Agenda Document Pack - Cabinet - 28/10/2025
North Ayrshire Council · 28 October 2025
Back to Cabinet — 28 October 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, 28 October 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 (i) the Ordinary Meeting of the Cabinet held on 30 September 2025; and (ii) the Special Meeting held on 8 October 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). EDUCATION ITEMS FOR DECISION Reports by the Executive Director (Education) 3 Annual Participation Measure for 16-19 Year Olds in 2025 Submit a report by the Executive Director (Education) on the recently published Annual Participation Measure which reports the proportion of 16-19 year-olds participating in education, training or employment throughout the last year (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 Proposal to limit the P1 intake at Montgomerie Park Primary School Submit a report by the Executive Director (Education) on the roll at Montgomerie Park Primary School and proposals to limit the P1 intake to a maximum of 32 children (copy enclosed). 5 Review of the priority banding policy for Early Years Admissions Submit a report by the Executive Director (Education) on the alterations to the early years admissions policy by refreshing the existing priority banding categories following a review (copy enclosed). 6 Annual Report - School and early Learning and Childcare Inspections 2024-25 Submit a report by the Executive Director (Education) on the performance of North Ayrshire schools and early learning and childcare settings in external inspections, with a focus on those published during session 2024-25 (copy enclosed). GENERAL BUSINESS FOR DECISION Reports by the Chief Executive 7 Revenue Budget 2025/26: Financial Performance to 31 August 2025 Submit a report by the Head of Finance on the financial performance for the Council at 31 August 2025 (copy enclosed). 8 Capital Programme Performance to 31 August 2025 Submit a report by the Head of Finance on the progress in delivering the Capital Investment Programme 2025/26 performance to 31 August 2025 (copy enclosed). 9 Treasury Management and Investment Mid-Year Report 2025/26 Submit a report by the Head of Finance on the Treasury Management update for the period 1 April to 30 September 2025 (copy enclosed). Reports by the Director (Health and Social Care Partnership) 10 Performance Information and Update – Drug and Alcohol Services – 2024/25 Submit a report by the Director (North Ayrshire HSCP) on the national and local drug and alcohol related targets and standards and performance in North Ayrshire (copy enclosed). 11 Financial Inclusion Strategy 2025 - 2030 Submit a report by the Director (North Ayrshire HSCP) on the progress relating to the Financial Inclusion Strategy 2023-28 and the updated Strategy for 2025-30 (copy enclosed). Reports by the Executive Director (Communities and Housing) 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 12 Strategic Housing Investment Plan (SHIP) 2026-2031 Submit a report by the Executive Director (Communities and Housing) on the Strategic Housing Investment Plan 2026 – 2031 (copy enclosed). 13 North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25 and Performance Strategy 2025-27 Submit a report by the Executive Director (Communities and Housing) on the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25 and Performance Strategy 2025-27 (copy enclosed). Reports by the Executive Director (Place) 14 Crown Estates Scotland - Memorandum of Understanding Submit a report by the Executive Director (Place) seeking approval to update and extend the Memorandum of Understanding with Crown Estates Scotland by a further twelve months (copy enclosed). 15 Roads Winter Service and Weather Emergencies Plan 2025/26 Submit a report by the Executive Director (Place) seeking approval of the Roads Winter Service and Weather Emergencies Plan 2025/26 (copy enclosed). 16 Public Bodies Climate Change Duties Report Submit a report by the Executive Director (Place) on the Council’s Public Bodies Climate Change Duties Report 2024/25 submission (copy enclosed). 17 Urgent Items Any other items which the Chair considers to be urgent. 18 Exclusion of the Public - Para 9 Resolve in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following item of business on the grounds indicated in terms of Paragraph 9 of Part 1 of Schedule 7A of the Act. Non Disclosure of Information In terms of Standing Order 21 (Disclosure of Information), the information contained within the following report is confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 19 Exempt Report: Lease Amendment – Lower Ground Floor Lochshore Hub, Caledonia Road, Glengarnock Submit a report by the Executive Director (Place) on the above (copy issued separately by email). 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 4
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Elected Members Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Christina Larsen Chloe Robertson Church Representatives Mr Andrew Bruce Ms Elizabeth Turbet Vacancy Teaching Representative Ms Jacqui MacKenzie Youth Council Representatives Chair: Apologies: Attending: 5
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Cabinet 30 September 2025 IRVINE, 30 September 2025 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Marie Burns, Tony Gurney, Alan Hill, Christina Larsen, Shaun Macaulay and Chloé Robertson. In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director (Education); D. Hammond, Executive Director, Y. Baulk, Head of Service (Housing & Public Protection), R. Leith, Head of Service (Connected Communities) and A. Elliot, Senior Manager (Housing Operations) (Communities and Housing); R. McCutcheon, Executive Director; T. Reaney, Head of Service (Neighbourhood Services) and G. Wilson, Senior Manager (Engineering Services) (Place); C. Cameron, Director and S. Hunter, Chief Social Work Officer (Health and Social Care Partnership); D. Forbes, Senior Manager (Strategic Business Partner) (Finance); F. Walker, Head of Service and J. Smillie, Senior Manager (People Services) (People & ICT); L. Taylor, Team Manager (Litigation), M. Sugden, Communications Officer (Media and Internal Communications) and C. Stewart, Committee Services Officer (Democratic Services) (Corporate Services). Also Present Margaret Johnson and Davina McTiernan. Chair Marie Burns in the Chair. 1. 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. 2. Minutes The Minutes of the Meeting of the Cabinet held on 2 September 202 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Chief Social Work Officer (CSWO) Annual Report 2024/25 Submitted a report by the Director (North Ayrshire HSCP) providing Cabinet with awareness of the annual Chief Social Work Officer report required by the Scottish Government, set out at Appendix 1 to the report. Agenda Item 2 7
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Officers responded to Members’ questions and Cabinet agreed to (a) acknowledge the three key issues brought to the attention of Cabinet, namely practice, public protection and the impact of the financial context; (b) request that the CSWO submit the annual report to the Chief Social Work Advisor in the Scottish Government; and (c) otherwise to note the contents of the report and, in particular, the successes and challenges contained therein. 4. Integration Joint Board Financial Position Submitted a report by the Director (North Ayrshire HSCP) providing Cabinet with an update on the financial position of the IJB. Officers responded to Members’ questions and Cabinet agreed to note the financial position of the IJB and the action being taken to manage the overspend position. 5. Local Housing Strategy (LHS) 2023-2028: 2024/25 Progress Update Submitted a report by the Executive Director (Communities and Housing) providing an annual update on progress of the Local Housing Strategy 2023-2028 attached at Appendix 1 to the report and seeking approval for the update to be submitted to the Scottish Government. Officers responded to Members’ questions and the Cabinet agreed to (a) approve (i) the addition of the three new actions outlined at paragraph 2.48, with further details provided in Appendix 1 to the report and (ii) submission of the LHS update to the Scottish Government; and (b) otherwise note the content of the report and progress against the LHS Action Plan, with further details provided in Appendix 1 to the report. 6. North Ayrshire Housing Allocations Policy 2025-30 Submitted a report by the Executive Director (Communities and Housing) seeking approval from Cabinet of North Ayrshire Housing Allocations Policy 2025-30, attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to approve the North Ayrshire Housing Allocations Policy 2025-2030, attached at Appendix 1 to the report, for implementation from 1 November 2025. 7. 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 Largs Thistle Community Football Club 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 Largs Thistle Community Football Club attached at Appendix 1 to the report. 8
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8. Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan Submitted 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. A Review of North Ayrshire Council’s Community- Specific Flood Risk Management Measures (2022-2028) was attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to (a) approve the North Ayrshire Council content for the Interim Progress Report provided at Appendix 1 to the report; and (b) note (i) the progress made by North Ayrshire Council in implementing the flood risk management measures contained in the Second Ayrshire Local Flood Risk Management Plan, (ii) that similar updates were being collated by South Ayrshire Council, East Ayrshire Council, SEPA and Scottish Water and (iii) that all updates would be included in an Ayrshire Interim Progress Report on the Second Ayrshire Local Flood Risk Management Plan which would be published prior to the required deadline of 31 December 2025 and that the information would also be added to the interactive ‘webmap’ developed on behalf of the Lead Local Authority Forum. 9. Draft Local Coastal Adaptation Plans Submitted 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, attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to (a) approve (i) the draft Local Coastal Change Adaptation Plans and the accompanying summary reports, (ii) the publication of the draft Local Coastal Change Adaptation Plans and accessible versions of the summary reports as Council policy documents, and (iii) the receipt of further progress updates on the implementation of the draft Local Coastal Change Adaptation Plans when appropriate; and (b) otherwise note (i) the work carried out to date and (ii) the potential future funding requirements of actions arising from future studies. 10. Urgent Items There were no urgent items. 11. Exclusion of the Press and the Public 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 Paragraph 1 of Part 1 of Schedule 7A of the Act. 12. Exempt Report: Historical Equal Pay Claims Submitted a report by the Head of Service (People and ICT) on the above. Officers responded to Members’ questions and Cabinet agreed to approve the recommendation as detailed in the report. 9
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The meeting ended at 4.05 p.m. 10
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Cabinet 8 October 2025 IRVINE, 8 October 2025 - At a Special Meeting of the Cabinet of North Ayrshire Council at 2.00 p.m. Present (Physical Participation) Marie Burns, Tony Gurney, Christina Larsen, Shaun Macaulay and Chloé Robertson. In Attendance C. Hatton, Chief Executive; Y. Baulk, Head of Service (Housing & Public Protection) (Communities and Housing), M. Boyd, Head of Service (Finance); A. Craig, Head of Service (Democratic), C. Cochrane, Solicitor (Legal), M. McColm, Senior Manager (Communications) and H. Young, Senior Committee Services Officer (Democratic Services) (Corporate Services). Also Present Eleanor Collier and Cameron Inglis Also in Attendance G. Harvie, Cumbrae Community Council Chair Marie Burns in the Chair. Apologies Alan Hill 1. 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. The following item is subject to the call-in procedure per the Council's Scheme of Administration and will be considered at a meeting of Audit & Scrutiny Committee. 3. Review of Decision relating to Island Community Impact Assessment– 100% Premium Council Tax Charge on Second Homes on Cumbrae Submitted a report by the Head of Democratic Services on a review of the island communities impact assessment relating to the decision to impose a 100% Council Tax premium on second homes on Cumbrae, and the reasons for that determination. A summary of concerns raised in written representations about the impact of the policy on Cumbrae was set out at Appendix 1 to the report. Comments made by Council Officers on the application, written representations and applicant’s comments were set out at Appendix 2 to the report. Further comments by the Applicant were set out at Appendix 3 to the report. The Chair outlined the process for the Island Community Impact Assessment Review and advised that Dr Gregor Harvie, representing Cumbrae Community Council was present to address Cabinet in terms of the review application and would be allocated ten Agenda Item 2 11
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minutes to address Cabinet. The Head of Service (Finance) would then address Cabinet in response to the review. The Head of Democratic Services outlined the terms of the review for an Island Communities Impact Assessment and summarised the position, it was also noted the review was of the Impact Assessment itself rather than the decision to impose a 100% Council Tax premium on second homes on Cumbrae. Dr Harvie outlined Cumbrae Community Council objections to the Impact Assessment, including the following: • the question for Cabinet is whether the impact assessment for Cumbrae satisfied the legal requirement or would require to be redone; • Islands Act 2018 was created to improve outcomes for Island Communities when policy changes are proposed, with the requirement to prepare an impact assessment where a policy would likely have an impact on an Island Community which was significantly different to the effect on other communities; • legislation required the impact assessment to describe the significantly different effect on Cumbrae and assess the extent to which the policy could be developed or improved to mitigate that; • the impact assessment for Cumbrae did identify significantly different effects but did not propose any mitigation and therefore did not comply with the Islands Act 2018; • the impact assessment also referred to additional money for affordable housing and a continuation of the 12 month discount for recently purchased properties that were being renovated, however the proposals are North Ayrshire wide and not related or targeted to the specific problems on Cumbrae and therefore not relevant to the impact assessment; • Cumbrae Community Council had called for the review based on the grounds set out in the regulations, that the authority failed to assess the extent to which the policy can be developed or improved, to mitigate the outcome for the Island community and therefore the impact assessment did not form its legal function and that a new impact assessment should be undertaken; • consequences of a significant tax increase through imposition of the second home premium would be severe for Cumbrae; • 30% of North Ayrshire second homes are on Cumbrae, with a population of 1200 people therefore the impact of the policy per person for Cumbrae is 74 times higher than its impact on the mainland. Reference was also made to the Community Council’s assessment of the amount of money being taken out of the island economy and its proportion relative to the overall island economy; • Cumbrae was not like the mainland or Arran as many properties on the Island were originally built as second homes; small flats make up 76% of second homes and are not suitable for occupation by working families; • second homeowners are an integral part of the community and come to the Island throughout the year providing vital income in the winter; • the impact assessment should have provided answers to questions such as what was the strategy for doubling employment on Cumbrae with 450 second homes but only 400 jobs on the Island, improving the standard of small 1 and 2 bedroom flats so people could live in them permanently, creating demand for properties which may be put up for sale as a result of the policy and boosting the Cumbrae economy; and • the impact assessment did identify the problems for Cumbrae but did not make 12
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any proposals for mitigation or solutions; the view was expressed that Cabinet should call for a new impact assessment to be carried out. Members then asked questions of the review applicant. The Head of Service (Finance) then addressed Cabinet in relation to the ICIA undertaken in relation to the decision to impose a 100% Council Tax premium on second homes on Cumbrae and referred to Council Officer comments on the application, the written representations and applicant’s comments set out at Appendix 2 to the report. Officers responded to members’ questions on various aspects of the report. The review applicant was then afforded an opportunity to make brief final comments. Members had the opportunity to ask further questions and received clarification on the review. Councillor Gurney stated that while he understood that there may be disagreements with the conclusions of the ICIA, particularly with regard to potential future outcomes, he could not see that it was not properly carried out. Councillor Gurney, seconded by Councillor Larsen, moved that the Island Community Impact Assessment appended to the 12 February 2025 Council report was sufficient, and to receive a future report on the outcomes of the policy one year after implementation to understand the consequences. There being no amendment the motion was declared carried. Accordingly, Cabinet agreed that (i) the Island Community Impact Assessment appended to the 12 February 2025 Council report was sufficient; and (ii) a report be brought to Council in June 2026 on the Island Community Impact Assessment outcomes as part of the ongoing monitoring process. The meeting ended at 2.55 p.m. 13
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1 NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet (Education) Title: Annual Participation Measure for 16-19 year-olds 2025 Purpose: To provide an overview of the recently published Annual Participation Measure which reports the proportion of 16-19 year-olds participating in education, training or employment throughout the last year. Recommendation: That Cabinet: a) Notes the content of the report and the progress made in improving this measure b) Supports the joint commitment across services and the continued partnership approach to making further improvements to this measure. 1. Executive Summary 1.1 1.1 The Annual Participation Measure (APM) reports on the proportion of 16–19-year-olds participating in education, training or employment over a whole year. The 2025 Annual Participation Measure for North Ayrshire is 92.5%, which lags slightly behind both the national figure and the average of the group of similar local authorities (as defined in the Local Government Benchmarking Framework (LGBF)). However, North Ayrshire’s performance has also been improving steadily over the last few years, and the current figure is the highest it has ever been. 1.2 Some of this most recent progress may be attributable to the introduction of a new secure online data-sharing platform, called the 16+ Participation Portal, which has facilitated better tracking and analysis of young people’s participation, enabling services more effectively to collaborate to plan supports, develop skills and signpost opportunities for all 16-24 years olds to improve positive destination outcomes for young people. We are hopeful that this will have an impact going forward and as it becomes more established. Partnership working has also been strengthened, particularly between the NAC Education Service, the Employability & Skills Team and Skills Development Scotland (SDS). 1.3 A range of actions are already in place, within and across Education and Employability teams, to support young people into positive and sustained destinations, ensuring that the Annual Participation Measure continues to improve. Future joint working, including developing consistent practices to maximise the effective use of the new 16+ Participation Portal, is also planned. Agenda Item 3 15
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2 2. Background 2.1 The Annual Participation Measure (APM) reports on the proportion of 16–19-year-olds participating in education, training or employment over a whole year (1st April-31st March). The report is published in August each year and is used to inform policy, planning and service delivery. The APM has been adopted in the Scottish Government’s National Performance Framework as the measure of young people’s participation. This has replaced the school leaver destination follow up as the source of the national indicator in the framework: “percentage of young adults (16–19-year- olds) participating in education, training or employment”. 2.2 The data which informs the APM comes from a wide range of sources and is coordinated by Skills Development Scotland (SDS) through the 16+ Participation Portal. This is a new secure online data-sharing platform, replacing the previous 16+ Data Hub. The new portal records information on post school destinations for all 16-24 years olds to provide information to improve positive destination outcomes for young people. SDS works in partnership with a number of organisations who contribute information to the system, including local authorities, schools, colleges, The Scottish Funding Council, the Student Awards Agency Scotland, the Department for Work and Pensions and HMRC. 2.3 The participation status of each young person is identified by combining the number of days spent in each status (participating, not participating or unconfirmed) between 1st April 2024 and 31st March 2025. Their overall headline classification is then defined as the heading under which they have spent the most days over that year. 2.4 The categories for participation status are: • Participating: includes those who are in school, higher education, further education, employment, modern apprenticeships, training and voluntary work. • Not Participating: those unemployed whether seeking or not seeking employment or training • Unconfirmed Status: information on individual not available for reporting. The recent inclusion of HMRC data has reduced the level of those with unconfirmed status. 2.5 The 2025 Annual Participation Measure for North Ayrshire is 92.5%, which lags slightly behind both the national figure and the average of the group of similar local authorities (as defined in the Local Government Benchmarking Framework (LGBF)). However, as illustrated in the graph below, North Ayrshire’s performance has been improving steadily, particularly over the last 5 years, with the current figure being the highest it has ever been in North Ayrshire. This year’s performance represents an increase of 0.8 percentage points on last year’s figure of 91.7%. 2.6 Nationally, the APM figure for 2024-25 is 93.3%, which represents 1.7 percentage points increase since 2018-19 and 0.6 percentage points increase since 2023-24. In the LGBF, North Ayrshire’s family of similar local authorities comprises: Dundee City, East Ayrshire, Glasgow City, Inverclyde, North Lanarkshire, West Dunbartonshire and the Western Isles. Over the last three years in particular, the gap has reduced between North Ayrshire and the rest of the family group, resulting in an improved relative position within the third quartile of all 32 local authorities. 16
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3 Chart 1: The Annual Participation Measure for North Ayrshire, compared to its LGBF family and the national performance (source: LGBF) 2.7 The APM also shows the percentage of 16-19 year-olds who are not participating or who are unconfirmed. Clearly, it is desirable for both of these figures to be a low as possible. For North Ayrshire, the current ‘Not Participating’ figure is 4% and the ‘Unconfirmed’ sits at 3.5%. Both figures are trending downwards. 2.8 The reduction in the proportion of ‘Unconfirmed’ status is partly the result of the incorporation of HMRC data, but it also reflects the work being done through the Local Employability Partnership (LEP) and the Youth Progression and Tracking group to identify positive destinations of young people and engage with those who have not yet secured a positive destination. This engagement with young people is delivered by our partners Barnardo’s as part of the Your Next Move Working North Ayrshire initiative to reduce unemployment and increase the employment rates for North Ayrshire. 2.9 We analyse the APM figures by age to ensure the work undertaken with each age group is effective and relevant, supporting young people into sustained positive destinations. As illustrated in the table below, the 16-year-old age group has been consistently above 99% since 2018, reflecting the targeted work undertaken by schools for S4 and S5 leavers (such as Team Around the Child meetings, SDS targeted activity and learner pathway planning). The age 17 group has decreased slightly by 0.7 percentage points since last year and is 0.3 percentage points below the 5-year average for this age group, making this a focus for future improvement work. Both the 18- and 19-year-old age groups have increased since 2023-24, by 2 percentage points and 2.6 percentage points respectively. 17
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4 Chart 2: The Annual Participation Measure for North Ayrshire over time, by age group (Source: APM publication) 2.10 Although the APM publication is annual, local authorities and schools can access their own data via the 16+ Participation Portal at any time and is updated monthly by all partners which facilitates the ongoing and specific targeting of young people to support partnership working to improve outcomes. Further information about how the 16+ Participation Portal works is included at Appendix 1. 2.11 The Portal serves as a central tool under the ‘Opportunities for All’ and ‘No One Left Behind’ policies which aim to offer a place in learning or training to every 16-19 not currently in education, training or employment and delivering the North Ayrshire young persons’ guarantee. Central to the creation of the shared dataset is the sharing of information to allow partners to identify in ‘real time’ what young people are doing throughout their 16-19 journeys. It also allows all partners to improve service delivery and provide a more tailored offer. 2.12 The Participation Portal can identify unconfirmed and unemployed young people, the commissioned engagement programme delivered by Barnardo’s, will visit young people in their homes and support them to engage in the range of services delivered across North Ayrshire. This has increased engagement and contributed to the improved outcomes reported in the APM. How the Education Service supports improvements in the APM 2.13 Schools work with young people, families and various partners to support an initial positive destination. This includes an improved and focused partnership with SDS who have advisers based within each secondary school to offer a range of holistic and targeted supports. In the latest published Insight figures, which were reported to Cabinet on 3 June 2025, 95.6% of school leavers in North Ayrshire went into an initial positive destination, continuing to be in line with the national figures and above the virtual comparator for all leavers, including the 20% most deprived. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Aged 16 98.8 98.8 99.4 99.3 99.4 99.1 99.3 99.1 99.3 99.3 Aged 17 93.8 93.7 93.9 94.4 93.2 93.8 95.4 96 95.5 94.8 Aged 18 87.5 89.2 88.8 87.7 88.5 86.3 88.5 90.8 88.7 90.7 Aged 19 80.6 80.7 82.9 80.9 81.4 80.9 79.7 82 82.7 85.3 75 80 85 90 95 100 Percentage of age group Annual Participation Measure over time as percentage of each age group Aged 16 Aged 17 Aged 18 Aged 19 18
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5 2.14 Schools carefully track pupils who intend to leave school (winter and summer leavers) and arrange contact with SDS if they do not already have a positive destination arranged. Guidance Teachers also work with young people on an individual basis to support with college applications, CV writing and to signpost wider post school supports such as Community Housing Advocacy Project (CHAP). For young people who fall into any of the vulnerable categories, Team Around the Child (TAC) meetings are arranged and SDS attend these meetings. This provides an opportunity to explore whether the intended destination is well-suited to the young person and sustainable. In these circumstances, the young person’s ongoing participation in their chosen destination is monitored closely, both by SDS and other partners. 2.15 Schools also fully support young people who wish to pursue Higher Education through UCAS information evenings for young people and parents and supporting the UCAS application process. Speakers from Universities and the Student Awards Agency Scotland (SAAS) are also invited to talk to PSE classes and Secondary Schools also engage with the widening access programmes such as REACH and Top Up (both of these are in partnership with Glasgow University). 2.16 Within each secondary school there is a Developing the Young Workforce (DYW) principal teacher. This post is enabled through partnership funding from Education and central government DYW grants. The DYW principal teacher works in close partnership with school-based SDS advisers and Ayrshire Chamber of Commerce who support employer engagement and a refreshed work experience programme. The DYW principal teacher also arranges events such as apprenticeship fairs giving young people access to a range of employers and the opportunity to ask questions and consider the options open to them post-school. Some schools also offer a mock interview process in conjunction with the Ayrshire Chamber of Commerce giving young people a realistic experience with authentic feedback. 2.17 North Ayrshire Schools benefit from a strong school-college partnership with Ayrshire College. This involves a blend of school-based courses to support attainment for young people and also support transition to full-time further education courses. Colleagues from Ayrshire College attend PSE classes throughout the senior phase and provide information on courses available as well as entry requirements, pathways and expectations of particular courses. They often attend parent briefing evenings giving relevant information and answering questions and concerns. There is strong pastoral support to facilitate smooth transitions; indeed, college staff now (from August 2025) spend allocated days in each secondary school to attend transition TAC meetings for all young people who fall into any vulnerable category. This improves attendance at college and supports young people to sustain courses, achieve qualifications and improve retention. How the Employability & Skills Team supports improvements in the APM 2.18 In 2018, No One Left Behind outlined the need for a better aligned and integrated employability support system. A partnership agreement between local authorities and Scottish Government supported the shared ambition to deliver transformational change in Scotland’s employability services. Local Employability Partnerships (LEPs) were established with responsibility for integration and alignment of local services, ensuring no one was left behind. 19
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6 2.19 The North Ayrshire Local Employability Partnership (LEP) includes representatives from the following organisations: • North Ayrshire Council Services: Employability and Skills; Business Development; Connected Communities; Education • DWP • NHS Ayrshire and Arran • Ayrshire College • Development Scotland • Ayrshire Chamber of Commerce, DYW Regional Lead, Ayrshire • TACT as a partner in the Third Sector Interface 2.20 The LEP Commissions services aligned to the local No One Left Behind delivery plan with a sharp focus on key priority groups, which include young people. Their aim is to deliver the Young Persons’ Guarantee of employment, training education or volunteering for all 16-24 years olds who have left school, ensure effective tracking arrangements are in place to reduce the numbers of unemployed and unconfirmed and increase participation rates by ensuring young people engage to prepare and progress to a positive destination. 2.21 Through the LEP and Your Next Move Working North Ayrshire, there are a range of interventions to engage and prepare young people for the world of work. Young people are supported by a dedicated keyworker throughout their journey towards and into employment. These interventions include ambition agreements, modern apprenticeships, sector-specific programmes, work experience, accredited vocational qualifications as well as tailored youth programmes delivered by a range of providers including Community Enterprise in Scotland Ltd., Ayrshire CEiS, Streetleague, Barnardo’s as well as dedicated Youth Hubs in communities throughout North Ayrshire. The youth programme is also extended to school leavers, which provides support for young people six months in advance of their school leaving date. 2.22 The launch of the 16+ Participation Portal in March has, for the first time, given individual schools access to their own data reports. Initial training was delivered by SDS to key central staff. NAC Education, Employability and SDS will jointly deliver a session to Head Teachers on 28th October 2025 to introduce new consistent approaches to updating data in the education management information system (SEEMIS) which feeds into the new 16+ Participation Portal. A key emphasis will be placed on schools recording anticipated leave dates, preferred routes and preferred occupations. Training will then be delivered to all schools to ensure the effective use of the portal. Next steps 2.23 The partnership working between the Employability and Skills Team and the Education Service has been further strengthened over the last year with more explicit collaboration across services on actions which support positive outcomes in terms of participation in employment, education and training. For the remainder of this academic session, our joint focus will include: • Jointly reviewing the data gathered through the Participation Portal to highlight strengths and areas for action • Supporting senior school leaders to continue to use and strengthen partnership working to support sustained and positive destinations for school leavers 20
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7 • Ensuring the secondary school curriculum provides updated, appropriate and relevant learner pathways through the broad general education, into the senior phase and beyond into positive destinations • Regularly reviewing the data gathered through the Participation Portal to highlight strengths and areas for action • Facilitating networks for senior school leaders and DYW principal teachers to help share effective practice across schools to maximise participation measure outcomes for all • Building on the partnership working with Ayrshire College to explore further joint delivery of courses • Supporting school staff with the use of the participation portal to help identify trends, patterns and key target groups • Discussing with school senior leaders the early identification of school leavers for session 2025-26 and the planned pathways towards positive destinations for that group • Working in partnership across Education and Employability and Skills to design effective supports towards positive destinations for target groups of school leavers (including a particular focus on care experienced learners, young carers, those living in the most deprived postcode areas and those with identified support needs.) 3. Proposals 3.1 It is proposed that Cabinet: Notes the content of the report and the progress made in improving this measure Supports the joint commitment across services and the continued partnership approach to making further improvements to this measure. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 Targeted and specific interventions have been designed to ensure that all North Ayrshire school leavers benefit from support to secure ongoing participation in education, training, employment or volunteering. There is specific and dedicated support for care experienced young people and a wide range of interventions and opportunities for young people who are not engaging to access bespoke and tailored 21
