grant funding being made available. Red As the funding arrangements for Cycle 2 'flood scheme or works design' actions has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it is dependent on the scheme qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. 260
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OFFICIAL INFORMATION OFFICIAL INFORMATION Brodick 2302 Community engagement Community engagement will be ongoing, linked to the design of the Brodick Flood Protection Scheme. Red This action is linked to a 'Cycle 2 flood scheme or works design' action. As the funding arrangements for flood schemes has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it depends on the linked 'flood scheme or works design action' qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. Brodick 2303 Flood study This study will be delivered during the second half of Cycle 2 (2025 - 2028). Green The first phase of the Natural Flood Management Study for Brodick was completed in 2025. A second phase will be considered if there is sufficient landowner interest. N/A Lamlash 2401 Flood scheme or works design The flood scheme design shall be completed during Cycle 2 (2022 - 2028). The delivery of this action is subject to Scottish Government capital grant funding being made available. Red As the funding arrangements for Cycle 2 'flood scheme or works design' actions has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it is dependent on the scheme qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. 261
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OFFICIAL INFORMATION OFFICIAL INFORMATION Lamlash 2402 Community engagement Community engagement will be ongoing, linked to the design of the Brodick Flood Protection Scheme. Red This action is linked to a 'Cycle 2 flood scheme or works design' action. As the funding arrangements for flood schemes has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it depends on the linked 'flood scheme or works design action' qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. Lamlash 2403 Flood study This study will be delivered during the second half of Cycle 2 (2025 - 2028). Green The first phase of the Natural Flood Management Study for Lamlash was completed in 2025. A second phase will be considered if there is sufficient landowner interest. N/A Lamlash 2404 Flood defence maintenance Flood defence maintenance will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The coastal defences in Lamlash are subject to a programme of general and principal inspections as part of North Ayrshire Council's roads asset management plan or are subject to regular 'T98' visual inspections. N/A 262
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OFFICIAL INFORMATION OFFICIAL INFORMATION Whiting Bay 2501 Flood study This study will be delivered during the first half of Cycle 2 (2022 - 2025). Amber This study is now programmed to start and be complete in the second half of the current flood risk management planning cycle. Procurement options shall be investigated to deliver the study by the end of the current flood risk management planning cycle. Whiting Bay 2502 Flood defence maintenance Flood defence maintenance will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The coastal defences in Whiting are subject to a programme of general and principal inspections as part of North Ayrshire Council's roads asset management plan or are subject to regular 'T98' visual inspections. N/A Dalry 7601 Flood scheme or works implementation The Upper Garnock Flood Protection Scheme is under construction, which will be completed in the early part of Cycle 2. Green. Construction of the Upper Garnock Flood Protection Scheme was completed in 2023. N/A 263
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OFFICIAL INFORMATION OFFICIAL INFORMATION Dalry 7602 Community engagement Community engagement will be an ongoing action throughout Cycle 2 (2022 - 2028). Green. The hydraulic model for the upper R. Garnock was updated in 2024 to take account of the 2022 climate change allowances. Community engagement shall be carried out during the second half of the flood risk management planning cycle. N/A Kilwinning and Dalgarven 8001 Surface water management plan This action will be delivered during the second half of Cycle 2 (2025 - 2028). Green This work is programmed to start and be completed in the second half of the current flood risk management planning cycle. N/A Kilbirnie and Glengarnock 9701 Flood scheme or works implementation The Upper Garnock Flood Protection Scheme is under construction, which will be completed in the early part of Cycle 2. Green Construction of the Upper Garnock Flood Protection Scheme was completed in 2023. N/A 264
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OFFICIAL INFORMATION OFFICIAL INFORMATION Kilbirnie and Glengarnock 9702 Community engagement Community engagement will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The hydraulic model for the upper R. Garnock was updated in 2024 to take account of the 2022 climate change allowances. Community engagement shall be carried out during the second half of the flood risk management planning cycle. N/A Kilbirnie and Glengarnock 9703 Flood study This study will be delivered during the first half of Cycle 2 (2022 - 2025). Green The hydraulic model for the upper R. Garnock was updated in 2024 to take account of the 2022 climate change allowances. Using this information, SEPA will complete the recalibration of the flood warning scheme by the end of the current flood risk management planning cycle. N/A Kilbirnie and Glengarnock 9704 Flood study (options appraisal) This study was completed before the Local Flood Risk Management Plan was published in 2022. Green. The study is complete and the actions have been promoted on North Ayrshire Council's website in order to encourage uptake by landowners. N/A 265
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OFFICIAL INFORMATION OFFICIAL INFORMATION Millport 11901 Flood scheme or works design (Mill Burn) The detailed design of the Mill Burn Flood Protection Scheme will be completed during the first half of Cycle 2. Construction is programmed to begin in 2023/24. Green The detailed design of the Mill Burn Flood Protection Scheme is complete and it is anticipated that the main construction contract will be awarded in 2023. N/A Millport 11902 Flood scheme or works implementation (Mill Burn) This action shall be delivered during Cycle 2 (2022-2028). Construction is programmed to begin in 2023/24. Green The detailed design of the Mill Burn Flood Protection Scheme is complete and it is anticipated that the main construction contract will be awarded in 2023. N/A Millport 11903 Community engagement (Mill Burn) Community engagement will be ongoing, linked to the design and implementation of the Mill Burn Flood Protection Scheme. Green A community consultation was completed in 2025 to inform the construction programme for the Mill Burn Flood Protection Scheme. N/A 266
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OFFICIAL INFORMATION OFFICIAL INFORMATION Millport 11904 Flood scheme or works design (Millport Coastal) The flood scheme design was completed prior to the publication of this Local Flood Risk Management Plan. Green The construction of the Millport Coastal flood scheme is complete. N/A Millport 11905 Flood scheme or works implementation (Millport Coastal) The delivery of the Millport Coastal Flood Protection Scheme shall be completed in Cycle 2 (2022 - 2028). Construction is programmed to begin in 2022/23. Green The construction of the flood scheme is complete. N/A Millport 11906 Community engagement (Millport Coastal) Community engagement will be ongoing throughout Cycle 2 (2022 - 2028) until the Millport Flood Protection Scheme has been implemented. Green. The construction of the flood scheme is complete. N/A 267
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OFFICIAL INFORMATION OFFICIAL INFORMATION Millport 11907 Flood defence maintenance Flood defence maintenance will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The coastal defences in Millport are subject to a programme of general and principal inspections as part of North Ayrshire Council's roads asset management plan or are subject to regular 'T98' visual inspections. N/A Saltcoats and Stevenston 12101 Flood study This study will be delivered during the first half of Cycle 2 (2022 - 2025). Green Hydraulic modelling of the Stevenston Burn and the Stanley Burn was completed by North Ayrshire Council in 2025. An options appraisal has been commissioned and will be complete by the end of the current flood risk management planning cycle. N/A Saltcoats and Stevenston 12103 Flood defence maintenance Flood defence maintenance will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The coastal defences in Saltcoats are subject to a programme of general and principal inspections as part of North Ayrshire Council's roads asset management plan or are subject to regular 'T98' visual inspections. N/A 268
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OFFICIAL INFORMATION OFFICIAL INFORMATION Largs north 14801 Flood study (options appraisal) This action will be delivered during the first half of Cycle 2 (2022 - 2025). Green A preferred option to modify the formal Largs flood scheme has been identified. The future implementation is being investigated. N/A Largs north 14802 Community engagement Community engagement will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The Largs wave overtopping study is complete and further community engagement activities using the study outputs will be undertaken during the second half of the current flood risk management planning cycle. N/A Largs north 14803 Flood defence maintenance Flood defence maintenance will be an ongoing action throughout Cycle 2 (2022 - 2028). Green The coastal defences in Largs are subject to a programme of general and principal inspections as part of North Ayrshire Council's roads asset management plan. The Gogo Water flood wall is visually inspected every two years as part of the programmed inspection of watercourses. N/A 269
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OFFICIAL INFORMATION OFFICIAL INFORMATION Fairlie 15501 Flood scheme or works design The flood scheme design shall be completed during Cycle 2 (2022 - 2028). The delivery of this action is subject to Scottish Government capital grant funding being made available. Red As the funding arrangements for Cycle 2 'flood scheme or works design' actions has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it is dependent on the scheme qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. Fairlie 15502 Community engagement Community engagement will be an ongoing action throughout Cycle 2 (2022 - 2028). Red This action is linked to a 'Cycle 2 flood scheme or works design' action. As the funding arrangements for flood schemes has not been confirmed, there has been no progress on this action. The revised completion date for this action is uncertain; it depends on the linked 'flood scheme or works design action' qualifying for central government funding pending the ongoing review of current flood scheme funding arrangements by the settlement distribution group. 270
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OFFICIAL INFORMATION OFFICIAL INFORMATION Appendix 2: Area-wide measures for all Responsible Flood Authorities in the Ayrshire Local Plan District. Action type Action Description Awareness Raising SEPA, the responsible authorities and other organisations such as the Scottish Flood Forum work together through national and local initiatives to help communities understand the risk of flooding and what actions individuals can take. Improved awareness of flood risk and actions that prepare individuals, homes and businesses for flooding can reduce the overall impact of flooding. Local authorities undertake additional awareness raising activities when developing any specific project proposals and will engage with community resilience groups and local communities. Scottish Flood Forum support flood risk communities by raising community awareness, promoting self-help, developing community groups and establish a recovery support programme after a flood. Scottish Water will provide targeted flooding communications for Scottish Water specific activities and raise awareness by producing and supplying targeted information to the public on large capital projects and detailed local studies. Data to support climate resilience As Scotland’s hydrometric authority, SEPA operates a network of stations to measure river level, flow, rainfall, sea level, loch and groundwater level. The data goes into a long term data archive and is critical to underpin all flood risk management activities including flood warning, flood mapping, design of flood protection and sustainable development as well as supporting a range of regulatory and recreational uses. SEPA will continue to maintain and develop its hydrometric network, contribute to UK and international data archives, and improve and update the datasets used for flood frequency analysis. SEPA will support research and development of data, methods and guidance to improve the evidence on which decisions can be made, and to enable the impact of climate change to be included in all flood risk management activities. 271
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OFFICIAL INFORMATION OFFICIAL INFORMATION Emergency plans Many organisations, including local authorities, the emergency services and SEPA provide an emergency response to flooding. Emergency plans are prepared and maintained under the Civil Contingencies Act 2004 by Category 1 and 2 Responders and are coordinated through regional and local resilience partnerships, often supported by voluntary organisations. They set out the steps to be taken to maximise safety and minimise impacts during flooding. Emergency plans may also be prepared by individuals, businesses, organisations or communities. Scottish Water is a Category 2 responder under the Civil Contingencies Act 2004 and will support regional and local resilience partnerships as required. Flood forecasting The Scottish Flood Forecasting Service is a partnership between SEPA and the Met Office. The service continues to produce a daily, national flood guidance statement, issued to emergency responders, local authorities, and other organisations with flood risk management duties. In 2022 a new 3-day daily Scottish Flood Forecast was launched for the public. As the flood warning authority for Scotland SEPA continues to provide its flood warning service issuing flood alerts and warnings when required, giving people a better chance of reducing the impact of flooding on their home or business. Flood warning development framework SEPA published a new flood warning development framework in 2022, which details the ambition and strategic actions to maintain and improve the flood warning service across Scotland. SEPA will further develop phase 1 of the Scottish Flood Forecast based on feedback gathered during public beta release before fully launching the service to the public formally in early 2023. Phase 1 is the national 3- day flood forecast and the starting point of our journey in providing the public with earlier and improved flood information. SEPA will continue to follow the service design approach for phase 2 of the Scottish Flood Forecast, which will provide the public with more localised flood forecast information. User research will determine what information will be displayed on the regional flood forecast webpages. It is anticipated that the final service will bring together all live information such as flood warnings, river levels and rainfall data into a central hub that is easily accessible for the public. Working in close partnership with the Met Office through the Scottish Flood Forecasting Service, SEPA will develop its capability in surface water flooding forecasting, focusing initially on the transport sector to support climate-ready infrastructure. SEPA will also undertake a prioritised improvement programme of existing river and coastal flood warning schemes to provide more accurate forecasting with improved lead time. 272
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OFFICIAL INFORMATION OFFICIAL INFORMATION Future flood risk management planning The years covered by the lifetime of this plan are crucial. Radical progress is needed in how we reduce our impact on the climate and respond to the effects of climate change. How we plan to manage flooding to our communities is on the front line of the challenges of this decade. The 2027 flood risk management plans will be more ambitious than ever before. The plans will look to develop long term plans for more flood resilient communities prepared for the impacts of climate change. The priority areas which will be the focus points of the next flood risk management plans will be identified in 2024 with the designation of PVAs. A 3- month public consultation will be held to inform the PVA designation. We will plan for a better future by publishing our flooding services strategy in 2023 with a clear and measurable delivery plan. We will put greener, fairer communities at the heart of our ambitions. SEPA has set its own target to be a regenerative organisation by 2030 and the next set of plans will further this ambition. During this plan cycle, SEPA will work to develop new partnerships with a wider range of stakeholders, including businesses and commercial sectors. We will investigate alternative sources of finance to tackle flooding and drive forward practical options for adaptation. Guidance development The Scottish Government and SEPA will develop and update guidance to inform flood risk management projects. This guidance will be produced in 2022 and will look at how best to adapt to the long-term impacts of climate change and the most appropriate methods of assessing the benefits of flood risk management actions. Technical guidance to support flood risk management partners will be reviewed and updated by SEPA where required. Scottish Forestry, in collaboration with its UK counterparts, published ‘Designing and managing forests and woodlands to reduce flood risk: UK Forestry Standard Practice Guide’ in 2022. Guidance will be developed to help local authorities understand the requirements for mapping relevant bodies of water and sustainable urban drainage systems in their areas. 273
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OFFICIAL INFORMATION OFFICIAL INFORMATION Hazard mapping updates An understanding of flooding is essential to develop a plan led risk- based approach to flood risk management. SEPA will continue to update their national hazard mapping, which shows the likelihood of flooding in Scotland from different flooding sources: https://www.sepa.org.uk/environment/water/flooding/flood-maps/. SEPA will continue to develop the hazard mapping viewer to make it easier for the public, partners and stakeholders to access data on the likelihood of flooding. SEPA will also review how modelling and mapping updates are undertaken to develop a more effective method of regional and national updates for the hazard maps. Land use planning Local authorities, SEPA and Scottish Water all have a responsibility under the Flood Risk Management (Scotland) Act 2009 to support sustainable flood risk management through the land use planning process. National planning policies set out the Scottish Ministers’ priorities for the development and use of land. Under this approach, new development in areas with medium to high likelihood of flooding should generally be avoided. Current national planning policies aim to restrict development within the floodplain and limit exposure of new receptors to flood risk, promote flood reduction via natural and structural flood management measures and restoration of natural features, and avoid increased surface water flooding through sustainable drainage and the minimisation of impermeable surfaces. Locally determined planning policies may place further requirements within their area of operation to restrict inappropriate development and prevent unacceptable risk. Maintenance Local authorities have a duty to assess bodies of water and to carry out clearance and repair works where such works would substantially reduce flood risk. Local authorities are also responsible for the drainage of roads. In addition, local authorities may also be responsible for maintenance of any existing flood protection schemes or works. Scottish Water will continue to undertake risk-based inspection, maintenance and repair on the public sewer network. Asset owners and riparian landowners are responsible for the maintenance and management of their own assets including those which help to reduce flood risk. 274
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OFFICIAL INFORMATION OFFICIAL INFORMATION Natural flood management mapping SEPA will continue to support activities that improve our understanding of how to effectively target and deliver natural flood management. As part of this, SEPA will review and update the opportunities mapping for natural flood management. This will include linking blue-green infrastructure with the surrounding natural catchment and coastline. Natural flood management seeks to store or slow down flood waters through measures such as the planting of woodlands, wetland creation, river restoration, or the creation of intertidal habitats. In addition to flooding benefits, natural flood management measures can also provide many additional benefits to biodiversity, water quality, recreation, and carbon storage. National flood risk assessment SEPA will use the most suitable data to review and update the national flood risk assessment (NFRA) undertaken in 2018. This update will be used to identify future potentially vulnerable areas and focus flood risk management planning. National surface water mapping The national flood risk assessment 2018 identified that surface water flooding has the potential to impact more properties in Scotland than any other source of flooding. Over the next 6 year cycle SEPA will look to vastly improve its national understanding of surface flood risk by undertaking a wholescale update of the national surface water maps to reflect developments in data and understanding, including the impact of climate change. Reservoirs SEPA will continue to develop its assessment of flood risk from dam failure and use these assessments to direct a proportionate regulatory approach to ensure reservoir safety. Over the next management cycle we will implement further developments of our flood warning capabilities in the unlikely event of reservoir failure. Scottish Flood Defence Asset Database (SFDAD) The Scottish Flood Defence Asset Database provides information on existing flood protection schemes. National data on flood protection infrastructure is needed to understand flood risk and to develop adaptation planning for Scotland. SEPA will continue to host SFDAD and look for opportunities to support the development of our understanding of how and when Scotland’s flood defence assets should be adapted to continue to maintain protection from flooding in the future. 275
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OFFICIAL INFORMATION OFFICIAL INFORMATION Self help Everyone is responsible for protecting themselves and their property from flooding. People can take steps to reduce damage and disruption to their homes and businesses should flooding happen. This includes preparing a flood plan and flood kit, installing property flood resilience measures, signing up to Floodline, engaging with their local flood group, and ensuring that properties and businesses are insured against flood damage. The following places offer help with taking steps to protect yourself: https://www.floodre.co.uk/ https://www.biba.org.uk/current- issues/flood-insurance/ https://floodlinescotland.org.uk/ https://scottishfloodforum.org/ Responsible authorities and SEPA will continue to develop the understanding of flood risk to communities and promote measures to help individuals and businesses to reduce their risk. 276