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8 support. The Modern Apprenticeship programme has a ringfenced allocation for young people with disabilities or who are care experienced to ensure a minimum of 20% of the available opportunities are for these priority groups. Climate Change and Carbon 4.5 None. Key Priorities 4.6 This report aligns with the Council Plan 2023-28 strategic aim to “transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” and more specifically “improving educational attainment and achievement and closing the attainment gap” activities. Community Wealth Building 4.7 North Ayrshire’s work in relation to positive destinations supports North Ayrshire’s Community Wealth Building aspirations through providing high quality skilled workers who can contribute to the local economy. In addition, initiatives which contribute to this work provide a wealth of opportunities for local businesses and people seeking employment in North Ayrshire. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The work outlined in this paper supports the pursuance of UNCRC Article 28 (right to education) and Article 29 (goals of education) by ensuring an ongoing focus on the full development of young people’s talents and abilities. Consumer Duty 4.10 None. 5. Consultation 5.1 Improved collaboration with partners is illustrated in the report. Ongoing consultation takes place with young people to ensure the support being provided meets or exceeds their needs. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Kathleen McCormick, Executive Manager (Education), on 01294 324443 or Laura Neill, Senior Manager (Employability and Skills) Background Papers 0 22
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16+ Information Sharing 16+ Participation Portal Reports contain information on young people tailored to Local Authorities and Colleges specific needs SEEMIS is the management information system used by all LA schools in Scotland to enter data on their pupils Our Partners SAAS focuses on Higher Education enrolments and withdrawals. DWP provides information on 18-24 year olds claiming benefits. SDS and SFC share data to determine the status of young people once they have left college What is the 16+ Participation Portal? How does it work? 16+ Participation portal is a secure web portal that partners can access to upload files (data for sharing) and to download 16+ Participation Portal reports for their Local Authority area or College Local Authorities + Colleges provide data on all current pupils/ students. In return, LAs and Colleges have access to 16+ Participation Portal reports from the shared data set, which also includes young people who used to attend school or college up to their 25th Birthday Scottish Funding CouncilColleges CSS is the Management Information System used by SDS staff to record engagement with young people. The shared data set is the information on young people that is shared between SDS and partners via the 16+ Participation Portal 16+ Participation Portal Reports LA’s SEEMiS CSS Colleges LA’s 16+ Participation Portal Appendix 1 23
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Why do we have the 16+ Participation Portal? Opportunities for All The Opportunities for All policy agenda is the Scottish Governments’ commitment to an offer of a place in learning or training to every 16-19 year old not in employment, education or training; The 16+ Participation Portal supports this ambition by helping identify those young people without an offer. Opportunities for All OfA The Participation Measure The Participation Measure was developed jointly between the Scottish Government and SDS and is used to provide the status of 16-19 year olds; it is published annually. Opportunities for All OfA 24
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Who is Involved? The Post-16 Education (Scotland) Act 2013 and two Government Frameworks (Data Practice, Policy and Practice) place a duty on key partners such as LAs, Colleges, SFC and SAAS to share information with SDS on all 16-24 year olds in Scotland. DWP are not part of the legislation but have data sharing arrangements in place. Effective partnership working and engagement are fundamental to the quality of information being shared through the 16+ Participation Portal. This supports young people, local partnerships and strategic planning. A wide range of colleagues from key partners bring together their individual requirements and responsibilities in a united and streamlined approach, for example, schools updating information, communications from the SDS Data Sharing team, partners planning their provision and advisers supporting young people. The combined support from all partners ensures young people are accessing the best opportunities. Key Audiences Information Sharing Partners SDS DWP SFC LAs SAAS Colleges Partnership Working • LA Departments • Colleges • Community Learning & Development • The Voluntary Sector • Social Workers • Schools • Head Teachers • Depute Head Teachers • Guidance Teachers • SDS colleagues • Scottish Goverment colleagues 25
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The Benefits From Skills Development Scotland, July 2024 Research shows participating in further learning/benefits beyond age 16 improves young people’s long-term career prospects. The 16+ Participation Portal identifies young people who are not participating in learning, training or work, allowing for focused and targeted service delivery by SDS and key partners. Information sharing enables effective ongoing tracking and monitoring of young people to ensure they have access to the relevant opportunities Appropriate interventions ensure young people receive effective support and services tailored to their needs Information sharing allows LAs and Colleges to be proactive and address potential issues which affect the support provided to young people Information sharing is pivotal to the OfA Agenda as it supports the transition of young people into further or higher education, employment and training Supporting Young People to Find Suitable Opportunities 26
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet (Education) Title: Proposal to limit the P1 intake at Montgomerie Park Primary School Purpose: • To provide information to Cabinet on the roll at Montgomerie Park Primary School • To set out proposals to limit the P1 intake to a maximum of 32 children and adjust the number of reserved places to ensure sufficiency of provision for catchment children as the school roll increases. Recommendation: That Cabinet agrees to: • Limit the P1 intake to a maximum of 32 children for each school session from August 2026 onwards • Increase the number of reserved places at each school stage to 4 from August 2026 • Remit to the Head of Service (Education) the ongoing responsibility to monitor catchment numbers and make adjustments to the P1 intake and/or reserved places accordingly for each subsequent school year. 1. Executive Summary 1.1 On 3 June 2025, Cabinet agreed to reserve places at three North Ayrshire primary schools, one of which was Montgomerie Park Primary School. Within that report, the need to cap P1 numbers at this school was outlined and the service committed to bring a further paper to Cabinet to cover that. 1.2 This report provides information on the current roll composition at Montgomerie Park Primary School, how this is likely to grow, and sets out a proposal to maintain a manageable occupancy level in the future. 1.3 The proposal is to limit the intake to 32 children to manage effectively the capacity at Montgomerie Park Primary School, leaving space for the roll to expand in future years, to accommodate catchment children from new homes. Approval is also sought for the Head of Service (Education) to amend the capping limit under specific circumstances, detailed within this report. 1.4 It is also recommended that the current number of spaces reserved at each stage, for catchment children moving to the area, should increase from 2 to 4 from August 2026. Agenda Item 4 27
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2. Background 2.1 Montgomerie Park Primary School was newly established and opened in August 2024 with 79 children over 5 classes. The school roll has increased significantly during its first session, with the current roll being 170 across 8 classes. One third of the school roll is made up of children who live outwith the catchment area, enrolled as a result of a successful placing request application. 2.2 On 3 June 2025, Cabinet agreed to use the provisions within the placing request legislation to reserve places at three North Ayrshire Primary Schools, one of which was Montgomerie Park Primary School. Within that report, a proposal to cap P1 numbers at this school was outlined. 2.3 The Statutory Public Consultation on the proposal to establish a new primary school at Irvine East took place in early 2021. At that time, there had been 481 homes built in Montgomerie Park since 2004, and the new catchment area boundary also included 172 long-established homes at Knadgerhill. 2.4 Since the establishment of the new school, 3 further housing sites within the catchment area have become active, as follows: Developer No of homes Timescale Bellway (on site) 146 2024-2029 North Ayrshire Council 189 2026-2029 Keepmoat 255 2026-2035 Total 590 2024-2034 Projections show that the above developments could result in around 100 additional catchment children registering for a place at Montgomerie Park Primary School by 2030. The number of new children from these homes is then expected to continue to grow until these homes are fully established. 2.5 In order to mitigate against the school failing to have sufficient accommodation for catchment children in future years, it is recommended that the P1 intake number is limited to 32 children for each new school session from August 2026. 2.6 It is also proposed that the number of reserved spaces at each stage is increased from 2 to 4 from August 2026. This allows spaces to be reserved for new children moving into the Montgomerie Park Primary School catchment area throughout the school year. This may mean that the number of P1 pupils increases above 32, as the session progresses, as these new catchment pupils register. 2.7 The proposal aims to ensure that the expansion of the school roll is carefully managed, prioritising current and future school spaces for catchment children as required, enabling them to be educated at their local school. 2.8 In developing this proposal, the following factors were taken into account: i. The school’s current capacity, calculated based on Scottish Government national guidance on determining the capacity of primary schools (2014) ii. The predicted demand for catchment places at the school in future years iii. The current and predicted number of placing requests at the school 28
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2.9 If the P1 intake number at Montgomerie Park Primary School is not limited, the current trend of rapidly increasing occupancy is likely to continue. Children attending by placing request will continue to make up a significant proportion of the school roll, and many of these children are likely to have younger siblings. Parental expectation will be that, where we have granted a placing request for an older sibling, space will be available in the future for younger family members; however, this may not be the case. As the catchment roll increases, there will be fewer spaces available each session for placing requests. 2.10 If there is insufficient space for new enrolments of children who live in the catchment area of the school, the Council would require to cover the costs of transporting the children to an alternative school until a space becomes available at the catchment school. 2.11 The Council is required to plan for the sufficiency of school places, with priority given to children and young people living within the defined catchment areas. Where all catchment pupils are placed, then placing requests are approved in line with current priority criteria: i. Placing request applicants who, in the opinion of a family doctor and community medicine specialist, could only be educated with difficulty in another school ii. Placing request applicants who have older sibling(s) continuing their attendance in the requested school iii. All other placing requests 2.12 It should be noted that if the proposal is approved, there will be fewer P1 spaces available at Montgomerie Park Primary School next year than there have been in the past. This may result in a ballot process for placing requests, whereby names are drawn and the procedure is supervised by a local elected member. It should also be noted that the other primary schools in the area have sufficient capacity to accommodate their catchment children. 2.13 There may come a point in the future when the proposed cap of 32 pupils in Primary 1 is no longer sufficient to accommodate the enrolment of all catchment children at Montgomerie Park Primary School, requiring the cap to be increased. In these circumstances, it is proposed that future authority to monitor and make any necessary adjustments to the cap and/or the number of reserved places is delegated to the Head of Service (Education). 3. Proposals 3.1 That Cabinet agrees to: • Limit the P1 intake to a maximum of 32 children for each school session from August 2026 onwards • Increase the number of reserved places at each school stage to 4 from August 2026 • Remit to the Head of Service (Education) the ongoing responsibility to monitor catchment numbers and make adjustments to the P1 intake and/or reserved places accordingly for each subsequent school year 29
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4. Implications/Socio-economic Duty Financial 4.1 The proposal aims to ensure that there are sufficient places for incoming children to attend their catchment school, therefore reducing the potential transport and staffing costs of them being educated elsewhere. Human Resources 4.2 None. Legal 4.3 The Education Authority is under a statutory duty to manage its education estate effectively to ensure that there is adequate capacity to meet demand, and the Education Authority is under a duty to provide adequate and efficient education in terms of the Education (Scotland) Act 1980. Relevant legislation has been considered in formulating the proposal, as has the Scottish Government guidance in respect of determining Primary School capacity. The proposal reflects Council policy in as far as it promotes the opportunity for children to attend their local school. Council policy will be adhered to in respect of admissions, with catchment children being given priority. Equality/Socio-economic 4.4 The key aim of this proposal is to provide children with a place at the primary school nearest their home, where they can be educated alongside other children, within their local community. Climate Change and Carbon 4.5 The proposal supports children attending their local catchment school and, as such, supports children walking to school, therefore it is hoped that it will reduce the impact to the environment from transport emissions. Key Priorities 4.6 Active and strong communities Children and young people experience the best start in life Inclusive, growing and enterprising local economy Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 None. 30
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United Nations Rights of the Child (UNCRC) 4.9 The Council places a priority on children being educated in their catchment school. The proposed cap is intended to ensure that there are sufficient spaces for catchment children to register at Montgomerie Park Primary School, as the number of homes in the catchment area grows. Consumer Duty 4.10 None. 5. Consultation 5.1 Consultation has taken place with the Head Teacher of Montgomerie Park Primary School, Education Portfolio Holder and Local Elected Members. Should the proposal be approved, we will communicate with the wider school community in order to let parents/carers understand the implications for the future. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Lynn Taylor, Senior Manager, on 01294 324437 Background Papers Cabinet 3 June 2025 - Proposal to reserve spaces for catchment children at three primary schools 31
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet (Education) Title: Review of the priority banding policy for Early Years admissions Purpose: To propose alterations to the early years admissions policy by refreshing the existing priority banding categories following a review. Recommendation: It is recommended Cabinet: • approves the revised priority banding categories • agrees to the implementation of the revised categories from January 2026 onwards 1. Executive Summary 1.1 The allocation of early years places is managed through a central allocation process. Applications are considered on the basis of priority banding categories. The current priority bands have been in place for a number of years and we believe they will benefit from being simplified. These changes also bring them more into line with the equivalent arrangements in other authorities, including East and South Ayrshire. 1.2 The proposed new bands include for the first time a priority consideration using the applicant’s postcode, according to the Scottish Index of Multiple Deprivation (SIMD) deciles. 2. Background 2.1 Funded early learning and childcare of up to 1140 hours per year is available to: • all children aged three or four years old; and • some children aged two years who meet certain eligibility criteria 2.2 Unlike with schools, there are no catchment areas for early years establishments. Parents and carers are asked to select up to three suitable establishments when enrolling their child for an early years place. 2.3 Early Learning and Childcare admissions are managed through a central allocation procedure and includes a priority banding system to ensure places are allocated fairly, based on identified needs and circumstances. The current priority banding system has been in place for a number of years and provides clear guidance to staff and parents/carers around how available early years places will be allocated. All local authorities operate a locally agreed prioritisation system to manage admissions. Agenda Item 5 33
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2.4 Our current priority banding is set out as follows: Priority 1 • children in need as defined by the Children (Scotland) Act 1995 or children with complex additional support for learning needs as defined by the Educational (Additional Support for Learning) (Scotland) Act 2004 • looked after by a local council (Foster Care or Compulsory Supervision Order) • subject of a kinship care order • subject of a guardianship order • parent who is ‘care experienced’ • child who meets the conditions of Part VI of the Immigration and Asylum Act 1999 • in North Ayrshire this also includes children who are currently on the Child Protection Register Priority 2 • all eligible 2-year-olds living within the boundary of North Ayrshire • deferred entry children • pre-school children with a sibling in the same school or ELC establishment Priority 3 • all pre-school children living within the boundary of North Ayrshire • children with an identified developmental/additional support need where support has been identified and provided by more than one agency Priority 4 • ante preschool children with a sibling in the same school or ELC establishment living within the boundary of North Ayrshire • children who have previously received a period of support through a Request for Assistance from a HSCP professional in the past 12 months Priority 5 • all ante pre-school children living within the boundary of North Ayrshire Priority 6 • all eligible 2-year-old children living out with the North Ayrshire boundary area • all pre-school children living out with the North Ayrshire boundary area Priority 7 • all ante pre-school children living out with the North Ayrshire boundary area 2.5 The proposed priority banding is less complex than the existing arrangements and is more closely aligned to the arrangements in neighbouring authorities. The proposal includes specific consideration of SIMD deciles in line with the work of North Ayrshire Council to tackle child poverty and reduce the poverty related attainment gap. This simplified banding system will ensure a robust and clear process which supports transparent and fair decision-making. 2.6 At registration periods, a General Admissions Panel will be convened to manage the allocation of early years spaces. This panel will include representation from the early years central team and will be overseen by the Senior Manager with the strategic lead responsibility for Early Years. 34
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2.7 The proposed Priority Banding System criteria for the allocation of funded places for eligible 2-year-old children and 3- and 4-year-old children is set out below: Priority 1 • All children accessing an ante preschool place who wish to return to their current establishment. • All preschool children who are returning for a deferred year and wish to return to their current establishment. Priority 2 • Children who are care experienced. • Children who are currently on the Child Protection Register. • Children in need as defined by the Children (Scotland) Act 1995 or children with additional support for learning needs as defined by the Educational (Additional Support for Learning) (Scotland) Act 2004 and identified by Social Work, Psychological Services and Health Visitors, etc. (A Priority Two placement application on the grounds of additional support needs will require a Wellbeing Assessment. This will include information gathered from professionals and parents will be asked on the application form to provide the name of their Health Visitor or Lead professional who will be contacted to support the application.) Priority 3 • Deferred Entry children who have made an application to move establishments. • Eligible 2-year-old children who have made an application to move establishments as an ante preschool child. Priority 4 • Preschool children who have a sibling attending the same school or ELC setting. Priority 5 • Ante preschool children who have a sibling attending the same school or ELC setting. Priority 6 • Children resident in North Ayrshire postcodes in Scottish Index of Multiple Deprivation (SIMD) deciles 1 & 2. Priority 7 • Children resident in North Ayrshire postcodes in Scottish Index of Multiple Deprivation (SIMD) deciles 3-10. Priority 8 • Children resident out with the boundary of North Ayrshire. Should this occur, the following criteria will be applied in order: o Preschool children o Ante preschool children 2.8 If approved, the Education Service would intend to implement the revised priority banding arrangements from session 2026-27 onwards. Registration for session 2026- 27 begins in January 2026. Updates to the Council website and communication with parents and carers would be created in advance of the application window opening, to ensure that everyone is well-informed about the process that will be followed in allocating early years places. 2.9 It would be the intention of the Education Service to monitor closely the impact of these proposed changes on the early years provision on offer in North Ayrshire. 3. Proposals 3.1 It is recommended that Cabinet: • approves the revised priority banding categories • agrees to the implementation of the revised categories from January 2026 onwards 35
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4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None Legal 4.3 None Equality/Socio-economic 4.4 The proposed banding priorities includes consideration of SIMD deciles in line with the work of North Ayrshire Council to reduce the poverty related attainment gap. Climate Change and Carbon 4.5 None. Key Priorities 4.6 Proposals outlined in this report support the Council Plan 2023-28 strategic aim to “transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” and more specifically “improving educational attainment and achievement and closing the attainment gap” activities. Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 Proposals outlined in this report will impact positively on a number of children’s rights including Article 31 (Relax and Play) and (Article 28) Education. Consumer Duty 4.10 None. 36
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5. Consultation 5.1 North Ayrshire Council’s ELC leadership team consulted the priority banding arrangements within other authorities including South and east Ayrshire Councils. We also consulted with some Heads of Early Years establishments in North Ayrshire. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Sharon McDowell, Senior Manager (Education), on 01294 310000. Background Papers 0 37
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet (Education) Title: Annual Report – School and Early Learning and Childcare Inspections 2024-25 Purpose: To inform Cabinet of the performance of North Ayrshire schools and early learning and childcare settings in external inspections, with a focus on those published during session 2024-25. Recommendation: It is recommended that Cabinet: (a) Notes the contents of this report; and (b) Commends the performance of schools and ELC settings in inspections conducted by Education Scotland and the Care Inspectorate. (c) Notes the actions being undertaken across the service to address areas requiring improvement. 1. Executive Summary 1.1 Education Scotland published inspection reports on six educational establishments in North Ayrshire in session 2024-25. Although one school received evaluations of less than satisfactory, the overall performance of our schools and centres continues to be very positive. 1.2 The Care Inspectorate published inspection reports on ten local authority early learning and childcare establishments in North Ayrshire in session 2024-25. In total, of the 38 assessed quality indicators, 28 were evaluated as good or better. 1.3 Action has been taken by individual schools and early years establishments, supported by the education service, to celebrate strengths and to address areas for improvement identified in the inspection reports. Specifically, in relation to the school which will be subject to a further inspection later this year, a full action plan has been developed and is now being implemented. 2. Background 2.1 Schools are subject to periodic external evaluation by the national inspection agency, Education Scotland. Early Learning and Childcare settings are inspected by both Education Scotland and the Care Inspectorate. Agenda Item 6 39
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2.2 Education Scotland reports on the quality of school and early years provision under the following quality indicators, taken from the self-evaluation framework How good is our school? (4th edition): • Leadership of change • Learning, teaching and assessment • Ensuring wellbeing, equality, and inclusion • Raising attainment and achievement (primary, secondary, ASN schools) • Securing children’s progress (Early learning & childcare settings). 2.3 In 2022, the Care Inspectorate introduced a new quality framework for daycare of children, childminding and school-aged childcare. This quality framework is structured around the following key questions: • How good is our care, play and learning? • How good is our setting? • How good is our leadership? • How good is our staff team? 2.4 All inspections focus on at least two quality indicators. In session 2024-25, Education Scotland carried out six school inspections in North Ayrshire (two of which included an inspection of their early years class) as part of a national sample size of 250 schools. 2.5 Education Scotland uses a six-point scale to report on the performance of the educational establishment in each of the assessed quality indicators. The categories of the six-point scale are: excellent, very good, good, satisfactory, weak, and unsatisfactory. Further detail on the meaning of the six-point scale is included at Appendix 1. 2.5.1 This paper contains information about all inspections carried out during academic year 2024-25. Inspection reports for Whitehirst Park Primary School and St Bridget's Primary School and Early Years Class will be published on 28 October 2025, and cannot be shared in the public domain prior to the publication date. Drafts of these reports have been received by the Service and are embargoed until the publication date. Advance copies of these reports have been shared in confidence with Cabinet members, including lay members of the Education Cabinet, local elected members, the head teacher and the Parent Council chairperson in advance of the Cabinet meeting. An updated version of this paper containing the inspection reports for the two remaining schools will be tabled at the Cabinet meeting on 28 October. Education Scotland (His Majesty’s Inspectorate of Education (HMIe)) Inspections 2.6 In session 2024-25, the Education Scotland inspection outcomes in North Ayrshire schools were as follows: School Inspection Report Date 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Raising attainment and achievement Fairlie Primary School 19/11/2024 [Not assessed] Good [Not assessed] Good Blacklands Primary School 04/02/2025 Very Good Good Very Good Good St Anthony’s Primary School 04/06/2025 [Not assessed] Good [Not assessed] Good 40
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Pennyburn Primary School 16/09/2025 [Not assessed] Good [Not assessed] Very Good Whitehirst Park Primary School [Not yet published] St Bridget’s Primary School [Not yet published] 2.7 In session 2024-25, the Education Scotland inspection outcomes in early years classes within North Ayrshire schools were as follows: School Inspection Report Date 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Securing children’s progress Blacklands Primary Early Years 04/02/2025 Very Good Very Good Very Good Very Good St Bridget’s Primary Early Years [Not yet published] 2.8 In session 2024-25, the Education Scotland inspection outcomes in partner early years settings within North Ayrshire were as follows: Partner Early Years Setting Inspection Report Date 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Securing children’s progress Summerlea Nursery 02/09/2025 [Not assessed] Satisfactory [Not assessed] Satisfactory 2.9 Since the introduction of the current inspection framework “How Good is our School? (4th edition)” in session 2016-2017, there has been a total of 38 inspections by Education Scotland across North Ayrshire’s schools and early years classes. Over that time frame, the performance of North Ayrshire schools in Education Scotland inspections has been extremely positive. By way of comparison in the table below, each grade has been assigned a numerical value to show our average performance against the regional and national performance. Following the cessation of the Regional Improvement Collaboratives, this will be the final year of its inclusion in this report. As a replacement comparator going forward, NAC’s inspection performance will be benchmarked against the Local Government Benchmarking Framework (LGBF) family of similar local authorities. For the figures in the tables below, the higher the value, the better the performance. NAC significantly outperforms regional and national comparators across all quality indicators for both schools and ELC settings. This is a position we are extremely proud of; it highlights the excellent work going on daily across our education establishments and we aspire to protect it going forward. Average grade assigned through Education Scotland inspection 2016-2025 (schools only): Quality Indicator NAC 2016-25* Regional 2016-25 (SWEIC)* LGBF Family** 2016-25* National 2016-25* Leadership of change 4.25 3.87 3.78 3.78 Learning, teaching and assessment 4.05 3.81 3.77 3.73 41
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Ensuring wellbeing, equality and inclusion 4.38 4.06 3.96 3.95 Raising attainment and achievement 4.05 3.77 3.69 3.71 * 6 = Excellent; 5 = Very Good; 4 = Good; 3 = Satisfactory; 2 = Weak; 1 = Unsatisfactory ** LGBF Family = Dundee City, East Ayrshire, Eilean Siar, Glasgow City, Inverclyde, North Ayrshire, North Lanarkshire, West Dunbartonshire Average grade assigned through Education Scotland inspection 2016-2025 (early learning and childcare settings only (authority provision)): Quality Indicator NAC 2016-25* Regional 2016-25 (SWEIC)* LGBF Family** 2016-25* National 2016-25* Leadership of change 4.08 3.85 3.60 3.66 Learning, teaching and assessment 4.30 3.96 3.66 3.75 Ensuring wellbeing, equality and inclusion 4.25 4.17 3.94 3.97 Securing children’s progress 4.30 4.02 3.77 3.83 * 6 = Excellent; 5 = Very Good; 4 = Good; 3 = Satisfactory; 2 = Weak; 1 = Unsatisfactory 2.10 A further indicator of quality of educational provision overall is the percentage of school/ early learning and childcare inspections by Education Scotland which resulted in an evaluation of “good” or better. Data has been analysed since the introduction of the current inspection framework in 2016-17 to the end of session 2024-25. Again, this demonstrates an extremely strong performance in North Ayrshire which outperforms regional and national comparators across all indicators: Percentage of Education Scotland inspections resulting in an evaluation of “good” or better 2016-25 (schools only): Quality Indicator NAC 2016-25 Regional 2016-25 (SWEIC) LGBF Family** 2016-25 National 2016-25 Leadership of change 75% 63% 62% 62% Learning, teaching and assessment 81% 70% 65% 64% Ensuring wellbeing, equality and inclusion 81% 71% 71% 70% Raising attainment and achievement 78% 69% 62% 63% Percentage of Education Scotland inspections resulting in an evaluation of “good” or better 2016-25 (early learning and childcare settings only): Quality Indicator NAC 2016-25 Regional 2016-25 (SWEIC)* LGBF Family** 2016-25 National 2016-25* Leadership of change 75% 69% 56% 61% Learning, teaching and assessment 80% 72% 57% 65% 42
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Ensuring wellbeing, equality and inclusion 75% 74% 72% 74% Securing children’s progress 80% 76% 65% 69% 2.11 The Education Scotland inspection reports (at Appendix 2) highlight a number of key strengths common to several of the establishments they visited in North Ayrshire in 2024-25. Notable strengths have been identified in the following areas: • Positive relationships and an inclusive ethos • Engaged, confident and responsible learners • Committed and collaborative staff teams • Strong leadership and strategic direction • Effective support for wellbeing and learning 2.12 As is standard, areas for improvement in North Ayrshire were also identified through the inspection reports. All reports always have at least one identified area for improvement. The improvement actions frequently include the wording “continue to”, demonstrating that establishments are already beginning to take steps to address these points. The most common themes for improvement in 2024-25 (for schools with satisfactory or better evaluations) were: • Strengthen consistency in high quality learning and teaching • Improve assessment and tracking processes • Continue work to Improve engagement and attendance 2.13 These common key areas for improvement are also being addressed more widely across all establishments through the priority actions of the Service Improvement Plan. Establishments requiring improvement 2.14 In August 2024, the inspection report published for Pirnmill Primary School evaluated the school’s performance as “weak” in two quality indicators (2.3: Learning, teaching and assessment, and 3.2: Raising attainment and achievement). This resulted in a full action plan being developed between the new Head Teacher and the Education Service central team. The plan detailed actions to secure improvement in the four identified areas for improvement from the inspection report. A further external inspection took place in June 2025 to evaluate the progress made in the school since the original inspection. The Inspector noted the very strong progress across all areas for improvement. This is illustrated in the following extract from the report: “Teachers have made strong progress in improving learning, teaching, and assessment. Most children make good progress in literacy and numeracy, with a few making very good progress. Teachers provide a broad and balanced curriculum firmly embedded in the local context in which children live. There is a positive and caring ethos in the school. Children are highly respectful to adults and their peers. They enjoy learning in a welcoming environment where everyone is encouraged to do their best.” This is a significant improvement in a short period of time and is the product of the coordinated efforts of the new head teacher, her staff and the central quality improvement team. As a result, the quality of education has significantly improved for the learners. Further details about the improvements achieved are contained in the further inspection outcome letter, included at Appendix 3. As a result of the clear progress and improvements made, HMIe will make no more visits to this school in connection with this inspection. 43
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2.15 [Further information will be added following the publication of final inspection reports on 28 October 2025.] 2.16 In order to ensure improvements are made in a timely manner and to maintain close monitoring of targeted establishments, action plans have been developed for all establishments where the outcome of an external inspection was evaluated as anything lower than “good” for any quality indicator. For session 2025-26, action plans have been developed for St Bridget’s PS and EYC, Whitehirst Park PS, Hayocks PS (Early Years Class) St Peter’s PS (Early Years Class) and Woodlands PS (Early Years Class). Care Inspectorate Inspections 2.17 In session 2024-25 the performance of North Ayrshire Early Learning and Childcare centres and classes in Care Inspectorate inspections was positive. Care Inspectorate reports can all be accessed via their website. A total of ten Local Authority Early Years centres and classes and three partner nurseries were inspected, the evaluations for which are summarised in the tables below: Early Learning and Childcare Setting (NAC) Inspection Report Date KQ1: How good is our care, play and learning? KQ2: How good is our setting? KQ3: How good is our leadership? KQ4: How good is our staff team? St Peter’s Primary School Nursery Class 23/10/2024 Adequate Good Adequate Adequate West Kilbride Primary School Nursery Class 05/11/2024 Very Good Good Good Very Good Garnock Community Campus (nursery) 09/12/2024 Good Good Very Good Good Woodlands Primary School Nursery Class 10/12/2024 Adequate Adequate Adequate Adequate Pennyburn Primary School Nursery Class 05/03/2025 Adequate Good Good Good Beith Primary School Nursery Class 03/04/2025 Good Good Good Good Lawthorn Primary School Nursery Class 10/04/2025 Good Very Good Good Good Abbey Primary School Nursery Class 29/05/2025 Good Good Good Good Stanley Primary School Nursery Class 19/06/2025 Good Good Very Good Very Good St Bridget’s Primary School Nursery Class [Not yet published] Early Learning and Childcare Setting (partners) Inspection Report Date KQ1: How good is our care, play and learning? KQ2: How good is our setting? KQ3: How good is our leadership? KQ4: How good is our staff team? Burnside House Nursery 23/10/2024 Good Good Good Good Treetops Too (Saltcoats) 26/11/2024 Good Adequate Good Good 44
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Treetops Nursery (Irvine) 24/03/2025 Adequate Adequate Good Good 2.18 The Care Inspectorate updated their framework of quality indicators in 2022. Nevertheless, in order to mirror the approach above (for Education Scotland inspections) to providing trend information over several years, a calculation has enabled average performances to be shown, covering the period 2016-25, both for North Ayrshire’s local authority early learning and childcare settings, as well as for the South West Educational Improvement Collaborative (SWEIC). As with similar comparisons for schools, this demonstrates that we are performing well when benchmarked against others. Average grade assigned through Care Inspectorate inspections in Early Learning and Childcare (NAC settings): New Quality Indicator (from August 2022) Previous Quality Indicator (before August 2022) North Ayrshire Average Performance 2016-25* SWEIC Average Performance 2016-25* Quality of care, play and learning Quality of care and support 4.66 4.50 Quality of setting Quality of environment 4.56 4.39 Quality of leadership Quality of management and leadership 4.30 4.28 Quality of staff team Quality of staffing 4.45 4.41 * 6 = Excellent; 5 = Very Good; 4 = Good; 3 = Satisfactory; 2 = Weak; 1 = Unsatisfactory 2.19 Common strengths from the Care Inspectorate reports on early learning and childcare settings in North Ayrshire in 2024-25 are: • Warm, caring and nurturing relationships • Strong knowledge of children and their families • Positive and engaging environments for play and learning • Committed and collaborative staff teams • A clear focus on continuous improvement and quality assurance. 2.20 Care Inspectorate reports included seven areas for improvement in total for early learning and childcare establishments in North Ayrshire in 2024-25. Plans are in place in the relevant individual establishments to address these. Heads of establishment are working closely with the central team to ensure that improvements are made in the identified areas, which cover: maximising the effective deployment of staff; improving aspects of record-keeping; improving the consistency of planning; improving specific aspects of the learning environment and experiences; and addressing staff training needs effectively. Locally, NAC Early Years Team has launched a broad new programme of professional learning for early learning and childcare, which will contribute to and support the systematic improvement of quality across the service. 2.21 As part of the service’s commitment to continuous improvement, inspection outcomes have been used alongside feedback and engagement sessions with head teachers and other senior officers, to feed into an evaluation of the service’s Quality Improvement Framework, which has been refreshed and updated for session 2025-26. Alongside strengthened processes to ensure consistency of approach to quality improvement across the service, there is an increased flexibility in approach, agreed at individual establishment level. 45
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2.22 To strengthen the oversight the quality improvement team has of service-wide performance and to ensure that support for establishments continues to be designed and targeted as effectively as possible, a new quality improvement team dashboard is in development. The dashboard will facilitate more efficient monitoring of a range of measures of quality across all establishments. Actions for the quality improvement team are now being set and reviewed at monthly intervals. 2.23 A new feature of our collaborative work to ensure high quality provisions lead to strong inspection outcomes is the introduction of a new Pre-Inspection Network for heads of establishment. This network meets approximately every three weeks and focuses on providing high quality practical support and advice to school and EYC leaders in the lead-up to inspections. In parallel, there is an ongoing programme of establishment reviews carried out by teams of senior leaders and the central quality improvement team. These approaches, underpinned by our Quality Improvement Framework, are designed to give establishments, the service and elected members assurance that self- evaluation is a key aspect of the work of our establishments and that this leads consistently to planned improvements, based on local contexts. 3. Proposals 3.1 It is recommended Cabinet: (a) Notes the contents of this report; and (b) Commends the performance of schools and ELC settings in inspections conducted by Education Scotland and the Care Inspectorate throughout academic session 2024-25. (c) Notes the actions being undertaken across the service to address areas requiring improvement. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 Council priorities: 46
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The external inspection activity confirms the focus of the Education Service is to align with the Council Plan 2023-28 strategic aim to “transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” and more specifically “improving educational attainment and achievement and closing the attainment gap” activities. Community Wealth Building 4.7 Better educational outcomes for children young people and adults, as well as increased capacity building and resilience in communities are required to underpin a strong local economy. North Ayrshire works in partnership with local early learning and childcare providers (local businesses) to ensure the provision of care is a shared endeavour. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 There has been no specific consultation on the contents of this report, however, there is ongoing engagement with school and early years communities at various levels on evaluating the quality of education. This work informs and supports the improvement planning process, both within individual establishments and across the service. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Andrew McClelland, Head of Service (Education), on 01294 324413. Background Papers Appendix 1 - The HMIe 6-point scale Appendix 2 – HMIe reports Appendix 3 – Pirnmill Primary School Further Inspection Letter 47
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The six-point scale The six-point scale is a tool for grading the quality indicators. It is mainly used by Education Scotland, local authorities and other governing bodies for the purpose of national and/or local benchmarking across a number of establishments. It is not necessary for individual schools to measure themselves against the six-point scale although they may choose to do so. It should be noted that, when a grading is applied, it is for the whole quality indicator. Individual themes should not be graded. In education, an evaluation can be arrived at in a range of contexts. We need to bear in mind that awarding levels using a quality scale will always be more of a professional skill than a technical process. However, the following general guidelines should be consistently applied. Excellent An evaluation of excellent applies to services which are a model of their kind. An evaluation of excellent represents an outstanding standard of provision which exemplifies very best practice. It is characterised by professional understanding which is being shared to support system-wide improvement. It implies that very high levels of performance are sustainable and will be maintained. Very good An evaluation of very good means that there are major strengths. There are very few areas for improvement and any that do exist do not significantly diminish the service user’s experience. An evaluation of very good represents a high standard of provision and is a standard that should be achievable by all. There is an expectation that the organisation will make continued use of self-evaluation to plan further improvements and will work towards improving provision and performance to excellent. Good An evaluation of good means that there are important strengths, yet there remains some aspects which require improvement. The strengths have a significantly positive impact on almost all service users. However, the quality of service users’ experiences is diminished in some way by the aspects in which improvement is required. It implies that the organisation should seek to improve further the areas of important strength, and also take action to address the areas for improvement. Satisfactory An evaluation of satisfactory means that the strengths within this aspect of the service’s work just outweigh the weaknesses. It indicates that service users have access to a basic level of provision. It represents a standard where the strengths have a positive impact on service users’ experiences. However, while the weaknesses are not important enough to have a substantially adverse impact, they do constrain the overall quality of service users’ experiences. It implies the organisation needs to take action to address areas of weakness by building on its strengths. Weak An evaluation of weak means that there are important weaknesses within this aspect of the organisation’s work. While there may be some strengths, the important weaknesses, either individually or collectively, are sufficient to diminish service users’, experiences in substantial ways. It implies the need for prompt, structured and planned action on the part of the organisation. Unsatisfactory An evaluation of unsatisfactory means there are major weaknesses within this aspect of the organisation’s work which require immediate remedial action. Service users’ experiences are at risk in significant respects. In almost all cases, this will require support from senior managers, or, in some cases, at corporate level, in planning and carrying out the necessary actions to effect improvement. This may involve working alongside other staff or agencies in or beyond the organisation. Appendix 1 48
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1 | Fairlie Primary School, North Ayrshire Council, 8211221 © Crown Copyright 19 November 2024 Dear Parent/Carer In September 2024, a team of inspectors from Education Scotland visited Fairlie Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. Fairlie Primary School nursery class was inspected by Care Inspectorate within the past 18 months. Therefore, we have agreed with the local authority and school that the nursery class is not part of this inspection. The inspection team found the following strengths in the school’s work. • The polite, respectful and responsible children. They feel safe and included and are proud to be members of the school community. Children across the school enjoy positive relationships with staff and peers and are very well behaved. • Children who are engaged in their learning. They work well independently and with other children. Almost all children are eager to learn and they participate actively in lessons. • The supportive and reflective staff team. They know the children and families very well and are committed to improving outcomes for children. There is a strong sense of belonging across the school community. The following areas for improvement were identified and discussed with the headteacher and representatives from North Ayrshire Council. • The headteacher and teachers should ensure that learning activities provide the correct level of difficulty for all children. This will help to support children to make the best possible progress in their learning and raise attainment. • The headteacher and teachers should improve approaches to tracking and monitoring children’s progress. This will help them to identify attainment gaps and overall trends and support their planning for improvement. Appendix 2 49
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2 | Fairlie Primary School, North Ayrshire Council, 8211221 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Fairlie Primary School Quality indicators Evaluation Learning, teaching and assessment good Raising attainment and achievement good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Fairlie Primary School | Inspection Report | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. M. A. Speirs HM Inspector 50
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1 | Blacklands Primary School and Early Years Class, North Ayrshire Council, 8212724 © Crown Copyright 4 February 2025 Dear Parent/Carer In November 2024, a team of inspectors from Education Scotland visited Blacklands Primary School and Early Years Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • Children in the school and early years class are happy, confident and responsible. They are proud to be members of the Blacklands community. All children benefit from warm, nurturing relationships with staff and each other. As a result, children are calm, settled and feel safe. • The headteacher provides clear leadership and strong direction to the staff team. All staff in the school and early years class evaluate their practice on a very regular basis. They feel empowered to lead improvements and activities. This results in a very strong sense of staff teamwork and has a positive impact on children’s experiences. • Staff in the school and early years class deliver a very effective range of interventions and opportunities to support children’s emotional and social wellbeing. They know the children’s needs very well and use highly appropriate strategies and resources to help them become more ready to learn. • In the early years class, children engage very well in their learning. They are making very good progress in their learning and development. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • In the school, all staff should work together to ensure there is a consistently high quality of learning and teaching. They should continue to develop approaches to tracking and monitoring of children’s progress. • In the school and early years class, all staff should continue to develop approaches to planning children’s learning. All staff should ensure children experience progression, support and challenge in their learning across all curriculum areas. • The headteacher and all staff need to continue to work closely with children and families to improve children’s attendance at school. 51
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2 | Blacklands Primary School and Early Years Class, North Ayrshire Council, 8212724 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using four quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Blacklands Primary School and Early Years Class Quality indicators for the primary stages Evaluation Leadership of change very good Learning, teaching and assessment good Ensuring wellbeing, equality and inclusion very good Raising attainment and achievement good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale Quality indicators for the nursery class Evaluation Leadership of change very good Learning, teaching and assessment very good Ensuring wellbeing, equality and inclusion very good Securing children’s progress very good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Blacklands Primary School | Inspection Report | Education Scotland 52
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3 | Blacklands Primary School and Early Years Class, North Ayrshire Council, 8212724 © Crown Copyright What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Katharine Crombie HM Inspector 53
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1 | St Anthony’s Primary School, North Ayrshire Council, 8213720 © Crown Copyright 24 June 2025 Dear Parent/Carer In April 2025, a team of inspectors from Education Scotland visited St Anthony’s Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • Children benefit from learning in an environment where their rights are respected and relationships are very positive. They feel safe and participate in activities that promote the Catholic faith. The whole school community is part of the St Anthony’s ‘family’ where everyone is included and supports each other. • Children across the school are articulate. They engage very positively during learning and can express their thoughts and feelings while listening to each other. • Staff work very effectively as team through their engagement with professional learning and working together to improve learning, teaching and assessment. Teachers carefully plan approaches that remove barriers to learning. • Staff assess accurately children’s progress in literacy and numeracy. Senior leaders use this information effectively to ensure that children’s learning continues to improve. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • Teachers, as planned, need to develop the quality of teaching ensuring that the pace of learning meets the needs of all learners. • There is a need for staff to improve children’s knowledge of knowing their strengths and next steps in learning across all areas of the curriculum. • Senior leaders need to continue to raise attainment through children developing their literacy and numeracy skills across all areas of the curriculum. 54
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2 | St Anthony’s Primary School, North Ayrshire Council, 8213720 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for St Anthony’s Primary School Quality indicators Evaluation Learning, teaching and assessment good Raising attainment and achievement good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: St Anthony's Primary School | Inspection Report | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Dr. Elizabeth C Montgomery HM Inspector 55
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1 | Pennyburn Primary School, North Ayrshire Council, 8212929 © Crown Copyright 16 September 2025 Dear Parent/Carer In June 2025, a team of inspectors from Education Scotland visited Pennyburn Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. Pennyburn Primary School nursery class was inspected by Care Inspectorate within the past 18 months. Therefore, we have agreed with the local authority and school that the nursery class is not part of this inspection. The inspection team found the following strengths in the school’s work. • Children are happy, motivated and proud of their school. They show confidence, kindness, respect and demonstrate the school values of kindness, integrity and ambition as they interact well with one another. • Senior leaders and staff work together very effectively to ensure a strong, nurturing and inclusive culture across the school. As a result, children are motivated to learn, feel supported, understood and included which is helping them to engage positively in their learning and wider school experiences. • Staff use data very effectively to monitor children’s progress and identify those requiring additional support. They implement highly effective strategies and targeted interventions to close gaps in learning. These approaches are having a significant and positive impact, leading to improved levels of attainment in literacy and numeracy across the school. The following areas for improvement were identified and discussed with the headteacher and representatives from North Ayrshire Council. • Senior leaders and staff should continue to develop approaches which further enhance pupil engagement through their interests and the development of skills for life, learning and work such as curiosity, creativity and problem solving. • Senior leaders should continue with plans to track the progress children make across all areas of the curriculum. 56
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2 | Pennyburn Primary School, North Ayrshire Council, 8212929 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Pennyburn Primary School Quality indicators Evaluation Learning, teaching and assessment good Raising attainment and achievement very good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Pennyburn Primary School | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Lorraine Dougan HM Inspector 57
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Report to follow when published: Whitehirst Park Primary School St Bridget's Primary School 58
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1 | Pirnmill Primary School, North Ayrshire Council, 8200521 © Crown Copyright 16 September 2025 Dear Parent/Carer In August 2024, HM Inspectors published a letter on Pirnmill Primary School. The letter set out a number of areas for improvement which we agreed with the school and North Ayrshire Council. Recently, as you may know, we visited the school again. During our visit, we talked to children and worked closely with the headteacher and staff. We heard from the headteacher and other staff about the steps the school has taken to improve. We looked at particular areas that had been identified in the original inspection. As a result, we were able to find out about the progress the school has made and how well this is supporting children's learning and achievements. This letter sets out what we found. Staff should develop approaches to support children to lead their own learning. This should include more regular, planned learning conversations. This will enable children to better understand what they have achieved and what is next for them in their learning. Overall, teachers have made significant progress in helping children to lead their own learning. Children know and understand well what they have achieved and what they need to learn next. Teachers and all children regularly engage in discussions about their learning. Children discuss what they enjoy and where they think they are making progress. Children set personal learning targets regularly with their teachers. They set targets in literacy and English and numeracy and mathematics and one or two other curriculum areas they so choose. These targets are written in learning journals. Children record their work in online profiles, which parents can view anytime. Children later assess with confidence how well they met their goals and record this in their learning journals before identifying new next steps. Children share their journals proudly with visitors and talk very well about their learning. All children have leadership roles in pupil leadership committees. They develop their skills of teamwork and communication successfully through these roles. A recent example of this was a child-led gardening day. Children invited parents to help improve the school garden. They used their budget successfully to buy supplies. Families worked together to make the garden safer and more useful. Children enjoy and benefit from activities in the garden such as growing vegetables and studying insects. They are proud of their garden and plan more improvements. The headteacher meets all children in small groups called ‘learning circles’. They discuss with clarity their work and how teachers can help them improve. Children are fully involved in planning their learning contexts with teachers. This term, they chose to study oceans and shared what they already knew and what they would like to learn next. This helps teachers to plan challenging learning for all children which is relevant to the context in which children live and motivates them well. Children welcome opportunities to lead their learning at break times. They created successfully new break-time activities such as ‘Music Monday’ and ‘Wheels Wednesday’. Appendix 3 59
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2 | Pirnmill Primary School, North Ayrshire Council, 8200521 © Crown Copyright This has led to a few children learning to ride bikes independently of which they are rightly proud. Older children engaged in sessions with a local sports coach about leading games in the playground. All children benefited from engaging in these games led by older children. All children are proud of their leadership of their own learning. They talk with confidence about how they lead their own learning. They are proud of the leadership roles they have and have strong ideas and opinions about how they will continue to lead their own learning and the work of the school. Senior leaders, with support from the local authority, should develop further an effective strategic approach that supports staff to raise attainment and achievement for all children. This should include embedding processes to plan, track and assess children’s learning. Teachers have had a strong focus on raising attainment and achievement for all children. They have improved how they plan, track, and assess children’s learning across the school. Teachers now plan children’s learning over different timescales. They use clear progression pathways for literacy, numeracy, physical education, and some health topics. These pathways are linked to Curriculum for Excellence (CfE) experiences and outcomes. For all other curriculum areas, they use a three-year rolling plan. This helps them to ensure all children experience a broad and balanced curriculum. Teachers should now create progression pathways for all curriculum areas. Teachers meet regularly with parents of children who require additional support with their learning. They include children and colleagues from multi-agency groups in these meetings where required. Together they create clear plans with specific, achievable targets. Teachers, parents and children review these targets throughout the year. This helps children who require additional support to make strong progress. Teachers have developed a clear framework for assessment which details which assessments they should use and when. They use assessments in literacy and numeracy and classwork to check how children apply their skills in new situations. Teachers work with colleagues in cluster schools to moderate children’s work. In small groups, teachers plan lessons, gather evidence, and discuss children’s progress and attainment. This is helping them to feel more confident judging children’s progress and achievement. They now make accurate decisions about children’s attainment and progress within CfE levels. Working together, all teachers have developed robust systems to track children’s progress and achievement. Teachers and senior leaders meet regularly to discuss children’s progress in literacy and numeracy. They identify gaps in children’s learning well and provide targeted support in class. Teachers also track children’s achievements in and outside school. Parents share children’s successes from home and staff and children celebrate these in journals and on the Pirnmill Panthers display board. Teachers work effectively with partners to offer clubs after school. All children have now participated in out of school activities. Children also join island events like the horticultural show and music festival. Teachers should now track the skills children are developing through wider achievement. 60
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3 | Pirnmill Primary School, North Ayrshire Council, 8200521 © Crown Copyright Senior leaders should prioritise and support the improvement of the quality of learning, teaching and assessment to ensure all children make the best possible progress. Teachers have made strong progress in improving learning, teaching, and assessment. Most children make good progress in literacy and numeracy, with a few making very good progress. Teachers provide a broad and balanced curriculum firmly embedded in the local context in which children live. There is a positive and caring ethos in the school. Children are highly respectful to adults and their peers. They enjoy learning in a welcoming environment where everyone is encouraged to do their best. When the headteacher took up post, she worked with all teachers to agree a set of clear expectations for high-quality learning and teaching. Teachers engage well with a wide range of professional learning activities to help them improve their learning and teaching. Senior leaders use the agreed framework of expectations effectively as a basis for observing learning and teaching. Teachers and senior leaders use feedback from observations well to improve their teaching and improve learning experiences for all children. The quality of learning and teaching across the school has significantly improved. All teachers reviewed and improved classroom environments to better meet all children’s needs. A new ‘discovery room’ supports play-based learning for younger children. Teachers are planning how to offer more creative and exploratory learning for all children in the discovery room. All children like their new classroom environments. They access resources independently and enjoy being able to choose where in the classroom to work at different times in the day. Teachers use clear explanations and instructions at all times. They check children’s understanding regularly during lessons using strategies like ‘thumbs up’ or ‘fist to five’. Children describe very well what they are learning. Older pupils help each other improve through providing others with peer-assessment and clear feedback. Teachers provide learning activities which engage children successfully and are well-matched to all children’s needs. Children benefit from regular opportunities to learn outdoors in the playground and garden or on the beach. Teachers and children use digital technology well to enhance learning and teaching. Children enjoy coding small computers and creating videos. Teachers have introduced and led a series of successful ‘together days’ with a nearby school. Children are making new friends and collaborate and communicate well as they work in groups with their new peers. All staff should further develop the use of data to track more clearly how much and how well children progress over time. They should use this information to plan learning that challenges children to make the best possible progress. All teachers have made strong progress in using data to track how well children make progress over time. They use this information well to plan lessons that are both challenging and engaging for all children. 61
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4 | Pirnmill Primary School, North Ayrshire Council, 8200521 © Crown Copyright All teachers know children very well. They have clear information about each child, including those who require additional support or have English as an additional language. Every child has developed a communication passport that explains how they learn best, what they find difficult, and other personal details. This helps teachers plan and deliver learning which meets the needs of all children well. Teachers record fully children’s attainment in a range of assessments across the year. They combine this well with their own observations to make accurate judgments about each child’s progress. Senior leaders and teachers meet three times a year to discuss children’s progress and attainment in literacy and English and numeracy and mathematics. They use tracking spreadsheets well to record whether children are on track, need extra support, or are exceeding expectations. All teachers now have a clear picture of each child’s progress. During tracking meetings, teachers identify children who are not making expected progress or have gaps in their learning. Teachers use detailed assessment data effectively to understand exactly where support is needed. Together with school leaders, they plan targeted support for individuals which they provide successfully as part of everyday learning and teaching. Teachers are developing a strong understanding of children’s attainment and progress over time. What happens next? The school has made good progress since the original inspection. We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents about the school’s progress as part of its arrangements for reporting on the quality of its schools. Katharine Crombie HM Inspector 62
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Revenue Budget 2025/26 : Financial Performance to 31 August 2025 Purpose: To advise Cabinet of the financial performance for the Council at 31 August 2025 Recommendation: That Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (c) approve the virements detailed in Appendix 8. 1. Executive Summary 1.1 The General Services Revenue Estimates for 2025/26 were approved by Council on 26 February 2025. The Housing Revenue Account (HRA) Revenue Budget for 2025/26 was approved by Council on 12 February 2025. 1.2 As part of the monitoring procedures to keep the Cabinet informed of the financial performance of the Council, financial performance reports are presented on a regular basis. This is the second report for 2025/26 and covers the period to the end of August 2025 (Period 5). Projections have been made to the year-end. 1.3 At Period 5 the General Fund is forecasting a net projected underspend of (£0.595m), (0.1%), after transferring resources to/from earmarked reserves. This is an improvement from the previously reported breakeven position. 1.4 The Housing Revenue Account is forecasting a net in-year underspend of (£1.966m), (3.0%). This is an increase of (£0.456m) from the previously reported underspend. 1.5 The Health and Social Care Partnership is projecting a year-end overspend of £5.259m, (1.5%), for 2025/26. This is an increase of £0.068m since the previous report. The Council services element is reporting a projected overspend of £3.208m and the Health services element is reporting a projected overspend of £2.051m. However, previously identified financial recovery actions have reduced the projected overspend to £1.733m, including £0.957m for Council Services, an increase of £0.301m from the previous position, and £0.776m for Health services, an increase of £0.257m. Agenda Item 7 63