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NORTH AYRSHIRE COUNCIL 30 September 2025 Cabinet Title: Draft Local Coastal Change Adaptation Plans Purpose: To update Cabinet on the completion of the draft Local Coastal Change Adaptation Plans for ‘Sandylands Promenade & Stevenston Beach’ and for ‘Irvine Harbour & Irvine Beach’ and to seek approval for publication of the plans as the Council’s preferred policy for coastal change adaptation at the two study areas. Recommendation: That Cabinet:- a) notes the work carried out, b) approves the content of the draft Local Coastal Change Adaptation Plan for ‘Sandylands Promenade & Stevenston Beach’ and for ‘Irvine Harbour and Irvine Beach’ and the accompanying summary reports, c) agrees to the publication of the draft Local Coastal Change Adaptation Plans and accessible versions of the draft summary reports as Council policy documents, d) agrees to receive further progress updates on the implementation of the actions described in the draft Local Coastal Change Adaptation Plans when appropriate, and e) notes the potential future funding requirements of actions arising from future studies. 1. Executive Summary 1.1 The Ayrshire Shoreline Management Plan (‘the Ayrshire SMP’) was approved and adopted by North Ayrshire Council and South Ayrshire Council in 2018. The Ayrshire SMP is a large-scale assessment of the risks associated with coastal processes and the plan helps to inform the management of these risks to people and to the developed, historic and natural environment. It identifies the preferred shoreline management policies and actions for 32 coastal policy units over the short (0-20 years), medium (20- 50 years) and long (50-100 years) term. 1.2 Since the adoption of the Ayrshire SMP, the understanding of predicted coastal change has improved with the publication of the second edition of the national-scale webmaps by the Dynamic Coast project. Following the updated webmaps, guidance on the development of Coastal Change Adaptation Plans was published by the Scottish Government in February 2023. 1.3 The local understanding of coastal change has also improved with the completion of two coastal management studies at Stevenston and at Irvine in 2024. The Stevenston study was commissioned to build on the community engagement that followed the designation of Stevenston as a ‘Climate Action Town’ in 2021. The study at Irvine was Agenda Item 9 277
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an action arising from the Local Flood Risk Management Plan, which had subsequently been approved by Cabinet on 24 September 2022. 1.4 Given the improved national understanding of coastal change and the improved understanding from the studies completed at Stevenston and Irvine, a funding award of £99k by the Coastal Change Adaptation Programme to North Ayrshire Council has been utilised to complete two draft Local Coastal Change Adaptation Plans (‘Local CCA Plans’) for Stevenston and Irvine. These plans have been completed in accordance with the 2023 Scottish Government guidance. Copies of the draft Local CCA Plans for these locations and their accompanying summary reports are included in Appendices A and B of this report. 2. Background 2.1 Between Skelmorlie in North Ayrshire and the Galloway Burn in South Ayrshire, the Ayrshire Shoreline Management Plan identifies 19 separate policy units, 9 of which include mainland coastal locations in North Ayrshire. The isle of Arran is covered by a further 12 policy units while a single policy unit covers the isle of Great Cumbrae. Smaller islands in the Firth of Clyde are not covered by the Ayrshire SMP. 2.2 Each policy unit is further subdivided into management zones which recognise different specific location characteristics or assets. 2.3 Each of the completed draft Local CCA Plans for Stevenston and Irvine covers two management zones within the policy units. The first draft Local Coastal Change Adaptation Plan (Local CCA Plan) covers Sandylands Promenade (management zone ref. 6c2-B1) and Stevenston Beach (management zone ref. 6c2–B2). The second draft Local CCA Plan covers Irvine Harbour (management zone ref. 6c2–D1) and Irvine Beach (management zone ref. 6c2–D2). Management Zone Policies 2.4 In accordance with Scottish Government guidance on Coastal Change Adaptation (published in February 2023), a short and long-term policy, an action plan, and the triggers for future decision-making were identified for each of the four management zones covered by draft CCA Plans (i.e. Sandylands Promenade, Stevenston Beach, Irvine Harbour and Irvine Beach). 2.5 The four policies that are available to shoreline managers are defined by national guidance and are described below: • ‘Advance the existing defence line’, which allows new defences to be built on the seaward side of the original defences; • ‘Hold the existing defence line’, which allows maintenance and improvement of the existing standard of protection; • ‘Managed realignment’, which represents a policy of allowing the shoreline to move backwards or forwards with management to control or limit movement; and • ‘No active intervention’, whereby there is no investment in coastal defences or operations and the shoreline is either allowed to remain in a natural state or to revert to a natural state. 2.6 The development of the draft CCA Plans included a scenario testing exercise by specialist consultants to assess the predicted implications of each of the four possible policies in order to select a preferred policy for each management zone. The draft policies were informed by this scenario-testing exercise. 278
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Draft Sandylands Promenade and Stevenston Beach Local Coastal Change Adaptation Plans (CCAP) 2.7 Between Ardrossan and Stevenston, the earlier Ayrshire SMP identified a single policy of ‘Holding the existing line’ over the short-, medium- and long-term. However, the limitations of this broad scale policy are reflected in the developed action plan contained in the Ayrshire SMP, which promotes the implementation of soft engineering methods, such as vegetation restoration, to manage erosion locally at Stevenston Beach. 2.8 The draft Sandylands Promenade and Stevenston Beach Local CCA Plan has identified a short- and long-term policy of ‘holding the existing line’ at Sandylands Promenade and a short- and long-term policy of ‘managed realignment’ at Stevenston Beach. 2.9 The draft policies, including the change from ‘holding the existing line’’ to managed realignment’ at Stevenston Beach remain consistent overall with the action plan described in the Ayrshire SMP for the Ardrossan to Stevenston shoreline. However, at a refined management zone level, the change at Stevenston Beach to managed realignment will address impacts at a local level from erosion arising from, for example, heightened recreational use. 2.10 The study area, preferred shoreline management policies and the action plan in the draft Sandylands Promenade and Stevenston Beach Local CCA Plan is provided in Appendix D of this report. 2.11 The coastal change adaptation issues identified by the draft Sandylands Promenade and Stevenston Beach Local Coastal Change Adaptation Plan are as follows: • the required ongoing maintenance of the seawall at Sandylands Promenade; • the predicted erosion risk to and around the Sandylands Promenade slipway; • the predicted erosion risk to an area of colliery spoil at Stevenston Beach; • the benefits of managing access to reduce the impacts of the recreational use of the beach; and • the required continuation of coastal inspections that should be extended to include the soft shoreline. Draft Coastal Adaptation Actions – Sandylands Promenade & Stevenston Beach 2.12 At Stevenston, both the completed coastal management study and the draft Local CCA Plan has identified the following early or ongoing coastal change adaptation actions: • the continued inspection and maintenance of the seawall at Sandylands Promenade, • a wave study to assess erosion pressures around the slipway at the end of Sandylands promenade and an options appraisal to identify suitable erosion management measures at the interface of the promenade seawall and the soft shoreline, • a site investigation to confirm the composition of the historic colliery spoil that could be affected by coastal erosion, • access management measures to limit the erosion impacts from the recreational use of Stevenston beach, this includes provision of a preferential path route to the beach area which reflects stakeholder consultation, and a potential range of other measures such as signage or fencing directing footfall access; and • the requirement for the ongoing inspection and maintenance of the soft shoreline. Draft Irvine Harbour and Irvine Beach Local Coastal Change Adaptation Plans 279
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(CCAP) 2.13 Between Irvine Bay and the Gailes Burn, the earlier Ayrshire SMP identified a single policy of ‘Holding the existing line’ over the short-, medium- and long-term. However, the limitations of this broad policy are reflected in the developed action plan contained in the Ayrshire SMP, which recognises the importance of maintaining and improving the defences locally at Irvine Harbour but promotes management of the natural dune system on the beach. 2.14 The draft Irvine Harbour and Irvine Beach Local CCAP has identified a short- and long- term policy of ‘holding the existing line’ at Irvine Harbour and a short- and long-term policy of ‘managed realignment’ at Irvine Beach. 2.15 The draft policies, including the change from ‘holding the existing line’ to ‘managed realignment’ at Irvine Beach remain overall consistent with the action plan described in the Ayrshire SMP for the Irvine Bay to Gailes Burn shoreline. However, at a refined management zone level, the change at Irvine Beach to managed realignment will address risks arising from, for example, areas of contaminated soil. 2.16 The study area, the preferred shoreline management policies and the action plan in the draft Irvine Harbour and Irvine Beach Local CCA Plan is provided in Appendix E of this report. 2.17 The coastal change adaptation issues identified by the draft Irvine Harbour and Irvine Beach Local Coastal Change Adaptation Plan are as follows: • the required ongoing maintenance of the coastal protection structures at Irvine Harbour; • the predicted erosion risk to an area of suspected contaminated spoil at Irvine Beach; • the benefits of managing access to reduce the impacts of the recreational use of the beach; and • the required continuation of coastal inspections that should be extended to include the soft shoreline. Draft Coastal Adaptation Actions – Irvine Harbour & Irvine Beach 2.18 At Irvine, both the completed coastal management study and the draft Local CCA Plan have identified the following early or ongoing coastal adaptation actions: • the continued inspection and maintenance of the defences at Irvine Harbour, • a site investigation to confirm the composition of the historic industrial spoil that could be affected by coastal erosion, • access management measures to limit the erosion impacts from the recreational use of Irvine Beach and from the potential impacts associated with the implementation of the Great Harbour masterplan, this could include similar range of measures to Stevenston Beach but this requires to be determined by appraisal and subsequent consultation as required; and. • the requirement for the ongoing inspection and maintenance of the soft shoreline. Funding 2.19 North Ayrshire Council and South Ayrshire Council each secured funding of £99k from the Coastal Change Adaptation Programme in 2024 to bring forward the planned update of the Ayrshire SMP with a Coastal Change Adaptation Plan that would accord with the recommendations of the 2023 guidance. The draft Local Coastal Change Adaptation Plans at ‘Sandylands Promenade and Stevenston Beach’ and at ‘Irvine 280
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Harbour and Irvine Coast’ mark the start of this process and further work will be jointly procured by North Ayrshire Council and South Ayrshire Council to extend the coastal adaptation plan work as this budget allows. 2.20 Funding of £200k has already been secured from the Coastal Change Adaptation Programme and up to £50k has been committed by Network rail to help meet the early actions identified in the draft Local CCA Plans. These actions are as follows: • to undertake repair works to the Sandylands slipway and to commission a further study to help identify how best to adapt to the erosion risk at the east end of Sandylands Promenade, • to investigate the suspected contamination at Stevenston beach and at Irvine beach, and • to begin improving access to Stevenston Beach by upgrading an existing informal path. 2.21 The Irvine Harbour defences and part of the Sandylands Promenade seawall are already regularly inspected by North Ayrshire Council and this arrangement shall continue to be funded from existing Council revenue budgets. The additional requirement to inspect and maintain the soft shoreline within Council owned land shall also be met through existing revenue budgets. 3. Proposals 3.1 It is proposed that Cabinet: (a) notes the work carried out to date; (b) approves the draft Local Coastal Change Adaptation Plans and the accompanying summary reports; (c) agrees to publish the draft Local Coastal Change Adaptation Plans and accessible versions of the summary reports as Council policy documents; (d) agrees to receive further progress updates on the implementation of the draft Local Coastal Change Adaptation Plans when appropriate; and (e) notes the potential future funding requirements of actions arising from future studies. 4. Implications/Socio-economic Duty Financial 4.1 The development of an Ayrshire-wide Coastal Change Adaptation Plan and a number of the early actions identified in the draft Local CCA Plans has already secured external funding as stated in the report. 4.2 Significant repair or improvement work or the construction of any new coast protection assets at either Stevenston or Irvine shorelines or any other significant repair or improvement work to coast protection assets, including soft shorelines, would require funding to be secured from Council’s general capital budget or central government funding should it become available for formal coastal protection schemes. Human Resources 4.3 The required inspection, repair and improvement of the soft shoreline would place additional pressures on the Council’s flooding and structures inspectors. This impact would be manged by additional training on the inspection of flood assets. Legal 281
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4.4 The draft Coastal Change Adaptation Plans will help the Council, as coast protection authority, to exercise the powers and duties conferred or imposed by the Coast Protection Act 1949 and would also help to meet the Council’s landowner responsibilities. Equality/Socio-economic 4.5 The draft Coastal Change Adaptation Plans rely on the Strategic Environmental Assessment (SEA) and the Habitats Regulation Assessment (HRA) that were undertaken to support the development of the Ayrshire Shoreline Management Plan. Other appropriate assessments will be undertaken as required during the implementation of the draft action plans to assess the sustainability of the any proposed measure and to avoid, reduce or minimise any impacts on people and the environment. Climate Change and Carbon 4.6 The draft Local Coastal Change Adaptation Plans help the Council, as landowner, to adapt to the predicted erosion impacts that are driven by climate change and sea-level rise. Key Priorities 4.7 The completed Local Coastal Change Adaptation Plans and the implementation of the actions described in the plans shall contribute to the following key priorities of the Council, which are to: • ensure our places and spaces where we live, work and visit are well maintained and accessible; • Improve communities’ preparedness to deal with the impacts of climate change already locked-in; • Take a nature-based approach to protect our habitats and species. • Use dynamic data and lived experiences to inform decision-making. Community Wealth Building 4.8 The procurement of services shall seek to use existing Council framework contracts that attract community benefits. 4.9 The maintenance of safe shoreline habitats promotes accessibility and encourages tourism to enhance local businesses and amenities. Islands Communities Impact Assessment (ICIA) 4.10 None. United Nations Rights of the Child (UNCRC) 4.11 None. Consumer Duty 4.12 None. 282
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5. Consultation 5.1 The draft Coastal Change Adaptation Plans build on and summarise the outcomes of the completed coastal management studies, which were guided by targeted consultations in March 2024 and July 2024. A public in-person and online consultation on beach management at Stevenston and at Irvine was held in September 2024. There were 18 responses received in response to the public consultation about the management of Stevenston beach and 24 responses were received in response to the public consultation about the management of Irvine beach. These consultation responses helped to inform the actions, for example on improved Stevenston beach access route. 5.2 Further consultations will be carried out as part of the development of future adaptation actions. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Marc Miller, Team Leader (Flooding), on 01294 317285 Background Papers 0 283
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 ii HASKONINGDHV UK LTD. 2nd Floor One Strawberry Lane Newcastle NE1 4BX United Kingdom Water & Maritime VAT registration number: 792428892 Phone: +44 191 2111300 Email: info@uk.rhdhv.com Website: royalhaskoningdhv.com Document title: North Ayrshire Coastal Change Adaptation Plan Subtitle: Stevenston and Irvine Beach Frontages Reference: PC5329-RHD-XX-XX-RP-X-1001 Your reference Click or tap here to enter text. Status: Final/1 Date: 4 April 2025 Project name: North Ayrshire CCAP Project number: PC5329 Author(s): Drafted by: Checked by: Date: 03/04/2025 Approved by: Date: 04/04/2025 Classification: Project related Unless otherwise agreed with the Client, no part of this document may be reproduced or made public or used for any purpose other than that for which the document was produced. HaskoningDHV UK Ltd. accepts no responsibility or liability whatsoever for this document other than towards the Client. Please note: this document contains personal data of employees of HaskoningDHV UK Ltd.. Before publication or any other way of disclosing, this report needs to be anonymized, unless anonymisation of this document is prohibited by legislation. 285
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 iv Table of Contents 1 Approach to development of the North Ayrshire CCAP 1 1.1 Concept and Principles 2 1.1.1 Core Principles 2 1.1.2 Key Objectives 2 1.2 Delivery 2 1.2.1 Stage 1 2 1.2.2 Stage 2 3 1.2.3 Application to the North Ayrshire Coastline. 4 1.3 Communication 4 1.4 Environmental Assessment 4 1.5 Context for division of coastline 5 1.5.1 Ayrshire Shoreline Management Plan 5 1.5.2 Revised approach in developing local CCAPs. 6 1.6 Ongoing Process of Management 8 2 Local Coastal Change Adaptation Plan 6c2.B 9 2.1 General Characterisation 10 2.1.1 Key Issues and Objectives. 13 2.1.2 Previous studies and current policy 13 2.2 Physical Baseline 15 2.2.1 Coastal Form and Geomorphology 15 2.2.2 Tide and water levels 16 2.2.3 Wave Climate 17 2.2.4 Sediment Transport 17 2.2.5 Primary Control Features 18 2.2.6 Coastal Change 19 2.2.7 Flooding 21 2.3 Discussion of Management 23 2.3.1 General 23 2.3.2 6c2.B1 - Sandylands Promenade 25 2.3.2.1 Initial Screening of Coastal Change Adaptation Policies 25 2.3.2.2 Consultation 27 2.3.3 6c2.B2 - Stevenston Beach 28 2.3.3.1 Initial Screening of Coastal Change Adaptation Policies 28 2.3.3.2 Consultation 30 2.4 Summary of Local CCAP 32 2.4.1 Coastal Change Adaptation and Action Plan 33 2.4.1.1 Dynamic Adaptive Pathway 33 2.4.1.2 Action Plan 35 287
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 v 3 Local Coastal Change Management Plan 6c2.D 36 3.1 General Characterisation 37 3.1.1 Key Issues and Objectives 39 3.1.2 Previous studies and current policy 40 3.2 Physical Baseline 42 3.2.1 Coastal Form and Geomorphology 42 3.2.2 Tide and water levels 43 3.2.3 Wave Climate 44 3.2.4 Sediment Transport 45 3.2.5 Primary Control Features 46 3.2.6 Flooding 48 3.3 Discussion of Management 50 3.3.1 General 50 3.3.2 6c2.D1 - Irvine Harbour 52 3.3.2.1 Initial Screening of Coastal Change Adaptation Policies 52 3.3.2.2 Consultation 53 3.3.3 6c2.D2 - Irvine Beach to Gailes Burn 54 3.3.3.1 Initial Screening of Coastal Change Adaptation Policies 54 3.3.3.2 Consultation 56 3.4 Summary of Local CCAP 57 3.4.1 Coastal Change Adaptation and Action Plan 58 3.4.1.1 Dynamic Adaptive Pathway 58 3.4.1.2 Action Plan 60 Table of Tables Table 1-1: Ayrshire SMP Sub-cell 6c2 Policy 6 Table 1-2: CCAP Management Zones 7 Table 2-1: Water levels (baseline 2024) with change in water levels with sea level rise based on UKCP18 RCP8.5 95%’ile. 16 Table 2-2: Nearshore wave climate 17 Table 2-3: Policy Assessment - 6c2.B1-Sandylands Promenade 26 Table 2-4: Policy Assessment - 6c2.B2 Stevenston Beach 30 Table 2-5: Summary of high level CCAP policies 32 Table 2-6: Local CCAP Action Plan 35 Table 3-1: Water levels (baseline 2024) with change in water levels with sea level rise based on UKCP18 RCP8.5 95%’ile. 44 Table 3-2: Irvine wave climate. 44 Table 3-3: Projected rates of sea level rise. 47 Table 3-4: Policy Assessment - 6c2.D1 - Irvine Harbour 53 Table 3-5: Policy Assessment - 6c2.D2 Irvine Beach to Gailes Burn 55 288
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 vi Table 3-6: Summary of high level CCAP policies 57 Table 3-7: Local CCAP Action Plan 60 Table of Figures Figure 1-1: SMP sub-division of the coast. 5 Figure 2-1: CCAP 6c2.B Location Plan. 10 Figure 2-2: SSSI designated area. 11 Figure 2-3: Stevenston Beach LNR. 12 Figure 2-4: Projections of erosion from Dynamic Coast. 15 Figure 2-5: Projections of erosion from Dynamic Coast. 17 Figure 2-6: Longshore wave energy. 18 Figure 2-7: Projections of erosion east (over 20, 50, 80 and 100 years). 20 Figure 2-8: Projections of erosion west (over 20, 50, 80 and 100 years). The inset shows the projected erosion at the transition). 20 Figure 2-9: Present day direct flood risk. 21 Figure 2-10: Future Flood Risk 22 Figure 2-11: Dynamic Adaptive Pathway 34 Figure 3-1: CCAP 6c2D Location Plan 37 Figure 3-2: Current active use based Strava's Global Heatmap. 38 Figure 3-3: Designated sites. 39 Figure 3-4: General geomorphology covering the wider area. 42 Figure 3-5: Wave Climate. 44 Figure 3-6: Longshore wave energy. 45 Figure 3-7: projected future erosion distances. 47 Figure 3-8: Present day direct flood risk. 48 Figure 3-9: Future Flood Risk 49 Figure 3-10: Dynamic Adaptive Pathway. 59 Appendices Provided under separate cover. 289
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 1 Preface North Ayrshire Council (NAC) has appointed Royal HaskoningDHV (RHDHV) to assist in developing their approach to Coastal Change Adaptation Plans (CCAP) for the North Ayrshire coastline. The North Ayrshire coastline is approximately 150km in length, including around 50km associated with the mainland and a further 100km of shoreline associated with the two main islands of Great Cumbrae and Arran. While the shoreline comprises long lengths of natural cliffs and dunes there are also significant lengths protected by manmade defences to important towns such as Skelmorlie, Largs, Fairlie, Ardrossan, Saltcoats, Stevenston and Irvine on the mainland and Millport, Brodick, Lamlash and Whiting Bay on the islands. In addition, there are numerous smaller villages, ports and harbours, together with important transport routes, all set within an area of important natural landscape and significant ecological value. The coastline, therefore, presents a complex challenge for coastal and shoreline management that must take account of the significant detailed local needs alongside the need to consider important interactions across a much broader area. North Ayrshire Council wish to ensure that in developing their CCAP, that the CCAP covering any specific area captures both this local complexity of issues alongside understanding how critical areas interact. At present the North Ayrshire coastline is covered by the Ayrshire Shoreline Management Plan (SMP), developed in 2018. The SMP sets out policy for coastal risk management over the North & South Ayrshire coastline. In addition to this there have been significant studies undertaken of specific local areas. The approach taken to the development of the CCAP aims to build upon the work already undertaken, maintain continuity in management, and consolidate previous information, in line with the recent guidance from Scottish Government (2023) on the development of CCAPs. The overall approach is described in more detail in Section 1 of this Report but in essence aims to develop local area CCAPs, drawing on existing information but including more recent local studies, building this together in a consistent manner to create a CCAP over the whole coastline. Within the context of the overall approach, this report focusses on two specific areas, where detailed studies have been undertaken: • Saltcoats to Stevenston Point • Irvine Harbour to Gailes The opportunity has been taken to slightly broaden the geographic scope beyond the immediate areas of study to provide further context for management; but still building this on the initial sub-division of the coast presented in the SMP, as discussed in Section 1. In this way the local detailed studies have formed the basis of the local CCAPs developed for each area, ensuing that the local CCAPs still capture the necessary broader understanding of coastal issues. It is intended that an overall CCAP will be developed by NAC, in discussion with key stakeholders, to cover the full North Ayrshire coastline. The initial local CCAPs (Section 2 and 3 of this report) are effectively produced as stand-alone documents, set out in a format that can be adopted for the wider area. Specific Studies The initial scope of the two specific study areas included: 290