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1.6 Ongoing management action to address absence levels has resulted in performance improvements across services. Although employee absence rates remain above targets, there has been a 5% reduction in days lost during the period when compared to the same period last year. 1.7 Significant risks to the reported position have been identified arising from the recent and ongoing 2025/26 pay negotiations and the associated funding. While the pay settlement for non-teaching staff has been agreed, the settlement for teaching staff is still under negotiation. Current projections include an assumption that any additional costs in excess of the budgeted provision will be funded by the Scottish Government. Any shortfall in funding will require the identification of additional recurring resources. Further risks have been identified in relation to the reported HSCP position which requires measures to be put in place by the HSCP to address these risks. However, this position could have an impact on the level of financial contributions from the funding parties. 2. Background General Fund 2.1 The Council set a breakeven budget for 2025/26. In addition to the budget approved on 26 February 2025, earmarked funds of £85.088m were carried forward from 2024/25 for service expenditure in 2025/26 and beyond. These funds are reflected in the figures within the 2025/26 financial performance reports as they are drawn down. 2.2 Current financial projections indicate that a net in-year underspend of (£0.595m), net of transfers to/from reserves, is anticipated for the year to 31 March 2026. The forecast position will continue to be monitored throughout the year. 2.3 Details of the current financial projections are summarised in the following table: Service Expenditure App No. Annual Budget £ million Projection to 31 March 2026 £ million Projected Variance for year (Fav)/Adv £ million Projected Variance @ P3 (Fav)/Adv £ million Movement £ million Note Corporate Services 1 19.880 19.823 (0.057) (0.007) (0.050) (i) Education 2 185.451 185.600 0.149 0.735 (0.586) (ii) Place 3 55.110 55.257 0.147 0.202 (0.055) (iii) Communities & Housing 4 14.789 15.005 0.216 0.286 (0.070) (iv) Other Corporate Items 5 26.958 26.324 (0.634) (0.800) 0.166 (v) Sub Total 302.188 302.009 (0.179) 0.416 (0.595) Health and Social Care Partnership 9 141.109 141.109 0.000 0.000 0.000 Balance for Services 443.297 443.118 (0.179) 0.416 (0.595) Financing Charges 6 13.854 13.854 0.000 0.000 0.000 Contribution to Loans Fund Reserve 6 9.660 9.660 0.000 0.000 0.000 Total Planned Expenditure 466.811 466.632 (0.179) 0.416 (0.595) 64
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Service Expenditure App No. Annual Budget £ million Projection to 31 March 2026 £ million Projected Variance for year (Fav)/Adv £ million Projected Variance @ P3 (Fav)/Adv £ million Movement £ million Note Aggregate External Finance 6 (390.337) (390.337) 0.000 0.000 0.000 Council Tax 6 (72.009) (72.425) (0.416) (0.416) 0.000 Use of Earmarked Funds 6 (4.465) (4.465) 0.000 0.000 0.000 Total Planned Income (466.811) (467.227) (0.416) (0.416) 0.000 Net Expenditure/ (Income) 0.000 (0.595) (0.595) 0.000 (0.595) 2.4 The reported Planned Income includes adjustments to Scottish Government funding from that included in the approved budget, as detailed in the following table: Movements on Planned Income General Revenue Grant £ million Non Domestic Rates £ million Specific Grants £ million TOTAL AEF £ million Revised Budget 30 June 2025 (339.581) (42.560) (8.101) (390.242) Ukrainian Resettlement (0.095) 0.000 0.000 (0.095) Revised Planned Income (339.676) (42.560) (8.101) (390.337) 2.5 Commentary on Significant Movements from Period 3 The Council's overall financial forecast against the revised budget is an improvement of (£0.595m) from the previously reported position. A brief explanation of the significant movements at a service level are outlined as follows: (i) Corporate Services – underspend of (£0.057m), an improvement of (£0.050m) from the previously reported underspend The movement is primarily related to vacancy management across the services. (ii) Education – overspend of £0.149m, an improvement of (£0.586m) from the previously reported overspend The movement is primarily related to: • Additional Scottish Government grant income to support School Meals Test of Change for S1-S3 pupils, (£0.417m), with additional costs associated with this already built into the cost projections; and • Updated Early Years registration information for funded providers, (£0.202m). 65
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(iii) Place – overspend of £0.147m, an improvement of (£0.055m) from the previously reported overspend The movement is primarily related to: • Vacancy management across services, (£0.113m); and • Lower than anticipated vehicle fuel costs, (£0.068m). These have been partly offset by additional non domestic rates costs in relation to vacant properties at Annickbank Innovation Campus and the former Moorpark Primary School, £0.126m. Virements in relation to additional income with the Roads service have been included within Appendix 8. (iv) Communities and Housing – overspend of £0.216m, an improvement of (£0.070m) from the previously reported overspend The movement is primarily related to additional planning fee income. (v) Other Corporate Items – underspend of (£0.634m), a reduction of £0.166m from the previously reported underspend The movement is primarily related to updated contingencies and centrally held inflation provisions. Health and Social Care Partnership 2.6 A copy of the HSCP financial performance report as at the end of July 2025 is attached at Appendix 9. The report highlights the key challenges and variances for the Partnership. The key points for Cabinet to note are summarised below: • The projected outturn is a year-end overspend of £5.259m for 2025/26. However, this has been reduced to £1.733m due to previously identified financial recovery actions. This is an increase of £0.558m since the previous reporting period. • The projected overspend on the Council Services element is £3.208m over the same period, reduced to £0.957m following the identified financial recovery actions. This is an increase of £0.301m since the previous reporting period; • The most significant areas of overspend include care at home, residential placements for children, physical and learning disability care packages, supplementary staff in wards, staff costs in Montrose House and unplanned activities within the lead partnership for mental health. Further detail is included in the report at Appendix 9. The main areas of risk identified include: • 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; 66
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• 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; • Pay settlements for both NHS and Local Government staff have been agreed for 2025/26. The NHS element has been funded, and the current assumption is that the shortfall between budget planning assumptions and actual settlements will be fully funded for Local Government staff; • 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 services have been significantly higher than assumed; and • 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 monitored throughout 2025/26. Absence Management 2.7 The programme of work to monitor absence levels and effectively implement relevant policies has resulted in a significant reduction in reported absence levels across the Council during the first 5 months of 2025/26. Although the average number of days lost remains high, at 4.7 days lost compared to the target of 4.25 days, this reflects a 5% reduction in total days lost to absence when compared to the same period in 2024/25. Within the Education Service, the number of days lost for teaching staff has reduced by 23% when compared to the previous year. 67
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Risks 2.8 The 2025/26 non-teacher pay settlement has been agreed at 4.0%. This compares to the approved budget provision of 3.0%. Negotiations in relation to the 2025/26 teacher pay settlement are currently ongoing. All current projections assume that the additional costs arising from the non-teacher pay settlement and any teacher award in excess of available budgets will be supported by additional Scottish Government funding. Any variation between costs and funding may require the utilisation of Council reserves, with a knock-on effect on future budget gaps. 2.9 Under the terms of the Health and Social Care Integration Scheme, a recovery plan must be agreed to address the projected overspend. There is a risk that, if the recovery plan is not successful, this could have an impact on the level of financial contributions from the funding parties. Housing Revenue Account 2.10 The Housing Revenue Account budgeted for a breakeven position in 2025/26 and an in-year underspend of (£1.966m), (3.0%), is currently anticipated for the year to 31 March 2026. This is an increase of (£0.456m) from the previously reported position. The projected position is summarised in the following table with further details provided in Appendix 7. Housing Revenue Account Annual Budget £ million Projection to 31 March 2026 £ million Projected Variance for year (Fav)/Adv £ million Previous Variance @ P3 (Fav)/Adv £ million Movement £ million Note Employee Costs 5.222 5.222 0.000 0.000 0.000 Property Costs 25.627 25.946 0.319 (0.053) 0.372 (i) Supplies and Services 2.145 2.167 0.022 0.02 0.000 Transport and Plant Costs 0.016 0.016 0.000 0.000 0.000 Administration Costs 2.114 2.118 0.004 0.002 0.002 Third Party Payments 3.832 3.832 0.000 0.000 0.000 Transfer Payments 0.177 0.177 0.000 0.000 0.000 Other Expenditure 0.550 0.550 0.000 0.000 0.000 Capital Financing 25.549 23.348 (2.201) (1.481) (0.720) (ii) Gross Expenditure 65.232 63.376 (1.856) (1.511) (0.345) Income (65.232) (65.342) (0.110) 0.001 (0.111) (iii) Net Expenditure 0.000 (1.966) (1.966) (1.510) (0.456) 2.11 Commentary on Significant Movements from Period 3 A brief explanation of the significant movements from the previous forecasts is outlined as follows: 68
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(i) Property Costs – overspend of £0.319m, an increase of £0.372m from the previously reported underspend position The movement is primarily related to increased expenditure on Planned and Cyclical Maintenance as a result of storm damage and timber and damp works, £0.446m, Other Property Costs in relation to maintenance of trees, £0.236m, and Responsive Repairs, £0.213m. This has been partly offset by reduced expenditure on Void repairs, (£0.523m). (ii) Capital Financing – underspend of (£2.201m), a movement of (£0.720m) from the previously reported underspend position The movement is related to revised phasing of borrowing to support the capital investment programme, (£0.720m). These funds will be required to support the HRA capital programme in future years. (iii) Income – over recovery of (£0.110m), a movement of (£0.111m) from the previously reported position The movement is related to additional insurance recovery income received, (£0.110m). 3. Proposals 3.1 It is proposed that Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (c) approve the virements detailed in Appendix 8. 4. Implications/Socio-economic Duty Financial 4.1 General Services The net projection for the year as at 31 August 2025 is a net underspend of (£0.595m). Housing Revenue Account The net projection for the year as at 31 August 2025 is a net underspend of (£1.966m). Human Resources 4.2 None. 69
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Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by maximising financial flexibility to support the delivery of our priorities. Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Revenue Budget 2025/26: Financial Performance to 30 June 2025 – Cabinet 2 September 2025 70
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Appendix 1 CORPORATE SERVICES BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 146 157 11 8% Total for Chief Executive 146 157 11 8% Financial Services Change Programme 76 76 - 0% Audit, Fraud, Safety & Insurance 677 689 12 2% Corporate Procurement 729 665 (64) (9%) 1 Financial Services 1,466 1,466 - 0% Revenues (533) (533) - 0% Transformation 761 782 21 3% Total for Financial Services 3,176 3,145 (31) (1%) People & ICT Employee Services 889 841 (48) (5%) HR & Organisational Development 1,152 1,212 60 5% 2 ICT 5,038 5,008 (30) (1%) Business Support 1,276 1,276 - 0% Customer Services 4,192 4,192 - 0% Total for People & ICT 12,547 12,529 (18) (0%) Democratic Services Legal & Licensing 454 471 17 4% Policy, Performance & Elections 508 492 (16) (3%) Communications 472 485 13 3% Civil Contingencies 60 60 - 0% Committee Services 427 432 5 1% Member Services 1,522 1,526 4 0% Information Governance 511 472 (39) (8%) 3 Ayrshire Support Service 57 54 (3) (5%) Total for Democratic Services 4,011 3,992 (19) (0%) Totals 19,880 19,823 (57) (0%) 71
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Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 16,812 16,701 (111) (1%) Property Costs 68 68 - 0% Supplies and Services 3,113 3,087 (26) (1%) Transport and Plant Costs 23 23 - 0% Administration Costs 1,590 1,656 66 4% Other Agencies & Bodies 1,940 1,940 - 0% Transfer Payments 860 860 - 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 24,406 24,335 (71) (0%) Income (4,526) (4,512) 14 (0%) Net Expenditure 19,880 19,823 (57) (0%) 72
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Appendix 1a CORPORATE SERVICES BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Finance - Corporate Procurement Movement - There has been a favourable movement of (£0.021m) since P3 mainly due to forecasted underspends in employee costs. 758 (64) -8% Employee costs - There is a projected underspend of £0.064m due to vacancy management. (64) Note 2 People & ICT - HR & Organisational Development Movement - There has been favourable movement of (0.015m) since P3 due to vacancy management. 26 50 192% Admin Costs - There is a projected overspend of £0.050m due to Legal Expenses relating to equal pay. 10 Other minor variances 60 Note 3 Democratic Services - Information Governance Movement - There has been a favourable movement of (£0.017m) since P3, which is mainly due to a decrease in employee costs. 526 (55) -10% Employee Costs - Underspend of £0.055m due to vacancy management. 16 Other minor movements (39) 73
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Appendix 2 EDUCATION BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 20,878 20,585 (293) (1%) 1 Primary Education 53,951 53,938 (13) (0%) 2 Secondary Education 66,323 66,271 (52) (0%) 3 Additional Support Needs 17,160 18,662 1,502 9% 4 Central Education 3,404 3,389 (15) (0%) 5 Pupil Equity Fund 4,728 4,728 - 0% Facilities Management 18,855 17,875 (980) (5%) 6 Net Total 185,451 185,600 149 0% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 105,143 105,001 (142) (0%) Employee Costs - Non Teachers 50,246 49,507 (739) (1%) Property Costs 1,309 1,305 (4) (0%) Supplies and Services 25,114 24,511 (603) (2%) Transport and Plant Costs 134 157 23 17% Administration Costs 405 411 6 1% Other Agencies & Bodies 9,511 11,514 2,003 21% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 71 71 - 0% Gross Expenditure 192,513 193,057 544 0% Income (7,062) (7,457) (395) 6% Net Expenditure 185,451 185,600 149 0% 74
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Appendix 2a EDUCATION BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education Movement : There has been a favourable movement of (£0.310m) since P3. A previously reported overspend for funded providers is now on target due to updated early years registration information and further projected employee costs underspends of £0.108m. 15,308 (325) -2% Employee Costs: Overall a forecasted underspend of £0.325m. - Teachers:- forecasted underspend of £0.009m. - Non Teachers:- forecasted underspend of £0.316m as a result of vacancy management after accounting for budgeted turnover. 32 Other minor movements (293) Note 2 Primary Education Movement : There has been an unfavourable movement of (£0.044m) since P3. 51,487 (25) 0% Employee Costs : Overall a forecasted underspend of £0.025m - Teachers:- forecasted overspend of £0.053m after accounting for anticipated future absence cover and budgeted turnover. - Non Teachers:- forecasted underspend of £0.078m after accounting for budgeted turnover. 12 Other minor movements. (13) Note 3 Secondary Education Movement : There has been a favourable movement of (£0.023m) since P3. 50,388 67 0% Employee Costs : Overall a forecasted overspend of £0.067m - Teachers:- forecasted overspend of £0.053m after accounting for anticipated future absence cover and budgeted turnover, - Non Teachers:- forecasted overspend of £0.014m after accounting for budgeted turnover. 15,840 (119) -1% Supplies and Services: forecasted underspend in PPP unitary charge mostly due to a reduction in energy costs (52) Note 4 ASN Movement: There has been a favourable movement of (£0.013m) since P3. 15,149 (398) -3% Employee Costs : Overall a forecasted underspend of £0.398m - Teachers:- forecasted underspend of £0.210m after accounting for anticipated future absence cover and budgeted turnover. - Non Teachers:- forecasted underspend of £0.188m reflecting the level of turnover within the service. 264 (34) -13% There is a forecasted underspend of £0.034m on payments to Other Local Authorities due to a reduction in the number of NAC children accessing placements in their establishments. 1,310 175 13% There is a forecasted overspend of £0.175m on external day placements, as a result of additional children requiring this level of support, and an increase in rates from these establishments. Currently there are 27 children in, or expected in, day placement provision. This service will continue to be monitored as options for alternative service provision are developed. 499 1,786 358% There is a forecasted overspend of £1.786m on external specialist residential placements. Currently there are 14 children in, or expected in, accommodation. Increased pressures on internal care settings as well as changing needs of children and young people have resulted in an increase in the need for external residential settings. Joint working is ongoing with HSCP on the Brighter Pathways Programme to ensure that all options are fully explored to retain young people within their local community where possible. Where this is not possible, a forum has been set up to further discuss those young people who will require care and education provision to support them appropriately. Any additional children who enter Residential Accommodation will increase the future projected overspend. (27) Other minor movements. 1,502 75
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Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Central Education Movement: There has been a favourable movement of (£0.008m) since P3. 3,196 21 1% Employee Costs: There is a forecasted overspend of £0.021m mainly due to unachieved turnover. (2,385) (86) 4% Income: There is a forecasted over-recovery of PPP insurance rebate of £0.040m and PPP deductions of £0.050m in excess of budget 50 Other minor movements. (15) Note 6 Facilities Management Movement: There has been a favourable movement of (£0.322m) since P3. This is mainly due to SG funding for School Meals - Test of Change S1-3 pupils of £0.417m to offset increased food costs and reduced income. 15,005 (222) -1% Employee Costs: There is a forecasted underspend of £0.483m primarily due to previous vacancy management, offset by a budgeted turnover target of £0.261m resulting in a net underspend of £0.222m 5,088 (491) -10% Supplies and services: There are forecasted underspends in food and supplies of £0.491m. This comprises of a £0.475 underspend in kitchen equipment and food costs of £0.016m (2,365) (282) 12% Income: There is a forecasted projected over recovery in Commercial Catering of £0.123m, cleaning/janitorial income of £0.061m and school meals income of £0.098m 15 Other minor movements (980) Note 7 General Teacher absence levels are subject to regular review across the service and appropriate actions are being taken to maximise attendance. Average days lost per FTE is 2.13 for the period April-Aug. Average days lost per FTE for same period last year was 2.68 76
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Appendix 3 PLACE BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 845 791 (54) (6%) 1 Neighbourhood Services Roads 7,220 7,220 - 0% Streetscene 5,317 5,317 - 0% Waste Resources 8,345 8,345 - 0% 2 Municipalisation Advertising (73) (73) - 0% Total for Neighbourhood Services 20,809 20,809 - 0% Economic Development, Growth and Investment Economic Policy 324 289 (35) (11%) Employability & Skills 1,764 1,764 - 0% Regeneration 682 682 - 0% Business 577 577 - 0% Growth & Investment 245 245 - 0% Total for Economic Development, Growth and Investment 3,592 3,557 (35) (1%) Sustainability, Transport and Corporate Property Property Management & Investment 1,690 1,649 (41) (2%) 3 Housing Assets & Investment 117 117 - 0% Property Maintenance 4,588 4,588 - 0% Property Running Costs 5,454 5,580 126 2% 4 Energy and Sustainability 6,863 6,872 9 0% Internal Transport 11,152 11,294 142 1% 5 Total for Sustainability, Transport and Corporate Property 29,864 30,100 236 1% Net Total 55,110 55,257 147 0% 77
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Appendix 3 Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 28,746 29,182 436 2% Property Costs 23,023 23,172 149 1% Supplies and Services 4,276 4,266 (10) (0%) Transport and Plant Costs 9,826 10,272 446 5% Administration Costs 581 573 (8) (1%) Other Agencies & Bodies 15,475 15,291 (184) (1%) Transfer Payments - - - 0% Other Expenditure 78 68 (10) (13%) Capital Financing - - - Gross Expenditure 82,005 82,824 819 1% Income (26,895) (27,567) (672) 2% Net Expenditure 55,110 55,257 147 0% 78
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Appendix 3a PLACE BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Directorate and Support Movement: There has been a favourable movement of (£0.022m) since P3 due to a forecasted underspend in employee costs. 833 (54) (6%) Employee Costs: There is a projected underspend due to vacancy management. (54) Note 2 Waste Services Movement: There has been no overall movement since P3. 5,382 628 12% Employee costs: Current sickness absence rates for April to August 2025 are 8.43 days per employee, if projected at these levels to March 2026 this would result in a forecasted annual rate of 20.24 days. A robust absence monitoring process is in place and a dedicated resource has been recruited to monitor and review the absence management process in Waste, through assisting supervisors with absence management meetings, referrals to occupational health etc and to support employees return to work. The statutory nature of the service requires additional resources and/or overtime to cover unforeseen absences resulting in additional costs. To help mitigate against this, resources out-with Waste Collections have received HGV training to help provide cover for collections. An overall review of the Waste service in light of legislative changes and current service demands is ongoing. The absence rates reflect an improving position, however they are still above target rates. 240 244 102% Transport Costs: Additional vehicles are currently in place to deal with ongoing pressures and demands. Transport needs are continuously under review and flexed depending on the operational needs of the service. 655 (35) (5%) Supplies & Services: Forecasted underspends in materials of £0.020m and refuse containers £0.015m. 6,726 (185) (3%) Third Party Payments: Projected underspends mainly from diverted waste of £0.244m due to anticipated reduction in tonnages as a result of the implementation of the HWRC booking system, the organics contract of £0.039m, and the recyclables contract of £0.029m, this is partially offset by forecasted overspends in Special Uplift processing costs of £0.073m due to increased costs for POPs waste and £0.039m in the Clyde Valley residual waste processing contract. (4,820) (631) 13% Income: Income from the Extended Producer Responsibility for packaging funds is anticipated to exceed the amount currently included in the Budget. These funds are due to be received in 3 tranches from November 2025 and will be allocated to cover chargeable disposal costs. In 2025/26 these funds will help address the pressures faced by the service and support further investment to meet operational needs and deliver service improvements. Further details around levels of anticipated income and investments will be provided during the year. This income is partially offset by a projected under-recovery in purple bin contract income of £0.127m due to reductions in recyclate market prices, the re-tendering of this contract is currently being considered. (21) Other minor movements 0 Note 3 Property Management and Investment Movement: There has been favourable movement of (£0.080m) since P3 mainly driven by a reduction in employee costs £0.091m due to vacancy management. 2,628 (94) (4%) Employee Costs: Underspend of £0.094m primarily due to vacancy management. (1,263) 40 (3%) Income: Under-recovery of fee income of £0.040m. 13 Other minor movements (41) Note 4 Property Running Costs Movement: There has been an adverse movement of £0.126m since P3 as a result of increased Non Domestic Rates Costs. 7,321 126 2% Property Costs: Overspend of £0.126m due to Non Domestic Rates costs in relation to Moorpark Primary and Annickbank Innovation Campus. 126 79
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Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Internal Transport Movement: There has been a favourable movement of (£0.053m) since P3, this is mainly due to a projected underspend in fuel of £0.068m offset with other minor variances. 1,774 16 1% Employee Costs: There is a projected overspend of £0.016m due to turnover target not being fully achieved and additional overtime costs. This has been partially offset by underspends due to Mechanic vacancies. An employee workforce planning exercise is to be carried out. 1,898 (68) (4%) Fuel: There is a projected underspend in fuel of £0.098m due to lower usage as more electric vehicles are introduced to the fleet, this is offset with a projected overspend of £0.030m in Other Fuel related costs due to Maintenance for EV Workplace Chargers. 1,305 225 17% Repairs & Maintenance: There is a projected overspend of £0.225m due to repairs being outsourced as a result of difficulties recruiting Motor Mechanics, as well as price increases and maximising the life of assets due to suitable replacement vehicle lead times. (3,161) (81) 3% Income: There is a projected over-recovery of £0.050m in bus transport income and a projected over-recovery of £0.050m in hire of pool vehicle income which will support overspends in repairs and maintenance as end of life vehicles in pool are being retained for longer, offset with a projected under recovery in Enterprise Cars Income. 50 Other minor movements 142 80
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Appendix 4 COMMUNITIES AND HOUSING BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 152 152 - 0% Housing and Public Protection Building Services (2,550) (2,550) - 0% 1 Planning Services 225 169 (56) (25%) 2 Protective Services 1,941 1,941 - 0% Other Housing 2,863 2,846 (17) (1%) Total for Housing and Public Protection 2,479 2,406 (73) (3%) Connected Communities 12,158 12,447 289 2% 3 Net Total 14,789 15,005 216 1% Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 25,669 25,782 113 0% Property Costs 3,123 3,280 157 5% Supplies and Services 6,923 6,922 (1) (0%) Transport and Plant Costs 979 976 (3) (0%) Administration Costs 310 310 - 0% Other Agencies & Bodies 11,433 11,433 - 0% Transfer Payments - - - 0% Other Expenditure 286 286 - 0% Capital Financing - - - Gross Expenditure 48,723 48,989 266 1% Income (33,934) (33,984) (50) 0% Net Expenditure 14,789 15,005 216 1% 81
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Appendix 4a COMMUNITIES AND HOUSING BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services Movement: There has been no movement since Period 3. 10,792 363 3% Employees: a projected overspend in employee costs of £0.363m. This is primarily due to a regrading of operative posts and an increase in the pay uplift. 4,584 45 1% Supplies & Services: a projected overspend in materials of £0.045m. This is due to changes in the income profile detailed below. 3,287 139 4% Third party payments: a projected overspend in third party payments of £0.139m. This is due to an overspend in payment to contractors as a result of a carry forward of storm damage works from the previous financial year. (23,265) (546) 2% Income: a projected over recovery in income of £0.546m. This is primarily due to an increase in Responsive Repairs income of £0.659m as a result of an increase in storm damage works carried forward from last financial year partially offset by a reduction in other responsive repairs and a 5% productivity efficiency. There is also an increase of £0.637m in Planned repairs due to increased timber and damp works. This is partially offset by a reduction of £0.503m in voids works and £0.249m in Projects, mainly due to reduction in demand for replacement bathrooms and wetrooms at void stage. (1) Other minor movements - Note 2 Planning Services Movement: There has been a favourable movement of (£0.056m) since Period 3, this is mainly due to forecasted over recovery for additional planning fee applications. (684) (50) 7% Income: This is primarily due to the forecasted over recovery of £0.050m for additional planning fee application income. (6) Other minor movements (56) Note 3 Connected Communities Movement: There has been no significant movement since Period 3. 1,631 133 8% Employee Costs: a projected overspend of £0.133m is a result of revised programming of implementation of the approved saving for the libraries 20% reduction efficiencies target with work ongoing as part of the Land and Property review. 104 156 150% Property Costs: a projected overspend of £0.156m due to storm damage repairs at Eglinton Country Park. 289 82
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Appendix 5 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Strathclyde Passenger Transport 2,262 2,254 (8) (0%) SPT Concessionary Fares 291 291 - 0% Ayrshire Joint Valuation Board 1,002 1,002 - 0% 3,555 3,547 (8) (0%) Other Corporate Costs Pension Costs 1,895 1,895 - 0% Central Telephones 350 350 - 0% Other Corporate Items (incl Transformation Costs, Bad Debt Provision, External Audit fees and other centrally held funding.) 17,747 17,040 (707) (4%) 1 Insurance Account 541 541 - 0% Housing Benefits 2,870 2,951 81 3% 2 26,958 26,324 (634) (2%) 83
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Appendix 5a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Other Corporate Items There has been an adverse movement of £0.166m since P3 primarily related to updated contingencies and inflationary provisions 17,747 (707) -4% The projected underspend is primarily related to centrally held inflationary cost provisions, which are being applied to offset pressures reported across other services (£0.235m), additional income from employee benefit schemes (£0.278m)and additional income to support the administration of Housing Benefit and Discretionary Housing Payments (£0.194m). (707) Note 2 Housing Benefit There have been no signficiant movements since P3 2,870 81 3% Projected overspend of £0.081m due to Housing Benefit Overpayment Recovery Projections 81 84
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Appendix 6 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % variance Note No £000 £000 £000 Financing Charges 13,854 13,854 - - Contribution to Loans Fund Reserve 9,660 9,660 - - Scottish Government Funding (390,337) (390,337) - - Council Tax (72,009) (72,425) (416) 1% 1 Use of Earmarked Funds (4,465) (4,465) - - Net Total (443,297) (443,713) (416) 0% The projected over recovery reflects growth in the Council Tax base from additional new builds and properties previously registered as self catering holiday units for NDR purposes. The introduction of the Second Homes levy has resulted in the reinstatement of 115 properties as primary residences. The impact of this policy will continue to be monitored throughout the remainder of the year. Note 1 Council Tax There has been no material movement since P3. 85
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Appendix 7 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £ £ £ Employee Costs 5,222 5,222 - 0% Property Costs Responsive Repairs 7,406 7,243 (163) (2%) Void Repairs 4,656 4,124 (532) (11%) Planned and Cyclical Maintenance 6,047 6,832 785 13% Aids and Adaptions 1,792 1,792 - 0% Other property costs 5,726 5,955 229 4% Total for Property Costs 25,627 25,946 319 1% 1 Supplies & Services 2,145 2,167 22 1% Transport Costs 16 16 - 0% Administration Costs 2,114 2,118 4 0% Third Party Payments 3,832 3,832 - 0% Transfer Payments 177 177 - 0% Other Expenditure 550 550 - 0% Capital Financing Costs 25,549 23,348 (2,201) (9%) 2 Gross Expenditure 65,232 63,376 (1,856) (3%) Income Council House Rents (62,568) (62,568) - 0% Other Rents (541) (541) - 0% Recharges (1,212) (1,320) (108) 9% 3 Other Income (911) (913) (2) 0% Total Income (65,232) (65,342) (110) 0% Net Expenditure - (1,966) (1,966) 86
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Appendix 7a HRA BUDGETARY CONTROL 2025/26 REPORT FOR THE 5 MONTHS TO 31 AUGUST 2025 Budget £000 Variance £000 Variance as % of budget Note 1 25,627 319 1% 319 Note 2 25,549 (2,201) -9% (2,201) Note 3 (65,232) (110) 0% (110) B/fwd from 2024/25 Transfer to / from Reserves Use of Earmarked sums Earmarking of in year surplus Funding of Capital Projects Projected Balance at 31/03/26 £m £m £m £m £m £m 13.213 - - (0.235) - 12.978 - - - 2.201 - 2.201 5.000 - - - - 5.000 2.000 - - - - 2.000 1.758 - - - - 1.758 0.170 - - - - 0.170 22.141 - - 1.966 - 24.107 HRA reserves and balances Capital Financing Costs Movement: There has been a favourable movement of £0.720m since P3 reflecting changes to the phasing of borrowing to support the capital programme. A projected underspend of £2.201m in capital financing costs reflects continuing strategy to delay new external borrowing by utilising cash balances, resulting in savings on external interest costs, changes in the profile of the capital programme and projected investment income returns. Movement: A favourable movement of £0.110m since Period 3 related to additional insurance recoveries. A projected over recovery in income of £0.110m due to insurance recoveries. Income Section Property Costs Movement: there has been an adverse movement of £0.372m since P3. This is due to adverse movements of £0.213m in Responsive Repairs, £0.446m in Planned and Cyclical Maintenance and £0.236m in other property costs partially offset by a favourable movement of £0.523m in Void Repairs. A projected overspend of £0.319m in Property costs. This is primarily due to a projected overspend of £0.785m in Planned and Cyclical Maintenance as a result of an overspend of £0.325m in storm damage works carried over from last financial year as result of adverse weather conditions early in 2025 and £0.448m in Timber and damp works. There is also an overspend of £0.229m in other property costs, mainly due to increased expenditure in relation to the maintenance of trees. This is partially offset by an underspend of £0.163m in Responsive Repairs and £0.532 in Void Repairs. Council House Building Fund Sustainability Fund Transformation Programme Tenant led budget Unearmarked HRA Loans Fund 87
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Appendix 8 Place Roads - Employee Costs P 0.025 Roads - Supplies and Services P 0.092 Roads - Administration Costs P 0.004 Roads - Income P -0.121 0.000 0.000 Budget Management - 31 August 2025 Virement/Budget Adjustment Requests 2025/26 Perm (P) / Temp(T) Virement £m Directorate Total £m 88
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Appendix 9 Integration Joint Board 25th September 2025 Subject: 2025-26 – Month 4 Financial Performance Purpose: To provide an overview of the IJB’s financial performance as at Month 4 (July). Recommendation: It is recommended that the IJB: (a) notes the overall integrated financial performance report for the financial year 2025-26 and the current overall projected year-end overspend of £5.259m reducing to £1.733m after planned recovery actions; (b) notes the progress with delivery of agreed savings; (c) approves the actions which are being taken to progress financial recovery and that an updated recovery plan will be presented to the next IJB; (d) note the projected overspend position of £0.134m for services managed under Lead Partnership arrangements by South Ayrshire HSCP and request that a financial recovery plan is proposed to bring the budget back online for 2025/26; (e) note that services managed in East Ayrshire under Lead Partnership arrangements are projected to overspend by £0.430m and that a financial recovery plan will be presented to the IJB on 29 October 2025 for formal approval; and (f) notes the remaining financial risks for 2025-26; Direction Required to Council, Health Board or Both Direction to: - 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health MDT Child & Adolescent Mental Health Services BRAG Blue, Red, Amber, Green UNPACS UNPACS, (UNPlanned Activities) – Extra Contractual Referrals NRAC NHS Resource Allocation Committee PAC Performance and Audit Committee MHOF Mental Health Outcome Framework MDT Multi-Disciplinary Team 89
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1. EXECUTIVE SUMMARY 1.1 The report provides an overview of the financial position for the Partnership and outlines the projected year-end outturn position informed by the projected expenditure and income commitments; these have been prepared in conjunction with relevant budget holders and services. It should be noted that, although this report refers to the position at the end of July further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. 1.2 The projected outturn is a year-end overspend of £5.259m (1.5%) reduced to £1.733m through already identified financial recovery actions. There is an increasing risk to achieving financial balance during 2025-26, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions: TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth4 5.259 2.051 3.208 Financial Recovery Plan Projections (3.526) (1.275) (2.251) Residual Risk 1.733 0.776 0.957 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 funds. The projection assumes all mitigations and controls established in 2024-25 continue throughout 2025-26 as it is recognised that the same uncertainty and risks remain into 2025-26 and there needs to be tight grip and control over expenditure overall. 1.3 From the core projections, overall, the main areas of pressure are: care at home, residential placements for children, physical disability care packages, supplementary staff in wards, staff costs in Montrose House and Unplanned Activities (UnPACs) within the lead partnership for mental health. 1.4 The projected IJB outturn position has been adjusted to reflect the impact of Lead Partnership services. The overspend in relation to North Lead Partnership services for Mental Health is not fully attributed to the North HSCP as a share has been allocated to East and South HSCPs, similarly the impact of the outturn on East and South led services has been shared with North, both on an NRAC basis in line with the agreed risk sharing mechanism. There is a requirement for the 3 IJBs to be aware of the position for Lead Partnership services and plans to deliver services from within allocated budget, on that basis further information will be brought forward with further detail on Lead Partnership services. 1.5 Since the setting of the budget in March 2025 the 2025/26 financial position has been adversely impacted by the below factors out-with the control of the IJB. 90
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• National Care Home Contract (NCHC) – the recent increase to the NCHC rate to reflect the impact of the nursing pay award resulted in an additional unfunded cost of £0.175m. • NHS Board allocation for the Employers National Insurance increase confirmed at 60% of funding – full year impact £0.664m • The current allocation for the Agenda for Change costs in relation to the reduced working week are currently being queried with the NHS finance team to ensure we receive our ‘fair share’ of the funding. The current funding allocated is £0.659m, the cost of covering all reduced hours is £1.497m, currently calculating actual cover costs and will request NHS AA review funding allocation. This request will be informed by information collated from services on the actual impact and cost. • Pay settlements for both NHS and Local Government staff have been agreed for 2025/26. The NHS element has been funded, and the current assumption is that the shortfall between budget planning assumptions and actual settlements will be fully funded for Local Government staff. 2. CURRENT POSITION 2.1 The report includes an overview of the financial position including commitments against the available resource, explanations for the main budget variances and an update on progress in terms of savings delivery. 2.2 FINANCIAL PERFORMANCE – AT MONTH 4 At month 4 against the full-year budget of £341.975m there is a projected year-end overspend of £5.259m (1.5%). The Integration Scheme outlines that there is an expectation that the IJB takes account of the totality of resources available to balance the budget in year. Following this approach, an integrated view of the financial position should be taken, however it is useful to note that this overall position consists of a projected overspend of £3.208m in social care services and a projected overspend of £2.051m in health services. Appendix A provides the financial overview of the Partnership position. The sections that follow outline the significant variances in service expenditure compared to the approved budgets. The projections for some areas will be subject to fluctuations as they depend on recruitment plans for new funding and the capacity of providers to take on work. Appendix F provides information on the costs of bank and agency staff. 2.3 Health and Community Care Services Against the full-year budget of £98.615m there is a projected overspend of £4.330m (4.4%) which is an adverse movement of £0.206m and the main variances are: a) Care home placements – net projected overspend of £0.575m. This includes an overspend on placements of £1.275m which includes a provision for an average 91
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of 7 interim beds and reflects the recent increase to the NCHC to reflect the impact of the nursing pay award resulted in an additional unfunded cost of £0.175m. The adverse movement is mainly due to £0.508m of PD care home placements transferring to this budget which was approved as part of the recovery plan. The budgeted number of permanent placements was 765 and at month 4 there were 792 placements for older people and 14 PD placements resulting in a projected overspend of £1.275m. The plan to manage down the number of permanent placements to reach the target is challenging due to the need to respond to referrals from hospital and to continue to support those in critical and substantial need in the community. The overspend is partially offset by income recovered from charging orders which is projected to be £0.700m over recovered. This income is challenging to predict as it depends on the length of the legal process and time taken to sell the property that the charging order is registered to. b) Care at home is projected to be £1.672m overspent (£0.031m adverse). The position reflects the cost of meeting the significant demand and level of provision for care at home support. c) Physical Disability Services – projected overspend of £0.429m (£0.494m favourable) split as follows: £0.845m over in residential placements, £0.240m under in direct payments and £0.176m under in community care packages. The favourable movement is due to the transfer of £0.508m of PD cases to the older people care home placement budget. d) Integrated Island Services is projected to overspend by £0.311m (£0.045m adverse). The most significant variance is a projected overspend at Montrose House of £0.133m (£0.056m favourable) which relates to the net overspend on agency staff (i.e. net of underspend on employee costs) and overspends across property, continence and medical supplies, admin and transport. The Arran Patient Transfer contract is projected to overspend by £0.040m. e) Specialist Rehab wards – projected overspend of £0.190m (£0.024m favourable) (Redburn ward £0.234m overspend and Douglas Grant £0.044m underspend). The overspend is due to cover costs for vacancies as well as supplementary staffing for patients who require one to one support. f) Wards 1 and 2 – Projected overspend of £0.783m (£0.044m favourable). The overspend is due to increased use of supplementary staffing. All rehabilitation wards are operating at 100% occupancy supporting a high level of patient needs/complexity, which places pressure on staffing levels and the use of bank and agency staff to support additional patient observations. The senior manager has developed an action plan which will reduce this overspend and the reduction is reflected in the recovery plan. g) District Nursing – projected to overspend by £0.093m (£0.007m favourable) mainly due to an overspend on continence supplies. 92
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2.4 Mental Health Services Against the full-year budget of £120.719m there is a projected overspend of £0.605m (0.5%) which is a favourable movement of £0.335m prior to the re-allocation of the Lead Partnership variance to East and South HSCP. The main variances are: • Learning Disabilities are projected to overspend by £0.620m (£1.044m adverse). It should be noted that most of the adverse movement is due to the all-age disability budgets being transferred from children’s services to Learning Disabilities and this resulted in an adverse movement of £1.094m. This £1.094m is across residential placements (£1.481m over), direct payments (£0.317m under) and community packages (£0.178m under). The main historic LD budget is projected to underspend by £0.385m across community care packages (£0.699m under), direct payments (£0.231m over) and residential placements (£0.034m over). This improvement from 2024-25 reflects the positive impact of assertive reviews of care packages and increased clawbacks from direct payments. • Community Mental Health services are projected to underspend by £0.154m (£0.059m favourable movement) across community care packages (£0.538m under), direct payments (£0.167m over), residential placements (£0.347m over) and Nethermains (£0.103m under). The main reason for underspend in community packages is the availability and capacity of adult community providers to deliver new packages of care. • There is a projected underspend of £0.353m in relation to the cost of Hospital Based Complex Continuing Care (HBCCC), this reflects the impact of change in provision for these services. There were plans to reinvest this in the service, but these plans are on hold as holding the funding was agreed as part of the recovery plan at month 3. • The Lead Partnership for Mental Health is projected to be £0.486m overspent (£1.321m favourable) and the main variances are as follows: • Adult Inpatients – projected overspend by £0.639m (£0.267m adverse) due to very high levels of continuous intervention which require additional supplementary staff and enhanced observations (1:1 and 2:1) and use of bank staff. There is an overspend of £0.288m at month 4 but this is partially offset by a recharge to another HSCP on a cost basis for an outwith authority placements which has incurred additional costs in relation to usage of supplementary staffing due to sustained enhanced observations. • The UNPACS (Unplanned Activities) budget – projected overspend of £1.353m (£0.016m favourable) based on current placements. UnPACS 93
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placements are for individuals with very specific needs that require a higher level of security and/or care from a staff group with a particular skill set/competence. There are no local NHS secure facilities for women, people with a learning disability or people with neurodevelopmental disorder. This can necessitate an UNPACs placement with a specialist provider which can be out-of-area. The nature of mental health UNPACs spend is that it is almost exclusively on medium- or long-term complex secure residential placements which are very expensive so a small change in placements can have a high budgetary impact. Due to the complexity and risk involved, transitions between units or levels of security can take many months. Applications to approve a placement are made to the Associate Medical Director for Mental Health who needs to be satisfied that the placement is appropriate and unavoidable prior to this being agreed. Part of the additional control measures agreed in month 3 was to expand the high- cost care package review group to include all UNPACS placement requests. • Learning Disability Services – projected to overspend by £0.056m (£0.045m favourable). This relates to the potential delays in achieving the saving from Trindlemoss moving from a nursing to social care model. The progress with this was impacted by the requirement to close Ward 7A in July 2025. It is assumed that Ward 7A budget will be online as the use of bank staff will reduce. • Elderly Inpatients – projected overspend of £0.133m (£0.131m favourable) due to the use of supplementary staffing. The elderly mental health wards continue to operate at full occupancy and at times with waiting lists, with several patients who are on enhanced observations and bank costs remain high. • Eating Disorders – projected to overspend by £0.127m (£0.002m favourable movement) due to the staffing level being higher than the funding allocation. This is being considered alongside the overall resource allocation. • Enhanced Mental Health Outcome Framework (EMHOF) – projected underspend of £0.624m. There was £0.624m of reserves held for EMHOF and the recovery plan approved the draw down of these reserves which is the reason for the favourable movement. • Psychiatry – is projected to overspend by £0.292m (£0.023m adverse) mainly due to junior doctor costs. A mitigation plan is being developed and the rota for junior doctors is being reviewed. • MH Pharmacy – is projected to overspend by £0.036m (£0.360m favourable), This favourable movement is mainly due to a prior year rebate. Prior to this rebate there was an overspend due to increased demand and cost of medicines, and particularly the cost of Buvidal. 94
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This position is after investing £0.510m on a Pan Ayrshire basis (£0.170m per HSCP). • Action 15 – is projected to underspend of £0.229m (£0.497m favourable). There was £0.487m of reserves held for Action 15 and the recovery plan approved the draw down of these reserves which is the reason for the favourable movement. The projected underspend is after considering the legacy costs from the 2024/25 review of funding. ▪ Innovation Fund – projected underspend of £0.025m (no movement) assuming that the posts to be redeployed as part of the EMHOF review are actioned. • The turnover target for vacancy savings for the Lead Partnership is held within the Lead Partnership as this is a Pan-Ayrshire target. There is a projected over recovery of the vacancy savings target of £0.701m (adverse movement of £0.173m) in 2025-26. Further information is included in the table below: Vacancy Savings Target (£1.160m) Projected to March 2026 £1.688m Over/(Under) Achievement £0.528m 2.5 Children and Justice Services Against the full-year budget of £41.619m there is a projected overspend of £1.606m (3.9%) which is a favourable movement of £0.924m and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £1.915m (£0.942m favourable). This favourable movement is primarily due to the children with disabilities budget moving to Learning Disabilities. Some of these costs are offset by the contribution from the Home Office for Unaccompanied Asylum-Seeking Children which is detailed below. The main areas within this are noted below: • The children’s residential placements are projected to overspend by £2.691m (£0.037m favourable) based 34 placements in month 4. This demonstrates an increase of 5 places since the start of the financial year. There are several factors leading to this challenging position: o We have 32 places available in our internal children’s houses, due to demand these have been operating at 100% occupancy or over for some time, leading to increased use of external placements where residential care is required. o There remains an acute shortage of foster carers leading to residential care being necessary in emergency placement situations. 95
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o The requirement to support Unaccompanied Asylum-Seeking Children (UASC) under the National Transfer Scheme and to support trafficked young people who have been identified in North Ayrshire. o A number of young people in residential care have requested Continuing Care, whereby a young person can remain in their placement until age 21. o Where appropriate young people are placed to meet their educational needs, the cost of Residential School Placements in the most cases is shared 50/50 with Education services. o Contractual inflation has still to be agreed for most placements and it is likely that this will increase the projected costs of residential places which is outwith the control of the service. o Children’s Services are continuing to work with other services including Education and Housing to address the challenges through the work of the ‘Brighter Pathways’ Programme Board and associated workstreams. • Looked After and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.905m (£0.014m adverse) underspent. • Residential respite – placements are overspent by £0.073m (no movement). These short-term placements are used to prevent an admission to full time care or to avoid placement breakdown. • Employee costs – are projected to overspend by £0.071m (£0.079m favourable movement), largely due to staffing levels in the children’s houses and regrading of posts. • Care Leavers – projected underspend of £0.071m (no movement) in rent costs. • Section 29 Payments (Throughcare Team) are projected to overspend by £0.064m (no movement). b) Head of Service – is projected to underspend by £0.568m (£0.020m favourable). This consists of a projected overspend of £0.166m (£0.030m favourable) to the previous saving in relation to the staff reconfiguration in the children’s houses which was not achieved in 23-24 or 24-25 and this is offset by the grant funding in relation to Unaccompanied Asylum-Seeking Children (UASC), which is projected to amount to £0.764m (£0.028m adverse) and which contributes to costs incurred across a number of C&F service areas. c) C&F Health Team – is projected to overspend by £0.144m (£0.023m adverse) mainly in relation to the Band 6 to 7 regrade for Health Visitors and the progression of posts up the Band 7 scale. Part of this recurring cost was incorporated into budget pressures for 2025/26. 2.6 ALLIED HEALTH PROFESSIONALS (AHP) 96
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The non-employee costs element of the AHP services are projected to be on-line. All underspends in employee costs have contributed to payroll turnover. 2.7 CHIEF SOCIAL WORK OFFICER This is projected to underspend by £0.204m (£0.001m favourable). One contract has ceased at the end of June and there are savings against other areas. There is also an over-recovery of income in Learning and Development for social work student placements. 2.8 MANAGEMENT AND SUPPORT Management and Support Services are projected to underspend by £1.026m (£0.089m adverse) and the main areas of variance are: • There is projected slippage on the LD and MH transition funding of £0.263m (£0.017m favourable) due to delays in children transitioning into adult services. This involves complex planning by services with service users and families and can change over time based on assessed need when moving into adult services. • The 2024-25 budget included a budgeted deficit on the social care side of £0.437m which is offset by a budgeted surplus of £0.437m on the health side of the budget. • There is also a balance of overachieved savings of £0.061m (no movement) as a result of the 25/26 budget decision. • NHS shortfall in savings of £0.406m which is not coded to specific areas and held centrally until recurring savings can be identified. • An over-recovery of payroll turnover of £1.100m (£0.100m adverse) for social care services and an over-recovery of £0.302m (£0.101m adverse) for health services as outlined in the table below. The turnover targets and achievement for the financial year for Health and Social Care services outwith the Lead Partnership is noted below: Social Care Health Vacancy Savings Target (£3.400m) (£1.567m) Projected to be achieved by March 2026 £4.500m £1.869m Over/(Under) Achievement £1.100m £0.302m The areas contributing to the health and social care vacancy savings are spread across a wide range of services with vacancy savings being achieved in most areas. As part of the recovery plan, the vacancy scrutiny group has been enhanced with the Heads of Service and professional leads attending. Each post is scrutinised and filled only where deemed necessary with a recruitment freeze now implemented for all non-essential posts. For 2025/26 there will be a further recruitment delay with vacancy scrutiny approved vacancies being held for four weeks before they are advertised to create more payroll 97
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turnover. This will be for all vacancies except clinical or registered services vacancies or those which will incur cover costs. The turnover target for the North Lead Partnership for Mental Health services is detailed separately within the Lead Partnership information at section 2.4. 2.9 Savings Progress a) The approved 2025-26 budget included £4.019m of savings. BRAG Status Position at Budget Approval £m Position at Month 4 £m Red - 1.000 Amber 2.984 1.041 Green 1.035 0.686 Blue - 1.292 TOTAL 4.019 4.019 b) The main area to note is that the red savings have increased since month 3 as the saving in relation to the Brighter Pathways is not as certain. Appendix B provides an overview of those service changes which do have financial savings attached to them and the BRAG status around the deliverability of each saving. 2.10 Budget Changes The Integration Scheme states that “either party may increase it’s in year payment to the Integration Joint Board. Neither party may reduce the payment in-year to the Integration Joint Board nor Services managed on a Lead Partnership basis…. without the express consent of the Integration Joint Board.” Appendix C highlights the movement in the budget position following the initial approved budget. Reductions Requiring Approval: Ref Description Amount (£000) 1 Virement to Medical Directorate from Mental Health Admin (0.028) 2 Primary Care Prescribing Tariff Reduction (0.556) 2.11 Pan Ayrshire Lead Partnership services and Large Hospital Set Aside Lead Partnerships: - The IJB position is adjusted to reflect the impact of Lead Partnership services. The outturn for all Lead Partnership services is shared across the 3 Partnerships on an NRAC basis. 98
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The outturn in relation to North Lead Partnership services is not fully attributed to the North IJB as a share is allocated to East and South Partnerships; similarly, the impact of the outturn on East and South led services is shared with North. At Month 4 the MH lead partnership is projected to overspend by £0.485m (£0.159m NRAC share for East and £0.139m for South). South HSCP (month 3 info) – projected overspend of £0.134m of which £0.050m (no change) will be allocated to North. The variance is mainly due to an overspend of £0.080m in the community store. This includes the costs of replacing mattresses, repairs and maintenance contract and equipment costs. There is also a projected overspend of £0.058m in the Family Nurse Partnership as the SG funding was based on the mid-point of the salary scale and all post are now at the top point of the scale. This will be a pressure in 2026/27. East HSCP (month 4 info) - projected overspend of £0.430m (of which £0.159m will be allocated to North - £0.119m adverse movement). The main variances are: • The Primary Care and Out of Hours Services budget £134.522m budget is projected to overspend by £0.622m. There are projected additional costs within Primary Care Contracting and Support £0.493m, due to a number of variances, including new Office 365 licence costs, additional spend related to the GP’s Sub-Committee and staffing costs. Primary Medical Services are projected to overspend by £0.688m, due to additional staffing costs, including increased pension and sickness cover costs. These projected additional costs are being partially offset by a projected underspend £0.170m against Ayrshire Urgent Care Services based on Summer/Winter module. Funding has been allocated to fully offset Urgent Care Pathway costs £0.823m, as well as Covid-19 Therapeutics of £0.274m, with costs projected at £0.233m. There is a £0.304m underspend in Dental services that reflects that staffing numbers are running at less than establishment. • Prison and Police Healthcare (Lead Partnership) The £0.106m projected overspend at month 4 is largely due to increase prescribing costs and is partially offset by reduced staffing costs. Prison prescribing was highlighted as a budget pressure as part of the 2025/26 budget. Both East and South Ayrshire IJBs have approved additional funding to offset this pressure however North Ayrshire IJB did not provide for this in their approved budget. The additional funding has not been allocated against the prescribing budget at this stage, with further pan-Ayrshire discussions to be undertaken to determine how to account for this in the current financial year and going forward. It is anticipated that the Prison and Police Healthcare projected overspend highlighted in this report will reduce as a consequence of this work. • Allied Health Professions (Lead Partnership) There is a projected underspend of £0.445m on AHPs services hosted by East Ayrshire for the current year, which mainly relates to staffing savings. 99
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• Other Services (Lead Partnership) The £0.146m projected overspend is due to increased Area Wide Evening Services costs, mainly due to additional staffing costs including high use of bank staff, which will require to be addressed going forward. • An initial financial recovery plan for East Hosted Services will be developed and progressed and will be brought to the IJB on 29 October 2025 for formal approval. This financial recovery plan will also require to be approved by North and South Ayrshire IJBs. Set Aside: - Work has been undertaken with partnerships to progress and develop set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. 1. Further work has been undertaken through the Ayrshire Finance Leads group to establish baseline resources for each partnership and how these compare to the NRAC “fair share” of resources. Ayrshire Finance Leads have now agreed a baseline methodology for set aside budgets which involves using the four full years prior to the pandemic, 2016/17 – 2019/20 inclusive. The HSCPs require to agree their final share of the baseline with each other, however the aggregate will remain unchanged. The table below shows the cost of the historic baseline at 2024/25 prices. The 2025/26 actual usage information is not known until later in the year. IJB Baseline at 2024/25 prices (£) East 31.870 North 39.966 South 34.488 Total 106.324 The annual budget for Acute Services is £488.0million. The directorate is overspent by £10.5 million after 4 months including legacy CRES. This was caused by overspends on medical and nursing staff, together non pay overspends on equipment and supplies. These are required due to the level of operational pressure experienced. Unfunded beds contributed an overspend of £2.2m after 4 months. Within the overall £10.5m overspend Medicine are over by £4.5m, Emergency Care by £3.6m, Surgery by £1.0m, Labs and Diagnostics by £1.2m and Women and Children by £0.9m. Legacy CRES and underspends on other budgets make up the difference. 100
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There is a material underlying deficit caused by: • Length of Stay (LoS) and emergency admission rates in NHS Ayrshire and Arran acute hospitals are above the Scottish average. • High expenditure on medical and nursing agency staff, high rates of absence and vacancies causing service pressure. • Delayed transfers of care and high acuity of patients. The IJBs and the Health Board work closely in partnership to maintain service and improve performance. In respect of Lead Partnership Services, the 3 Chief Officers and CFOs have met to consider improvements in the reporting and visibility of financial and operational performance for those services which we lead or are led by another HSCP. Actions have been agreed to develop more regular shared information to be shared across all 3 IJBs with an intention to incorporate this further detail into future financial monitoring reports during 2025/26. 2.12 FINANCIAL RISKS There are a number of financial risk areas that impact or may impact on the financial position. • 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. • Pay settlements for both NHS and Local Government staff have been agreed for 2025/26. The NHS element has been funded, and the current assumption is that the shortfall between budget planning assumptions and actual settlements will be fully funded for Local Government staff. • 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. 101
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• 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 services have been 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 monitored during 2025/26. 2.13 RESERVES The IJB opening reserves position, subject to completion of the 24/25 audit, is summarised in the table below. General Fund Reserve Earmarked Reserves Total Unearmarked External Funding HSCP £m £m £m £m Balance – 1 April 2025 - 2.381 0.780 3.161 Anticipated Drawdown - (2.381) (0.780) (3.161) Balance – 31 March 2026 - - - - The £0.780m HSCP earmarked reserve relates to the Service Redesign and Change Fund which is fully committed in 2025/26. Further detail on the reserves is given in Appendix D. 2.14 Financial Recovery Plan The IJB set a balanced budget for 2025/26 on 20th March 2025. This did not include any draw on reserves but did include the approval of £4.019m of savings to achieve financial balance. Services will continue to work towards implementing the recovery plan to deliver cost reduction targets while carefully managing the level of risk. This will include the preparation of equality impact assessments. 102
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The management actions and governance framework outlined below which were agreed in 2024/25 will continue throughout 2025/26: MANAGEMENT ACTIONS/CONTROLS AGREED IN 2024/25 • 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). • 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. • Restrictions on all but essential overtime working. • Ongoing review of future year savings or transformation programmes to identify scope for acceleration. • Maximise opportunities from the recently reopened Independent Living Fund (ILF) Scotland. GOVERNANCE MEASURES AGREED IN 2024/25 • Establishment a ‘Finance Working Group’, chaired by the IJB Chair or Vice Chair. The Director and Heads of Service are members of the group. It meets monthly to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. • 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. MANAGEMENT ACTIONS/CONTROLS AGREED IN 2025/26 (AUGUST 2025) • 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. • High-cost care package group – the remit of this group will be expanded to include care packages for children with a disability and all UNPACs placement requests. • Oversight group for looked after and accommodated children in residential care – this group meets fortnightly to actively review all placements. NEW ACTIONS: • The senior managers for the main areas of overspend have been tasked with preparing an SBAR reports to be considered at the PSMT. This will cover 103
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current action being taken to reduce the overspend and future planned action. This will inform the update to the month 6 recovery plan. These actions will be tracked each reporting period and if progress is not being made an update will be made to the finance working group and IJB. • 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 – to support the development of the 2026/27 budget but also to identify further cost reductions for the current financial year. RECOVERY ACTIONS – MONTH 4 UPDATE • The updated recovery action is outlined in Appendix E. This includes the proposals agreed at month 3 and updated progress at month 4 and any changes to target reductions. The actions are a mix of cost reduction targets across various services and a drawdown of reserves. At month 3 the position was: TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth3 5.187 2.271 2.916 Financial Recovery Plan Projections (4.012) (1.752) (2.260) Residual Risk 1.175 0.519 0.656 • At month 4 this has deteriorated to: TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth4 5.259 2.051 3.208 Financial Recovery Plan Projections (3.526) (1.275) (2.251) Residual Risk 1.733 0.776 0.957 • This plan will be reviewed each month and further recovery actions will be presented to the IJB for approval. PROPOSALS 3.1 Anticipated Outcomes Continuing to closely monitor the financial position will allow the IJB to take corrective action where required to deliver services in 2025-26 from within the available resource, thereby limiting the financial risk to the funding partners. The transformational change programme will have the greatest impact on the financial sustainability of the partnership, the IJB require to have a clear understanding of progress with the delivery of the transformation plan. 3.3 Measuring Impact 104
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Ongoing updates to the financial position will be reported to the IJB throughout 2025- 26. 4. IMPLICATIONS 4.1 Financial The outturn is an overall year-end overspend of £5.259m (1.5%) prior to recovery action. The report outlines the main variances for individual services. The IJB unearmarked reserve balance is zero. This current position poses a financial risk to North Ayrshire Council and NHS Ayrshire and Arran. 4.2 Human Resources The report highlights vacancy or turnover savings achieved during the year. Services will review any staffing establishment plans and recruitment in line with normal practice when implementing service change and reviews as per agreement with the IJB. Tight vacancy scrutiny management arrangements are in place for the HSCP. 4.3 Legal None. 4.4 Equality/Socio-Economic None. 4.5 Risk Para 2.12 highlights the financial risks. The report falls in line with the agreed risk appetite statement which is a low-risk appetite in respect to adherence to standing financial instructions, financial controls and financial statutory duties and a high-risk appetite in relation to finance and value for money. The ‘financial viability of the HSCP’ risk on our strategic risk register. 4.6 Community Wealth Building None. 4.7 Key Priorities The ability to deliver on our strategic priorities may be compromised due to the greater financial risk faced in 2025-26 and the increased focus required on financial rather than service improvement. This will be kept under close scrutiny throughout 2025-26. If we are unable to successfully develop a financial recovery plan to achieve financial balance, consideration may be given to revising the strategic commissioning plan. 5. CONSULTATION 5.1 This report has been produced in consultation with relevant budget holders and the Partnership Senior Management Team. 5.2 The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director of Finance and North Ayrshire Council’s Head of Finance after the report has been finalised for the IJB. Caroline Cameron, Director 105
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Author – Eleanor Currie, Chief Finance Officer [eleanorcurrie@north-ayrshire.gov.uk] 106