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 2 1. The identification of suitable and implementable soft engineering methods to manage coastal erosion at Stevenston Beach; in line with the adopted Ayrshire SMP. 2. A Natural Flood Risk Management study to identify suitable and implementable erosion management for the dune system at Irvine Beach, in line with the adopted Ayrshire Shoreline Management Plan (SMP). 3. The identification and outline design of suitable measures to improve, manage and safeguard beach access, given the deterioration of an existing footbridge over the Stevenston Burn. 4. The identification and outline design of suitable measures to improve, manage and safeguard beach access at Irvine Beach, given the anticipated pressures on Irvine Beach from the effects of North Ayrshire Council’s Great Harbour Masterplan. The initial scoping studies were then developed further into Outline Option Appraisal reports for the two areas which identified and prioritised options considered under item 1 and 3 above. The scoping reports were informed by site walkovers, outputs from the Scottish Government’s Dynamic Coast Project, the existing and predicted physical constraints of the site and working group and public consultations. In line with the recent national guidance on Coastal Change Adaptation Plans (CCAPs), further consideration was given to the natural evolution of the coast, examining the potential timescales of change. This refined the work taken of the Dynamic Coast Project, which was updated based on detailed Lidar survey data (Phase 1 - 2010 and Phase 6 – 2022). As well as coastal change predictions over the wider study areas, the reports specifically look at the influence of existing defences, address concerns raised during consultations and consider potential changes outside of the study areas. The reports go on to consider options for management within each of the Zones identified in the scoping reports, considering aspects such as management of footfall and access to the beaches, alongside the uncertainty associated with the potential need for ongoing management of areas of spoil which exist in both study areas. This approach to management is informed by a refined assessment of future change. The reports conclude with a summary and consideration of factors affecting decision pathways in the future. The reports are reproduced under separate cover as Appendix 2A and Appendix 3A in support of the higher level CCAP assessment provided within Sections 2 (Steveston Beach) and 3 (Irvine Beach) respectively, with information being summarised within each section of this report. 291
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 1 1 Approach to development of the North Ayrshire CCAP Scottish Government produced interim guidance (SG2023) for development of Coastal Change Adaptation Plans (CCAP) in February 2023. In providing this guidance it had been recognised that different areas of the Scottish Coastline exhibit very different challenges and that different local authorities have different levels of understanding of their issues. The guidance, therefore, does not prescribe exactly how local authorities should develop their CCAPs. Instead, it intends to provide guidance as to what they should seek to achieve and how it might be delivered. Indeed, to a degree, the guidance aims to allow and encourage individual authorities to explore how best, in their areas, the CCAPs should be taken forward. The Scottish Government will seek feedback from local authorities on the guidance and aims to monitor its efficacy in securing sustainable outcomes in respect of coastal management. The intention is that the guidance will be revised, reviewed, and refined based on user feedback and as the evidence evolves. The guidance specifically notes: • “Coastal processes do not conform to administrative boundaries and neither do many infrastructure assets and communities. It is essential therefore that CCAPs are progressed in a way that reflects coastal processes systems and not administrative boundaries.” Furthermore, that, “one size does not fit all, and this guidance recognises the need to maintain flexibility for appropriate local and regional CCAP delivery structures to emerge.” Notwithstanding this element of exploration, the guidance provides a strong framework within which local authorities are expected to operate. The SG2023 does, however, note that several Shoreline Management Plans have already been published in Scotland over the last 20 years. The majority of these follow the Shoreline Management Plan Guidance produced for England and Wales (DEFRA, 2006) and therefore, much of the groundwork for CCAPs has already been done in these areas. This is the case for North Ayrshire. As such the opportunity is being taken, through the development of the North Ayrshire CCAP, to review, provide greater clarity and in some areas revise the SMP. This recognises that in several areas, covered by the SMP, more local detailed studies have been undertaken and that there is the need to capture this new information. As discussed later in Section 1.5, as far as possible, the structure and way in which the coast has been divided and described within the SMP has been maintained. This aims to provide a degree of continuity between the SMP and the CCAP. As part of developing the CCAP, there is the need to consider the specific nature of the North Ayrshire coastline, covering a length of some 150km of shoreline, including areas of the mainland alongside the principal islands of Great Cumbrae and Arran. Within this length of coast, there is large variation in the coastal character. In some areas such as the major towns there are significant lengths of man-made protection. In many other areas there are small settlements alongside many small ports and local harbours, all set within broader areas of natural shoreline. There is, therefore, a clear need to adapt the level of detail provided by the CCAP to reflect the local nature of the coastline in any location and to maintain relevance to future management of specific areas. Given the initial background and structure provided by the SMP in identifying the broader 292
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 2 interdependencies throughout the area, this provides the opportunity to focus in more detail on individual areas. To this end, the approach being taken to the development of the CCAP process is to develop a series of local CCAPs. It is recognised that this process will be ongoing but it does also allow focus on areas where further information and study has been carried out. The intent is to develop these local CCAPs in a consistent format around the whole coastline, ultimately allowing collation of these local CCAPs as one CCAP for North Ayrshire. The local CCAPs are developed based on the underlying concept and principles set out in the SG2023. 1.1 Concept and Principles 1.1.1 Core Principles The overall the aims of the CCAP are: • to create a vision for well-adapted and resilient management, properly integrated into other policies by taking a more land use planning approach, avoiding locking-in future generations to unsustainable actions, considering that sea levels are expected to continue to rise well beyond the end of this century; • to seek opportunities to support and regenerate communities and address inequalities. In particular, policy should anticipate that changes to property protection and property values will increasingly come into focus as adaptation pathways are developed; and • to deliver multiple benefits (for example economic, environmental or amenity enhancements), and to promote sustainable infrastructure and work to preserve natural features and ecosystems. 1.1.2 Key Objectives In line with the core principles the following overall objectives of the CCAP are: • To promote the resilience of our natural coastline and begin the process of adaptation to climate change; • To set out a process for a proactive approach to coastal adaptation planning that will maximise opportunities and minimise risk from climate change impacts; • To ensure our collective coastal adaptation journey starts now; and • To support local authorities to begin the process. 1.2 Delivery The SG2023 suggests that the CCAP development process might typically be undertake in two stages. This suggested process, as described in the SG2023, is set out below. 1.2.1 Stage 1 CCAPs are expected to provide within Stage 1: • A solid understanding of the overall coastal processes, looking both at the more immediate aspects of risk of coastal erosion and associated flooding as well as looking longer term at the potential risks and pressures that may occur or develop. • An initial assessment of policies for management of risk, defining these in term of three headline policies: o Hold the Existing Line (HTEL) o Managed Realignment (MR) 293
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 3 o No Active intervention (NAI) The guidance suggests that Stage 1 should broadly follow the process provided by the Defra 2006 Guidance for Shoreline Management Plans. However, SG2023 emphasises key modifications to Defra 2006, both in attitude and practice. In relation to this, the SG2023 specifically notes that: • “The traditional approach to shoreline management planning whereby a draft plan is produced and put out for consultation at a relatively late stage in the process, is not appropriate for the conversations that we need to have about future coastal change. The most sustainable solutions come from involving many perspectives and insights at an early stage.” • “Whilst artificial structures will continue to play a valuable role in the protection of people, property and assets at the shoreline, there needs to be acceptance of their limitations under the current sea level rise projections. Within future coastal change adaptation planning there should be a general presumption against installing new artificial structures. Consideration should be given to the wisdom of maintaining existing structures especially when they reach the end of their design life.” • Taking a place-based approach involves dealing with complexity and considering all the physical, social, and economic elements of a place collectively. Working in a place-based way can identify key relationships and solve problems that cannot be solved incrementally or by one person or organisation acting alone.” “….the different arrangements for coastal management in Scotland…allows local authorities to widen the scope of strategic planning beyond the ‘shoreline’ to include the coastal hinterland and allow planning space for relocation adaptation.” • “Whereas Defra’s SMP guidance for England and Wales requires working with defined periods of short term (up to 20 years), medium term (20 to 50 years) and long term (50 to 100 years), for Scotland the preferred policies should be assigned only to the short term (present) and the long term (where we want to be before the end of the appraisal period).” Stage 1, therefore, aims to define “where we are now” and, from this, taking a longer term broader perspective, identifying “what are the challenges and where there is need or opportunity for change”. 1.2.2 Stage 2 Stage 2 aims to translate high level policy choices, made during Stage 1, into deliverable Adaptation Plans. The Scottish Government wants to ensure adaptation actions are forecast and planned for in good time. Stage 1 identifies where there is the opportunity or need for change, whether this is with respect to: • on-going coastal change as a result of policies of NAI or MR • areas where there is change in policy intent (i.e. moving from HTEL or MR to MR or NAI) • or indeed where there are opportunities to change (modify) the approach taken to HTEL, allowing a more sustainable approach to sustaining protection. Stage 2 considers how such change might be achieved and managed. This starts from identifying what and when actions need to be put in place. This has to consider what is driving the need for change “Change Points” or “Physical Triggers,” basically setting the anticipated timescale for change. Alongside this, consideration has to be given to what actions need to have been put in place to allow change to occur or where further information may be required to allow future decisions to be made. Dynamic Adaptation Pathways – the delivery plan. The CCAP (based on the Dynamic Adaptation Pathway) should be framed by the physical triggers but must be flexible enough to allow modification to the pathway to allow adaptation to occur, taking account of new information emerging over time. Such new information may allow more time for adaptation but may also indicate the need to accelerate the rate of adaptive change. 294
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 4 1.2.3 Application to the North Ayrshire Coastline. As noted earlier, some detailed local studies have already been undertaken in North Ayrshire. In effect already having delivered both stages recommended by the guidance (i.e. building from the initial assessment provided by the SMP and developing this through to a more detailed plan for ongoing management). In developing specific local area CCAPs, the aim would be to capture this new information and as necessary, reassess the conclusions of any study against the principles set out in the guidance. Essential to this approach is the need to recognise that coastal management is an ongoing process. The development of the local CCAPs provides the opportunity to review current management practice, while still maintaining a continuity of management, particularly in relation to discussion with stakeholders. In essence, under this local CCAP approach: • Where there are already more detailed studies and management plans in place, these will be reviewed, with the local CCAP being developed retrospectively but ensuring compliance with the principles and objectives set out in SG2023. • Where further studies and management plans are being developed, these studies would include consideration of the wider longer-term issues highlighted by the SG2023 guidance and associated with each study a local CCAP would be developed. • In other areas, initially, policy for management would be defined by the current SMP, with the intent to develop a basic level local CCAP eventually replacing the guidance currently provided by the SMP. This current report sets out a framework within which this process will be developed, with local CCAPs being developed for the two areas of Steveston and Irvine Beach and Harbour. The structure and format for the local CCAPs is as set out in Sections 2 and 3 of this report for these two specific areas. 1.3 Communication Throughout this process, as emphasised by the CCAP guidance there needs to be a focus on good communication and engagement as a central pillar of the CCAP process. As set out in the guidance: • “CCAPs are not something that should be done ‘to’ communities, rather they should be developed, reviewed, communicated, and updated in a long-term partnership between practitioners, residents, and businesses.” • “The conversations that CCAPs will generate will get more difficult as sea level rises, yet communication charged by emotion often leads to misunderstanding and distrust. Communities need planning bodies and regulators to provide clear signals and long-term messaging on sea level rise and coastal change. Therefore, it is important to develop a communications and engagement plan early in the CCAP process and that it remains an integral part of the CCAP. This reinforces the shift towards long term planning and management which is engendered by the process, reinforcing the concept of a dynamic approach to development and maintenance of the Plan both as challenges become more evident and as new information emerges. 1.4 Environmental Assessment Integral to the development of the SMP was the development of a Strategic Environmental Assessment (SEA) and Habitats Regulations Assessment (HRA). It is considered appropriate to carry these important assessments forward, in particular in ensuring that issues identified by the SEA & HRA are incorporated 295
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 5 into the general development of local studies. As part of developing the local CCAPs, the SEA and HRA have been reviewed and where appropriate additional information on the broader scale environment is considered. 1.5 Context for division of coastline Essential to the approach in developing local CCAPs is ensuring that for each area there is the correct balance between capturing relevant local detail while equally ensuring that the larger interactions across the shoreline are recognised. This is discussed below. 1.5.1 Ayrshire Shoreline Management Plan The administrative boundaries of the Ayrshire Shoreline Management Plan (SMP) (RPS, 2018) extend from the northern boundary of the North Ayrshire Council area to the southern boundary of the South Ayrshire Council area. This is approximately from the town of Skelmorlie to the outlet of the Galloway Burn on the north-eastern edge of Loch Ryan. The islands of Great Cumbrae and Arran are also included within the scope of the Ayrshire SMP, whilst other smaller offshore islands are excluded due to the low number of assets present. In order to facilitate the development and presentation of appropriate shoreline management policies for the Ayrshire coastline it was considered essential to sub-divide the full extent of the Ayrshire coastline into a larger number of smaller geographic sections. The North Ayrshire frontage was subdivided into nine coastal sub- cells relating to sediment supply and transport; 6b1, 6b2, 6c1, 6c2 (located on the mainland), A1, A2, A3 and A4 (covering the island of Arran) and a singular sub-cell for the island of Great Cumbrae as shown in Figure 1.1. The Ayrshire SMP provides sustainable shoreline management policies for the Ayrshire frontage across three epochs. Namely; • Short term (0 to 20 years) • Medium term (20-50 years) • Long term (50-100 years). Four high level Shoreline Management Policies are available to shoreline managers: • Advance the existing defence line. • Hold the existing defence line. • Managed realignment • No active intervention Figure 1-1: SMP sub-division of the coast. The SMP in developing policy further sub-divided the shoreline into Policy Units. In relation to coastal sub- cell 6c2 the sub-cell is divided into four policy units: • 6c2.1 Ardrossan to Stevenston • 6c2.2 Stevenston to Irvine Bay 296
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 8 Table 1-2 briefly sets out the rational for these sub-divisions and highlights the two areas where Local CCAPs have been developed as discussed in Section 2 (Stevenston Promenade and Beach) and Section 3 (Irvine Harbour to Gailes Burn). 1.6 Ongoing Process of Management The two Local CCAPs are developed from the background of the two Coastal Management Studies recently undertaken (provided under separate cover as Appendix 2A and 3A). These studies focussed on Policy Unit 6c2.B2 (Stevenston Beach) and Policy Unit 6c2.D2 (Irvine Beach). In developing the two Local CCAPs in a coherent manner, consideration has also been given to Policy Unit 6c2.B1 (Sandylands Promenade) and Policy Unit 6c2. (Irvine Harbour). While there is less detail available on these associated areas, a similar CCAP assessment process has been able to be carried out. The intent of the current report is to set out a framework within which Local CCAPs may be prioritised and developed for other area of the North Ayrshire coast, in discussion with stakeholders. 299
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 9 2 Local Coastal Change Adaptation Plan 6c2.B Sandylands Promenade and Stevenston Beach The development of the Local CCAP is set out with an initial discussion and description of the larger CCAP area and subsequent discussion of management of the two specific policy unit areas. The final section brings this together in summarising the intent of the Local CCAP. Overall Plan area: • General Characterisation: o Description, o Identification of key features, issues and objectives, o Previous studies and current management policy. • Physical Baseline: o Geomorphology, o Tide and water levels and sea level rise, o Wave climate, o Sediment transport and control features, o Coastal change and flood risk. Discussion of Management: • General discussion over the wider area, • Local Area (CCAP Policy Unit) assessment; o Initial Screening of Policy Options, o Consultation. Summary of Overall Plan • Overall intent of management, • Policy Summary, • Coastal Change Adaptation and Action Plan; o Dynamic Adaptative Pathway, o Action Plan. A detailed study (Stevenston Beach Coastal Study – RHDHV 2025) of the Stevenston Beach has recently been undertaken, providing more local detail and making specific recommendations for management. This Local CCAP 6c2.B draws strongly on this study, aiming the capture the higher level issues, providing the more strategic context in line with the SG2023 guidance. This report is provided (under separate cover) as Appendix 2A to this CCAP assessment. 300
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 11 Between Stevenston Burn and the Sandylands Promenade, the dunes are punctuated with an area of coal mining spoil from the historic Auchenharvie Colliery No. 5 pit. With progressive erosion of the dune, the spoil heap has become increasingly exposed at the dune face and now forms a slight headland holding this western section of dunes forward of the natural alignment of the shoreline to the east. There has also been significant ongoing change in the area of the Stevenston Burn with general erosion of the dune spit to the west of the Burn and substantial change of the alignment of the Burn over the foreshore, impacting on the behaviour of the shoreline to the east. Social and Built Environment The most obviously significant infrastructure directly associated with the coast area is the regionally important railway line, this provides a critical part of the public transport network, linking through to Ardrossan and Largs and the ferry links to Great Cumbrae and the Isle of Arran. This vital link is clearly at risk from coastal change should the defence to the railway not be maintained or if there was longer term erosion of the dunes. At a more local level, there are areas of industrial and commercial use immediately behind the railway, together with important local road links and a major caravan park, all within the lower lying hinterland. While property within the towns of Saltcoats and Steveston have been subject to flooding on more extreme events such as Strom Eowyn (January 2025), over the longer term there is an increasing potential risk of coastal flooding associated with sea level rise. The whole coastal strip is also a highly valued and well used active travel route, linking from Stevenston to Largs, both through the dunes and along the promenade. The Stevenston dunes, the open ground behind the dunes and the foreshore and beach are considered to be an essential open space for recreation and amenity. Currently there are community facilities, and a well-used car park situated immediately behind the dunes, which supports and expands the use of the area beyond that of residents of Stevenston, highlighting the importance of the area across the wider North Ayrshire area. Notwithstanding the important amenity value of the area, ad hoc pedestrian trampling, particularly through the dunes, threatens both the ecological function and physical integrity and resilience of the dunes to coastal change. In discussion with local residents and users of the area, undertaken as part of the Stevenston Beach Coastal Study, key features of value include: the access via the slipway at the eastern of the Promenade, the local headland formed by the spoil heap and the access to and use of the beach to the east of the Steveston Burn. More generally, the connectivity along the whole Stevenson Beach for both walking and horse riding has been identified as being a critical feature of the area. Natural and Historic Environment To the north of the CCAP area is the Ardrossan to Saltcoats Coast Site of Special Scientific Interest (SSSI) and Geological Conservation Review (GCR) site. This SSSI is notified for its Carboniferous-Permian Igneous Geological feature. This site was discussed in the SEA developed as part of the SMP development process. Figure 2-2: SSSI designated area. 302