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PUBLIC INFORMATION 2025-26 Budget Monitoring Report–Objective Summary as at 31st July 2025 Appendix A Budget Outturn Projected Over/ (Under) Spend Variance Budget Outturn Projected Over/ (Under) Spend Variance Budget Outturn Projected Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 COMMUNITY CARE AND HEALTH 77,507 80,514 3,007 21,108 22,431 1,323 98,615 102,945 4,330 4,124 206 : Locality Services 32,828 33,942 1,114 5,914 6,006 92 38,742 39,948 1,206 1,137 69 : Community Care Service Delivery 40,500 42,245 1,745 0 40,500 42,245 1,745 1,624 121 : Rehabilitation and Reablement 2,108 2,118 10 0 2,108 2,118 10 (21) 31 : Long Term Conditions 868 915 47 10,661 11,677 1,016 11,529 12,592 1,063 1,123 (60) : Community Link Workers 384 379 (5) 0 0 0 384 379 (5) (5) 0 : Integrated Island Services 819 915 96 4,533 4,748 215 5,352 5,663 311 266 45 MENTAL HEALTH SERVICES 40,722 41,195 473 79,392 79,524 132 120,114 120,719 605 940 (335) : Learning Disabilities 31,712 32,332 620 747 747 0 32,459 33,079 620 (424) 1,044 : Community Mental Health 7,015 6,861 (154) 1,831 1,831 0 8,846 8,692 (154) (95) (59) : Addictions 1,995 2,002 7 1,899 1,899 0 3,894 3,901 7 6 1 : HBCCC 0 0 0 353 0 (353) 353 0 (353) (353) 0 : Lead Partnership Mental Health NHS Area Wide 0 0 0 74,562 75,047 485 74,562 75,047 485 1,806 (1,321) CHILDREN & JUSTICE SERVICES 35,862 37,307 1,445 5,757 5,918 161 41,619 43,225 1,606 2,530 (924) : Irvine, Kilwinning and Three Towns 3,122 3,184 62 0 0 0 3,122 3,184 62 50 12 : Garnock Valley, North Coast and Arran 3,538 3,595 57 0 0 0 3,538 3,595 57 54 3 :Intervention Services 1,788 1,793 5 0 0 0 1,788 1,793 5 9 (4) : Care Experienced Children & Young people 22,550 24,465 1,915 0 0 0 22,550 24,465 1,915 2,857 (942) : Head of Service - Children & Families 1,336 769 (567) 0 0 0 1,336 769 (567) (548) (19) : Justice Services 3,099 3,099 0 0 0 0 3,099 3,099 0 0 0 : C&F Health Team 429 402 (27) 4,995 5,140 145 5,424 5,542 118 95 23 : Lead Partnership NHS Children's Services 0 0 0 762 778 16 762 778 16 13 3 CHIEF SOCIAL WORK OFFICER 1,954 1,750 (204) 0 0 0 1,954 1,750 (204) (205) 1 PRIMARY CARE 0 0 0 54,591 54,627 36 54,591 54,627 36 (69) 105 ALLIED HEALTH PROFESSIONALS 0 11,349 11,350 1 11,349 11,350 1 0 1 MANAGEMENT AND SUPPORT COSTS 10,510 8,997 (1,513) 3,223 3,710 487 13,733 12,707 (1,026) (1,115) 89 OUTTURN ON A MANAGED BASIS 166,555 169,763 3,208 175,420 177,560 2,140 341,975 347,323 5,348 6,205 (857) Return Hosted Over/Underspends to East 0 0 0 0 (159) (159) 0 (159) (159) (591) 432 Return Hosted Over/Underspends to South 0 0 0 0 (139) (139) 0 (139) (139) (517) 378 Receive Hosted Over/Underspends South 0 0 0 0 50 50 0 50 50 50 0 Receive Hosted Over/Underspends East 0 0 0 0 159 159 0 159 159 40 119 OUTTURN ON AN IJB BASIS 166,555 169,763 3,208 175,420 177,471 2,051 341,975 347,234 5,259 5,187 72 Over/ (Under) Spend Variance at Period 3 Movement in variance from Period 3 TOTAL Partnership Budget - Objective Summary Council Health 2025/26 Budget 107
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2025-26 Savings Tracker Appendix B Social Care: Ref Description Deliverability Status at budget setting Deliverability Month 4 2025/26 Saving Previously Agreed Savings (Full year impact) 1 Review of Day Care provision Green Blue 0.100 2 Service redesign (CAAST Team and Corporate Parenting team) Green Blue 0.034 Adjustments 3 Payroll Turnover Green Blue 0.099 Mental Health 4 LD Responder Service Amber Amber 0.150 Children, Families & Criminal Justice 5 Brighter Pathways Amber Red 1.000 Community Care & Health 6 Review of Day Care provision Amber Blue 0.107 7 Care at Home Amber Green 0.500 Cross Service 8 Care Package Review (all services) Amber Amber 0.200 9 Deletion of vacant posts Green Blue 0.056 10 Increase to charging Green Green 0.186 11 Admin Post Savings Green Blue 0.114 12 Financial Inclusion Green Blue 0.357 TOTAL SOCIAL CARE SAVINGS 2.903 108
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Health: Ref Description Deliverability Status at budget setting Deliverability Month 4 2025/26 Saving Adjustments 13 Increase recharge to East Ayrshire for beds at Woodland View Green Blue 0.010 14 Payroll Turnover Green Blue 0.079 Other Savings 15 Admin Savings Amber Blue 0.186 16 Trindlemoss House - move to social care model Amber Amber 0.250 17 EICT/Rehab Amber Blue 0.150 18 Community MH/Wellbeing Review Amber Amber 0.100 19 Ward 7A - Woodland View Amber Amber 0.341 TOTAL HEALTH SAVINGS 1.116 TOTAL NORTH HSCP SAVINGS 4.019 109
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2025-26 Budget Reconciliation Appendix C COUNCIL Period Permanent or Temporary £'m Initial Approved Budget 137.739 Adjustments to baseline 0.014 Revised Budget 137.753 Resource Transfer 25/26 1-3 25.447 Additional Funding - 24/25 Adult Social Care RLW 1-3 P 0.073 Additional Funding RLW 1-3 P 0.126 Additional Funding - Money Smart 1-3 P 0.094 ICT Transfers 1-3 P (0.005) Additional Funding - Whole Family Wellbeing Funds 1-3 T 0.179 CJSW - S27 1-3 P 3.280 Development of People working in Childrens SW 1-3 P (0.390) Roundings 3 (0.002) Social Care Budget Reported at Month 4 166.555 HEALTH Period Permanent or Temporary £'m Initial Budget exc set aside 161.934 Month 10-12 Adjustments and adjusting for the full year impact of part years amounts and temporary funding. 8.532 Revised Budget 170.466 Resource Transfer 24/25 24.640 Resource Transfer 25/26 (25.447) NORTH NATIONAL INS 25-26 AMBUS 1 0.997 PRESCRIBING 25-26 AMBUSH 1 2.754 PRESCRIBING CRES 25-26 AMBUSH 1 (0.715) Training Grade Adj - April 1 (0.058) Training Grade Rates Adj - April 1 0.030 MH: Anticipate PDS Dementia (North) 25/26 1 0.094 MH: Anticipate Delivery of Veteran Specific 25/26 1 0.105 Anticipated RWW from SG 1 0.659 Anticipate 20% Tranche 2 ADP 1 0.174 110
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HEALTH Period Permanent or Temporary £'m Training Grade Adj - May 2 (0.013) Bwp 25-26 East Chest Heart Stroke 2 0.001 Bwp 25-26 East Nest Expansion 2 0.023 Bwp 25-26 East - Sds Advice Service 2 0.013 Bwp 25-26 East Sub Prescribing 2 0.170 25-26 South Budget Paper - North Substitute Prescribing 2 0.170 25-26 South Budget Paper - Pan Ayrshire Chest Heart And Stroke 2 0.001 25-26 North Budget Paper - Pan Ayrshire (vision Support Service 2 (0.005) 25-26 North Budget Paper - Pan Ayrshire (community store) 2 (0.155) HD52: EARLY INTERVENTION PSYCHOSIS 3 0.100 25-26 Pay Award Increase North 3 1.179 Training Grade Adjustment (Dean Funding) 4 0.011 Medical Pay Award - Senior Medical - Additional 1% 4 0.086 Medical Pay Award - Specialty Doctors - Additional 1% 4 0.006 Virement to Medical Directorate from Mental Health Admin 4 (0.028) Transfer MAT Standards Psychiatrist 0.2 WTE 4 0.029 Primary Care Prescribing Tariff Reduction 4 (0.556) BBV transfer from Public Health 4 0.269 ANTICIPATED BUDGETS INCL HERE (NOT IN LEDGER) 4 0.419 Roundings 0.001 Health Budget Reported at Month 4 175.420 TOTAL COMBINED BUDGET 341.975 111
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25-26 IJB Reserves Position Appendix D Area of Reserves Balance at 31 March 2025 Earmarked Funds £ : Alcohol & Drug Partnership 353 : Mental Health Action 15 135 : Primary Care Improvement Fund 46 : Service Redesign / Challenge Fund 780 : Family Wellbeing Fund 934 : Breastfeeding Network 36 : MH Recovery and Renewal /Enhanced MH Outcome Framework 365 : Early Intervention in Psychosis 92 : LD funding 82 : Donation (Police Scotland) 1 : Primary Care Improvement Fund IP 303 : GP Premises Improvements - tranches 1 and 2 3 : Dental Practice Improvement 29 : Appropriate Adult 2 Total Earmarked 3,161 112
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Financial Recovery Action Plan Appendix E FINANCIAL RECOVERY PLAN £m £m Projected Overspend at Month 4 5,259 5,259 SERVICE AREA Orginal Cost reduction target Revised Target at Month 4 Achieved at Month 4 Still to be achieved Target set (IJB Date) Comment a) Care home placements (60) (568) 0 (568) August 2025 - month 3 report This will bring the overall budget for placements and charging order income online. b) Physical Disability Services (res, community and DPs) (575) 0 0 0 August 2025 - month 3 report Some PD residential packages £508K (prev £575K) have moved to the older people Care Home placements budget. The older people placements will need to manage this transfer within the existing budget. c) Specialist Rehab wards (75) (75) (24) (51) August 2025 - month 3 report Based on planned action developed by the senior manager. d) Wards 1 and 2 (275) (275) (44) (231) August 2025 - month 3 report Based on planned action developed by the senior manager. e) Care at Home (300) (300) 0 (300) August 2025 - month 3 report Reflects the potential reduction to costs as an impact of the SG investment in unscheduled care TOTAL (1,285) (1,218) (68) (1,150) a) Learning Disabilities 0 0 0 0 August 2025 - month 3 report b) Community Mental Health services 0 0 0 0 August 2025 - month 3 report c) Lead Partnership for Mental Health : - Adult Inpatients (150) (150) 0 (150) August 2025 - month 3 report Inpatient Review being undertaken - Elderly Inpatients (50) (150) (50) (100) August 2025 - month 3 report Inpatient Review being undertaken - Psychiatry (150) (150) (150) August 2025 - month 3 report Junior doctor rota still to be revised. - Action 15 Reserves (486) (486) (486) 0 August 2025 - month 3 report Draw down of the full pan Ayrshire reserve - agreed with the CFOs at East and South - Enhanced MH Outcome Framework Reserves (624) (624) (624) 0 August 2025 - month 3 report Draw down of the full pan Ayrshire reserve - agreed with the CFOs at East and South NORTH AYRSHIRE ELEMENT 38.65% (564) (603) (448) (155) August 2025 - month 3 report TOTAL (564) (603) (448) (155) Health and Community Care Services Mental Health Services No cost reduction proposed but the service need to maintain the current position. All new placements need to be offset by discharges or reductions from care package reviews. 113
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FINANCIAL RECOVERY PLAN SERVICE AREA Orginal Cost reduction target Revised Target at Month 4 Achieved at Month 4 Still to be achieved Target set (IJB Date) Comment Children and Justice Services a) Residential Placements (1,000) (1,000) 0 (1,000) August 2025 - month 3 report Based on some placements moving to tenancies and other placements moving from external to in-house provision. TOTAL (1,000) (1,000) 0 (1,000) ALLIED HEALTH PROFESSIONALS 0 0 0 0 August 2025 - month 3 report No cost reduction proposed but the service need to maintain the current position. CHIEF SOCIAL WORK OFFICER 0 0 0 0 August 2025 - month 3 report No cost reduction proposed but the service need to maintain the current position. MANAGEMENT AND SUPPORT a) Payroll turnover (200) (200) 0 (200) August 2025 - month 3 report Increase to the current projection based on dragging vacancies for 4 weeks after vacancy scrutiny approval. b) Transition slippage (100) (100) (17) (83) August 2025 - month 3 report Based on historic slippage. c) Contractual inflation (25) (100) 0 (100) August 2025 - month 3 report TOTAL (325) (400) (17) (383) OTHER AREAS b) Agenda for Change - assume fully funded (838) (838) 0 (838) August 2025 - month 3 report Based on 100% cost of the half hour reduction in working week being funded. (838) (838) 0 (838) TOTAL RECOVERY ACTION (4,012) (4,059) (533) (3,526) Remaining projected overspend 1,733 114
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Bank and Agency Costs to Month 4 Appendix F Bank and Agency Costs M1-4 2025-26 1) NHS 4863 (Registered) 4864 (Unregistered) 4853 (Registered) 4854 (Unregistered) TOTAL Average per month NORTH CORE SLT ADULT 2,243 2,243 561 WARD 1 WOODLANDS VIEW 13,014 105,966 118,980 29,745 WARD 2 WOODLANDS VIEW 10,433 163,458 173,891 43,473 ACH REDBURN REHAB WARD NRS 13,388 67,121 80,509 20,127 ACH DOUGLAS GRANT REHAB WD NRS 10,033 15,926 25,959 6,490 WARD 3 WOODLANDS VIEW NURSING 4,009 163,350 167,359 41,840 WARD 4 WOODLANDS VIEW NURSING 682 14,566 15,248 3,812 NEW CLONBEITH NURSING(JURA) 42,815 35,539 78,354 19,589 WVIEW THE GLEN ECT 1,854 1,095 2,949 737 WVIEW WARD 10 ACUTE MH NRS 1,342 65,584 66,926 16,732 WVIEW WARD 8 ACUTE MH NRS 7,224 348,128 355,352 88,838 WARD 5 WOODLANDS VIEW 358 7,738 8,096 2,024 WVIEW WARD 7B REHAB MH NRS 2,302 2,302 576 NEW DUNURE NURSING(CLONBEITH) 15,397 57,881 73,278 18,320 MH BED MANAGEMENT 5,180 5,180 1,295 TRINDLEMOSS 25,494 80,544 106,038 26,510 ARRAN HOSPITAL NURSING 24,985 16,973 41,958 10,490 CAMHS UNSCHEDULED CARE 589 589 147 EARLY YRS-C/F TEAM 1 599 599 150 PACKAGE OF CARE (P) - AMG 47,860 47,860 11,965 PACKAGE OF CARE (P) - LMO 312 312 78 ARRAN DN 12,413 12,413 3,103 NC POC TEAM 2 990 990 248 NC POC TEAM 3 2,701 2,701 675 THREE TOWNS DN 101- 101- 25- IRVINE DN 11,776 11,776 2,944 NORTH WEST COAST DN 15,024 15,024 3,756 GARNOCK VALLEY DN 30,150 30,150 7,538 NORTH AHP MANAGEMENT TEAM 3,515 3,515 879 LADY MARGARET NURSING 5,274 2,873 8,147 2,037 PREVENTION + SERVICES SPT TEAM 2,397 2,397 599 LD HEALTH CHECKS 12,238 12,238 3,060 NORTH CLDT 5,777 164 5,941 1,485 LDS MANAGEMENT 2,286 2,286 572 MHANPS MH UNSCHEDULED CARE 1,720 1,720 430 MHS INPATIENT MGT 15,722 210 15,932 3,983 CMHT NURSING-NORTH AYRSHIRE 1,697 1,697 424 WVIEW WARD 7C FORENSIC REHAB N 2,207 39,395 41,602 10,401 INTENSIVE COMMUNITY NURSING TEAM 13,430 335 13,765 3,441 ADULT MENTAL HEALTH LIASION TEAM 13,881 13,881 3,470 PCMHT NORTH 1,798 1,798 450 WVIEW WARD 6 LOW SECURE NRS 14,683 54,904 69,587 17,397 WARRIX AVE 30,178 29,983 60,161 15,040 ICFN - COMMUNITY PHLEBOTOMY 4,709 4,709 1,177 WVIEW WARD 7A LD A+T NRS 25,422 25,422 6,356 WVIEW WARD 9 ACUTE MH NRS 11,528 11,528 2,882 WVIEW WARD 11 ACUTE MH NRS 11,631 11,631 2,908 WVIEW WARD 7A LD A+T NRS 402,876 1,804 14,532 419,212 104,803 WVIEW WARD 9 ACUTE MH NRS 107,700 107,700 26,925 WVIEW WARD 11 ACUTE MH NRS 48,625 48,625 12,156 419,132 1,894,961 1,804 14,532 2,330,429 2) SOCIAL CARE Month 4 Agency Cost Montrose House 128,839 Mh Acm 13,606 Ld Acm 13,864 TOTAL 156,309 Bank Agency 115
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Capital Programme Performance to 31 August 2025 Purpose: To advise Cabinet of progress in delivering the Capital Investment Programme 2025/26 to 31 August 2025 Recommendation: That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 31 August 2025; and (ii) the forecast expenditure to 31 March 2026; and (c) approve the virement proposal noted within the HRA programme detailed in appendix 2. 1. Executive Summary 1.1 The General Services Capital Investment Programme 2025/26 to 2033/34 was approved by Council on 26 February 2025. The Housing Revenue Account (HRA) Capital Investment Programme 2025/26 sits within the updated HRA Business Plan and was approved by Council on 12 February 2025. 1.2 This report identifies the current programme for 2025/26, taking account of adjustments made to the initial budgets. The report presents the revised budgets at 31 August 2025 (Period 5) and forecast expenditure to 31 March 2026. 1.3 At Period 5 the General Fund is forecasting a net underspend of (£0.037m) against a revised budget of £94.543m. The HRA is forecasting a projected underspend of (£0.897m) against a revised budget of £47.729m. 1.4 Within the General Fund, adjustments to funding have resulted in net additions to the overall capital programme of £0.455m, primarily related to Scottish Government Place Based Investment Programme funding of £0.596m. 1.5 Reviews of individual project plans have identified a number of adjustments to the current profiles. As a result, projects totalling (£14.111m) have been reprofiled for delivery in 2026/27 and beyond. This is primarily related to the revised programme for the delivery of Levelling Up Fund related projects and the B714 upgrade which have been impacted by contractor availability issues. These have been partly offset by the acceleration of £0.590m to 2025/26 from future years. Agenda Item 8 117
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1.6 Within the HRA Capital Programme, a review of delivery timescales has resulted in the re-profiling of (£0.953m) of works for delivery in 2026/27 and beyond, partly offset by the acceleration of £0.090m from future years. 1.7 Ongoing uncertainty arising from inflationary pressures and other externalities continue to impact on tender returns, the cost of materials and the cost of borrowing. Financial risks have been identified across a number of high value projects. Council has provided for a degree of mitigation within the overall 10-year General Services Capital Investment Programme and the HRA Capital Investment Programme and through additional investment agreed in relation to the Ardrossan campus. Projects will continue to be monitored closely with cost increases met initially from the additional flexibility built into the programme. However, any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 2. Background General Fund 2.1 The following table outlines the movements in the 2025/26 General Services budget: General Services Capital 2025/26 £ million Budget as at 30 June 2025 107.609 Changes to Funding 0.455 Revised Budget 108.064 Alterations to phasing of projects 2025/26 to 2026/27 (14.111) Alterations to phasing of projects 2026/27 to 2025/26 0.590 Budget as at 31 August 2025 94.543 2.2 Changes to Funding The capital programme has been updated to reflect the following changes to funding: Funding Body Amount £ million Project Scottish Government 0.596 PBIP Allocation KA Leisure 0.053 Brodick Tennis Courts SPT Grant downturn (0.194) RTPI North Coast and Garnock Valley Total Funding Adjustments 0.455 2.3 Alterations to the Phasing of Projects A review of individual project plans has identified a requirement to re-profile (£14.111m) of works for delivery in 2026/27 and beyond. 118
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Project Amount £ million Telephony (0.150) ICT Investment Fund (0.100) Total Corporate Services (0.250) LUF3 Annickbank (3.159) VDLF Kyle Road Phase2 (2.380) B714 Upgrade (1.961) Fleet Decarbonisation (1.202) LUF3 Strategic Investment Route (0.650) LUF3 Heatherhouse Road (0.638) LUF3 Riverside Way (0.408) LUF3 Long Drive (0.405) Repurposing Property Grant (0.300) PBIP Dockhead Street (0.200) North Shore Residential (0.125) PBIP (0.114) Dockhead Stret Saltcoats (0.100) Other Minor Movements (0.219) Total Place (11.861) Core Infrastructure Investment (2.000) Total Other (2.000) Alterations 2025/26 to 2026/27 (14.111) These adjustments have been partly offset by the acceleration of £0.590m of expenditure to 2025/26 from future years. Project Amount £ million Other Minor Movements 0.020 Total Place 0.020 Flexibility Fund 0.570 Total Other 0.570 Alterations 2026/27 to 2025/26 0.590 2.4 These adjustments have resulted in a revised 2024/25 budget at 31 August 2025 of £94.543m, a net reduction of (£13.066m). 119
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2.5 The following graph illustrates the movement in each programme on a service basis compared to the revised programme: 2.6 The impact on budgeted funding, elements of which are related to the profile of expenditure reported above, is an increase of £11.802m from the revised budget, including: Category Amount £ million Comments Borrowing (4.045) Rephased aligned to projected expenditure Specific Grant (8.879) Rephased and revised contributions Other Grants (0.142) Rephased and revised contributions Total Funding Adjustments (13.066) 0.692 0.105 32.460 0.753 54.930 6.867 95.807 0.703 2.000 0.654 0.780 94.193 9.279 107.609 0.452 0.932 29.476 0.780 62.902 0.001 94.543 9.279 9.279 9.279 9.279 9.279 9.279 11.802 Approved Movement Programme @ P5 Programme @ P3 120
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2.7 Projected Capital Expenditure to 31 March 2026 The projections are summarised by service in the following table: Service / Category Approved Budget 2025/26 £ million Carry Forwards and Adjustments £ million Revised Budget 2025/26 £ million Projected Expenditure / Income to 31 March 2026 £ million Projected Variance Over / (Under) £ million Corporate Services 0.703 (0.251) 0.452 0.452 0.000 Communities & Housing 2.000 (1.068) 0.932 0.932 0.000 Education 0.654 28.822 29.476 29.439 (0.037) HSCP 0.780 0.000 0.780 0.780 0.000 Place 94.193 (31.291) 62.902 62.902 0.000 Other Items 9.279 (9.278) 0.001 0.001 0.000 Total Expenditure 107.609 (13.066) 94.543 94.506 (0.037) General Grants (10.092) 0.000 (10.092) (10.092) 0.000 Specific Grants (41.228) 8.879 (32.349) (32.349) 0.000 Use of Reserve Funds 0.000 0.000 0.000 0.000 0.000 Capital Receipts (2.347) 0.000 (2.347) (2.347) 0.000 Other Grants & Contributions (0.799) 0.142 (0.657) (0.657) 0.000 Prudential Borrowing (53.143) 4.045 (49.098) (49.061) 0.037 Total Income (107.609) 13.066 (94.543) (94.506) 0.037 2.8 An underspend of (£0.037m) is projected within the General Fund capital programme for 2025/26 in relation to the completed Kilwinning Learning Environment project. These funds will be transferred to the Flexibility budget to offset anticipated budget pressures elsewhere in the programme. Information on the progress of all projects can be found in Appendix 1. 2.9 Ongoing uncertainty and areas of cost risk remain across a number of projects. While some mitigation has been built into the Capital Programme in the form of flexibility budgets, totalling £23.6m over the next few years, cost pressures may exceed this provision. These risks will be quantified as individual projects are financially completed and tendering exercises are finalised, with the impact on the costs of the programme being monitored and reported to Cabinet as appropriate. Any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 121
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Housing Revenue Account 2.10 The following table outlines the movements in the 2025/26 HRA Capital budget: Housing Revenue Account 2025/26 £m Budget as at 30 June 2025 48.592 Alterations to phasing of projects 2025/26 to 2026/27 (0.953) Alterations to phasing of projects 2026/27 to 2025/26 0.090 Budget as at 31 August 2025 47.729 2.11 Alterations to the Phasing of Projects A review of the timescale for delivery of capital projects has identified a requirement to re-profile (£0.953m) of works for delivery in 2026/27 and beyond, including: Project Amount £ million Montgomerie Park (0.358) Other Minor Movements (0.038) Total Alterations to New Builds (0.396) Estate Based Regeneration (0.557) Total Alterations to Other Capital Works (0.557) Alterations 2025/26 to 2026/27 (0.953) This has been partly offset by the acceleration of £0.090m of project expenditure for delivery during 2025/26, including: Project Amount £ million Sheltered Housing Units 0.090 Total Alterations to Other Capital Works 0.090 Alterations 2026/27 to 2025/26 0.090 2.12 These adjustments have resulted in a revised 2025/26 budget at 31 August 2025 of £47.729m. 122
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2.13 The impact on budgeted funding is a reduction of (£0.863m) from the approved budget which will be reflected in reduced prudential borrowing. 2.14 Projected Capital Expenditure to 31 March 2026 The projections are summarised in the following table: Service / Category Approved Budget 2025/26 £ million Carry Forwards and Adjustments £ million Revised Budget 2025/26 £ million Projected Expenditure / Income to 31 March 2026 £ million Projected Variance Over / (Under) £ million Housing Revenue Account 48.592 (0.863) 47.729 46.832 (0.897) Total Expenditure 48.592 (0.863) 47.729 46.832 (0.897) CFCR (8.349) - (8.349) (8.349) - Capital Grants (10.104) - (10.104) (10.104) - Use of Reserves (0.722) - (0.722) (0.722) - Affordable Housing Contribution (0.721) - (0.721) (0.721) - Prudential Borrowing (28.696) 0.863 (27.833) (26.936) 0.897 Total Income (48.592) 0.863 (47.729) (46.832) 0.897 2.15 A net underspend of (£0.897m) is projected within the HRA capital programme for 2025/26 arising from revisions to a number of projects, including: Project Variance £ million Comments Laburnum Avenue (0.321) Project complete Bathrooms (0.222) Lower numbers projected Kitchens 0.073 Increased numbers projected St Marys, Largs (0.427) Project complete Roofing 0.104 Additional works required EWI (0.104) Lower costs per unit projected Total Variance (0.897) 2.16 In addition to the adjustments noted above Appendix 2 highlights a proposed virement which is required to transfer budget between Contingency and the Harbourside project, aligning the budgets with the projected expenditure. 2.17 Cost pressures will continue to be monitored and a review of any potential impact on the Business Plan and Capital Programme will be undertaken to address any identified issues. Further information on the progress of all projects can be found in Appendix 2. 123
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3. Proposals 3.1 It is proposed that Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 31 August 2025; and (ii) the forecast expenditure to 31 March 2026; (c) approve the virement proposal noted within the HRA programme detailed in appendix 2. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications are as outlined in the report. Expenditure will continue to be closely monitored to ensure early action is taken regarding any projected underspends or overspends. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by focusing our investment on priorities, managing risk and supporting delivery of key priorities. Community Wealth Building 4.7 None. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. 124
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Consumer Duty 4.10 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Capital Programme and Treasury Management Performance to 30 June 2025 - Cabinet 2 September 2025 125
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OFFICIAL INFORMATION# North Ayrshire Council Capital Statement 2025/26 Appendix 1 TOTAL PROJECT Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Brought / Carry Forward to 2026/27 Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31st March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/ (Under) Spend £ £ £ £ £ £ £ £ £ £ £ EXPENDITURE Education Nursery Education 4,030,810 3,956,200 4,030,810 0 37,018 0 37,018 (37,592) 37,018 0 0 Primary Schools 45,820,228 37,368,797 45,820,228 0 4,434,856 0 4,434,856 1,392,742 4,434,856 0 0 Secondary Schools 117,394,036 10,086,095 117,357,107 (36,929) 23,817,994 0 23,817,994 2,178,725 23,781,065 (36,929) (36,929) Schools Other 1,448,759 698,554 1,448,759 0 1,186,504 0 1,186,504 436,299 1,186,504 0 0 SUB TOTAL 168,693,833 52,109,646 168,656,904 (36,929) 29,476,372 0 29,476,372 3,970,174 29,439,443 (36,929) (36,929) Communities & Housing Information & Culture 588,470 380,621 588,470 0 581,907 0 581,907 374,058 581,907 0 0 Other Housing 350,000 0 350,000 0 350,000 0 350,000 0 350,000 0 0 SUB TOTAL 938,470 380,621 938,470 0 931,907 0 931,907 374,058 931,907 0 0 Corporate Services Council IT Strategy 8,797,380 3,517,727 8,797,380 0 702,265 (250,000) 452,265 141,411 452,265 0 0 SUB TOTAL 8,797,380 3,517,727 8,797,380 0 702,265 (250,000) 452,265 141,411 452,265 0 0 Health & Social Care Management & Support 1,027,855 864,222 1,027,855 0 292,709 0 292,709 129,077 292,709 0 0 Housing Non HRA 475,371 214,110 475,371 0 475,371 0 475,371 214,110 475,371 0 0 Adults 4,608,078 4,596,152 4,608,078 0 11,926 0 11,926 0 11,926 0 0 SUB TOTAL 6,111,303 5,674,484 6,111,303 0 780,006 0 780,006 343,187 780,006 0 0 Place Roads 108,024,866 69,089,721 108,024,866 0 28,074,051 (2,143,805) 25,930,246 1,704,717 25,930,246 0 0 Streetscene 5,437,014 2,940,556 5,437,014 0 2,559,509 0 2,559,509 267,743 2,559,509 0 0 Transport 8,413,818 1,532,841 8,413,818 0 4,842,317 (1,202,000) 3,640,317 1,411,340 3,640,317 0 0 Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 Renewable Energy 15,513,598 14,250,364 15,513,598 0 2,138,105 0 2,138,105 874,871 2,138,105 0 0 Office Accommodation 1,711,965 143,883 1,711,965 0 1,555,343 19,300 1,574,643 143,883 1,574,643 0 0 Other Property 3,956,136 1,712,837 3,956,136 0 3,106,684 0 3,106,684 863,385 3,106,684 0 0 Economic Development & Regeneration 188,865,016 82,077,410 188,865,016 0 32,442,173 (8,514,393) 23,927,780 5,572,860 23,927,780 0 0 Completed Projects 6,355,262 6,331,821 6,355,262 0 24,269 0 24,269 828 24,269 0 0 SUB TOTAL 351,599,166 191,351,974 351,599,166 0 74,742,451 (11,840,898) 62,901,553 10,839,626 62,901,553 0 0 Other Other 14,603,405 0 15,173,382 569,977 1,431,023 (1,430,023) 1,000 0 1,000 0 0 SUB TOTAL 14,603,405 0 15,173,382 569,977 1,431,023 (1,430,023) 1,000 0 1,000 0 0 Total Project Expenditure 550,743,558 253,034,452 551,276,606 533,048 108,064,024 (13,520,921) 94,543,103 15,668,456 94,506,174 (36,929) (36,929) Total Project Income (108,064,024) 13,520,921 (94,543,103) (12,459,698) (94,506,174) 36,929 36,929 Total Net Expenditure 0 0 0 3,208,758 0 0 0 On Target (+0.5% of budget) On Target (up to 5% delay of original timescales) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Slightly off target (+ 5% to 10% of original timescales) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) Significantly off target (+10% or more of original timescales) The following classifications have been used to highlight financial performance against budget CURRENT YEAR 2025/26 Year Ended 31st March 2026 Period 5 The following classifications have been used to highlight delivery performance against original timescales set # OFFICIAL INFORMATION 126
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OFFICIAL INFORMATION# Revised Budget 25/26 Variance £ £ £ £ £ £ £ £ £ CAPITAL BORROWING Prudential Borrowing 54,463,198 16,882,663 2,656,651 74,002,512 (21,858,503) 52,144,009 49,061,404 (3,082,605) SUB TOTAL 54,463,198 16,882,663 2,656,651 74,002,512 (21,858,503) 0 52,144,009 0 49,061,404 (3,082,605) SCOTTISH GOVERNMENT FUNDING Specific Capital Grants Active Travel Tier 1 582,000 582,000 (582,000) 0 0 0 0 Local Authority Direct Award 41,337 41,337 0 41,337 0 Vacant & Derelict Land Funding 3,397,568 238,809 358,499 3,994,876 0 3,994,876 2,433,875 1,331,185 (2,663,691) Scottish Government Grant - AGD i3 Flexible Space Ph 1 4,762,045 (131,988) 4,630,057 0 4,630,057 0 4,630,057 0 Scottish Government Grant - AGD i3 Flexible Space Ph 2 0 0 0 Scottish Government Grant - AGD Great Harbour 2,737,842 (29,141) 451,870 3,160,571 752,528 3,913,099 755,020 3,913,099 0 UK Government Grant - AGD DPMC Ph 2 0 0 1,000,000 1,000,000 0 1,000,000 0 Scottish Government Grant - AGD Marine Tourism Ardrossan 275,717 275,717 0 275,717 0 275,717 0 Scottish Government Grant - AGD Marine Tourism Cumbrae 470,781 470,781 0 470,781 0 470,781 0 Millport Town Hall Phase 2 0 26,469 26,469 0 26,469 26,470 26,469 0 Garrison House Project 0 325,698 325,698 0 325,698 325,698 325,698 0 Ardrossan Promenade 0 1,307 1,307 0 1,307 1,306 1,307 0 Islands Pit Stops 0 67,540 440,000 507,540 0 507,540 507,540 507,540 0 Place Based Investment Programme 316,043 136,857 251,385 704,285 595,863 1,300,148 704,286 959,748 (340,400) UK Shared Prosperity Fund 576,535 576,535 0 576,535 576,535 576,535 0 UK Government Grant - B714 Improvements 17,553,389 (229,290) 17,324,099 0 17,324,099 0 15,363,247 (1,960,852) UK Government Ayrshire 5GIR 0 281,711 281,711 175,000 456,711 456,711 456,711 0 UK Government - LUF3 Funding Commercial & Low Carbon 0 0 7,979,473 7,979,473 1,920,510 2,469,171 (5,510,302) Capital Grants Flooding (2,206,000) (2,206,000) 0 (2,206,000) 0 (2,206,000) 0 General Capital Grant 10,573,000 (454,000) 10,119,000 2,179,000 12,298,000 4,598,835 12,298,000 0 SUB TOTAL 39,038,920 687,972 1,047,754 40,774,646 12,141,201 0 52,915,847 12,306,785 42,440,602 (10,475,245) OTHER INCOME TO PROGRAMME Use of Funds :- Capital Fund 703,707 0 (703,707) 0 0 0 0 0 0 0 CFCR 0 0 0 0 0 0 0 0 0 0 Grants & Contributions 101,099 99,437 85,000 285,536 371,652 0 657,188 (53,917) 657,188 0 Capital Receipts 1,500,000 837,950 0 2,337,950 9,030 0 2,346,980 206,830 2,346,980 0 SUB TOTAL 2,304,806 937,387 (618,707) 2,623,486 380,682 0 3,004,168 152,913 3,004,168 0 TOTAL CAPITAL PROGRAMME FUNDING 95,806,924 18,508,022 3,085,698 117,400,644 (9,336,620) 0 108,064,024 12,459,698 94,506,174 (13,557,850) Approved Budget at Cabinet Feb 2025 Capital Programme Funding 2025/26 Projected Income to 31st March 2026 Approved budget at Period 1 used as revised starting point 2025/26 Actual Income to 31st August 2025Funding Description Carry Forward from 2024/25 Changes after Capital Refresh Feb 2025 Total Changes in Year Changes at Capital Refresh Feb 2026 # OFFICIAL INFORMATION 127
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OFFICIAL INFORMATION# EDUCATION Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Nursery Education Early Years Programme SHISKINE EARLY YEARS 0 0 0 0 0 0 0 0 0 Complete Complete MARRESS HOUSE 4,030,810 3,956,200 4,030,810 0 37,018 (37,592) 37,018 0 0 Complete Complete Total Nursery Education 4,030,810 3,956,200 4,030,810 0 37,018 (37,592) 37,018 0 0 0 Primary Schools MOORPARK PRIMARY 14,387,783 14,425,986 14,387,783 0 1,639,816 1,678,018 1,639,816 0 0 Complete Complete MONTGOMERIE PARK SCHOOL 23,448,999 21,850,785 23,448,999 0 1,302,286 (295,928) 1,302,286 0 0 Complete Complete FAIRLIE PRIMARY SCHOOL 226,444 6,813 226,444 0 96,444 1,813 96,444 0 0 On Target On Target UNIVERSAL FREE SCHOOL MEALS EXPANSION 522,003 0 522,003 0 300,131 0 300,131 0 0 On Target On Target UFSM ARDEER PRIMARY SCHOOL 18,729 16,548 18,729 0 2,690 509 2,690 0 0 Complete Complete UFSM BEITH PRIMARY SCHOOL 0 0 0 0 0 0 0 0 0 Complete Complete UFSM BRODICK PRIMARY SCHOOL 124,225 124,225 124,225 0 0 0 0 0 0 Complete Complete UFSM CORRIE PRIMARY SCHOOL 54,007 54,007 54,007 0 0 0 0 0 0 Complete Complete UFSM CORSEHILL PRIMARY SCHOOL 165,691 134,213 165,691 0 28,476 (3,002) 28,476 0 0 Complete Complete UFSM GARNOCK COMMUNITY CAMPUS 54,159 52,973 54,159 0 154 (1,033) 154 0 0 Complete Complete UFSM GLEBE PRIMARY SCHOOL 2,046,397 7,528 2,046,397 0 0 0 0 0 0 On Target On Target UFSM GLENCAIRN PRIMARY SCHOOL 11,853 10,256 11,853 0 1,433 (164) 1,433 0 0 Complete Complete UFSM HAYOCKS PRIMARY SCHOOL 114,056 91,168 114,056 0 21,013 (1,875) 21,013 0 0 Complete Complete UFSM KILMORY PRIMARY SCHOOL 65,654 57,473 65,654 0 8,181 0 8,181 0 0 Complete Complete UFSM LARGS PRIMARY SCHOOL 148,533 148,533 148,533 0 0 0 0 0 0 Complete Complete UFSM LOUDOUN-MONTGOMERY PRIMARY SCHOOL 2,082,541 61,410 2,082,541 0 958,116 9,948 958,116 0 0 On Target On Target UFSM PENNYBURN PRIMARY SCHOOL 12,000 9,523 12,000 0 2,329 (148) 2,329 0 0 Complete Complete UFSM SHISKINE PRIMARY SCHOOL 6,616 6,616 6,616 0 0 0 0 0 0 Complete Complete UFSM WEST KILBRIDE PRIMARY SCHOOL 2,252,504 237,299 2,252,504 0 70,111 5,520 70,111 0 0 On Target On Target UFSM WHITEHIRST PARK PRIMARY 56,212 51,619 56,212 0 3,676 (918) 3,676 0 0 Complete Complete UFSM WHITING BAY PRIMARY SCHOOL 21,822 21,822 21,822 0 0 0 0 0 0 Complete Complete Total Primary Education 45,820,228 37,368,797 45,820,228 0 4,434,856 1,392,742 4,434,856 0 0 0 Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,805,436 2,768,507 2,768,507 (36,929) 37,849 920 920 (36,929) (36,929) 0 Complete Complete ARDROSSAN NEW BUILD 114,588,600 7,317,588 114,588,600 0 23,780,145 2,177,805 23,780,145 0 0 On Target On Target Total Secondary Education 117,394,036 10,086,095 117,357,107 (36,929) 23,817,994 2,178,725 23,781,065 (36,929) (36,929) 0 Schools Other CO2 MONITORS IN SCHOOLS 298,000 262,255 298,000 0 35,745 0 35,745 0 0 On Target On Target SCHOOLS ICT INVESTMENT * 1,150,759 436,299 1,150,759 0 1,150,759 436,299 1,150,759 0 0 On Target On Target Total Schools Other 1,448,759 698,554 1,448,759 0 1,186,504 436,299 1,186,504 0 0 0 Total Education 168,693,833 52,109,646 168,656,904 (36,929) 29,476,372 3,970,174 29,439,443 (36,929) (36,929) 0 CAPITAL MONITORING 2025/26 CommentsProject Description TOTAL PROJECT DELIVERY STATUS2025/26 BUDGETS # OFFICIAL INFORMATION 128
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OFFICIAL INFORMATION# COMMUNITIES & HOUSING Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Information & Culture CASTLES & HISTORIC MONUMENTS 38,303 0 38,303 0 38,303 0 38,303 0 0 Holding Code Holding Code ABBEY TOWER 73,807 6,563 73,807 0 67,244 0 67,244 0 0 On Target On Target BRODICK TENNIS COURTS 150,662 56,301 150,662 0 150,662 56,301 150,662 0 0 On Target On Target GARRISON HOUSE PROJECT 325,698 317,757 325,698 0 325,698 317,757 325,698 0 0 On Target On Target Total Information & Cultural 588,470 380,621 588,470 0 581,907 374,058 581,907 0 0 0 Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 350,000 0 0 On Target On Target Total Other Housing 350,000 0 350,000 0 350,000 0 350,000 0 0 0 Total Communities & Housing 938,470 380,621 938,470 0 931,907 374,058 931,907 0 0 0 Comments CAPITAL MONITORING 2025/26 Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS # OFFICIAL INFORMATION 129
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OFFICIAL INFORMATION# CORPORATE SERVICES Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Council IT Strategy ICT INVESTMENT FUND 4,065,581 1,643,335 4,065,581 0 484,858 131,412 384,858 (100,000) (100,000) On Target On Target WAN 912,107 412,107 912,107 0 0 0 0 0 0 Complete Complete LAN/WiFi 2,673,000 1,173,000 2,673,000 0 0 0 0 0 0 Complete Complete TELEPHONY 1,146,693 289,285 1,146,693 0 217,407 9,999 67,407 (150,000) (150,000) On Target On Target Total IT Strategy 8,797,380 3,517,727 8,797,380 0 702,265 141,411 452,265 (250,000) 0 (250,000) Total Corporate Services 8,797,380 3,517,727 8,797,380 0 702,265 141,411 452,265 (250,000) 0 (250,000) CAPITAL MONITORING 2025/26 CommentsProject Description TOTAL PROJECT DELIVERY STATUS2025/26 BUDGETS # OFFICIAL INFORMATION 130
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OFFICIAL INFORMATION# HEALTH & SOCIAL CARE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Management & Support CAREFIRST REPLACEMENT 536,058 382,993 536,058 0 292,709 139,644 292,709 0 0 On Target On Target 47 WEST ROAD 491,797 481,229 491,797 0 0 (10,568) 0 0 0 Complete Complete Total Management & Support 1,027,855 864,222 1,027,855 0 292,709 129,077 292,709 0 0 0 Housing Non HRA IMPROVEMENT GRANTS * 475,371 214,110 475,371 0 475,371 214,110 475,371 0 0 On Target On Target Total Housing Non HRA 475,371 214,110 475,371 0 475,371 214,110 475,371 0 0 0 Adults TRINDLEMOSS 4,608,078 4,596,152 4,608,078 0 11,926 0 11,926 0 0 Complete Complete Total Older People 4,608,078 4,596,152 4,608,078 0 11,926 0 11,926 0 0 0 Total Health & Social Care 6,111,303 5,674,484 6,111,303 0 780,006 343,187 780,006 0 0 0 CAPITAL MONITORING 2025/26 2025/26 BUDGETSTOTAL PROJECT CommentsProject Description DELIVERY STATUS # OFFICIAL INFORMATION 131
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OFFICIAL INFORMATION# PLACE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Roads ROADS IMPROVE/RECONSTRUCTION * 3,783,006 1,220,933 3,783,006 0 3,783,006 1,220,933 3,783,006 0 0 On Target On Target ROAD SAFETY IMPROVEMENT FUND 0 (4,100) 0 0 0 (4,100) 0 0 0 Complete Complete ROADS REMEDIATION WORKS 39,651 0 39,651 0 39,651 0 39,651 0 0 On Target On Target TRAFFIC CALMING 175,000 0 175,000 0 82,953 0 0 (82,953) (82,953) On Target On Target DOCKHEAD STREET SALTCOATS 100,000 0 100,000 0 100,000 0 0 (100,000) (100,000) On Target On Target LIGHTING * 1,268,076 84,563 1,268,076 0 1,268,076 84,563 1,268,076 0 0 On Target On Target UPPER GARNOCK FPS 18,503,801 18,373,750 18,503,801 0 130,051 0 130,051 0 0 Complete Complete MILLPORT COASTAL FPS 42,295,797 40,869,559 42,295,797 0 1,485,849 59,612 1,485,849 0 0 Complete Complete MILLBURN FPS 3,007,000 405,511 3,007,000 0 2,633,386 31,897 2,633,386 0 0 On Target On Target MILLPORT PIER 1,350,000 150,080 1,350,000 0 214,960 0 214,960 0 0 On Target On Target BRIDGES INFRASTRUCTURE PROG * 654,939 183,186 654,939 0 654,939 183,186 654,939 0 0 On Target On Target LARGS PROMENADE SEAWALL 4,698,482 4,698,483 4,698,482 0 6,581 6,581 6,581 0 0 Complete Complete COASTAL ADAPTATIONS 299,000 14,928 299,000 0 299,000 14,928 299,000 0 0 On Target On Target B714 UPGRADE 31,693,443 3,005,370 31,693,443 0 17,298,951 99,683 15,338,099 (1,960,852) (1,960,852) On Target On Target PARKING CHARGES & DPE 156,673 87,460 156,673 0 76,648 7,435 76,648 0 0 On Target On Target Total Roads 108,024,866 69,089,721 108,024,866 0 28,074,051 1,704,717 25,930,246 (2,143,805) 0 (2,143,805) Streetscene CEMETERY EXTNS, WALLS & INFRA * 437,933 0 437,933 0 233,241 0 233,241 0 0 Holding Code Holding Code CMTY, STEV HIGH ROAD - WORKS 519,644 518,144 519,644 0 0 (1,500) 0 0 0 Complete Complete CMTY, KILBIRNIE - WALLS 120,613 116,974 120,613 0 1,638 (2,001) 1,638 0 0 Complete Complete CMTY, BEITH - WALLS 163,875 158,868 163,875 0 2,240 (2,768) 2,240 0 0 Complete Complete CMTY, ABBEY TOWER - WALLS 161,190 149,727 161,190 0 39,317 27,854 39,317 0 0 Complete Complete CMTY, STEV HAWKHILL - WALLS 125,668 86,119 125,668 0 40,289 740 40,289 0 0 Complete Complete CMTY, WEST KILBRIDE - WALLS 109,914 105,087 109,914 0 35,109 30,283 35,109 0 0 On Target On Target CMTY, MILLPORT - WALLS 2,846 2,846 2,846 0 0 0 0 0 0 On Target On Target CMTY, ARDROSSAN - WALLS 4,338 4,338 4,338 0 0 0 0 0 0 On Target On Target CMTY, IRVINE OP CHURCH - WALLS 2,775 2,775 2,775 0 0 0 0 0 0 On Target On Target CMTY, DREGHORN - WALLS 19,227 19,227 19,227 0 5,676 5,676 5,676 0 0 On Target On Target CMTY, KILBIRNIE BARONY - WALLS 1,828 1,828 1,828 0 0 0 0 0 0 On Target On Target CMTY, LAMLASH - WALLS 3,627 3,627 3,627 0 0 0 0 0 0 On Target On Target CMTY, STEV HIGH KIRK - WORKS 24,732 24,732 24,732 0 28 28 28 0 0 On Target On Target CMTY, KILBIRNIE - NEW 1,501,663 143,880 1,501,663 0 1,373,155 15,373 1,373,155 0 0 On Target On Target CMTY, ARDROSSAN - EXTENSION 15,412 15,412 15,412 0 0 0 0 0 0 On Target On Target CMTY, SHEWALTON - WALLS 2,679 2,679 2,679 0 0 0 0 0 0 Complete Complete CMTY, NEW STREET STEV - WALLS 1,015 1,015 1,015 0 1,015 1,015 1,015 0 0 Complete Complete COASTAL PLAY PARKS 433,791 433,791 433,791 0 0 0 0 0 0 On Target On Target STREET FURNITURE IMPROVEMENT 223,350 225,511 223,350 0 424 2,585 424 0 0 On Target On Target PARK ENABLING WORKS 149,895 149,415 149,895 0 2,180 1,700 2,180 0 0 On Target On Target RENEWAL OF PLAY PARKS 1,411,000 774,561 1,411,000 0 825,197 188,758 825,197 0 0 On Target On Target Total Streetscene 5,437,014 2,940,556 5,437,014 0 2,559,509 267,743 2,559,509 0 0 0 Transport VEHICLES * 2,926,850 1,394,608 2,926,850 0 2,926,850 1,394,608 2,926,850 0 0 On Target On Target FLEET DECARBONISATION 5,486,968 138,233 5,486,968 0 1,915,467 16,732 713,467 (1,202,000) (1,202,000) On Target On Target Total Transport 8,413,818 1,532,841 8,413,818 0 4,842,317 1,411,340 3,640,317 (1,202,000) 0 (1,202,000) Comments CAPITAL MONITORING 2025/26 Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS # OFFICIAL INFORMATION 132
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OFFICIAL INFORMATION# PLACE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2025/26 Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS Waste Services SHEWALTON LANDFILL 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 Complete Complete Total Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 Renewable Energy SOLAR PV INVESTMENT - NETHERMAINS 7,889,153 7,585,749 7,889,153 0 485,896 182,491 485,896 0 0 On Target On Target SOLAR PV INVESTMENT - SHEWALTON 5,913,443 5,468,243 5,913,443 0 1,023,282 578,082 1,023,282 0 0 On Target On Target NON DOMESTIC ENERGY EFFICIENCY PROGRAMME 1,000,001 1,000,001 1,000,001 0 45,951 45,951 45,951 0 0 Complete Complete NATURE RESTORATION FUND 711,001 196,372 711,001 0 582,976 68,347 582,976 0 0 On Target On Target Total Renewable Energy 15,513,598 14,250,364 15,513,598 0 2,138,105 874,871 2,138,105 0 0 0 Office Accommodation PROPERTY LIFECYCLE INVESTMENT * (19,300) 0 (19,300) 0 (19,300) 0 0 19,300 19,300 On Target On Target PLI GOLDCRAIGS DEPOT 157,907 (8,252) 157,907 0 1,285 (8,252) 1,285 0 0 On Target On Target PLI CALEDONIA PRIMARY 670,765 3,608 670,765 0 670,765 3,608 670,765 0 0 On Target On Target PLI DALRY PRIMARY SCHOOL 220,000 0 220,000 0 220,000 0 220,000 0 0 On Target On Target PLI FAIRLIE PRIMARY SCHOOL 7,531 7,531 7,531 0 7,531 7,531 7,531 0 0 Complete Complete PLI HAYOCKS PRIMARY SCHOOL 379,614 6,137 379,614 0 379,614 6,137 379,614 0 0 On Target On Target PLI PENNYBURN PRIMARY 0 (3,727) 0 0 0 (3,727) 0 0 0 Complete Complete PLI SKELMORLIE PRIMARY SCHOOL 7,200 (7,708) 7,200 0 7,200 (7,708) 7,200 0 0 Complete Complete PLI ST LUKES PRIMARY SCHOOL 21,500 0 21,500 0 21,500 0 21,500 0 0 Complete Complete PLI ST WINNINGS PRIMARY SCHOOL 27,500 27,333 27,500 0 27,500 27,333 27,500 0 0 Complete Complete PLI WEST KILBRIDE PRIMARY SCHOOL 93,985 59,727 93,985 0 93,985 59,727 93,985 0 0 Complete Complete PLI ARDROSSAN ACADEMY 54,005 54,005 54,005 0 54,005 54,005 54,005 0 0 Complete Complete PLI WEST KILBRIDE EARLY YEARS 3,232 0 3,232 0 3,232 0 3,232 0 0 Complete Complete PLI ARRAN OUTDOOR CENTRE 5,181 5,181 5,181 0 5,181 5,181 5,181 0 0 Complete Complete PLI ANAM CARA 50 50 50 0 50 50 50 0 0 Complete Complete PLI BRODICK HWRC 20,000 0 20,000 0 20,000 0 20,000 0 0 On Target On Target PLI THE PORTAL 50,000 0 50,000 0 50,000 0 50,000 0 0 On Target On Target PLI IRVINE WASTE TRANSFER 12,795 0 12,795 0 12,795 0 12,795 0 0 Complete Complete Total Office Accommodation 1,711,965 143,883 1,711,965 0 1,555,343 143,883 1,574,643 19,300 0 19,300 Other Property LOCALITY BASED PROPERTY REVIEW 229,560 0 229,560 0 229,560 0 229,560 0 0 On Target On Target LBPR NA HERITAGE CTR 9,803 9,803 9,803 0 0 0 0 0 0 Complete Complete LBPR - TRINITY CHURCH 1,490 1,490 1,490 0 630 630 630 0 0 Complete Complete LBPR STEVENSTON COMPLEX 189,250 4,250 189,250 0 185,000 0 185,000 0 0 On Target On Target LBPR UNIT 48 KYLE ROAD 5,185 5,185 5,185 0 0 0 0 0 0 Complete Complete LBPR IRVINE LIBRARY 38,074 46,004 38,074 0 0 7,930 0 0 0 Complete Complete LBPR BRIDGEGATE HOUSE 2,172 2,172 2,172 0 197 197 197 0 0 Complete Complete LBPR CUNNINGHAME HOUSE 238,000 84,202 238,000 0 180,447 26,648 180,447 0 0 On Target On Target LBPR CUNNINGHAME HOUSE GRD EAST/4TH WEST 1,248,118 240,456 1,248,118 0 1,164,752 157,090 1,164,752 0 0 On Target On Target LBPR CUNNINGHAME HOUSE GRD WEST 201,777 169,951 201,777 0 37,687 5,862 37,687 0 0 Complete Complete LBPR - THE TOWNHOUSE 25,000 4,280 25,000 0 21,420 700 21,420 0 0 On Target On Target LBPR THE CIRCUIT 311,571 24,747 311,571 0 290,623 3,799 290,623 0 0 On Target On Target EMERGENCY CONTROL CTR 158,000 150,735 158,000 0 3,111 (4,154) 3,111 0 0 Complete Complete GOLDCRAIGS REFURBISHMENT 1,163,495 860,497 1,163,495 0 969,738 666,740 969,738 0 0 Complete Complete WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 109,065 134,641 0 23,519 (2,057) 23,519 0 0 Complete Complete Total Property 3,956,136 1,712,837 3,956,136 0 3,106,684 863,385 3,106,684 0 0 0 # OFFICIAL INFORMATION 133
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OFFICIAL INFORMATION# PLACE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2025/26 Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS Regeneration REPURPOSING PROPERTY GRANT FUND 416,512 8,286 416,512 0 415,832 7,606 115,832 (300,000) (300,000) On Target On Target MILLPORT TOWN HALL PHASE 2 58,129 (84,322) 58,129 0 58,129 (84,322) 58,129 0 0 On Target Significantly off target Community led regeneration project by Millport Town Hall Charity. Project has been delayed due to challenges with contractor and work needing redone as did not met a satisfactory standard. Regeneration team continues to support MTHC in the delivery of the project. ISLANDS PIT STOPS 507,540 39,731 507,540 0 507,540 39,731 507,540 0 0 On Target On Target PLACE BASED INVESTMENT PROGRAMME (PBIP) 270,151 38,327 270,151 0 239,374 7,550 125,000 (114,374) (114,374) On Target On Target UK SHARED PROSPERITY FUND (SPF) 576,535 864 576,535 0 576,535 864 576,535 0 0 On Target On Target AYRSHIRE 5GIR 3,966,000 3,534,914 3,966,000 0 456,711 25,625 456,711 0 0 On Target On Target PBIP – KILWINNING ABBEY IMPROVEMENTS 264,559 356 264,559 0 264,203 0 264,203 0 0 On Target On Target LOCHSHORE HUB PLAY AREA 355,000 298,755 355,000 0 13,265 0 13,265 0 0 Complete Complete PBIP 36 BANK STREET 139,999 120,162 139,999 0 19,837 0 19,837 0 0 On Target On Target PBIP GALT HOUSE 49,444 49,444 49,444 0 8,328 8,328 8,328 0 0 Complete Complete IRVINE HIGH STREET 2,837,315 2,723,017 2,837,315 0 99,298 (15,000) 99,298 0 0 Complete Complete MILLPORT CARS 10,993 0 10,993 0 10,993 0 10,993 0 0 Complete Complete MONTGOMERIE PARK MASTERPLAN 4,218,597 1,916,539 4,218,597 0 282,207 45,148 282,207 0 0 On Target On Target LOCHSHORE, KILBIRNIE 2,126,881 2,011,532 2,126,881 0 141,825 26,476 141,825 0 0 On Target On Target LOCHSHORE GARNOCK HUB 4,145,999 4,100,182 4,145,999 0 47,430 1,613 47,430 0 0 Complete Complete VDLF - KYLE ROAD PHASE 2 3,632,516 149,305 3,632,516 0 2,848,637 150 469,065 (2,379,572) (2,379,572) On Target On Target VDLF - ANNICKBANK PH 3 1,948,996 1,944,450 1,948,996 0 10,465 5,919 10,465 0 0 Complete Complete LUF3 - ANNICKBANK 6,074,602 92,170 6,074,602 0 3,741,969 12,075 583,218 (3,158,751) (3,158,751) On Target On Target VDLF - DEVELOPMENT WORK 228,041 109,435 228,041 0 134,574 15,968 134,574 0 0 On Target On Target VDLF - TREE PLANTING 50,000 2,400 50,000 0 47,600 0 0 (47,600) (47,600) On Target On Target MONTGOMERIE PARK NEIGHBOURHOOD CTR 260,384 179,307 260,384 0 81,077 0 81,077 0 0 On Target On Target VDLF STALLED SPACES FUND 113,000 0 113,000 0 113,000 0 25,000 (88,000) (88,000) On Target On Target LOCHSHORE GARDEN/ACTIVITY HUB 827,075 0 827,075 0 827,075 0 827,075 0 0 On Target On Target NORTH SHORE RESIDENTIAL 150,000 0 150,000 0 150,000 0 25,000 (125,000) (125,000) On Target On Target PBIP DOCKHEAD STREET 250,000 0 250,000 0 250,000 0 50,000 (200,000) (200,000) On Target On Target PBIP COMMUNITY PROJECT FUND 250,000 0 250,000 0 250,000 0 250,000 0 0 On Target On Target PBIP PUBLIC SPACE CAMERA 50,000 0 50,000 0 50,000 0 50,000 0 0 On Target On Target PBIP BEITH KIRK 41,000 0 41,000 0 41,000 0 41,000 0 0 On Target On Target QUARRY ROAD PHASE 2 5,204,719 5,204,719 5,204,719 0 0 0 0 0 0 Complete Complete ACTIVE TRAVEL TIER 1 983,927 3,012,069 983,927 0 983,927 81,122 983,927 0 0 On Target On Target ACCESS PATH NETWORK PROGRAMME * 516,760 649 516,760 0 516,760 649 516,760 0 0 On Target On Target LOCAL AUTHORITY DIRECT AWARD 41,337 0 41,337 0 41,337 0 41,337 0 0 On Target On Target RTPI - NORTH COAST AND GARNOCK VALLEY 6,000 0 6,000 0 6,000 0 6,000 0 0 On Target On Target FAIRLIE COASTAL PATH 0 (12,091) 0 0 0 (12,091) 0 0 0 Complete Complete ARDROSSAN PROMENADE 1,307 767,272 1,307 0 1,307 (19,422) 1,307 0 0 Complete Complete B777 CORRIDOR IMPROVEMENTS 111,771 111,771 111,771 0 0 0 0 0 0 Complete Complete NCN73 ACCESSABILITY IMPROVEMENTS 38,225 38,225 38,225 0 0 0 0 0 0 On Target On Target LINKS TO EGLINTON PARK 168,176 168,176 168,176 0 0 0 0 0 0 Complete Complete NCN7 VALEFIELD BRIDGE 3,500 3,500 3,500 0 0 0 0 0 0 On Target On Target LONG DRIVE 956,620 1,500 956,620 0 956,620 1,500 551,372 (405,248) (405,248) On Target On Target RIVERSIDE WAY 867,180 0 867,180 0 867,180 0 459,010 (408,170) (408,170) On Target On Target STRATEGIC INVESTMENT ROUTE 2,386,826 25,900 2,386,826 0 928,000 25,900 278,000 (650,000) (650,000) On Target On Target HEATHERHOUSE ROAD 1,073,678 7,000 1,073,678 0 1,073,678 7,000 436,000 (637,678) (637,678) On Target On Target HEATHERHOUSE JUNCTION 475,000 0 475,000 0 50,000 0 50,000 0 0 On Target On Target Total Regeneration 46,654,292 26,563,541 46,654,292 0 17,111,713 182,388 8,597,320 (8,514,393) 0 (8,514,393) # OFFICIAL INFORMATION 134
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OFFICIAL INFORMATION# PLACE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31st August 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2025/26 Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS Ayrshire Growth Deal AGD - I3 DPMC PHASE 1 1,000,000 272,689 1,000,000 0 727,311 0 727,311 0 0 On Target On Target AGD - I3 DPMC PHASE 2 5,000,000 318,685 5,000,000 0 50,000 4,318 50,000 0 0 On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 4,855,546 4,798,561 4,855,546 0 10,645 (46,339) 10,645 0 0 Complete Complete AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 2 15,568,282 372,241 15,568,282 0 139,304 16,592 139,304 0 0 On Target On Target AGD - HUNTERSTON - CENTRE OF LOW CARBON ENERGY & CIRCULAR ECONOMY 18,040,000 276,845 18,040,000 0 350,000 9,113 350,000 0 0 On Target On Target AGD - GREAT HARBOUR 14,461,352 2,667,897 14,461,352 0 4,504,020 1,157,069 4,504,020 0 0 On Target On Target AGD - IMSE 10,500,000 184,283 10,500,000 0 200,000 9,676 200,000 0 0 On Target On Target AGD - MARINE TOURISM ARDROSSAN 2,775,717 275,717 2,775,717 0 0 0 0 0 0 Complete Complete AGD - MARINE TOURISM ARRAN 2,059,242 227,968 2,059,242 0 49,000 21,207 49,000 0 0 On Target On Target AGD - MARINE TOURISM CUMBRAE 4,783,528 247,584 4,783,528 0 191,000 41,199 191,000 0 0 On Target On Target Total Ayrshire Growth Deal 79,043,664 9,642,470 79,043,664 0 6,221,280 1,212,834 6,221,280 0 0 0 Growth & Investment ARDROSSAN HARBOUR INTERCHANGE 4,127,113 604,059 4,127,113 0 3,524,633 1,579 3,524,633 0 0 On Target On Hold IRVINE ENTERPRISE AREA 10,736,892 0 10,736,892 0 103,079 0 103,079 0 0 On Target On Target ARDROSSAN NORTH SHORE 47,866,143 44,854,077 47,866,143 0 5,456,598 4,174,836 5,456,598 0 0 On Target On Target VDLF - HARBOUR MASTERS OFFICE 158,740 156,242 158,740 0 3,720 1,222 3,720 0 0 Complete Complete VDLF - I3 IRVINE ENTERPRISE 278,170 257,020 278,170 0 21,150 0 21,150 0 0 On Target On Target Other Growth & Investment 63,167,059 45,871,400 63,167,059 0 9,109,180 4,177,638 9,109,180 0 0 0 Total Economic Development & Regeneration 188,865,016 82,077,410 188,865,016 0 32,442,173 5,572,860 23,927,780 (8,514,393) 0 (8,514,393) Completed Projects BIOMASS RETROFIT PROGRAMME 3,378,163 3,377,163 3,378,163 0 0 (1,000) 0 0 0 Complete Complete QUARRY ROAD PHASE 1 2,977,098 2,954,657 2,977,098 0 24,269 1,828 24,269 0 0 Complete Complete Total Completed Projects 6,355,262 6,331,821 6,355,262 0 24,269 828 24,269 0 0 0 Total Place 351,599,166 191,351,974 351,599,166 0 74,742,451 10,839,626 62,901,553 (11,840,898) 0 (11,840,898) # OFFICIAL INFORMATION 135
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OFFICIAL INFORMATION# OTHER BUDGETS AE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 31st August 2025 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Over/ (Under) Spend for 24/25 £ £ £ £ £ £ £ £ £ £ FLEXIBILITY / IMPROVEMENT FUND 14,603,405 0 15,173,382 569,977 (569,977) 0 0 0 0 569,977 CORE INFRASTRUCTURE INVESTMENT 2,001,000 0 1,000 (2,000,000) 2,001,000 0 0 0 1,000 (2,000,000) Total Other Budgets 16,604,405 0 15,174,382 (1,430,023) 1,431,023 0 0 0 1,000 (1,430,023) 2025/26 BUDGETS CommentsProject Description TOTAL PROJECT # OFFICIAL INFORMATION 136
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HRA Capital Statement 2526 Appendix 2 TOTAL PROJECT CURRENT YEAR 2025/26 - Period 4 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31 July 2025 P4 Projection Virement Request Carry /Brought Forward to /From 2025/26 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative EXPENDITURE Council House Building Afton Court 1,335,654 1,250,521 1,249,898 (85,756) 0 Complete Complete Complete, project contingency not required. Ayrshire Central Site 51,235,455 12,828,905 51,235,455 0 18,289,439 3,562,550 18,289,439 On Target On Target Works are progressing well on site. First handover due Spring 2026. There has been a slight delay to works on site due to the extent of ground water that required to be removed prior to the installation of the main line drainage. Bourtreehill Village 9,924,743 416,307 9,924,743 0 128,176 64,012 128,176 On Target On Target Demolition of Crofthead Court complete. Remaining budget carried forward. Corsehillhead 2,032,906 437,217 2,032,906 0 0 On Target On Target Flatt Road 20,178,000 19,721,970 19,709,046 (468,954) 0 Complete Complete Complete Friars Lawn 2,199,628 2,085,568 2,085,598 (114,030) 0 On Target Complete Complete Fullarton Street (High Flats) 12,073,511 96,137 12,073,511 0 70,000 6,467 70,000 On Target On Target Budget 2025/26 for statutory consents & consultancy fees only. Garnock Academy Site 12,092,889 12,539,305 12,092,889 0 5,650,169 1,724,987 5,650,169 On Target On Target Works are progressing, delay due to installation of public utitilites, contractor working on revised programme. Overspend in relation to additional ground works required to pumping station. Budget virement proposed from contingency to meet these costs Garrier Court 2,335,551 2,414,910 2,348,027 12,476 0 On Target Complete Complete Harbourside 14,622,742 14,391,568 14,622,742 0 152,030 500 152,530 500 Complete Complete Complete James McFarlane Site 4,784,118 7,624,946 4,784,118 0 269,341 97,537 269,341 Complete Complete Complete - all properties occupied James Reid Site 11,820,675 1,568,195 11,820,675 0 501 0 (501) Significantly off target Significantly off target Project now in Shadow Programme Kings Arms (113-115 High Street) 2,904,416 2,449,040 2,904,416 0 1,655,832 366,396 1,655,832 On Target On Target Works are due to complete Winter 25 Laburnum Ave/Newhouse Dr (Regen 1a&b) 3,274,506 4,166,252 2,953,449 (321,057) 578,148 21,244 257,091 (321,057) Complete Complete Complete - contingency budget was set aside but no longer required. Largs Police Station 2,769,301 2,759,978 2,769,301 0 1,258 1,258 1,258 Complete Complete Complete Montgomerie Park (Both Phases) 46,322,381 9,883,202 46,322,381 0 680,900 5,404 323,186 (357,714) On Target Slightly off target Infrastructure works delay due to phasing of works alongside adjacent sites. Final plan consultation event to take place in August 2025. Stanecastle Site 7,768,147 12,087,610 7,768,147 0 347,304 199,361 347,304 Complete Complete Complete - overspend due to additional works required. St Beya Gardens 3,691,052 3,705,708 3,691,052 0 0 Complete Complete Complete St Michael's Wynd 13,996,769 14,767,326 14,087,664 90,895 0 Complete Complete Complete St Michaels Phase 3 627,239 0 Towerlands Primary School 8,579,943 8,568,482 8,579,943 0 0 Complete Nelson Street Regeneration 622,116 59,282 622,116 0 392,980 2,226 392,980 On Target On Target Currently out to tender , due to be returned end July 2025 Acquisition Houses-Open Market 1,273,080 344,869 1,273,080 0 1,311,270 127,160 1,273,080 (38,190) On Target On Target Carry forward to later years. Ukraine Buy Backs 1,366,922 0 Complete Complete Works now complete. Harbour Street 0 0 0 0 0 On Target On Target Project removed from the SHIP 2025-2030 as at 3 December 2024. St Mary's Primary, Largs 6,851,623 7,662,769 6,851,623 474,703 (40,415) 47,891 (426,812) Complete Complete Complete House Building - General 13,678 0 2,999 Future Years Projects 13,742 0 Grange Court, Stevenston 2,289 25,000 2,289 25,000 On Target On Target Demolition tender currently being prepared Nursery Place 0 25,000 25,000 Demolition complete. Draft plans consulation took place 24 June 2025. Internal Management Charges 1,489,046 1,340,798 1,489,046 0 1,489,046 474,325 1,489,046 On Target On Target Regeneration Project 1e Consultants Fees 2,629 2,629 Contingency 4,012,524 0 2,988,321 2,988,321 2,988,321 (500) SUB TOTAL 248,190,776 145,197,366 246,280,147 (886,425) 34,529,418 6,620,928 33,385,644 0 (395,904) (748,370) DELIVERY STATUS 137
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TOTAL PROJECT CURRENT YEAR 2025/26 - Period 4 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 31 July 2025 P4 Projection Virement Request Carry /Brought Forward to /From 2025/26 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative DELIVERY STATUS Improvements to existing stock Wet Room - Void 358,932 103,018 313,441 (45,491) 358,932 76,034 313,441 (45,491) On Target On Target 5 fewer wetrooms projected Bathrooms - Void 454,905 159,805 278,630 (176,275) 454,905 118,545 278,630 (176,275) On Target On Target 39 fewer bathrooms Projected Wet Room - Planned 119,644 0 119,644 0 119,644 119,644 On Target On Target Bathrooms - Planned 168,315 40,824 168,315 0 168,315 36,320 168,315 On Target On Target Secondary bathrooms planned 8,542 0 8,542 0 8,542 8,542 Electrical Rewiring 835,384 528,997 835,384 0 835,384 325,796 835,384 On Target On Target Heating 1,734,209 470,731 1,734,209 0 1,734,209 336,573 1,734,209 On Target On Target Kitchens 1,779,146 276,664 1,779,146 0 1,779,146 226,904 1,779,146 On Target On Target Kitchens - Void 1,014,043 420,950 1,086,928 72,885 1,014,043 319,573 1,086,928 72,885 On Target On Target 14 Additional kitchens projected Roofing 583,568 74,150 740,881 157,313 636,619 59,771 740,881 104,262 On Target On Target Additional works required Wallfloor rendering 1,027,725 154,937 1,027,725 0 1,027,725 143,957 1,027,725 0 On Target On Target EWI 468,769 0 311,456 (157,313) 415,718 311,456 (104,262) On Target On Target Window Replacement 513,985 54,172 513,985 0 513,985 31,590 513,985 0 On Target On Target Saltcoats MSF Investment 222,079 (64,355) 222,079 0 222,079 (32,177) 222,079 0 On Target On Target Smoke Detector Programme 486,937 152,496 486,937 0 486,937 141,910 486,937 0 On Target On Target Energy Efficiency 1,073,280 0 0 (1,073,280) 0 0 On Target On Target may be a future carry forward beyond 2627. Still awaiting updated guidance from Scottish Govt re SHNZS Path Finder Project 459,856 0 459,856 0 459,856 459,856 On Target On Target Solar Panels 2,648,098 576,336 2,648,098 0 2,648,098 405,676 2,648,098 On Target On Target HRA Slippage (3,018,759) 0 (1,945,479) 1,073,280 (1,945,479) (1,945,479) SUB TOTAL 13,957,417 2,948,726 12,735,256 (1,222,161) 10,938,658 2,190,471 10,789,777 0 0 (148,881) 0 Other Capital works 0 Estate Based Regeneration 2,208,307 204,804 1,591,351 (616,956) 2,148,949 164,939 1,591,351 (557,598) On Target On Target Lift Replacement 568,420 0 568,420 0 568,420 568,420 On Target On Target Sheltered Housing Units 578,939 (111,217) 497,855 (81,084) 407,855 (43,265) 497,855 90,000 On Target On Target High Flats Demolition 0 0 0 0 0 On Target On Target Other Capital Works (815) (166) (815) 0 (815) (166) (815) SUB TOTAL 3,355,666 93,587 2,657,626 (698,040) 3,124,409 121,508 2,656,811 0 (467,598) 0 Total Expenditure 251,546,442 145,290,952 248,937,773 (1,584,465) 48,592,485 8,932,907 46,832,232 0 (863,502) (897,251) 0 Income 0 Affordable Housing Contributn (721,008) (721,000) CFCR (8,348,729) (8,348,729) Capital Grants (10,104,000) (4,039,288) (10,104,000) Prudential Borrowing (28,697,128) (26,936,883) 863,502 897,251 Reduced borrowing required to reflect rephasing and projected underspends Use of Reserves (721,620) (721,620) Sale of Assets 0 Other Capital Income 0 (79,894) 0 SUB TOTAL (48,592,485) (4,119,182) (46,832,232) 0 863,502 897,251 Total Project Expenditure 251,546,442 145,290,952 248,937,773 (1,584,465) 48,592,485 8,932,907 46,832,232 0 (863,502) (897,251) Total Project Income (48,592,485) (4,119,182) (46,832,232) 0 863,502 897,251 Total Net Expenditure 0 4,813,725 0 0 0 0 Check Total * Sensitivity adjustment of 10% or 25% based on source and reliability of expenditure projections On Target (+0.5% of budget) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) The following classifications have been used to highlight financial performance against budget 138
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Treasury Management and Investment Mid-Year Report 2025/26 Purpose: To provide Cabinet with a Treasury Management update for the period 1 April to 30 September 2025 Recommendation: That Cabinet agrees to (a) endorse the contents of the Treasury Management and Investment Mid-Year Report for 2025/26 (Appendix 1); and (b) note the Prudential and Treasury Indicators contained therein. 1. Executive Summary 1.1 The Treasury Management and Investment Strategy and treasury management indicators provide a framework for the Council's treasury activities to ensure the effective control of the risks associated with those activities and the pursuit of optimum performance consistent with those risks. 1.2 This mid-year review report: • provides an update on performance to 30 September 2025; • updates the annual prudential indicators to reflect the latest information available to the Council; • demonstrates that the treasury management activities carried out during the period 1 April to 30 September 2025 have been consistent with the Treasury Management and Investment Strategy 2025/26 and have complied with the treasury management indicators set out in the Strategy. 2. Background 2.1 The Chartered Institute of Public Finance and Accountancy’s Treasury Management in the Public Services: Code of Practice 2021 Edition (the CIPFA Code) requires that Elected Members are provided with regular monitoring reports on treasury management activities. The Treasury Management Strategy for 2025/26 was approved by Council on 26 February 2025. Agenda Item 9 139
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This report is the Mid-Year Report, providing Cabinet with an update on treasury management activities for the period 1 April to 30 September 2025. An annual report on the treasury management activities for the year will be presented to Council following the end of the financial year. These reports ensure that the Council is meeting best practice in accordance with CIPFA's Code of Practice. 2.2 The 2025/26 Mid-Year Report is attached at Appendix 1 and covers: • Prudential and treasury indicators; • Borrowing and associated rates; and • Investments and associated rate of return. 2.3 This report provides an update on performance to 30 September 2025 and the annual prudential indicators to reflect the latest information. It is a statutory duty for the Council to determine and keep under review its approved borrowing limits and prudential indicators. Details within the report demonstrate that, during the period 1 April to 30 September 2025, the Council has operated within the authorised and operational limits and prudential indicators as set out in the Council's 2025/26 Annual Treasury Management Strategy Statement (TMSS). 2.4 The Executive Summary of the Mid-Year Report provides a high level overview of treasury management and performance, with more detail provided in the body of the report. Key points to note are: • changes in the profile of capital projects have had an impact on all of the prudential indicators; • PWLB interest rates have remained relatively steady during the period in both the long and short term. • during the year to date the Council has not undertaken any borrowing. The Council continues to utilise internal short-term cash reserves to minimise borrowing costs; and • investment returns are in line with target and this is reflective of the Bank of England base rate which reduced from 4.5% to 4% during the period April to September 2025. 3. Proposals 3.1 It is proposed that Cabinet (a) endorse the contents of the Treasury Management and Investment Mid-Year Report for 2025/26 (Appendix 1); and (b) note the Prudential and Treasury Indicators contained therein. 140
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4. Implications/Socio-economic Duty Financial 4.1 General Services Capital Financing Costs - the Council budgeted £23.514m for financing costs and expenses on debt for 2025/26. It is currently estimated that actual costs will total £13.854m. This underspend will be transferred to the Loans Fund Reserve in line with the previously agreed policy to support delivery of the capital investment programme. Housing Revenue Account Capital Financing Costs - the Council budgeted £17.228m for financing costs and expenses for debt in 2025/26. It is currently estimated that actual costs will total £15.027m. The main reason for the underspends is the current strategy to utilise cash balances, resulting in savings on interest costs. These funds will be required to support the HRA capital programme in future years Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by focusing our investment on priorities, managing risk and supporting delivery of key priorities. 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. 141
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5. Consultation 5.1 The Council's treasury advisors, Arlingclose Ltd, were consulted in the preparation of this report. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Treasury Management and Investment Strategy 2025/26 – Council 26 February 2025 142
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Treasury Management and Investment Mid-Year Report 2025/26 143
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2 Contents 1. Purpose 3 2. Executive summary 4 3. Prudential and treasury indicators 6 a. The Council’s Capital expenditure and financing 2025/26 6 b. The Council’s overall borrowing need 7 c. Limits to borrowing activity 8 d. Treasury position at 30 September 2025 9 e. Affordability PIs 13 4. Investment rates in 2025/26 13 5. Investment position for 2025/26 14 144
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3 Treasury Management and Investment Mid-Year Review 2025/26 1. Purpose The Council is required by regulations issued under the Local Government in Scotland Act 2003 and the Chartered Institute of Public Finance and Accountancy’s (CIPFA) Code of Practice on Treasury Management (revised 2021) to produce a mid-year review of treasury management activities. The purpose of this mid-year review is to report the performance of the Council’s treasury operation and how this measures up against the Council’s Treasury Management and Investment Strategy. This is done through the publication of updated prudential and treasury indicators for 2025/26. This report meets the requirements of both the CIPFA Code of Practice on Treasury Management (the Code) and the CIPFA Prudential Code for Capital Finance in Local Authorities (the Prudential Code). During 2025/26, to meet the minimum reporting requirement, the following reports should be submitted to Elected Members: • an annual treasury management and investment strategy (submitted to the Council on 26 February 2025) • the capital strategy (submitted to the Council on 26 February 2025) • a mid-year treasury update report (this report) • an annual review following the end of the year describing the activity compared to the strategy (will be submitted to Council in June 2026) Regulations place responsibility on members for the review and scrutiny of treasury management policy and activities. This report is, therefore, important in that respect, as it provides details of treasury activities for the six months to 30 September 2025 and highlights performance against the Council’s policies previously approved by members. 145
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4 2. Executive Summary During the six month period to 30 September 2025, the Council complied with its legislative and regulatory requirements. The key prudential and treasury indicators for 2025/26 have been updated based on the latest available information and will be used to assess performance at the end of the year. TABLE 1 A summary of performance is provided below with more detailed information provided in the body of the report. Capital Expenditure for both the General Fund and HRA vary from original estimates due to changes in the profile of projects. Full details of all movements in the capital expenditure budgets are included in the capital programme performance reports submitted to Cabinet throughout the year. The Capital Financing Requirement (CFR) is the underlying borrowing requirements of the Council. The reduction to the requirement during 2025/26 reflects the change in profile of the capital programme. Gross Borrowing reflects the actual borrowing which has been undertaken. This is projected to be higher than anticipated due to the revised profile of capital projects. The Operational Boundary is the maximum we would anticipate borrowing to fund the current year capital programme building in flexibility for the timing of the different funding streams and principal repayments. The in-year variance is linked to the re-profiling of the capital programme. The Authorised Limit is set at 10% above the Operational Boundary to give some flexibility to raise funds for future year capital investment. 2025/26 2025/26 Original Estimate Revised Estimate £m £m 95.807 94.506 46.003 46.832 141.810 141.338 387.496 362.811 224.461 217.321 611.957 580.132 556.653 558.132 625.593 594.114 688.153 653.525 - - 30.000 61.650 30.000 61.650 · Total Operational Boundary (Indicator 5) Authorised Limit (Indicator 6) Investments (Indicator 8) · Longer than 1 year · Under 1 year Capital Financing Requirement (CFR): · Non-HRA · HRA · Total Gross borrowing (Indicator 4) Capital expenditure (Indicator 1) · Non-HRA · HRA · Total Prudential and treasury indicators 146
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5 The Council has a strategy of taking a combination of temporary and permanent borrowing in recognition of the Council’s longer term borrowing requirements and the market rates available at that time. This balances short term financial savings with longer term security of costs. During the period 1 April to 30 September 2025 the Council did not undertake any borrowing. Affordability of borrowing is measured by a number of indicators, including the impact of: • Percentage of financial costs relative to the net revenue stream of the General fund and Housing Revenue Account. As at 30 September 2025 the above indicator shows estimated ratios of 3.7% and 26.4% for General Fund and HRA respectively. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the latest Scottish Local Authority average was 5.8%, therefore demonstrating a prudent borrowing policy. For the HRA, the latest Scottish average was 20.0%. The level of loan charges is deemed prudent and affordable within the framework of the 30-year Housing business plan. The average investment rate to 30 September 2025 was 4.25%, compared to a target of 4.25% and actual in 2024/25 of 4.74%. The return secured this year to date reflects the Bank of England base rate which has reduced from 4.5% in April 2025 to 4% in August 2025. The Council’s objective when investing money is to strike an appropriate balance between risk and return, minimising the risk of incurring losses from defaults and the risk of receiving unsuitably low investment income. Other prudential and treasury indicators and supporting information can be found in the main body of this report. Conclusion The Head of Finance confirms that long-term borrowing is only undertaken for a capital purpose and the statutory borrowing limit (the authorised limit) has not been breached. 147