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 12 The SEA concluded that, no impacts are expected on this SSSI from the proposed shoreline management measures owing to a lack of any identifiable impact pathway. This has been reviewed in developing the Local CCAP and confirmed. More locally the Stevenston Beach area is designated both as Local Nature Reserve (LNR) and Local Nature Conservation Site (LNCS). The area defined as the LNR is shown in Figure 2-3 (the image is taken from Stevenston Beach Local Nature Reserve Management Plan 2018) covering the western area of dunes. There is an ambition to extend this area to cover the full extent of the LNCS, extending the boundary over the eastern area of dunes and the Stevenston Point. The Stevenston Beach Local Nature Reserve Management Plan 2018 identifies a range of different habitats and features, including: Dune slack, dune heath, fixed and mobile dunes that are all regarded as priorities under the European Habitats Directive. The Plan notes that, given the scarcity of sand dune habitat in southwest Scotland makes the LNR particularly Important. The reserve is particularly unusual in that it supports a succession of most types of dune formation - from embryo dunes to mobile foredunes to fixed dunes and dune slack – stretching over 200m inland. Figure 2-3: Stevenston Beach LNR. Key threats to the reserve are identified as being: • from coastal erosion; although there is a recognition that, in addressing this, this should not constrain natural development of the area. • from pedestrian trampling. The key access points to the area are shown on the image in Figure 2-3, although it should be noted that the bridge over the railway line between the Caravan Park and the dunes has now been closed and that forward bridge access point 6 is no longer available due to change in the position of the Stevenston Burn. While the area has an important industrial heritage, including both Steveston Point and the spoil heap, there are no specific built heritage features considered to be at risk from coastal change. The Environmental Report, developed from the SEA and HRA as part of the SMP process did highlight the presence of the Ardrossan to Saltcoats Coast Site of Special Scientific Interest (SSSI) and Geological Conservation Review (GCR) site, alongside the Local Nature Reserve (LNR) and Local Nature Conservation Site (LNCS). However, with respect to the SSSI it was concluded that there was unlikely to be any significant effect. With respect to the LNR and LNCS, while there was a risk associated with any extension of hard defences impacting on the dunes, the use of soft engineering works was considered to mitigate and potentially enhance the value of the dunes. The potential impact of ongoing erosion of the Spoil Heap was, however, noted, recognising that, following further investigation, should this be an issue, this impact would need to be mitigated. The HRA concluded that there would be no direct, indirect or cumulative impacts on nature conservation interests, particularly those with statutory protection such as Natura sites. 303
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 13 2.1.1 Key Issues and Objectives. Issues From the above description the key issues are in relation to: • The risk to the railway line and the hinterland area inland of the railway. • The potential increased flood risk to property within Saltcoats and Stevenston. • The potential longer-term risk to the railway line due to erosion of the dunes. • The risk to the active travel route behind the dunes and along the Promenade. • The ongoing erosion and coastal change to the dunes and the potential impact on and impact of the recreational use of the area. • The need to maintain the open space use of the area. • The management of the transition between the hard defence of the Promenade and the natural dunes. • The ongoing erosion of the spoil heap considering potential release of contamination alongside considering the impact on use and coastal change. • The important landscape and natural environment of the area. Objectives for Management (including those defined by the SG2023 guidance). The following core objectives are set for management of the area, based on the issues identified above: • To minimise, as far as possible, reliance on hard coastal management. • To support the natural development of the shoreline, considering opportunity for enhancing the natural function of the area, with a focus on adaptation to coastal change. • To maintain the important regional transport network. • To maintain and, as far as possible, to enhance the active travel interconnectivity across the area. • To maintain and, as far as possible, to improve access to the use and enjoyment of the important amenity and recreational value of the area (recognising the potential impacts on the natural function of the area and the need to improve access for different coastal users). • To consider and address the transition between the existing hard defence to the west and the natural dune line. It is noted that to some degree there may be conflict in fully achieving all objectives and that all objectives may not, therefore be achievable. 2.1.2 Previous studies and current policy There have been a number of previous studies undertaken covering this frontage, including; • Irvine to Ardrossan Coastal Study (Royal Haskoning 2005) • Ayrshire Shoreline Management Plan (RPS, 2018) • Dynamic Coast • Stevenston Climate Action Town Workshops (2023) • Community Led Adaptation Plan Climate Action Towns Final Report (February 2024) • Stevenston Beach Coastal Study (Royal HaskoningDHV, 2025) Previous Policy and Current Management The current SMP Policy Unit 6c2.1 encompasses Ardrossan to Stevenston Point. The plan for Policy Unit 6c2.1 is to hold the line across the short-term, medium-term and long-term. This overall policy at the scale of the SMP, takes account of the significant infrastructure and property at risk over the northern part of the policy unit. The Plan also recognises the specific nature of Stevenson Beach. 304
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 14 In particular, the Plan recognised the dunes at Stevenston as a whole and as part of the overall defence system to the hinterland. Recognising the erosion that was occurring, the SMP recommended the need to manage erosion at Stevenston beach, promoting the use of soft engineering methods to do so. The Community Led Adaptation Plans recognised the ongoing problem of erosion to the Steveston Beach and that with Climate Change this would present challenges for management. Overall, the Adaptation Plan recognises the need to manage the area in a manner sympathetic to coastal change avoiding the need for hard defence. 305
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 15 2.2 Physical Baseline 2.2.1 Coastal Form and Geomorphology The frontage extends across the lower lying valley running to the east back through the town of Stevenston (Figure 2.4). The valley is formed by the higher ground to the north, underly much of Saltcoats, and by the higher ground running back from Stevenston Point. Typical, ground levels within the valley are around 4.5m OD to the back of the coast, rising to around 6m OD to 7m OD further inland. The higher ground to the north runs out to the rock outcrop underlying Saltcoats Harbour. This rock outcrop and the harbour structures form the northern headland to the Local CCAP area. The nature of the higher ground running inland from Steveston Point is understood to have been built up with colliery waste over the natural dunes. Steveston Point was constructed out by deposition of waste out over the naturally sandy foreshore. The Point was constructed over the early part of the last century and now acts as the southern headland to the area, influencing the behaviour of the southern foreshore and, effectively separating the Local CCAP area from the coastal interaction with the shoreline running south along the Ardeer Peninsula. Figure 2-4: Projections of erosion from Dynamic Coast. The constraint imposed by the two headlands has allowed further development of the natural dune system. This natural alignment has, however, been significantly altered and advanced by the construction of the railway and the hard defence (The Promenade) to the railway line. Quite clearly, as a result of the construction of the Promenade, the foreshore width has been squeezed over the northern section of the frontage, with progressive lowering of the beach in this area. In the absence of this defence, it seems probable that dunes the dune system would have extended further to 306
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 16 the north, across the valley but set back typically by some 150m compared to the current defence alignment. More specifically across the Stevenston Beach area, historically there has been a progressive process of erosion, driven to a large degree by an apparent reduction of sediment feed to the overall embayment, but also, potentially by the construction of the Promenade. In addition to increased erosion at the backshore, this has manifested in significant change to over the foreshore and the reduction in the dune spit across the mouth of the Steveston Burn. Associated with this change, there has been a progressive emergence of the base of the Spoil Heap (the Headland), which is having an increasing impact on the development of the western dunes system. With sea level rise there will be increased pressure on the defence along the Promenade, increased the erosion at the end of the Promenade and general increased erosion over the whole length of the dune system. With further emergence of the spoil heap, this continues to erode at a slower rate. A more detailed assessment of the geomorphological development and change is covered in the Stevenston Beach Coastal Study. 2.2.2 Tide and water levels Table 2-1 sets out the Tide and extreme waters relevant to the area, including the projection of water levels with sea level rise. Table 2-1: Water levels (baseline 2024) with change in water levels with sea level rise based on UKCP18 RCP8.5 95%’ile. Base year 2024 Water levels with Climate change sea level rise 2050 2075 2100 2125 Astronomic Tide levels Mean low water Spring (MLWS) -1.3 -1.12 -0.84 0.49 -0.08 Mean low water Neap (MLWN) -0.7 -0.52 -0.24 0.11 0.5 Mean high water Neap (MHWN) 0.90 1.08 1.36 1.71 2.1 Mean high water Spring (MHWS) 1.5 1.68 1.64 1.83 2.7 Highest Astronomic Tide 2.01 2.15 2.34 2.57 3.21 Extreme water levels 1 in 1 yr. (T1) 2.68 2.87 3.14 3.14 3.88 1 in 10 yr (T10) 3.09 3.28 3.55 3.55 4.29 1 in 50 yr (T50) 3.39 3.58 3.85 3.85 4.59 1 in 100 yr (T100) 3.52 3.71 3.98 3.98 4.72 1 in 200 yr (T200) 3.65 3.84 4.11 4.46 4.85 Note all values given as m. OD. Astronomical tidal levels shown in Table 2-1 derived from POLTIPS for the nearest ‘Standard Port’ of Irvine, with present day extreme water levels based on the 2017 Boundary Conditions report. 307
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 18 Figure 2-6: Longshore wave energy. Significant to the management of the area, the Figure shows that effectively, for all wave directions, over the Sandylands Promenade section the longshore energy is towards the south towards Stevenston Beach. However the plot also shows that for the dominant wave directions the magnitude of this southerly drift potential tends to fall off suggesting a low drift over the western section of dunes. Within the lee of Steveston Point the drift rates tend to be more typically towards the north. In interpreting this, it is noted that as sediment was lost from the foreshore in front of the Promenade, there would be a reduced sediment supply to the dunes, with a tendency for the pattern of erosion to move to the east. However, importantly the plots also highlight that across the southern section of the bay and extending part way back across the dunes there would tend to be sediment accretion. Key Interactions From the above, rather than the Promenade defence disrupting the sediment drift pattern, it has been the reduction of sediment supply from the foreshore to the west that has resulted in the erosion to the frontage to the east. Furthermore, the plot shows the significant benefit derived from the shelter provided by Steveston Point in creating an area of relatively stability over the east beach area. 2.2.5 Primary Control Features The primary control features associated with the area are the two main headlands, creating the overall bay shape. Within the embayment, the Promenade defence fixes the position of the shoreline and has historically influenced the supply of sediment to the east. When first constructed, the prom resulted in sediment being lost from the foreshore in front of the wall. This would have initially benefited the dunes until the 309
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 19 beach supply was exhausted, subsequently reducing this supply as further erosion of the coast was prevented. The development of the local headland forming at the Spoil Heap will, over time, increasingly influence the developing shape of the western part of the Stevenston Beach area, tending to retain the alignment of the dunes to the west but also, potentially limiting change between the headland and the Burn. 2.2.6 Coastal Change Historic Past coastal change at Stevenston Beach has been assessed using geo-rectified historic maps that are available to view on the National Library of Scotland’s website (Map images - National Library of Scotland (nls.uk)). Further detail on historical change can be found in the coastal management study. In summary of historical change, it is seen that there has been significant longer term change and erosion across the main area of the bay and that: • As the backshore has set back this has exposed features within the local hinterland which have had a more significant influence on the shoreline shape – most notably at the spoil headland and in relation to the outfall. • As the backshore sets back this has created a more distinct interface between the hard defence to the west and the more natural area of dune. • The set back of the shoreline and reduction of the larger dune system has had less influence on the position of the back channel to Burn, such that the Burn now encounters the shoreline much closer to where the channel cuts initially to the shore. Present day Google Earth air imagery together with available Lidar has been used to examine recent coastal change. Phase I and Phase VI Lidar was obtained from the Scottish Government Remote Sensing Portal with Lidar covering 2011/12 and 2021/22. Recent coastal change can be summarised as follows: • There has been ongoing erosion immediately to the south of the northern slipway, with erosion at a typical rate of around 0.6m/yr. • The dune between this area of erosion and the spoil headland has remained relatively stable. • The influence of the spoil headland has become more evident, with deposition of spoil at the crest of the beach. However, at the eastern side of the headland there appears to have been ongoing erosion of the cliff face at a typical rate of around 0.2m/yr. • There has been substantial erosion of the dune spit to the western side of the Burn. The head of the spit has retreated to the west and is now, effectively in line with upstream alignment of the Burn. The face of the dune has set back in the order of 10m. • Apart from change directly associated with the position of the outfall channel of the Burn, the backshore to the east of the Burn has remained relatively stable with some potential accretion. Notwithstanding local change and variation due to storm periods and periods of local beach building, it is concluded that the overall change is quite fundamental and will continue to develop in the future. Future projections With sea level rise the whole alignment of the frontage will attempt to roll back, adjusting to the increased water depth and consequential increase in wave heights. 310
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 23 2.3 Discussion of Management 2.3.1 General No Active Intervention In line with the SG2023 guidance the starting point for assessing ongoing management is an initial presumption that the coast should be allowed to evolve naturally, moving away from maintaining existing defences. In effect this presumption aims to challenge the perspective that just because defences are currently in place they should be maintained. This aims to test the benefit that existing defences deliver alongside examining the degree to which defences might realistically be sustained over the longer term, considering also what capacity there is for adaptation to change. In terms of the overall area, the main coastal defence is the seawall fronting the Promenade. This protects the use of the Promenade, the railway line and, over the longer term, protects critical areas of the hinterland. Recognising the current deterioration of the defence and the worsening of the situation with sea level rise this current defence might be expected to fail in, potentially 20 to 50 years’ time. Under this general scenario, no action would be taken to repair the defence and failure over the wider area would rapidly occur, with progressive and quite rapid erosion potential and eventually back by some 150m into the hinterland. This would have major consequence both locally and in terms of use of the much wider area. Assuming that a major “clean-up” operation was undertaken, the erosion of the frontage has potential to release additional sediment to the coastal system, with potentially some benefit to the dunes but, over the longer-term, with the whole bay re-adjusting to a more natural alignment, which would continue to roll back. Under this effective No Active Intervention approach, there would be continued erosion of the Stevenston Beach dunes as discussed in Section 2.2.6 but with no active management of the use of the area. While there would be some continued natural development of the foredune area, this would continue to be in conflict with the use of the area. With Current Management The current SMP policy is for Hold the Line (HTL) over the whole area. However, over the Stevenston Beach area this policy was qualified, suggesting that, in detail, holding the line would involve the use of soft engineering methods, although no specific details were provided as to what this might involve. Holding the Line over the Promenade area would require significant future investment to address both the increasing risk of undermining and increasing risk of overtopping. Critically, the current level of the promenade is typically set at a level of around 4.6m OD, with a crest wall over the critical area set at around 5.5m OD. While it might be feasible to increase the height of the wall, adapting in this way would have serious consequences in terms of the use of the promenade and on the visual appearance of the defence. Over the full 100 years considered by the CCAP, it is noted that the promenade would be submerged typically during a 1 in 50 year extreme water level event. More strategically, continued defence of the promenade based on the current linear approach to management, would hold the alignment of the defence at its eastern end, increasingly in advance of the alignment of the of the dunes to the east, increasing the discontinuity between the two frontages. In terms of the dune system, in the recent past, attempts have been made to install sand fencing and local soft engineering approaches to management as suggested by the SMP. Due to the pressure from erosion 314
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 24 and the fundamental system changes occurring, such works have not been successful. The Stevenston Beach Coastal Study has examined this in more detail and concludes that without major sediment restoration, which would involve major intervention and would only be feasible at a wider scale encompassing the promenade area, to effectively hold the line there would be the need for, potentially locally, hard intervention. This, together with the issues relating to the transition between the Promenade and the dune, the potential release of contaminated material from the exposed spoiled heap and the longer-term issues around maintaining and manging the use of the area, poses a significant challenge in delivering the HTL policy set out in the SMP. This overall assessment of management is taken forward in considering setting specific policy for the two CCAP Policy Units, recognising that interaction between the two areas. 315
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 25 2.3.2 6c2.B1 - Sandylands Promenade 2.3.2.1 Initial Screening of Coastal Change Adaptation Policies No Active Intervention (NAI) A No Active Intervention (Do Nothing) approach would result in the continued degradation of the sea wall and promenade. This would ultimately lead to the increasing rates of overtopping associated with sea level rise which would affect the functionality of the promenade and have a significant impact on the long- term viability of the railway. The wall and promenade would ultimately fail, likely due to undercutting and washout of the wall toe, or due to failure of the superstructure. Failure of the wall would result in the loss of the Promenade and the railway line and over the longer-term significant loss and disruption to the current use of the hinterland. There would be significant negative economic impacts on the towns of Saltcoats, Ardrossan and Stevenston associated with the loss of the railway. These would also contribute to regional and national losses. There is little or no opportunity for sensible and appropriate adaptation to these impacts. A No Active Intervention approach is not considered to be an acceptable approach due to these impacts. Critically, this assessment assumes the realistic continued use and importance of the railway line over the long term. In the long term future (one hundred years and beyond) this would need to be reviewed, given the increased pressure on the defence. Manged Realignment (MR) Given the proximity of the railway and the associated value of the Promenade in providing an important and valued active travel route, there is very limited or no opportunity for managed realignment of the existing defence line. This option is not, therefore considered viable. Again, critically, this assessment assumes the realistic continued use and importance of the railway line over the long term. In the long-term future (100 years and beyond) this would need to be reviewed, given the increased pressure on the defence. Should, in the future, there be any discussion related to the ongoing use and alignment of the railway line, then this option would need to be considered further, considering any opportunity this might give to realignment of the defence. Hold the Existing Line (HTEL) Under this current management approach potentially over the next 20 years it might be possible to adopt a Do Minimum approach, sustaining the existing sea wall, with the potential need to extend the local area of rock toe to reduce overtopping and address under mining. Beyond this period, a basic Do Minimum approach would become increasingly difficult to sustain. Ultimately, this would result in the promenade and railways being regularly affected by overtopping to the point where they could not be used safely. In developing this forward, to sustain the existing form of defence, there is likely to be the need to substantially raise the crest of the wall and potentially over the long-term increasing the level of the Promenade and continue to extend and improve the rock toe. Further into the future, this strictly linear approach to maintain the defence is likely to become increasingly unsustainable. Alternative approaches might, therefore, be needed. Examples include the potential for a full rock revetment and/or shore linked or nearshore breakwaters. There might be options to undertake major beach recharge, however, from an outline assessment undertaken by the Stevenston Beach Coastal Study, this would require significant import of sediment to provide an adequate longer-term protection to the sea wall. 316
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 26 In considering potential options for delivery of HTEL to the Promenade, consideration would need to be given to the potential impact on the Steveston Beach dunes and, specifically should beach recharge be undertaken, consideration of potential wider impacts on the SSSI to the north. More immediately, there has been significant deterioration at the eastern end of the Promenade, potentially impacting on the integrity of the Promenade defence and for erosion to threaten the railway. In line with the basic principles set out for development of the CCAP, the policy for Unit 6c2.B1 would be to avoid further extension of the linear approach further into Policy Unit 6c2.B2, imposing hard control over the natural development of the dunes. This is discussed further in developing policy for the Stevenston Beach area. The above discussion of policy options is summarised below in concluding the recommended policy for PU 6c2.B1. Policy Assessment Summary A strategic summary assessment of options is set out in Table 2-3 below. Table 2-3: Policy Assessment - 6c2.B1-Sandylands Promenade Strategic Approach (policy) Description Comment Strategic Assessment Adaptative capacity, constraints and opportunity No Active Intervention (NAI) Abandon defences, no further investment Fails to deliver core objectives for the area. Not considered acceptable Major change – limited adaptive capacity, impacting on both strategic and local values and use of the area. Managed Realignment (MR) Remove defences and reconstruct on a setback line. Limited or no width for realignment without loss of strategic assets. Not considered viable Major change – limited adaptive capacity, impacting on both strategic and local values and use of the area. Improve existing (HTEL) Maintain and improve. Meets core objectives subject to further consideration of specific options. Increasing longer term (100 year) investment. Viable Further consideration of interaction with Policy Unit 6c2.B2. Long-term review. Sub- Options: Do Minimum - Short term maintenance Ongoing investment, becoming increasingly unsustainable beyond year 20. Not considered sustainable over the medium term Requires longer term planning. Rock revetment and raise Direct improvement to existing wall becoming increasingly unsustainable. Potentially not considered sustainable over the medium to longer term Potential impact on use of area. Longer- term sustainability issues. 317
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 27 Breakwaters / Nearshore Rock Structures Reduces exposure to existing defences with potential to improve beach. May still require direct enhancement of the beach. Viable Secures existing defence over the medium to long term- term. Beach Nourishment Reduces exposure to existing defences. Increases sediment supply along frontage to south. Potentially viable in combination with another option. Secures existing defence over the short to medium-term. From the above, the policy over both the short and long term is for Holding the Existing Line. The assessment, however, highlights key trigger decision points in relation both to the need for considering longer term options and in terms of the interaction between this unit and management of Steveston Beach. This is considered in setting out the overall Dynamic Adaptive Pathway and Action Plan for the Local CCAP area in Section 2.4. 2.3.2.2 Consultation Initial discussion has been held with Network Rail on their long-term ambitions for the management of the defences fronting the railway. In developing the Steveston Beach Coastal Study initial discussion has been held with NatureScot and other stakeholders in considering broader issues potentially relating to the wider area. Points raised during this process have been considered in developing the initial assessment of policy options for this CCAP Policy Unit. As the Local CCAP is taken forward, further discussion would be undertaken with respect to individual elements of the Plan, building on the consultation that took place during the development of the SMP and the detailed public and stakeholder consultation undertaken as part of developing the Stevenston Beach Coastal Study. 318
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 28 2.3.3 6c2.B2 - Stevenston Beach 2.3.3.1 Initial Screening of Coastal Change Adaptation Policies No Active Intervention A No Active Intervention (Do Nothing) approach would result in the continued erosion of the dunes over the western part of the frontage. In particular, this would be most pronounced at the interface with the promenade, where the slipway is already at risk of becoming outflanked. Continued erosion of the dunes in this section would result in the outflanking of the seawall and promenade and lead to the failure of the slipway and ultimately may contribute to failure of the seawall resulting in significant, possibly catastrophic impacts on the railway. The ongoing erosion of the dunes north of the Stevenston Burn would result in further exposure of the spoil heap located in the central section of the frontage. The composition of the spoil heap is currently unknown, although initial inspection has not highlighted significant issues. A No Active Intervention approach would result in the spoil heap being eroded and its contents dispersed into the environment. Under this approach, along the eastern section of the frontage, the complex pattern of erosion and accretion around the Stevenston Burn would continue. The only control to this erosion being a concrete outfall structure situated in the centre of the eastern section of dunes. Under a No Active Intervention approach it is taken that there would be no specific management of the use of the area, resulting in uncontrolled footfall through the dune system. This is already seen as being a significant issue and threat to both the ecological diversity and physical structure of the dunes. As such, this approach fails to deliver the potential for enhancement of the area. Unmanaged pedestrian pressures would contribute to erosion of the dune crest and potentially blowouts, increasing the risk of coastal erosion to the hinterland. Furthermore, it would fail to address longer term adaptation in an integrated manner. While in principle, a No Active Intervention approach is seen as allowing the general natural development of the dunes system, there are key issues that would not be addressed, specifically: • Failing to address the issues associated with the transition between the hard defence to the west, with the risk of further ad hoc management and extension of hard linear defence extending across areas of dune. • Failing to further explore and address the potential risk associated with erosion of the spoil heap. • Failing to address the issue associated with ad hoc trampling of the dune system. • Failing to address and raise awareness and potential need for ongoing adaptation over the longer term in relation to the car park and facilities associated with the important amenity and recreational use of the area. • Fail to address and consider potential opportunity for longer term management of the area of marsh. On this basis, a No Active Intervention policy is not considered to address the issues of management and the objectives for the area. Manged Realignment (MR) The Stevenston Beach Management study has examined the potential for soft engineering approaches to management of the issues identified above. This examination concluded that typical soft engineering approaches would not be appropriate due to the ongoing pressure on the frontage. 319
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 29 However, in considering such approaches the coastal study did conclude that there would be significant benefit in considering ways in which the use of the area could be modified and adapted to address much of the human pressure on the dunes and natural environment. An outline assessment and management plan has been defined by the coastal study. This assessment promotes: • The need to sustain and improve the condition of the slipway at the end of the Promenade, integrating this with development of a longer term modified approach to managing the transition, both securing the Promenade defence and addressing the longer term risk to the railway due to erosion of the dunes. This would, however, require significant engineering works, with the potential to construct a small shore connected breakwater. • Focussing access from the open space and car park behind the dune along the line of the existing outfall, currently seen as being important in locally managing the dunes and influencing the position of channel of the Stevenston Burn over the foreshore. This, over time, may require further minor engineering works to reinforce the outfall route, while allowing more natural development of the dune over adjacent areas. Further management activities would be put in place, developed with stakeholders and the community, looking at how sign posting, fencing and potentially locally enhancing and rationalising the internal foot path network. Alongside this, the current approach would be to allow the spoilt heap to erode naturally, while undertaking ongoing monitoring of potential contamination. Under this MR approach, the intent would be to allow continued erosion but recognising that this would need to be kept under review, with the potential need for some form of future longer-term defence. It is recognised that a MR policy as set out above, would require hard engineering works at the slipway and in manging the transition between the Promenade and the dunes and that there may be the need for local intervention at the outfall and possibly at the spoil heap headland. However, the overall approach aims to provide the same basic outcome as intended by the SMP in minimising intervention and allowing natural adaption of the dunes. Associated with this the approach aims to set up the structure for adapting use of the area working within the constraints of future coastal change. Managed realignment, as set out above, is considered to be viable and in line with both the principles discussed in SG2023 and in best delivering the objectives for management. Hold the Existing Line (HTEL) Taking a more rigorous perspective of holding the existing line of defence, resisting the natural erosion of the dunes over the whole area is considered unnecessary, unsustainable and undesirable, failing to deliver the objectives set out for the CCAP. A such this option is not considered to be appropriate. The above discussion of policy options is summarised below in concluding the recommended policy for PU 6c2.B2. Policy Assessment Summary A strategic summary assessment of options is set out in Table 2-4 below. 320
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 30 Table 2-4: Policy Assessment - 6c2.B2 Stevenston Beach Strategic Approach (policy) Description Comment Strategic Assessment Adaptative capacity, constraints and opportunity No Active Intervention (NAI) Abandon slipway and allow erosion of the dunes. No intervention to manage erosion of dunes. While notionally, allowing natural ongoing evolution of the dunes, this option would fail to address important issues including the risk to the promenade and the railway line and in failing to promote adaption of use within the area. Not considered acceptable Major change – with no view to creating a structure for adaptation. Managed Realignment (MR) Sustain the promenade slipway through intervention. Allow for the natural development of the dunes. Provides a sustainable approach to management of the transition area. Allows natural realignment of the dunes across the remainder of the frontage, while locally managing critical issues. Viable Secures critical defence over the medium to long term. Establishes a framework for ongoing adaptation. Improve and extend defences. (HTEL) Protect area against erosion. Severe impact on the natural development of the dunes. Not appropriate Longer-term sustainability. Severe impact on the natural environment. From the above, the policy over both the short and long term is for Managed Realignment. The approach to manage of the transition will need to be developed in detail in partnership and with further discussion with statutory stakeholders and the community. There remains some degree of uncertainty with respect to management of erosion to the spoil heap, this would be reviewed as part of ongoing management, based on further monitoring. Management of access points to the shoreline will subject to ongoing review with the intent to adapt and modify the approach. The overall access management will be developed as an ongoing process with stakeholders and the community, while recognising the longer term need for further adaptation to coastal change. 2.3.3.2 Consultation The Stevenston Beach Coastal Study informed a suite of consultation activities undertaken with a broad range of stakeholders. The consultation undertaken on the draft coastal study report were successful in raising awareness of the Ayrshire Shoreline Management Plan and the Coastal Study itself. The vast majority of questionnaire respondents felt that the consultation had been successful at raising awareness of the issues faced at Stevenston Beach. The consultation identified a stakeholder group who had not previously been engaged with, being the equestrian community. Via the British Horse Society (BHS), and members of the public, a number of specific considerations were raised with regards to access which had not previously been considered. 321
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 31 The consultation has confirmed that there is a broad level of support for access management at Stevenston Beach, supporting the conclusions of the coastal study report. A major issue raised throughout the consultation process relates to ongoing engagement. This is fully supported by NAC and how this is best undertaken will be considered in developing the overall approach to management. 322
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 32 2.4 Summary of Local CCAP The overall intent of the Local CCAP recognises the need to maintain defence of the Sandylands Promenade (subject to ongoing funding arrangements) to secure important strategic and local assets and infrastructure. Notwithstanding the increasing pressure on this defence, particularly with sea level rise, it is considered that this can be undertaken in a sustainable manner. Consideration needs to be given to possible alternative forms of defence. Typically, this would need to be considered over the next 20 years as the basic ‘Do Minimum’ approach becomes increasingly difficult to sustain. Over the far long-term (100 years and beyond), continued defence may require significantly greater investment. This longer-term issue will require ongoing review, particularly as longer-term planning is undertaken as to the railway line. Over the Stevenston Beach area, the intent is to generally allow natural ongoing coastal change. As part of this, the intent is to develop, with the community and stakeholders a modified structure for managing access along and through the dunes. The aim of this is to minimise the impact on the dunes while still maintaining the important use and recreational value of the area. This approach will recognise the ongoing change to the dunes and will be adapted as part of ongoing management. The Plan recognises and discusses the important interaction between the hard defence to the Promenade and the natural dune system. The intent of the Plan is to manage this area without the encroachment of the hard defence further to the east. The Stevenston Beach Coast study sets out in outline the manner in which the transition could be managed. This approach requires further detailed development and funding, with this potentially becoming critical over the next 10 to 20 years. This approach is being discussed with Network Rail and further discussion with stakeholders. To a degree the approach to short term management of the slipway will depend on the outcome of these discussions but the intent is to sustain this important slipway as part of the emerging access plan. There are, as identified above, several key decision points in developing the Local CCAP for this area in relation to triggers for change with respect to the form of defence to the Promenade (20 years) and in relation to developing the detail with respect to the transition zone (10years). In addition, there is a degree of uncertainty with respect to the ongoing erosion rate to the dunes and the potential issues associated with management of erosion to the spoil heap. These uncertainties will, to a degree, be addressed through monitoring, recognising the CCAP will require ongoing review. In outline, the critical trigger and decisions points are highlighted in the Dynamic Adaptive Pathway set out below (Section 2.4.1.1). Based on this, an initial Action Plan has been developed as set out in Section 2.4.1.2. Within the Local CCAP two distinct but interconnected CCAP Policy Unts are identified and the recommended policy for each area is set out in Table 2-5. Table 2-5: Summary of high level CCAP policies Local CCAP Policy Unit Short term Policy Longer term Policy Notes 6c2.B1-Sandylands Promenade HTEL HTEL Need to develop medium to longer term approach. 6c2.B2 Stevenston Beach MR MR Ongoing adaption to coastal change with local intervention. 323
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 33 The Local CCAP updates and provides greater clarity and detail with respect to management of individual sections of the coast as compared to the single Policy Unit defined by the SMP. In principle, however, the overall intent of management remains similar; with the intent to sustain the defence to Sandylands Promenade, while allowing a more adaptive approach to management of the Stevenston Beach frontage. In particular, the approach to management set out in the Local CCAP reinforces the need to consider mitigation measures discussed in the SMP, in: • Considering alternative options for management of the Sandylands Promenade specifically in terms of its interaction with the wider area. • Considering management of the transition between the hard defence line and the natural dunes, minimising the need to further extend the hard defences to the east. • Allowing a more adaptive approach to management of potential contamination arising from erosion of the Spoil Heap. • Allowing the natural evolution of the dunes, while encouraging development of a coherent Access Management Plan for the area. This remains in line with and addresses the key issues identified in the SMP SEA Environmental Statement. Alongside this, the CCAP has identified the potential opportunity for further habitat enhancement in providing the policy structure for revision of the Stevenston Beach Local Nature Reserve Management Plan and in identifying the potential for future change to the marsh area associated with the Stevenston Burn. 2.4.1 Coastal Change Adaptation and Action Plan The Local CCAP aims to provide a policy structure for delivery of ongoing adaptation to coastal change. As part of this, and within this high-level structure, there are clear elements that will need to be considered in detail, recognising also that there remain uncertainties principally associated with the time scale and rate of change in sea level rise. Within the Plan, therefore, there are key points in time when decisions will need to be made. Such change, will be driven by change in the physical conditions impacting on the coast and, typically, by subsequent change in condition or standards of defence and the level of risk or the natural response of the coast. These are referred to as Trigger Points. Associated with this, there are certain enabling actions which will be required to allow change to occur or further investigations or discussion which will determine the specific management response. These actions will culminate in decisions need to be made. These are referred to as Decision Points. 2.4.1.1 Dynamic Adaptive Pathway Figure 2.10 sets out the critical Trigger Points and the associated Decisions Points, setting out where and how actions and decisions will allow the Local CCAP to be developed into the future. As identified in Figure 2.10, the aim is to ensure that the necessary discussion and additional investigations are undertaken in a timely manner such that informed decisions are made in advance of when any Trigger Point is reached. The Actions associated with the Pathway are set out in the Action Plan in Section 2.4.1.2. 324
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 34 Figure 2-11: Dynamic Adaptive Pathway Key: 325
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 35 2.4.1.2 Action Plan The key actions taking forward the Local CCAP are set out in Table 2-6. Table 2-6: Local CCAP Action Plan Action Description Notes Timescale Year (trigger) Sandylands Promenade 1 Continue to maintain existing hard defences Secures defence over the short term, allowing consideration of longer-term options. 1 (20) 2 Highlight and raise awareness of short to medium-term risk and support preparation of option planning Ensures continuity of management across the wider area. 1 (20) 3 Raise awareness of very long-term sustainability issues. Maintain long-term awareness of possible issues in relation to review of forward planning 20 (100) Stevenston Beach and transition 4 Ongoing discussion with Network Rail and statutory stakeholders with respect to transition area. Determines further development of specific coastal management options. 1 (5 to 10) 5 Undertake further development of option(s) for transition area Detailed option study 1 (5 to 10) 6 Undertake short term measures to sustain slipway Needs to be integrated with longer-term options for management of transition. 2 (5 to 10) 7 Ongoing monitoring of spoil heap, with potential need for further investigations Longer term planning of local options for management of spoil heap. 3 (15) 8 Develop and implement improved access point associate with outfall. Improves access and management of the change. Also exemplifies potential options for general access management 1 (3) 9 Further discussion and development of access management plan with community. Progresses development of overall access plan, allowing opportunity for funding. 2 (5) Broader Area 10 ongoing monitoring Allows review of trigger points and informs decisions ongoing 326
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 36 3 Local Coastal Change Management Plan 6c2.D Irvine Harbour and Irvine Beach The development of the Local CCAP is set out with an initial discussion and description of the larger CCAP area and subsequent discussion of management of the two specific policy unit areas. The final section brings this together in summarising the intent of the Local CCAP. Overall Plan area: • General Characterisation: o Description, o Identification of key features, issues and objectives. o Previous studies and current management policy, • Physical Baseline: o Geomorphology, o Tide and water levels and sea level rise o Wave climate o Sediment transport and control features, o Coastal change and flood risk Discussion of Management: • General discussion over the wider area. • Local Area (CCAP Policy Unit) assessment o Initial Screening of Policy Options o Consultation Summary of Overall Plan • Overall intent of management • Policy Summary • Coastal Change Adaptation and Action Plan o Dynamic Adaptative Pathway o Action Plan A detailed study (Irvine Beach Coastal Study – RHDHV 2025) of the Irvine Beach has recently been undertaken, providing more local detail and making specific recommendations for management. This Local CCAP 6c2.D draws strongly on this study, aiming the capture the higher level issues, providing the more strategic context in line with the SG2023 guidance. This report is provided (under separate cover) as Appendix 3A to this CCAP assessment. 327
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 38 hub. This reflects the importance of the area to the town of Irvine and more generally, strategically, to North Ayrshire, with the important historic links to the maritime environment. Irvine beach area comprises a relatively wide sandy beach, stretching south towards Troon and is largely backed by a dune system, although the form and behaviour of the dune and hinterland use varies along its length. The northern section of the beach has a long industrial history, previously housing both a Royal Ordnance Factory and an Iron and Chemical works. The site has largely been restored to grassed amenity lands at the northern end but signs of the past remain. Most obviously, the historic past is evidenced in this area by the massive spoil heap some 500m south of the Harbour, with the toe of the mound now becoming exposed by erosion. This large mound has been converted into a viewing point with a sculpture known as ‘the dragon.’ Further south, where the toe dune has been eroded there are further signs of the industrial heritage, with remnants of fencing and local buildings now being exposed. Further south the slightly more stable dune is backed by a golf course with features of the golf course relatively close to the back of the dune. Social and Built Environment There are properties typically to the back of the road running along the harbour area, typically developed at the same level as the quay at a level of around 4.1m OD. The Harbour is currently an active port with around 40 moorings and the road acts as an important access route to the Harbour Entrance and as access to the main car park for Irvine Beach. As identified earlier the area is an important open space forming the basis for the development of the Great Harbour Masterplan. Recent development along the Harbour has been encouraged in an effort to reinvigorate this important historical area. Signs of the success of this are evident in the repurposing of sites, including the Harbour Arts Centre. The area is therefore considered important to the general regeneration efforts as an important attractive waterfront and coastal destination for local day visitors and tourists. With the Local Development Plan supporting the development of a ‘Maritime Mile’ at the Harbourside to make the best use of the Harbourside’s unique location, heritage, and environment to create new opportunities for local people and to attract new investment into the area (Great Harbour Master Plan 2023). The main northern area of Irvine Beach provides an extremely well-used open space with a high amenity and reactional value, linked through to the important open space behind the Harbour and the integrated use and appeal of the wider area. The diverse use of the northern part of the open coast is highlighted in the Strava Global Heatmap shown in Figure 3.2. This highlights both the use of the beach and the direct hinterland to the back of the dunes. Figure 3-2: Current active use based Strava's Global Heatmap. 329
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 39 Further south, the beach area and hinterland continue to be well used, although more generally for walking rather than specific static beach use. Over the southern part of the frontage the beach is well used but the hinterland is occupied by golf courses (the Royal Troon and the West Gailes). Natural and Historic Environment Two nationally designated SSSI areas are shown in Figure 3-3:. To the north is the Bogside Flats SSSI encompassing the larger area of the Garnock Estuary. It is noted that this site abuts the Harbour area. Within the area of the open coast is the West Gailes SSSI, focussing on the dunes and extending back across part of the golf courses. The dune system covered by the West Gailes SSSI is critically dependent on maintaining the continuity of sediment supply necessary in sustaining the dunes. Figure 3-3: Designated sites. In addition to the designated sites the natural environment is highly valued by users of the area. The Environmental Report, developed from the SEA and HRA as part of the SMP process did highlight the proximity of the Bogside Flats SSSI and the presence of the West Gailes SSSI, included within the Local CCAP area. With respect to the Bogside Flats SSSI the main potential impacts were considered in assessing policy relating to the management of the main estuary area, although the Environmental Report did note that design of any works along the Harbour frontage would need to consider possible influence on this SSSI, particularly during construction. The main potential impacts on the West Gailes SSSI related to change in sediment supply and, more directly in relation to any works undertaken in addressing ongoing erosion to the dune and the capacity of the dune to adapt to coastal change. The potential impact of ongoing erosion of the Spoil Heap was noted, recognising that, following further investigation, should this be an issue, this impact would need to be mitigated by some form of management but that this would also need to consider the potential impact on coastal process and sediment supply. The HRA concluded that there would be no direct, indirect or cumulative impacts on nature conservation interests, particularly those with statutory protection such as Natura sites. 3.1.1 Key Issues and Objectives Issues From the above description, the key issues are in relation to: • The potential risk to the use and regeneration of the Harbour area with sea level rise. 330
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 40 • The risk to the active travel routes and open space behind the dunes and further south to potential users of the golf courses. • The ongoing erosion and coastal change to the dunes and the increased pressure on the dunes from excessive and ad hoc use of the dunes. • The ongoing erosion of the spoil heap considering potential release of contamination. • The important landscape and natural environment of the area, specifically the ongoing change to the West Gailes SSSI. Objectives for Management (including those defined by the SG2023 guidance). The following core objectives are set for management of the area, based on the issues identified above. • To minimise, as far as possible, reliance on hard coastal management • To support the natural development of the shoreline, considering opportunities for enhancing the natural function of the area, with a focus on adaptation to coastal change • To maintain defence to the Harbour area and raise awareness of any need for adaptation. • To maintain and, as far as possible, to enhance the interconnectivity across the area. • To maintain and, as far as possible, to improve access to the use and enjoyment of the important amenity and recreational value of the area (recognising the potential impacts on the natural function of the area and the need to improve access for different coastal users). • To consider and address the potential for the release of contaminated material form the spoil heap. It is noted that to some degree there may be conflict in fully achieving all objectives and that all objectives may not, therefore be achievable. 3.1.2 Previous studies and current policy There have been a number of previous studies undertaken covering this frontage, including; • Irvine to Ardrossan Coastal Study (Royal Haskoning 2005). This study principally considered the coastal processes and potential management options for the coast north of the Garnock; however it does provide some information on sediment movement and wave climate relevant to the area . • Ayrshire Shoreline Management Plan (RPS, 2018): The Ayrshire SMP provides sustainable shoreline management policies for the Ayrshire frontage across three epochs; the short, medium and long term. • Dynamic Coast: The Dynamic Coast project aims to provide the strategic evidence base on the extent of coastal erosion in Scotland. This will support the Scottish Government and the Scottish Public Sector decision-making and indicate areas of highest coastal erosion risk, where a more detailed evidence base may be required. The project focuses on: o Improving evidence of coastal change. o Raising awareness about coastal erosion. o Supporting decision-makers to help Scotland’s coast adapt to future climate impacts. • Irvine Great Harbour Masterplan (NAC, 2024): the core elements of the wider masterplan include the development of the maritime mile waterfront walkway, the provision for additional Beach Drive housing and the regeneration of the coastal hinterland. • Irvine Beach Coastal Study (January 2025): In 2024 Royal HaskoningDHV were commissioned to develop a coastal study at Irvine Beach. The Scope of the Coastal Study was to develop: o A Natural Flood Risk Management study to identify suitable and implementable erosion management for the dune system at Irvine Beach, in line with the adopted Ayrshire SMP. 331
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 41 o The identification and outline design of suitable measures to improve, manage and safeguard beach access, given the anticipated pressures on Irvine Beach from the effects of North Ayrshire Council’s Great Harbour Masterplan. Previous Policy and Current Management The current SMP Policy Unit 6c2.3 encompasses the whole Irvine Bay to Gailes Burn area. The plan for Policy Unit 6c2.3 is to hold the line across the short-term, medium-term and long-term. Notwithstanding this overall policy at the scale of the SMP, taking account of the potential assets at risk, specifically at the entrance to the Harbour and the important recreational use of the area, the plan identified the need to sustain the overall function of the dunes – hence the policy for hold the line. However, the SMP recognised that the dunes provided this function as a whole and recognised the need to manage erosion, promoting the use of soft engineering methods to do so. In the medium to long-term, erosion of the dune system will continue to require management. The effects of climate change will create additional pressures and dune stabilisation measures may need to be updated and extended. Flood defences on the River Irvine may need to be improved in order to provide adequate flood protection. 332
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 43 At the entrance to the estuaries, it has been recorded from previous studies that sediment tends to move into the estuary on the Flood tide but then it is exported and deposited as a bank (and ebb delta) in the nearshore area. There has, apparently, been little consistent or substantial change in the form and size of this nearshore bank, suggesting also that sediment might be expected to be redistributed from the bank back to the shoreline. Clearly as the shoreline has been cut back the general movement of sediment, distributes sediment along the shore. Local to the entrance channel, the shoreline both to the north and south is reported as having been areas of very local accretion. With sea level rise; with increased water depth and increased wave heights at the shore, there will be an acceleration of the general process of set back with increased rates of erosion. Within the estuary, it may be seen that the Harbour area does to some extent constrain and fix the general curve of the Irvine channel. Some slight pressure for bed erosion in this area may be expected, although there are no reports of undermining to this area. The land levels within the wider area of the Garnock Estuary are relatively low, with substantial areas only just above HAT. With sea level rise the normal tidal prism within the main estuary has the potential to increase quite sharply, potentially increasing flows through the narrow entrance channel. This could influence the development of the nearshore ebb banks, potentially giving rise to change at the foreshore. While the Irvine Beach Coastal study has identified significant local variation in the form and function of different sections of the dune, from a geomorphological perspective the most significant change in geomorphology is due to the emergence of the toe of the large waste mound tending to modify locally the behaviour of the dunes to either side. 3.2.2 Tide and water levels Table 3-1 sets out the Tide and extreme waters relevant to the area, including the projection of water levels with sea level rise. Astronomical tidal levels shown in Table 3-1 derived from POLTIPS for the nearest ‘Standard Port’ of Irvine, with present day extreme water levels based on the 2017 Boundary Conditions report. Projections of water levels with Climate Change and sea level rise are taken from the United Kingdom Climate Projections 2018 (UKCP18) project. In line with the guidance provided by SG2023, the UKCP18 8.5 95 percentile value for sea level rise has been used. 334
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 44 Table 3-1: Water levels (baseline 2024) with change in water levels with sea level rise based on UKCP18 RCP8.5 95%’ile. Base year 2024 Water levels with Climate change sea level rise 2050 2075 2100 2125 Astronomic Tide levels Mean low water Spring (MLWS) -1.3 -1.12 -0.84 0.49 -0.08 Mean low water Neap (MLWN) -0.7 -0.52 -0.24 0.11 0.5 Mean high water Neap (MHWN) 0.90 1.08 1.36 1.71 2.1 Mean high water Spring (MHWS) 1.5 1.68 1.64 1.83 2.7 Highest Astronomic Tide 2.01 2.15 2.34 2.57 3.21 Extreme water levels 1 in 1 yr. (T1) 2.68 2.87 3.14 3.14 3.88 1 in 10 yr (T10) 3.09 3.28 3.55 3.55 4.29 1 in 50 yr (T50 3.39 3.58 3.85 3.85 4.59 1 in 100 yr (T100) 3.52 3.71 3.98 3.98 4.72 1 in 200 yr (T200) 3.65 3.84 4.11 4.46 4.85 3.2.3 Wave Climate A nearshore wave climate was determined as part of the modelling undertaken in the Irvine to Ardrossan Coastal Study (2005). The wave climate determined for a position just offshore of Saltcoats Harbour is shown in Table 3-2 and Figure 3-5. Table 3-2: Irvine wave climate. Figure 3-5: Wave Climate. 335
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 45 The dominant wave sector is from the south to west, with the most frequent wave coming from the southwest but with the high waves also approaching the area from both the south southwest and west. 3.2.4 Sediment Transport The Irvine to Ardrossan Coastal Study (2005) provides a general assessment of sediment drift across Stevenston Bay under different wave conditions. This is shown in Figure 2.6. Rather than attempting to derive specific sediment transport rates, this plot indicates the variation in longshore wave energy under different wave directions. Figure 3-6: Longshore wave energy. The Figure shows significant variation in wave energy direction between Ardeer and Troon. Specific to the Local CCAP it may be seen that there is a general southerly drift from the Irvine Estuary but that for the dominant wave directions this potential for drift reduces towards the south. This would suggest that approaching West Gailes and Gailes Burn, while there is still a weak drift further south the Gailes area might typically accrete. Key Interactions Assuming that there continues to be some supply over the Irvine beach area, then the supply would continue to feed the important SSSI area to the south. As and if the spoil heap continues to emerge at the shoreline and subject to management of this, there is a potential impact that could occur. Any management in this area of the spoil heap would need to be manged to minimise and mitigate such change. 336
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 46 3.2.5 Primary Control Features The primary control feature associated with the area is the Harbour Pier. At present this appears to only have a minor local function in holding beach levels directly to the south of the structure. Coastal Change Historic Past coastal change at Irvine Beach has been assessed using geo-rectified historic maps that are available to view on the National Library of Scotland’s website (Map images - National Library of Scotland (nls.uk)). Further detail on historical change can be found in the coastal management study. In the 1900s, the hinterlands were dominated by a network of Iron and Chemical works interconnected by a rail network. Through a review of historic mapping, the presence of many colliery heaps was noted and these are largely still present on site today. An analysis has been undertaken of the longer term historic change based on comparison of MHWS since 1897 together with an assessment of more recent change based on a comparison of Lidar. These results are then used to provide the baseline conditions from which to consider potential future change with increasing sea level rise. Generally there appears to have been relatively significant erosion across the whole area between 1897 and 1958, most particularly over the length south from the Harbour entrance, with the shoreline adopting a more embayed shape. This is possibly linked to the progressive training works to the Harbour entrance influencing the shoreline to the south – while the entrance channel has been managed since the early part of the 19h century, it was in the latter part of the 19th century that saw the construction of the main harbour pier. Since 1958, erosion has been significantly less with evidence of slight accretion in some areas. Caution has to be applied to these results, in part due to inherent inaccuracies in interpreting historic mapping but also in considering changes in management that may have influenced the earlier rate of change. Present day The Coastal Management Study developed an analysis based on 15 cross-shore profiles covering the main study area and extended this analysis to the south. Considering the longer term historical rates of change the general rate of erosion has been in the order of 0.4m/yr (on average between 1897 to 2010) and 0.1m/yr to 0.3m/yr (on average between 1958 to 2010). This compares to the more recent (2010 to 2022) change at the frontage to either side of the failing gabion defence to the spoil heap being in the order of 0.4m/yr. This would suggest, potentially, that: • If there had been no defence in place, the frontage as a whole might have eroded back at a rate of around 0.2m/yr (ignoring the possible influence of the presence of the spoil heap), • With the defence in place, the erosion immediately to the north and south has increased marginally to around 0.35m/yr on average. However, if the defence were maintained over the longer-term, typically, the defended area would form a slight headland in the alignment of the backshore, with the area to the north potentially being controlled to a degree with a lower rate of erosion but the area to the south still being subject to a higher rate of erosion. 337
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 47 • If the defence were now removed or failed, there would be a rapid period of erosion, cutting back initially by some 5m, but that the erosion would then adjust back to the slower rate of around 0.2m/yr. The Coastal Management Study developed this analysis and projected these erosion rates onto the 15 cross-shore profiles to generate future projections. Future projections Projections of sea level rise are as shown in Table 3-3 based on UKCP18 RCP8.5 95%’ile. These values are rebased to 2024 and extended for the Lower and Baseline scenarios through to 2124. Table 3-3: Projected rates of sea level rise. Scenario SLR (m) – base year 2024 2044 Year 20 2074 Year 50 2104 Year 80 2124 Year 100 Baseline: UKCP18 RCP8.5 (95%ile) 0.13 0.46 0.87 1.17 This analysis built upon the higher-level assessment provided by Dynamic Coast. Figure 3-7 shows the indicative erosion profile assuming initially (a) that the defence to the spoil heap is maintained, with the second plot (b) showing the equivalent erosion for 2050, 2075, 2100 and 2125 if the defence was allowed to fail and no further works were implemented. Figure 3-7: projected future erosion distances. It is assumed that in the case where the spoil heap is not defended this section would still erode more slowly due to the additional volume of material and the potentially greater resistance of the material being exposed. (In line with this assumption the erosion rate for the spoil heap area is assumed to be half of the natural erosion of a dune.) Significantly, however, is the degree to which the defended frontage, if held, will be in advance of the naturally developing shoreline and this may impact or influence management of other areas. 338
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 49 2050 2075 2100 2125 Figure 3-9: Future Flood Risk 340
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 50 3.3 Discussion of Management 3.3.1 General As identified earlier, while it is considered important that management of the two areas: the Harbour area and the open coast, are considered in an integrated manner. In terms of risk and adaptation the longer- term risks are quite different and development of future management policy can, to a degree, be considered separately. Within this Section consideration is given to the implications of management under the two baseline scenarios of No Active Intervention and With Current Management. This then forms the baseline from which to assess potential alternative options. No Active Intervention In line with the SG2023 guidance, the starting point for assessing ongoing management is an initial presumption that the coast should be allowed to evolve naturally, moving away from maintaining existing defences. In effect this presumption aims to challenge the perspective that just because defences are currently in place that they should be maintained. This aims to test the benefit that existing defences deliver alongside examining the degree to which defences might realistically be sustained over the longer term, considering also what capacity there is for adaptation to change. With respect to the Harbour, quite clearly allowing deterioration of the Harbour defences and taking no action to address the longer-term flood risk would result in loss of property and, loss of the road / operation of the important harbour. It would fail to support the efforts for regeneration and improved access to open space. In addition to the impact on the Harbour, No Active Intervention would severely constrain the use of the open coast. More specifically over the open coast, while under this No Active Intervention approach it is only to the south, in the area of the golf courses, where there might be significant loss of specific of assets. No Active Intervention would fail to address the significant impact of ad hoc trampling within the dunes resulting in the loss of both ecological function and physical damage to the integrity of the system. One of the main issues presently facing the frontage is the significant number, and size, of dune blow outs as a result of access routes to the beach. It is apparent that a number of these large blow outs are then subsequently being used as sheltered rest locations which is only aggravating the erosion. The development of the coastal hub and events space potentially adds to this risk in the future, particularly over the northern area of the beach. If not mitigated, the notable increase in foot traffic (particularly during any events) could lead to terminal erosion of the dunes. No Active intervention also fails to address the key risk of potential contamination due to erosion of the spoil heap, representing a potential health risk and a potential risk to the quality of the environment. With Present Management In terms of the Harbour area the current policy is for holding the line to support the current and future development of the area. Under present conditions this approach seems appropriate meeting the core objectives for the area. 341
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 51 Over the longer term the risk of direct flooding due to sea level rise substantially increases and as part of the policy for Holding the Line there would need to consider what adaptation measures might be put in place to mitigate this risk. Over the open coast, while the policy for the area is Hold the Line, the SMP recommends that this should use soft engineering approaches. Options to control access through the dunes all fall under the general dune restoration approach (noted within SEPA’s Natural Flood Management Handbook). It is envisaged that a combination of fencing, thatching and planting would be utilised to control the movement of people and encourage the use of designated access points. A review against the masterplan would be required to ensure linkage with the hinterlands and ensure efficient access routes are designed that minimise the risk of people creating their own desire lines. It is thought that parallel access routes within the dune themselves could be reinforced by boardwalks to prevent trampling. The alignment of these would be designed such that it recognises the want for the dune to roll back in response to sea level rise. As such the current policy (as qualified by the SMP) is seen as being a sensible way ahead over the northern section of the open coast. This does however raise the issues both in relation to addressing the potential risk of contamination form erosion of the spoil heap and further south in with respect to longer- term management of erosion to the dunes in front of the golf courses. This overall assessment of management is taken forward in considering setting specific policy for the two CCAP Policy Units. 342
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 52 3.3.2 6c2.D1 - Irvine Harbour 3.3.2.1 Initial Screening of Coastal Change Adaptation Policies No Active Intervention A No Active Intervention (Do Nothing) approach would result in the continued degradation of the harbour structures, including quay walls and pontoons. This would ultimately lead to the condition of the harbour deteriorating to the point where it was unsafe to use. In the medium to long term, sea level rise would result in increased rates of overtopping and the harbour structures would deteriorate to the point where they failed. Overtopping and eventual failure of the structures would render the Irvine Harbour frontage unsustainable, there would be an associated increased flood risk to the highway, and residential and commercial property. Failure of the harbour structures would result in the wider area along Harbour Street becoming unusable. Locally, there would be a significant negative economic impact on the town associated with the loss of the harbour. This would also contribute to regional and national losses. Furthermore, the important opportunity for place development and regeneration would be lost. A No Active Intervention approach is not considered to be an acceptable approach due to these impacts. Managed Realignment (MR) Due to the integral use of the harbour associated with the line of defence there is no realistic position for realignment of the defence. Notwithstanding this fundamental constraint, in looking at future management and mitigation for increased flood risk, there may be scope for incorporating some form of future flood defence within any landscape design of the Harbour waterfront. This, however, would be better defined as future adaptation associated with Holding the Existing Line. The Managed Realignment is not considered to be realistically achievable. Hold the Existing Line (HTEL) Under this policy option the aim would be to maintain the current Harbour Quay and other defences including the Harbour Pier. Currently, there is no significant barrier to achieving this. As noted above, there would be the need to mitigate the potential increased flood risk and this could be achieved by a basic approach in raising the current level of the quay and associated defences. Equally and possibly more in keeping with the aim to maintain an active harbour and to improve the character and visual aspect of the area, consideration would need to be given to future flood risk and formal / informal flood defences with any landscape works being undertaken. Typically, the key trigger for improvement might in around 50 years’ time, However, awareness of this longer term risk would allow the opportunity to be taken for improvement at any stage prior to this. Policy Summary Assessment A strategic assessment of options is set out in Table 3-4 below. 343
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 53 Table 3-4: Policy Assessment - 6c2.D1 - Irvine Harbour Strategic Approach (policy) Description Comment Strategic Assessment Adaptative capacity, constraints and opportunity Do Nothing (DN) Abandon harbour and defences, no further investment. Substantial impact on local and regional economy with loss of opportunity for regeneration. Not considered acceptable Major change – limited adaptive capacity Managed Realignment (MR) Remove defences and reconstruct on a setback line. No width to establish a new defence alignment. Not considered realistically achievable No scope for adaptation Improve existing (HTEL) Maintain and improve. Significant ongoing maintenance Viable Need for longer term adaptation and mitigation of flood risk. Sub-options: Raise along quay Direct improvement to quay walls with potential need for further future works. Viable Potential impact on use of area. Longer-term sustainability issues constraining future adaptation. Landscaped flood defence Secures defences and could reduce the need for raising defences the front face maintaining operation of the Harbour. Requires consideration as part of general improvements. Viable Secures existing defence over the long term. From the above, the policy over both the short and long term is for Holding the Existing Line. The assessment highlights the need to consider the longer-term risk within future improvement more generally to the area. 3.3.2.2 Consultation The above assessment of policy confirms the previous policy defined by the SMP. No further detailed consultation has been undertaken on the proposed CCAP policy at this stage. In taking forward the CCAP there would be further consultation undertaken on specific elements of the CCAP. 344
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 54 3.3.3 6c2.D2 - Irvine Beach to Gailes Burn 3.3.3.1 Initial Screening of Coastal Change Adaptation Policies No Active Intervention A No Active Intervention (Do Nothing) approach would result in the ongoing erosion of the dunes throughout the frontage. Even further south, in the Gailes area, where currently it is reported that the dunes remain relatively stable, with sea level rise, there would be a progressive roll back of the dunes. This issue would be aggravated over the northern section of the frontage by the intensity of use. With no efforts being taken to manage this pressure there would be further damage to the ecological function and physical integrity of the dunes. More immediately, the gabion baskets at the defended spoil heap are already in a poor condition with a potential effective residual life in the order of 5 to 10 years. They would continue to break up and would cease to defend the toe of the spoil heap resulting in erosion of the spoil. It is not currently known to what degree the contents of this spoil heap pose a significant risk. Under this policy, regardless of the potential risk posed by the spoil, spoil would be dispersed on the beach and into the environment. This requires further investigations. Without first determining the nature of the spoil heap, A No Active Intervention approach is not considered to be an acceptable approach due to the risk of contaminated spoil entering the environment. Where the spoil is demonstrated to be non-contaminated, then a No Active Intervention approach could be considered. However, it is recognised that even under this approach, some degree of access management is likely to be required in order to manage localised erosional pressures associated with high levels of footfall. This is particularly critical given the ambitions of the Irvine Great Harbour Masterplan which anticipates that visitor numbers will increase. Manged Realignment (MR) Given the issues identified above, it is almost certain that some form of management would be required, although the approach to management would be different over different sections of the area. Over the northern section of Irine Beach, under this option the focus of management would be in managing the intense pedestrian pressure. Typically this would take the form formalising specific access points, co-ordinating this with travel route and use of the open area behind the dunes. This is considered in more detail in the Irvine Beach Coastal Study. As highlighted in the study report, there would need to be consideration of whether such access points might require local physical control or whether it would be more appropriate to allow more regular adjustment in response to coastal change. Whichever choice is made, the aim would be to work within the natural coastal change rather than acting to resist such change. This general approach would extend over the dunes further to the south ensuring the opportunity is provided for natural dune restoration while maintaining selected access points for all coastal users. Over the southern section of the whole area, further detailed consideration would need to be given to the possible need for long-term adaptation in the use of the two major golf courses, looking to sustain the natural protection provided by the dunes by creating greater width within the system. This takes a more realistic approach to management given difficulty of sustaining a hard approach to defence within a naturally changing backshore. 345
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 55 The spoil heap poses a more difficult challenge. Subject to critical further investigation into the nature of material within the spoil heap and the degree of risk this might pose a range of options for management have been considered by the Irvine Beach Coastal Study. While locally this might be better described in terms of policy as Hold the Existing Line, within the wider context of management of the whole policy unit it is still considered appropriate to consider this under this assessment of a broader Managed Realignment approach. Other options, identified include: • Digging out and disposing of contaminated material. This option would have a very large and ongoing cost and was not considered sensible. • A staged approach to slow rates erosion, potentially affecting some areas of erosion but limiting this and more slowing introducing control structures. All these options would need to be developed further in detail, specifically considering the potential wider scale impact on coastal processes but also integrating any approach to sustain travel routes along the shore and hinterland. In summary, under this approach to management, the underpinning principle for the existing dunes would be to allow natural change to occur, looking to manage and develop approaches for adaptation and management of use. At the spoil heap, the same underlying principle would apply but recognising that depending on nature of material within the spoil heap there might be the need for hard defence. Overall, Managed Realignment is considered to correctly describe, as above, an approach that would be sustainable and would work within the underlying objective set out for a CCAP. Hold the Existing Line (HTEL) While as set out above, subject to further investigation of the nature of the spoil heap, there could be the need to hold the existing defence to the spoil heap, a general policy of holding the overall dune line would be consider unsustainable, unaffordable and unacceptable in relation to the CCAP objectives. This policy option is not considered viable. Policy Assessment Summary A strategic summary assessment of options is set out in Table 3-5 below. Table 3-5: Policy Assessment - 6c2.D2 Irvine Beach to Gailes Burn Strategic Approach (policy) Description Comment Strategic Assessment Adaptative capacity, constraints and opportunity No Active Intervention (NAI) No interventions to manage erosion of dunes. Substantial impact on existing environment, including erosion of potentially contaminated spoil heap. Not considered acceptable Major change – limited adaptive capacity Managed Realignment (MR) Manage change while minimising physical intervention Allow for the natural realignment of the dunes. Specific options to be considered for the spoil heap. Viable and appropriate Capacity to adapt to change. 346
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 56 Improve existing (HTEL) Maintain, improve and extend linear defence Major impact on the natural environment. Loss of beach and increasing cost. Unacceptable Would fail to engender consideration of adaptation. 3.3.3.2 Consultation The Irvine Beach Coastal Study informed a suite of consultation activities undertaken with a broad range of stakeholders. The consultation undertaken on the draft coastal study report has been successful in raising awareness of the Ayrshire Shoreline Management Plan and the Coastal Study itself. The vast majority of questionnaire respondents felt that the consultation had been successful at raising awareness of the issues faced at Irvine Beach. The consultation identified a stakeholder group who had not previously been engaged with which was the equestrian community. Via the British Horse Society, and members of the public, a number of specific considerations were raised with regards to access which had not previously been considered. The consultation confirmed that there is a broad level of support for access management at Irvine Beach, supporting the conclusions of the draft coastal study report but that this needs to be developed further. In addition, the consultation has elicited useful responses on specific local issues, which are now recorded and will be considered in ongoing development of management approaches. Furthermore, several comments were made relating to broadscale issues and these have been considered in developing the Local CCAP. With regards to management of the existing (current) defences, there was no objection to the recommendations outlined within the draft coastal study report, recognising that options would be developed further following investigation of the nature of material within the spoil heap . A major issue raised throughout the consultation process relating to ongoing engagement. This is fully supported by NAC and how this is best undertaken will be considered in developing the overall approach to management. It is noted that consultation focused on the northern (Irvine Beach) beach area. While the revised headline policy for MR differs from the previous SMP headland policy of HTL, in practice the intent for considering soft engineering approaches, expressed by the SMP, has been clarified and is considered to be better captured by the proposed policy on MR. 347
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 57 3.4 Summary of Local CCAP The Local CCAP has sub-divided the coast into two policy units with the aim to provide better clarity in considering CCAP policy. While these two units have very different characteristic and therefore require different polices, the Units have been grouped under one Local CCAP to reflect and raise awareness that there are significant inter dependencies, in relation to overall use and access along the coast. Overall the intent of the Local CCAP is to maintain and as required manage access along and through the area, sustaining the specific character and regeneration opportunities for the Harbour, while sustaining the important natural development of the open coast. In detail for the Harbour it is consider sustainable to maintain the defence and use of the area. The CCAP raises the awareness of potential longer-term increased flood risk with sea level rise, encouraging consideration of address this future risk in developing detailed plans for the area. The physical trigger point for adaptation might not occur for 50 years. However, increasing awareness of this risk potentially allows his to be integrated in current decision making. With respect to the open coast Unit, it is proposed that the CCAP policy is revised to one of Managed Realignment better reflecting and clarifying the implications of the previous caveated policy set by the SMP. The CCAP policy for the open coast Unit is now defined as Managed Realignment. However, in detail, this might need to be develop in different ways across different sections of the coast. Specifically: Over the northern Irvine Beach area the intent is to develop in detail a management plan for managing the intense pressure form use on the dunes. Underpinning this is the intent to minimise intervention at the dune face, allowing for further adaptation of the access plan in response to coastal change. Over the critical spoil heap frontage, the final approach to management would need to be determined based on further investigation of the nature of material contained within the spoil heap. Again, the underlying intent is to allow, as far as possible and permissible, the natural development at the shoreline. However, this recognises that there may need to be hard engineering works in this area to address potential risks of release of contaminated material. Further south, particularly over the area of the golf course, the overall aim is to allow the natural development and roll back of the dunes, maintaining the important integrity of the back shore area and supporting the management intent set out in the SSSI designation. This recognises that there may, therefore, be the need for some adaptation of the golf courses. This need to be considered further working with the golf course to develop in detail a realistic and sustainable long term plan for management. Table 3-6: Summary of high level CCAP policies Local CCAP Policy Unit Short term Policy Longer term Policy Notes 6c2.D1-Irvine Harbour HTEL HTEL Consideration of long-term adaptation. 6c2.D2 Irvine Beach to Gailes Burn MR MR Ongoing adaption to coastal change with local intervention and management plans. 348
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 58 The Local CCAP updates and provides greater clarity and detail with respect to management of individual sections of the coast as compared to the single Policy Unit defined by the SMP. In principle, however, the overall intent of management remains similar; with the intent to sustain the defence to the Harbour frontage, while allowing a more adaptive approach to management of the Irvine Beach frontage. In particular, the approach to management set out in the Local CCAP reinforces the need to consider mitigation measures discussed in the SMP. • With respect to the Harbour, the Local CCAP recognises the need to address the increased flood risk with sea level rise. In examining this, two different options are identified. In developing these options, in addition to considering the potential impact on the landscape and use of the area, there would need to be consideration of how the potential impact on the Bogside Flats SSSI might be minimised and mitigated. • Further investigation is required into the nature of material contained within the Spoil Heap and the potential impact that ongoing erosion of the Spoil Heap would have on the marine environment. This would be taken forward through development of the Local CCAP. • Associated with the above, the Local CCAP identifies the need to consider and mitigate the potential influence any management would have on sediment supply along the shoreline, with particular reference the potential impacts on the West Gailes SSSI. • More generally, the overall intent to allow ongoing natural development of the dunes would maintain the pattern of sediment movement along the frontage minimising the impact on the West Gailes SSSI. • The Local CCAP recommends the development of specific management plans for adaptation of the West Gailes area. This remains in line with and addresses the key issues identified in the SMP SEA Environmental Statement. Furthermore, developing the Access Management Plan aims to balance the need to maintain important and values use of the open coast alongside sustaining a healthy dune system. 3.4.1 Coastal Change Adaptation and Action Plan The Local CCAP aims to provide a policy structure for delivery of ongoing adaptation to coastal change. As part of this, and within this high-level structure, there are clear elements that will need to be considered in detail, recognising also that there remain uncertainties principally associated with the time scale and rate of change in sea level rise, alongside the present uncertainty associated with the nature of material contained within the Spoil Heap. Within the Plan, therefore, there are key points in time when decisions will need to be made. Such change, will be driven by change in the physical conditions impacting on the coast and, typically, by subsequent change in condition or standards of defence and the level of risk or the natural response of the coast. These are referred to as Trigger Points. Associated with this, there are certain enabling actions which will be required to allow change to occur or further investigations or discussion which will determine the specific management response. These actions will culminate in decisions needing to be made. These are referred to as Decision Points. 3.4.1.1 Dynamic Adaptive Pathway Figure 3.9 sets out the critical Trigger Points and the associated Decisions Points, setting out where and how actions and decisions will allow the Local CCAP to be developed into the future. 349
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 59 Figure 3-10: Dynamic Adaptive Pathway. KEY 350
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Project related 4 April 2025 NORTH AYRSHIRE CCAP PC5329-RHD-XX-XX-RP-X-1001 60 As identified in Figure 3.9, the aim is to ensure that the necessary discussion and additional investigations are undertaken in a timely manner such that informed decisions are made in advance of when any Trigger Point is reached. The Actions associated with the Pathway are set out in the Action Plan in Section 3.4.1.2. 3.4.1.2 Action Plan The key actions taking forward the Local CCAP are set out in Table 3-7. Table 3-7: Local CCAP Action Plan Action Description Notes Timescale Year (trigger) Irvine Harbour 1 Continue to maintain harbour defences Secures defence over the short to medium term, allowing consideration of longer-term options. 1 (50) 2 Highlight and raise awareness of longer-term flood risk Allows integration of potential future risk withing current planning 1 (50) Irvine Beach and Spoil Heap 3 Detailed investigation of potential contamination Determines further development of specific coastal management options. 1 (5 to 10) 4 Develop options for coastal management to Spoil Heap. Detailed option study 3 (5 to 10) 5 Detailed development of access plan. Working with partners to agree position of access points and approach to ongoing management Needs to take account of access management along spoil heap area. 3 (5) Broader Area 6 Raise awareness of potential need for adaptation to golf course frontages Establish initial contact and discuss how future planning may be facilitated. 1 (20) 7 Ongoing monitoring Allows review of trigger points and informs decisions ongoing 351
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North Ayrshire Council Coastal Change Adaptation Plan Summary Document DRAFT 352
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Introduction to Coastal Change Adaptation Plans (CCAP) Scottish Government produced interim guidance (SG2023) for development of Coastal Change Adaptation Plans (CCAP) in February 2023. This national initiative recognises the ongoing and constant nature of change at the coast, considering how we will need to adapt to that change in a sustainable manner; considering how we currently use and value the coast but also looking forward as to how we may need to respond and adapt to the increased rate of change due to Climate Change and, in particular, sea level rise. The guidance notes that over the last thirty years sea level across Scotland has risen between two and three times faster than over the previous 100 years, with mean sea level anticipated to rise by between 0.30-1.16 m by 2100. This will, in many areas, result in increased risk of flooding and increased pressure on the coast for erosion. While it is accepted that there are some uncertainties both in relation to the actual rate and timescale over which sea level rise will occur and uncertainties over how the coast will respond to such change, and while there is still the need to explore further our capacity for change, the guidance emphasises the need to start this process now: • Raising the awareness of the challenges with individuals, communities, businesses and local organisations, allowing people to plan for change, working within the broader structure provided by the CCAP to shape their future. • Informing Local Development Plans as to future risk, identifying where future coastal development should and should not be located. • Helping to safeguard important and valued natural features, including those that can protect the coast, alongside looking for opportunities for enhancing biodiversity and maintaining the mosaic of interconnected habitats. • Taking a placemaking approach to deliver, as far as possible, multiple benefits across the whole range of interest associated with the coastal zone. Critically, the guidance recognises the ongoing nature of coastal management. The aim is to develop CCAPs based on the information already collated within Shoreline Management Plans (SMPs) and building on information developed through further local studies alongside national data sets such as provided by Dynamic Coast. However, as part of the CCAP process, the aim is to critically examine how we currently manage the coast, with the opportunity to challenge current practice from a longer-term, broader scale perspective, ensuring that future challenges are identified and that short term decisions do not constrain future opportunities. National Guidance - Principles and Objectives The national guidance does not prescribe exactly how local authorities should develop their Coastal Change Adaptation Plans (CCAP). Instead, it provides guidance as to what they should seek to achieve and how it might be delivered. Importantly, the national guidance recognises that “one size does not fit all”, and the guidance recognises the need to maintain flexibility for appropriate local and regional CCAP delivery structures to emerge, recognising that CCAPs need to reflect the complexity of local areas. However, the guidance sets clear principles and objectives that the CCAP should work within. Core Principles. • to create a vision for well-adapted and resilient management, properly integrated into other policies by taking a more land use planning approach, avoiding locking-in future generations to unsustainable actions, considering that sea levels are expected to continue to rise well beyond the end of this century; DRAFT 353
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• to seek opportunities to support and regenerate communities and address inequalities. In particular, policy should anticipate that changes to property protection and property values will increasingly come into focus as adaptation pathways are developed; and • to deliver multiple benefits (for example economic, environmental or amenity enhancements), and to promote sustainable infrastructure and work to preserve natural features and ecosystems. Key Objectives In line with the core principles the following overall objectives of the CCAP are: • To promote the resilience of our natural coastline and begin the process of adaptation to climate change; • To set out a process for a proactive approach to coastal adaptation planning that will maximise opportunities and minimise risk from climate change impacts; • To ensure our collective coastal adaptation journey starts now; and • To support local authorities to begin the process. Approach to developing North Ayrshire’s CCAP The North Ayrshire coastline covers a length of some 150km of shoreline, including areas of the mainland alongside the principal islands of Great Cumbrae and Arran. Within this length of coast, there is large variation in the coastal character. In some areas such as the major towns there are significant lengths of man-made protection. In many other areas there are small settlements alongside many small ports and local harbours, all set within broader areas of natural shoreline. There is, therefore, a clear need to adapt the level of detail provided by the CCAP to reflect the local nature of the coastline in any location and to maintain relevance to future management of specific areas. The current SMP (RPS 2018) provides the initial background and structure in identifying the broader interdependencies throughout the area, this provides the opportunity to focus in more detail on individual areas. To this end, the approach being taken to the development of the North Ayrshire CCAP is to develop a series of Local CCAPs. It is recognised that this process will be ongoing but it does also allow focus on areas where further information and study has been carried out. The intent is to develop these Local CCAPs in a consistent format around the whole coastline, ultimately allowing collation of these Local CCAPs as one CCAP for North Ayrshire. This Document This document sets out the overall approach being taken to the development of the North Ayrshire CCAP, as discussed above. As Local CCAPs are developed additional sections will be added providing a summary and record of the how policy and Plans are being developed covering the whole coastline. As Local CCAPs are developed the conclusions from the SMP will be reviewed and updated with the intent that these summary documents will replace the SMP policy for each area. North Ayrshire Council have taken the opportunity provided by having undertaken two detailed local studies to start this process and to develop Local CCAPs covering these areas. The two areas, so far included are for: • The Sandylands Promenade and Stevenston Beach (Local CCAP 6c2.B), and • Irvine Harbour to Gailes Burn (Local CCAP 6c2.D) DRAFT 354
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The Sandylands Promenade and Stevenston Beach (Local CCAP 6c2.B) Summary Document DRAFT 355
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Context General description The Sandylands Promenade and Stevenston Beach, covering some 2.5km of coastline, is formed as an effectively artificial embayment formed by the historic development of the southern Saltcoats Harbour arm, constructed out over a natural rock outcrop, and Stevenston Point, which was formed over the last century by tipping of mining waste. The area is covered by two relatively distinct, although interconnected, sections. The Sandylands Promenade, comprises a major sea wall protecting the railway line and providing defence to lower lying land behind. The wall is fronted by a low intertidal foreshore with a thin veneer of sand. Currently, the wall and promenade suffer significant overtopping during major storm events. The Stevenston Beach and Dunes, comprises an area of natural dunes extending back into an area of important open space. The dunes and open space are included with areas designated as a Local Nature Reserve (LNR) and a Local Nature Conservation Site (LNCS) highlighting the important ecological value associated with the area. The dunes are currently eroding limiting the opportunity for dune restoration. There is also significant human trampling causing damage to the dunes. As the dunes have eroded, this has exposed the toe of an old mining waste spoil heap and this is eroding. The area is cut by the Stevenston Burn, with the Burn running back into the town of Stevenston. The channel of the Burn across the foreshore has been subject of significant change, influencing and being influenced by coastal change. A critical feature of the area is the transition between the hard defence along the promenade and the natural section of dunes, with an increasing challenge to maintaing an important slipway and in managing the transition between the two sections of the coast. The SMP context The SMP (2018) defined the area within the general sub- cell 6c2, with a further division of the wider area into four SMP Policy Units. The Local CCAP area is contained within SMP Policy Unit 6c2.1. The general policy for this unit is for Holding the Line (HTL) over the three epochs considered by the SMP. However, there was an important caveat that, with respect to Stevenston Beach, the intent was to manage erosion of the dunes using soft engineering approaches. In reviewing the SMP, as apart of developing the Local CCAP, it has been agreed that the SMP Policy Unit should be further sub-divided into two CCAP Zones: • 6c2.A, covering Ardrossan and Saltcoats Harbour. • 6c2.B, covering this Local CCAP area of the Sandylands Promenade and Stevenston Beach This retains the ability to consider the important broader scale interaction across the whole Local CCAP area, with the definition of two CCAP Policy Units 6c2.B1 and 6c2.B2 reflecting the local characteristics of each local area. SMP Sub-cells and Policy Units. DRAFT 356
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Coastal Change The whole area has been subject to historical erosion, with, where the frontage has been defended along the promenade, a loss of the natural beach. The artificial development of the Stevenston Point has allowed some retention of sediment over the foreshore resulting lower rates of erosion of the dunes at the eastern end. The construction of the defence along the Promenade has reduced the supply of sediment to the dunes and increased erosion has occurred to the dunes immediately to the east of the Promenade. As the dune line has eroded, this has exposed the toe of the historic Spoil Heap and this is now acting to partially control the alignment of the frontage. With sea level rise the rate of erosion to the dunes will increase. The predicted erosion distances over the next 100 years are shown in the images below. These erosion lines are based on the UKCP18 8.5 (95 percentile) sea level rise scenario, as recommended in the national guidance for CCAPs. Currently, there is relatively low flood risk within the area, although the Promenade and Railway are subject to severe wave overtopping during major storms. With sea level rise, larger areas will be at potential risk. This change is shown in comparing the current and future (2100) relative land levels with respect to coastal water levels. The risk of overtopping of the Promenade wall will similarly increase. Management Issues • The risk to the railway line and the hinterland area inland of the railway. • The potential increased flood risk to property within Saltcoats and Stevenston. • The potential longer-term risk to the railway line due failure of the defence and erosion of the dunes to the east. • The risk to the active travel route behind the dunes and along the Promenade. • The ongoing erosion and coastal change to the dunes and the potential impact on and impact of the recreational use of the area. • The need to maintain the open space use of the area. • The management of the transition between the hard defence of the Promenade and the natural dunes. • The ongoing erosion of the spoil heap considering potential release of contamination alongside considering the impact on use and coastal change. • The important landscape and natural environment of the area. Predicted erosion over the eastern and western sections of Stevenston Beach in 20, 50, 80 and 100 years. Present day flood risk areas Potential flood risk areas by 2100 DRAFT 357
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Policy Update The overall intent of the Local CCAP recognises the need to maintain defence of the Sandylands Promenade (subject to ongoing funding arrangements) to secure important strategic and local assets and infrastructure. Notwithstanding the increasing pressure on this defence, particularly with sea level rise, it is considered that this can be undertaken in a sustainable manner. Consideration needs to be given to possible alternative forms of defence. Typically, this would need to be considered over the next 20 years as the basic ‘Do Minimum’ approach becomes increasingly difficult to sustain. Over the far long-term (100 years and beyond), continued defence may require significantly greater investment. This longer-term issue will require ongoing review, particularly as longer-term planning is undertaken in relation to the railway line. Over the Stevenston Beach area, the intent is to generally allow natural ongoing coastal change. As part of this, the intent is to develop, with the community and stakeholders a modified structure for managing access along and through the dunes. The aim of this is to minimise the impact on the dunes while still maintaining the important use and recreational value of the area. This approach will recognise the ongoing change to the dunes and will be adapted as part of ongoing management. The Plan recognises and discusses the important interaction between the hard defence to the Promenade and the natural dune system. The intent of the Plan is to manage this area without the encroachment of the hard defence further to the east. The specific polices defined by the Local CCAP are set out in the table below. Local CCAP Policy Unit Short term Policy Longer term Policy Notes 6c2.B1-Sandylands Promenade HTEL HTEL Need to develop medium to longer term approach. 6c2.B2 Stevenston Beach MR MR Ongoing adaption to coastal change with local intervention. The Local CCAP updates and provides greater clarity and detail with respect to management of individual sections of the coast as compared to the single Policy Unit defined by the SMP. The approach to management, set out in the Local CCAP, reinforces the need to consider mitigation measures discussed in the SMP, in: • Considering alternative options for management of the Sandylands Promenade specifically in terms of its interaction with the wider area. • Considering management of the transition between the hard defence line and the natural dunes, minimising the need to further extend the hard defences to the east. • Allowing a more adaptive approach to management of potential contamination arising from erosion of the Spoil Heap. • Allowing the natural evolution of the dunes, while encouraging development of a coherent Access Management Plan for the area. Alongside this, the CCAP has identified the potential opportunity for further habitat enhancement in providing the policy structure for revision of the Stevenston Beach Local Nature Reserve Management Plan and in identifying the potential for future change to the marsh area associated with the Stevenston Burn. DRAFT 358
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Critical Decisions The following Dynamic Adaptive Pathway diagram highlights where critical decisions will be needed in developing the CCAP into the future. The need for decisions are drive by anticipated Trigger Points relating to management of defences and risk or in anticipation of natural coastal change. Action Plan The following actions are required in delivery of the Local CCAP . Action Description Notes Timescale Year (trigger) Sandylands Promenade 1 Continue to maintain existing hard defences Secures defence over the short term, allowing consideration of longer-term options. 1 (20) 2 Highlight and raise awareness of short to medium-term risk and support preparation of option planning Ensures continuity of management across the wider area. 1 (20) 3 Raise awareness of very long-term sustainability issues. Maintain long-term awareness of possible issues in relation to review of forward planning 20 (100) Stevenston Beach and transition 4 Ongoing discussion with Network Rail and statutory stakeholders with respect to transition area. Determines further development of specific coastal management options. 1 (5 to 10) 5 Undertake further development of option(s) for transition area Detailed option study 1 (5 to 10) 6 Undertake short term measures to sustain slipway Needs to be integrated with longer-term options for management of transition. 2 (5 to 10) 7 Ongoing monitoring of spoil heap, with potential need for further investigations Longer term planning of local options for management of spoil heap. 3 (15) 8 Develop and implement improved access point associate with outfall. Improves access and management of the change. Also exemplifies potential options for general access management 1 (3) 9 Further discussion and development of access management plan with community. Progresses development of overall access plan, allowing opportunity for funding. 2 (5) Broader Area 10 ongoing monitoring Allows review of trigger points and informs decisions ongoing DRAFT 359
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Irvine Harbour to Gailes Burn (Local CCAP 6c2.D) Summary Document DRAFT 360
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Context General description The Local CCAP area includes two quite distinct areas covering Irvine Harbour, within and running along the southern side of the Irvine/ Garnock Estuary and running out to the Harbour entrance structures, and Irvine Beach extending through from the Harbour Pier to Gailes Burn. The total length of the area is around 6km, with around 4.5km of that being the main open beach section. The Harbour comprises a series of vertical quay walls, with property built to the quay at the upstream end but, more generally, with a road running directly behind the quay with properties, car parks and open ground further inland. North Ayrshire Council has aspirations to further enhance the Harbourside area and have developed a Great Harbour Masterplan. The masterplan includes the development of the maritime mile waterfront walkway and three activity hubs Irvine beach area comprises a relatively wide sandy beach, stretching south towards Troon and is largely backed by a dune system, although the form and behaviour of the dune and hinterland use varies along its length. The northern section of the beach has a long industrial history, and most obviously, the historic past is evidenced in this area by the massive spoil heap some 500m south of the Harbour, with the toe of the mound now becoming exposed by erosion. Further south, where the toe dune has been eroded there are further signs of the industrial heritage, with remnants of fencing and local buildings now being exposed. Beyond this area the slightly more stable dune is backed by golf courses with features of the golf course relatively close to the back of the dune. Within the area of the open coast is the West Gailes SSSI, focussing on the dunes and extending back across part of the golf courses. A further SSSI, the Bogside Flats SSSI, abuts the Harbour but principally extends back to encompass the larger area of the Garnock Estuary. The main northern area of Irvine Beach provides an extremely well-used open space with a high amenity and reactional value, linked through to the important open space behind the Harbour and the integrated use and appeal of the wider area. The SMP context The SMP (2018) defined the area within the general sub- cell 6c2, with a further division of the wider area into four SMP Policy Units. The Local CCAP area is contained within SMP Policy Unit 6c2.3. The general policy for this unit is for Holding the Line (HTL) over the three epochs considered by the SMP. However, there was an important caveat that, with respect to Irvine Beach, the intent was to manage erosion of the dunes using soft engineering approaches. In reviewing the SMP, as apart of developing the Local CCAP, the extent of this SMP Policy Unit should be retained as: • 6c2.D, covering Irvine Harbour to Gailes Burn. However, this Local CCAP area is now considered as two CCAP Policy Units: 6c2.D1 (Irvine Harbour) and 6c2.D2 (Irvine Beach) reflecting the local characteristics of each local area. SMP Sub-cells and Policy Units. DRAFT 361
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Coastal Change While the Harbour does to some extent constrain and fix the general curve of the Irvine channel. Some slight pressure for bed erosion in this area may be expected, although there are no reports of undermining to this area. Currently structures along the harbour and at the entrance have been suitably maintained. While, in particular, the Harbour entrance structures do impose significant control on the natural change at the mouth of the estuary, the maintaining structures are considered to be sustainable. Generally, there has been long-term persistent erosion along much of the open coast, with the dunes remaining slightly more stable towards the West Gailes area. Typically, over the northern section, recent erosion has been in the order of 0.4m/yr. This erosion has exposed the toe of the major Spoil Heap which has been protected by gabion baskets which are now failing. An assessment of future erosion distances is shown in the figure below. Currently there is little direct flood risk across the area. With sea level rise, some areas will be at increased potential risk, particularly in the area of the Harbour. This change is shown in comparing the current and future (2100) relative land levels with respect to coastal water levels. Management Issues • The potential risk to the use and regeneration of the Harbour area with sea level rise. • The risk to the active travel routes and open space behind the dunes and further south to potential users of the golf courses. • The ongoing erosion and coastal change to the dunes and the increased pressure on the dunes from excessive and ad hoc use of the dunes. • The ongoing erosion of the spoil heap considering potential release of contamination. • The important landscape and natural environment of the area, specifically the ongoing change to the West Gailes SSSI. Indicative erosion over the open coast in years 20, 50, 80 and 100. Present day potential flood risk 2100 potential flood risk DRAFT 362
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Policy Update The Local CCAP has sub-divided the coast into two policy units with the aim to provide better clarity in considering CCAP policy. While these two units have very different characteristic and therefore require different polices, the Units have been grouped under one Local CCAP to reflect and raise awareness that there are significant inter dependencies, in relation to overall use and access along the coast. The intent of the Local CCAP is to maintain the use of the Harbour area sustaining the specific character and regeneration opportunities. The CCAP raises the awareness of potential longer-term increased flood risk with sea level rise, encouraging consideration of addressing this future risk in developing detailed plans for the area. The physical trigger point for adaptation might not occur for 50 years. With respect to the open coast Unit, it is proposed that the CCAP policy is revised to one of Managed Realignment better reflecting and clarifying the implications of the previous caveated policy set by the SMP, with the intent to sustain as far as possible the natural development of the dunes. Over the northern Irvine Beach this require development of an Access Management Plan. Underpinning this Plan the intent to minimise intervention at the dune face. Over the critical spoil heap frontage, the final approach to management would need to be determined based on further investigation of the nature of material contained within the spoil heap. The underlying intent is to allow, as far as possible and permissible, the natural development at the shoreline. However, this recognises that there may need to be hard engineering works. Further south, the overall aim is to allow the natural development and roll back of the dunes, supporting the management intent set out in the SSSI designation. This recognises that there may, therefore, be the need for some adaptation of the golf courses. Local CCAP Policy Unit Short term Policy Longer term Policy Notes 6c2.D1-Irvine Harbour HTEL HTEL Consideration of long-term adaptation. 6c2.D2 Irvine Beach to Gailes Burn MR MR Ongoing adaption to coastal change with local intervention and management plans. The Local CCAP reinforces the need to consider mitigation measures discussed in the SMP. • With respect to the Harbour, the Local CCAP recognises the need to address the increased flood risk with sea level rise considering the potential impact on the landscape and use of the area. • Further investigation is required into the nature of material contained within the Spoil Heap and the potential impact that ongoing erosion of the Spoil Heap would have on the marine environment. This would be taken forward through development of the Local CCAP. • Associated with the above, the Local CCAP identifies the need to consider and mitigate the potential influence any management would have on sediment supply along the shoreline, with particular reference the potential impacts on the West Gailes SSSI. • More generally, the overall intent to allow ongoing natural development of the dunes would maintain sediment supply along the frontage minimising the impact on the West Gailes SSSI. • The Local CCAP recommends the development of specific management plans for adaptation of the West Gailes area. Furthermore, developing the Access Management Plan aims to balance the need to maintain important and values use of the open coast alongside sustaining a healthy dune system. DRAFT 363
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Critical Decisions graphicalThe following Dynamic Adaptive Pathway diagram highlights where critical decisions will be needed in developing the CCAP into the future. The need for decisions are drive by anticipated Trigger Points relating to management of defences and risk or in anticipation of natural coastal change. Action Plan The following actions are required in delivery of the Local CCAP Action Description Notes Timescale Year (trigger) Irvine Harbour 1 Continue to maintain harbour defences Secures defence over the short to medium term, allowing consideration of longer-term options. 1 (50) 2 Highlight and raise awareness of longer- term flood risk Allows integration of potential future risk withing current planning 1 (50) Irvine Beach and Spoil Heap 3 Detailed investigation of potential contamination Determines further development of specific coastal management options. 1 (5 to 10) 4 Develop options for coastal management to Spoil Heap. Detailed option study 3 (5 to 10) 5 Detailed development of access plan. Working with partners to agree position of access points and approach to ongoing management Needs to take account of access management along spoil heap area. 3 (5) Broader Area 6 Raise awareness of potential need for adaptation to golf course frontages Establish initial contact and discuss how future planning may be facilitated. 1 (20) 7 Ongoing monitoring Allows review of trigger points and informs decisions ongoing DRAFT 364
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APPENDIX D 367
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APPENDIX E 369
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