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6 3. Prudential and Treasury Indicators for 2025/26 The Prudential Code establishes a framework to ensure Councils demonstrate effective control over levels of, and decisions relating to, capital investment activity including borrowing. The Treasury indicators are used to ensure that risk is managed and controlled effectively. Together the Prudential and Treasury Indicators consider the affordability and impact of capital expenditure decisions and set out the Council’s overall capital framework. These indicators help the Council to demonstrate public accountability in relation to borrowing and investments. As part of this accountability this report will summarise the following: - • Capital activity during the year (section a); • Impact of this activity on the Council’s underlying debt (the Capital Financing Requirement) (section b); • The actual prudential and treasury indicators (section a – e); • Overall treasury position identifying how the Council has borrowed in relation to this debt, and the impact on investment balances (section e); • Detailed debt activity (section e); and • Summary of interest rate movements in the year (section 4); • Detailed investment activity (section 5). (a) The Council’s Capital Expenditure and Financing 2025/26 (Prudential Indicator 1) The Council incurs capital expenditure when it invests in its long term assets. Capital Expenditure can be funded in two main ways: • Financed immediately through the application of capital or revenue resources (capital receipts, capital grants, revenue contributions etc.), which has no resultant impact on the Council’s borrowing need; or • If insufficient financing is available, or a decision is taken not to apply other resources, the capital expenditure will give rise to borrowing, which is approved as part of the Council’s investment plans. The tables below show the planned capital expenditure for 2025/26 and the latest forecast, alongside the amount estimated to be financed in year and the amount which will give rise to borrowing. TABLE 2 2025/26 2025/26 Original Estimate Revised Estimate £m £m 95.807 94.506 41.344 45.445 54.463 49.061 2025/26 2025/26 Original Estimate Revised Estimate £m £m 46.003 46.832 19.896 19.896 26.107 26.936 Capital expenditure (Indicator 1) Financed in year from external funding and reserves Unfinanced capital expenditure Capital expenditure (Indicator 1) Financed in year from external funding and reserves Unfinanced capital expenditure HRA General Fund 148
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7 (b) The Council’s Overall Borrowing Need (the Capital Financing Requirement) (Prudential Indicators 2 and 3) This indicator outlines the Council’s Capital Financing Requirement (CFR). The CFR is simply the total historic outstanding capital expenditure which has not been paid from either a capital or revenue resource and therefore needs to be funded from borrowing. It is essentially a measure of the Council’s underlying borrowing need. Part of the Council’s treasury activity is to meet the funding requirements for this borrowing need. The treasury management section organises the Council’s cash position to ensure that sufficient cash is available to meet the capital plans and cash flow requirements. This may be sourced through borrowing from external bodies (such as the Government through the Public Works Loan Board [PWLB] or the money markets), by utilising temporary cash resources within the Council or through temporary borrowing from other local authorities. The Council’s underlying borrowing need (CFR) is not allowed to rise indefinitely. The Council is required to make an annual revenue charge, called the Loan Fund Principal Repayment. This is effectively a repayment of the borrowing need and it is charged to revenue over the life of the asset. This charge reduces the CFR each year. This differs from the treasury management arrangements which ensure that cash is available to meet capital commitments. External debt can also be borrowed or repaid at any time, but this does not change the CFR. The total CFR can also be reduced by: • the application of additional capital financing resources (such as unapplied capital receipts); or • increasing the annual revenue charge The Council’s CFR for the year is shown in the following table and is a key prudential indicator. The opening balance excludes the PPP / NPD schemes because no borrowing is actually required against these schemes, as a borrowing facility is included in the contract. Table 3 shows that, based on historic capital expenditure and this year’s capital expenditure, the Council has a cumulative underlying borrowing need of £580.132m forecast at 31 March 2026. This is lower than the original estimate largely as a result of changes in the profile of capital projects. TABLE 3 2025/26 2025/26 Original Estimate Revised Estimate £m £m 541.275 513.670 80.570 75.997 (9.888) (9.535) 611.957 580.132 70.682 66.462 Less Loans Fund Principal Repayments Closing balance (Indicator 2) Annual Change (Indicator 3) CFR Opening Balance Add unfinanced capital expenditure (General Fund and HRA per Table 2) 149
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8 c) Limits to Borrowing Activity (Prudential Indicators 4 - 6) Borrowing activity is constrained by the prudential indicators for CFR, gross borrowing and by the authorised limit to ensure the Council operates its activities within well-defined limits. Gross borrowing and the CFR There is a need to ensure that gross debt does not, except in the medium term, exceed the total CFR (i.e. the Council does not borrow more than it needs to fund its capital programme). In exceptional circumstances Councils are allowed to borrow to cover the current financial year plus the next two financial years (i.e. to 2027/28). This provides some flexibility to borrow in advance where this is appropriate. Table 4 highlights the Council’s forecast gross borrowing position against the CFR and confirms that at 30 September 2025 the Council has complied with this prudential indicator as gross borrowing is currently within its CFR. The Council is currently under-borrowed by £163.798m due to the continuing strategy to delay long-term external borrowing by utilising internal cash balances. TABLE 4 As part of its annual Treasury Management and Investment Strategy the Council sets limits for external borrowing which it is not normally expected to exceed. These limits are explained below. The Operational Boundary The operational boundary is the expected maximum borrowing position of the Council during the year, taking account of the timing of various funding streams and the recharge of principal repayments from the revenue account. Periods where the actual position varies from the boundary is acceptable subject to the authorised limit not being breached. The Authorised Limit The authorised limit represents a limit beyond which external debt is prohibited. Performance against the approved strategy is monitored throughout the year and reported to Cabinet as appropriate. However, ultimate responsibility for setting or adjusting this limit lies with full Council. The current limit is set at 10% of the Operational Boundary. Table 5 demonstrates that between 1 April and 30 September 2025 the Council’s gross borrowing was within both the operational boundary and its authorised limit, by a significant margin due to the continuing strategy to delay new external borrowing by utilising internal cash balances and changes in the capital programme that have resulted in a reduced borrowing requirement. 2025/26 2025/26 30 September 2025 Original Estimate Revised Estimate Actual £m £m £m Gross borrowing position (Indicator 4) 556.653 558.132 416.334 CFR 611.957 580.132 580.132 (Under)/Over Borrowed Position (55.304) (22.000) (163.798) 150
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9 TABLE 5 (d) Treasury Position at 30 September 2025 (Prudential Indicators 7 - 11) The Council’s debt and investment position is organised by the treasury management service to ensure adequate liquidity for revenue and capital activities, security for investments and to manage risks within agreed parameters. Procedures and controls to achieve these objectives are well established through both Member reporting and the Council’s Treasury Management Practices. Borrowing Strategy for 2025/26 The Borrowing Strategy for 2025/26 anticipated bank interest rates declining in 2025 before settling at 3.75%. Fixed borrowing rates were anticipated to remain steady. Variable, or short-term rates, were expected to be the cheaper form of borrowing over the period. Continued economic uncertainty has promoted a cautious approach, whereby investments continue to be dominated by low counterparty risk considerations, resulting in relatively low returns compared to borrowing rates. During the period April to September, UK gilt yields have increased amid concerns about inflation, the UK government’s fiscal position and general economic uncertainty. The PWLB certainty rate for 10- year maturity loans was 5.38% at the beginning of the period and 5.53% at the end. The lowest available 10-year maturity certainty rate was 5.17% and the highest was 5.62%. Rates for 20-year maturity loans ranged from 5.71% to 6.30% during the period, and 50-year maturity loans from 5.46% to 6.14%. The cost of short-term borrowing from other local authorities has been similar to the Base Rate during the period at 4.0% to 4.5%. The PWLB HRA rate which is 0.4% below the certainty rate remains available up to March 2026. This discounted rate is to support local authorities borrowing for the Housing Revenue Account and for refinancing existing HRA loans. The Council has not borrowed at the HRA rate between April and September 2025. As a result of the higher borrowing rates, the Council’s current strategy is to use internal funds instead of borrowing. The following graph demonstrates that PWLB rates have remained relatively steady during the period April to September 2025. Estimated Revised £m £m 419.980 429.101 625.593 594.114 688.153 653.525 Operational boundary per Treasury Strategy 2025/26 (Indicator 5) Authorised limit per Treasury Strategy 2025/26 (Indicator 6) Average gross borrowing position 1 April to 30 September 2025 Maximum gross borrowing position 1 April to 30 September 2025 151
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10 CIPFA’s 2021 Prudential Code is clear that local authorities must not borrow to invest primarily for financial return and that it is not prudent for local authorities to make any investment or spending decision that will increase the capital financing requirement, and so may lead to new borrowing, unless directly and primarily related to the functions of the Council. Local authorities can borrow from the PWLB provided they can confirm they are not planning to purchase ‘investment assets primarily for yield’ in the current or next two financial years, with confirmation of the purpose of capital expenditure from the Section 95 Officer. Authorities that are purchasing or intending to purchase investment assets primarily for yield will not be able to access the PWLB except to refinance existing loans or externalise internal borrowing. The Council is not planning to purchase any investment assets primarily for yield within the next three years and so is able fully access the PWLB. Borrowing Position for 2025/26 To date in 2025/26, the Council has not undertaken any borrowing. The Council continues to utilise internal short-term cash reserves to minimise borrowing costs. In terms of outlook for the remainder of the year, based on current capital plans and replacement borrowing requirements, it is estimated that the Council will borrow £113.903m this financial year, with a forecasted planned under borrowed position of £22.000m at the end of March 2025. Loans Restructuring No rescheduling has taken place between 1 April 2025 and 30 September 2025. The continuing rise in gilt yields since early 2022 may result in some of the Council’s PWLB loans being in or close to a discount position if repaid early. The Council continues to monitor the position. 152
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11 LOBO Loans The Council has £18.350 of LOBO loans with call dates within the next 12 month. The Council has liaised with its treasury management advisors, Arlingclose, over the likelihood of the options being exercised. If the option is exercised and an increased rate proposed, the Council currently plans to repay the loan at no additional cost as accepting the revised terms would mean the Council would still have refinancing risk in later years. If applicable, the Council will repay the LOBO loans with available cash or by borrowing, either from other local authorities or from the PWLB. A £5.6m LOBO loan was called and repaid in May 2025. The Council’s treasury position (excluding borrowing by PPP/NPD and finance leases) at the 31 March 2025 and 30 September 2025 was as follows: TABLE 6 All investments at 30 September 2025 mature within one year, with the exception of one which matures in 2027, in line with the Treasury Management and Investment Strategy (Indicator 9). The Liability Benchmark compares the Council’s actual existing borrowing against a liability benchmark that has been calculated to show the lowest risk level of borrowing. The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future, and so shape its strategic focus and decision making. It represents an estimate of the cumulative amount of external borrowing the Council must hold to fund its current capital and revenue plans while keeping treasury investments at the minimum level of £10m required to manage day-to-day cash flow. Following on from the medium-term forecasts in the table above, the long-term liability benchmark assumes capital expenditure funded by borrowing will be in line with the 10-year capital plan and 30-year HRA business plan respectively, loans fund advances on new capital expenditure based on asset life and income, expenditure and reserves all increasing by inflation of 2.5% a year with any specific adjustments made for planned use of reserves. This is shown in the following chart together with the maturity profile of the Council’s existing borrowing: 31 March 2025 30 September 2025 Principal Rate/ Return Principal Rate/ Return £m % £m % Fixed rate funding: -PWLB 372.392 4.84% 369.171 4.85% -Other Local Authorities 21.291 4.90% 17.599 3.01% -Market 1.244 10.29% 1.214 10.55% Variable rate funding: -Market 33.950 5.26% 28.350 5.36% Total debt (Indicator 7) 428.877 4.89% 416.334 4.82% CFR 513.670 580.132 Over / (under) borrowing (84.793) (163.798) Investments: - internally managed 75.653 4.74% 61.650 4.25% Total investments (Indicator 8) 75.653 61.650 2024/25 2025/26 2026/27 2027/28 Actual £m Estimate £m Forecast £m Forecast £m Loans CFR 513.7 580.1 718.3 797.8 Less Balance sheet resources (157.9) (110.1) (95.2) (80.9) Net loans requirement 355.8 470.0 623.0 716.9 Liquidity allowance 10.0 10.0 10.0 10.0 Liability Benchmark 365.8 480.0 633.0 726.9 Existing Borrowing (428.8) (395.5) (387.5) (381.1) Liability Benchmark 153
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12 The maturity structure of the debt portfolio (Indicator 10) at 30 September 2025 is shown below and shows the period when the Council is required to repay and/or refinance debt. It is important to ensure a reasonable spread of debt to mitigate against high exposure levels in respect of refinancing. The current profile ensures this: TABLE 7 The next indicator is used to manage risk and reduce the impact of adverse movement in interest rates. This sets a limit on the Council’s exposure to fixed and variable interest rates (Indicator 11). The Council approved a limit on variable borrowing of £60.000m in the Treasury Management Strategy 2025/26. TABLE 8 31-Mar-25 30 September 2025 Actual Actual £m £m 44.954 40.351 4.917 6.472 42.049 49.321 102.667 98.343 115.778 103.335 15.925 15.925 92.587 92.587 - - 10.000 10.000 428.877 416.334 50 years and above Total Borrowing 5 years and within 10 years 10 years and within 20 years 20 years and within 30 years 30 years and within 40 years 40 years and within 50 years Maturity Profile of Borrowing (Indicator 10) Under 12 months 12 months and within 24 months 24 months and within 5 years 2025/26 30 September 2025 Original Limits Actual £m £m 688.153 653.525 60.000 28.350 Limits on fixed interest rates based on net debt (Indicator 11) Limits on variable interest rates based on net debt (Indicator 11) 154
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13 (e) Affordability Prudential Indicators (Prudential Indicator 12 - 14) These Prudential Indicators assess the affordability of capital investment plans and provide an indication of the impact of capital investment plans on the Council’s overall finances. The cost impact of borrowing decisions is reflected in the Council’s budget as loan charges. The actual and estimates of the ratio of financing costs to net revenue stream indicator identifies the trend in the cost of capital (borrowing and other long-term liabilities net of investment income) against the net revenue stream. TABLE 9 Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the latest Scottish Local Authority average was 5.8%, thereby demonstrating a prudent borrowing policy. For the HRA, the latest Scottish average was 20.0%. The level of loan charges is deemed prudent and affordable within the framework of the 30-year Housing business plan. 4. Investment Rates in 2025/26 The Bank Rate has reduced from 4.5% to 4% during the period April to September. The Council’s treasury advisers, Arlingclose, currently project that the bank rate will steadily fall taking Bank Rate down to around 3.75% by the end of 2025. 2025/26 2025/26 Original Estimate Revised Estimate £m £m 4.1% 3.7% 26.5% 26.4% Estimate of ratio of financing costs to net revenue stream (Indicator 14) General Services HRA 155
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14 5. Investment Position for 2025/26 Investment Policy The Council’s investment policy is governed by Scottish Government investment regulations, which have been implemented in the annual treasury management and investment strategy, approved by Council on 26 February 2025. This policy sets out the approach for choosing investment counterparties, based on credit ratings provided by the three main credit rating agencies and supplemented by additional market data (such as rating outlooks, credit default swaps, bank share prices etc.). All investments during 2025/26 have complied with our investment policy. Resources The Council’s cash balances comprise revenue and capital resources and cash flow monies. The Council’s cash resources at 30 September 2025 were as follows: TABLE 10 Investments held by the Council The Council has maintained an average balance of £68.939m of invested funds and utilised cash balances during the year in support of the under-borrowed position. The Council’s treasury management advisors, Arlingclose Limited, have five Scottish unitary authorities in their client group and provide regular investment benchmarking information to the Council. North Ayrshire Council’s average weighted rate of return on investments during the period 1 April 2025 to 30 September 2025 was 4.25% (5.12% for the period to 30 September 2024). The actual rate of return on investments as at 30 September for North Ayrshire Council was 4.08%. Benchmarking information, comparing the Council’s performance with the other Scottish Unitary authorities within the client group of Arlingclose, as at 30 September has not currently been published and will be presented as part of the annual review report to Council in June 2026. The target investment rate for 2025/26 was 4.25% and the weighted average is currently in line with this which reflects the Bank of England base rate reducing from 4.5% to 4% during the period April to September 2025. We will continue to invest with approved counterparties in accordance with the approved strategy. 2025/26 Actual £m 75.653 61.650 (14.003) 1 April 2025 30 September 2025 Change within 6 months Cash Balances 156
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Performance Information and Update – Drug and Alcohol Services – 2024/25 Purpose: To provide an update on the national and local drug and alcohol related targets and standards and performance in North Ayrshire. To provide information of the ongoing successful implementation of the Medication Assisted Treatment Standards. To provide assurance to Members of the performance, actions and service developments being progressed to address the significant challenges for our communities. Recommendation: To note the update on performance and improvement actions contained within the report. 1. Executive Summary 1.1 Detailed progress reports for Drug and Alcohol Services in North Ayrshire are included within: Appendix 1 – North Ayrshire Performance Management Report Alcohol and Drug Services 2024/25 Appendix 2 - Medication Assisted Treatment Progress Report 2024/25 1.2 During 2024/25 all the following national and local drug and alcohol related targets and standards were met in North Ayrshire: • ‘Access to Treatment’ waiting times • Medication Assisted Treatment (MAT) ‘access to MAT’ waiting times • Alcohol Brief Intervention (ABI) delivery • Substance Use treatment • Naloxone delivery 1.3 Improvement actions were delivered in support of implementing the Medication Assisted Treatment Standards (MAT). The most recent national benchmarking report has highlighted sustained delivery in North Ayrshire of MAT Standards one to five and improvement in standards 6ix to 10. All 10 standards are now RAG rated a ‘Solid Green’ (which evidences full implementation and meaningful changes across the ADP area). Agenda Item 10 157
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Further improvement actions have been identified through extensive experiential and data gathering and will be implemented in the year ahead. 1.4 In September 2025, the National Records for Scotland published its annual report titled ‘Drug Related Deaths in Scotland 2024’. 1,017 people across Scotland died from a Drug Misuse Death (DMD) in 2024. This was a decrease of 13% compared with 2023. Ayrshire & Arran Health Board saw a decrease of DMDs, from 83 deaths in 2023 to 64 deaths in 2024. North Ayrshire saw a decrease from 36 deaths in 2023 to 23 deaths in 2024. Sadly in the first six 6 months of 2025, the locally reported number of suspected (but unverified) DMDs, exceeds the total number of verified DMDs for 2024. Public Health colleague have issued communications in partnership with the Alcohol & Drug Partnerships (ADPs) that this may be linked to the presence of Nitazines, a synthetic form of heroin, in the illicit drug supply in Ayrshire and increasing multi-substance use. The most recent national alcohol related death report saw a 7% decrease in deaths across Scotland in 2024 compared with 2023. There were 80 deaths across Ayrshire and Arran Health Board (which remained unchanged from the previous year). North Ayrshire saw an increase of 2 deaths – 32 deaths compared to 30 deaths in 2023. 1.5 An increased number of individuals have been supported to access detoxification and residential rehabilitation support across North Ayrshire and Scotland wide. 1.6 Extensive service user and family feedback processes have been implemented which has led to continuous service improvements. A Human Rights based approach has been implemented to support service developments. 2. Background 2.1 ‘Access to treatment’ waiting times standards In order to promote the importance of individuals being able to access local support timeously, a national standard is in place for individuals seeing help for both for alcohol and drug related issues: • 90% of all clients referred to services will wait no longer than three weeks from referral to appropriate alcohol treatment that supports their recovery • 100% of clients will wait no longer than six weeks from referral to appropriate alcohol treatment that supports their recovery The same standard and measurements are also in place for individuals seeking support for their drug use 2.2 Alcohol Brief Interventions (ABI) standards for 2024-25 In order to promote the importance of engaging with individuals to reflect on their alcohol use and consider possible change, a national standard is in place to ensure opportunistic discussions can take place across a variety of settings. The ‘Priority’ settings are primary care, A&E and ante-natal. The ‘wider’ settings include partnership and local authority and 3rd sector services. 158
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• Target number of ABI’s to be delivered across Ayrshire and Arran within ‘priority’ settings – 3,419 • Target number of ABI’s to be delivered across Ayrshire and Arran within ‘wider’ settings – 855 The national reporting of this standard has been ‘paused’ during 2025 2.3 Substance Use treatment target As part of the ‘National Mission’ the Scottish Government created a ‘Substance Use Treatment Target’ to increase the number of individuals being supported in treatment. North Ayrshire was set a target to increase numbers in treatment from 882 individuals in April 2020 to 959 individuals by March 2024. The national reporting of this target has been ‘paused’, however, local interventions and reporting continued. 2.4 Naloxone supply One of the key initiatives to prevent drug related deaths is to supply and promote the use of ‘Naloxone’ (which is an opiate antidote which can temporarily reverse the effects of an opiate overdose, providing more time for an ambulance to be called and treatment to be administered). An improvement plan is in place to promote the use of Naloxone and an increased local target was set for 2024-25 for services to supply, as a minimum, 480 kits. 2.5 Drug and alcohol related deaths Central to the ‘National Mission’ is the requirement to prevent drug and alcohol related deaths. Each and every drug and alcohol related death is a tragedy for individuals, families and communities and continues to be of great concern to all. Services have implemented a range of actions to prevent such deaths whilst also wishing to learn as much as possible about the circumstances around each death and work closely with partners to identify issues and areas for improvement. The North Ayrshire ADP enables partners to come together to implement actions aimed at preventing drug and alcohol related deaths. By adopting a wider public health and human rights based approach and working with local people, services and stakeholders, everyone can work together to prevent these deaths. Each year the National Records of Scotland produces its annual reports on drug and alcohol related deaths. 2.6 Residential Rehabilitation Another key element of the ‘National Mission’ is to increase access to residential rehabilitation support. 159
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For residents of Ayrshire and Arran, Ward 5, Woodland View, is available for hospital based detoxification support, shorter term rehabilitation support and also offers a day attendance programme. In addition, vulnerable families with young children can be supported to access Harper House in Saltcoats (who offer support to families from across Scotland - with a local enhanced pathway of support available for more vulnerable families from North Ayrshire). The ADP has continued to receive funding to ensure pathways are in place to support individuals to access longer term external residential rehabilitation support across Scotland 2.7 Medication Assisted Treatment Standards As part of the ‘National Mission’ services have been tasked with delivering on 10 Medication Assisted Treatment (MAT) Standards with the aim of improving access, choice and support for individuals. The term MAT is used to refer to the use of medication such as opioids, together with any psychological and social support, in the treatment and care of people who experience problems with their drug use. Over the last year, across North Ayrshire, there has been sustained improvement and progress across all 10 standards. 3. Proposals 3.1 ‘Access to treatment’ waiting times standards Alcohol • 90% of clients will wait no longer than 3 weeks from referral to appropriate alcohol treatment that supports their recovery Quarter 1 data Quarter 2 Quarter 3 Quarter 4 100% 97% 96% 98% • 100% of Clients will wait no longer than 6 weeks from referral to appropriate alcohol treatment that supports their recovery Quarter 1 data Quarter 2 Quarter 3 Quarter 4 100% 100% 100% 100% Drugs • 90% of clients will wait no longer than 3 weeks from referral to appropriate drug treatment that supports their recovery Quarter 1 data Quarter 2 Quarter 3 Quarter 4 99% 100% 100% 100% • 100% of clients will wait no longer than 6 weeks from referral to appropriate drug treatment that supports their recovery 160
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Quarter 1 data Quarter 2 Quarter 3 Quarter 4 100% 100% 100% 100% • All waiting times standards were met during 2024 to 2025: 3.2 ‘Alcohol Brief Interventions’ standards for 2024/25 Annual Target set by Scottish Government in priority settings (2024/25) – 3,420 • Total ABI delivery in priority settings (as at 31/03/2025) – 6,398 Annual target set by Scottish Government in wider settings – 855 • Total ABI delivery in wider settings (as at 31/03/2025) – 1,210 Note – national reporting on ABI is currently paused. Local reporting continues. 3.3 ‘Substance Use’ treatment target North Ayrshire had been set a target to increase numbers in treatment from 882 individuals in April 2020 to 959 individuals by March 2024. This was exceeded. In 2025, no new specific target has been set. As we await further national guidance, the expectation is for services to continue to support as many people into treatment as possible. North Ayrshire increased the numbers in treatment to 1,220 by March 2025. 3.4 ‘Naloxone’ supply Against a local target of supplying 480 Naloxone kits during 2024/25 – 741 kits were supplied across North Ayrshire (a further increase from the previous year). 73 lives across Ayrshire and Arran were reported to be saved through the use of Naloxone during this period (18 in North Ayrshire). Many ‘saves’ go unreported. 3.5 Drug related deaths In September 2025, the National Records of Scotland published its annual report titled ‘Drug Related Deaths in Scotland 2024’. 1,017 people across Scotland died from a Drug Misuse Death (DMD) in 2024, a decrease of 13% (155 deaths) compared with 2023. Ayrshire and Arran Health Board saw a decrease of DMDs last year, from 83 deaths in 2023 to 64 deaths in 2024. North Ayrshire saw a decrease from 36 deaths in 2023 to 23 deaths in 2024. Published confirmed deaths: East North South Total 2020 36 39 31 106 2021 38 39 23 100 2022 30 37 15 82 Target achieved Target achieved 161
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2023 31 36 16 83 2024 21 23 20 64 Locally services monitor and report all suspected DMDs, with the number being confirmed nationally through verification of the cause of death, hence there is a delay in confirmation of the verified number of DMDs each year. Sadly in the first six months of 2025, the locally reported number of suspected (but unverified) DMDs, exceeds the total number of verified DMDs for 2024. Public Health have issued communications in partnership with the ADPs that this may be linked to the presence of Nitazines, a synthetic form of heroin, in the illicit drug supply in Ayrshire. The ADP are working alongside Public Health colleagues and alcohol and drug services to help reduce risk and harm, with a focus to refreshing our actions to reduce the number of deaths in North Ayrshire. These include but are not limited to: • Continued delivery of the Medication Assisted Treatment (MAT) Standards • Ensure quick access to MAT support (during 2024, the time from point of referral to receiving prescribed medication was one day) • Continue to prioritise Blood Borne Virus (BBV) testing, Harm Reduction interventions and mental and physical health assessment and support • Ensure access to staff with lived experience to provide person centred recovery support. • Promote family involvement and offer housing, welfare and advocacy support • Continue to meet and exceed all local and national ‘access to treatment’ waiting times’ targets and standards. • Increase the number of individuals being supported to access Ward 5, Woodland View and external residential rehabilitation support • Continue to offer increased choice across the various Opiate Substitution Therapy medications 3.6 Alcohol related deaths The most recent national alcohol related death report saw a 7% decrease in deaths across Scotland in 2024 compared with 2023. There were 80 deaths across Ayrshire and Arran Health Board (which remained unchanged from the previous year). North Ayrshire saw an increase of two deaths – 32 deaths compared to 30 deaths in 2023. These avoidable deaths continue to cause significant harm to individuals, families, and communities across Scotland." North Ayrshire Alcohol Related Death figures for the past six years are as follows: 2019 – Total number of deaths: 50 2020 – Total number of deaths: 44 2021 – Total number of deaths: 37 2022 – Total number of deaths: 29 2023 – Total number of deaths: 30 2024 – Total number of deaths: 32 We have continued to refresh our actions to reduce the number of deaths in North Ayrshire with an increased focus to reduce alcohol related harms similar to prioritising 162
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improvement actions to reduce drug related deaths. 3.7 Residential Rehabilitation and Detoxification Another key element of the ‘National Mission’ is to increase access to residential rehabilitation support. Local hospital based support is provided in Ward 5, Woodland View, Irvine to anyone who has an alcohol and/or drug problem and mental health issues. Ward 5 has 10 beds for residential care – offering local access to residential, detoxification, rehabilitation and day attendance support. Seamless pathways of support are in place with local community alcohol and drug services supporting individuals before, during and after their placement (extra support in place for NA residents e.g. in addition to ongoing NADARS support, everyone is also provided with daily follow up support from the local Turning Point, Scotland, service for the first week following discharge). During 2024/25: 135 individuals received detoxification support – 72 from North Ayrshire 87 individuals received rehabilitation support – 51 from North Ayrshire Access to additional local residential rehabilitation - Harper House The NA H&SCP was instrumental in supporting Phoenix Futures, Scotland, to open ‘Harper House’ in November 2022 which offers specialist support for the ‘whole family to recover from the harms of problematic drug and alcohol use’. In 2024/2 NADARS supported three families into Harper House. Additionally NADARS supported four families who relocated to North Ayrshire from other areas in Scotland following completion of the Harper House residential programme. Access to External Residential Rehabilitation (ERR) Individuals wishing to access external residential rehabilitation support can do so via NADARS who will support the development of a care plan, identify a residential rehabilitation provider, seek funding and then support individuals into, through and after their ERR placement. In 2024/25, NADARS received 57 referrals for consideration of ERR. Following assessment, 16 individuals were suitable for ERR and funding was approved (41 individuals felt not ready or declined the ERR intervention at that time and were offered alternative community supports). No application has been declined due to financial considerations 10 individuals commenced ERR (with nine completing their agreed placement). 3.8 Residential Rehabilitation and Detoxification In 2021, the Scottish Government introduced 10 Medication Assisted Treatment (MAT) Standards for implementation. Evidence suggests that rapid access to MAT meets the needs of highly vulnerable groups and reduces mortality. 163
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Results/outcomes (2024/25) • Improvement in the waiting time from referral to commencement of appropriate Opiate Substitution Therapy medication (75% of individuals were offered a first MAT assessment on the same day as engagement with the service) which was a further improvement from the previous year) • 100% of individuals were supported to make an informed choice on MAT medication and the appropriate dose • 75% of notified high risk events to the multi-agency assessment team for assertive outreach were contacted on the same day (improvement from previous year) • 86.49% of individuals were retained in service for more than 6 months (improvement from previous year) • 186 individuals have shared care with Primary Care (improvement from previous year) • 100% of individuals received a mental health assessment • 100% of individuals were offered BBV testing, Harm Reduction interventions and a physical health assessment. • Improvement in satisfaction and experience of clients (improvement from previous year) • A RAGB self-assessment was completed, and evidence (numerical, experiential and process information) was submitted to the MIST team for analysis and benchmarking. The table below highlights a very positive final RAGB score for the implementation of MAT standards 1 to 10 across North Ayrshire Plan during 2025/26: • Sustain a green RAG rating for standards 6 to 10 • Move to a RAG rating of blue during the next year for MAT Standards 1 to 5 (as the definition of a final blue RAG rating is to be able to evidence 2 years of sustained implementation of a green RAG rating and evidence of benefit to people plus ongoing monitoring of the standard across all MAT services) 164
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4. Implications/Socio-economic Duty Financial 4.1 The performance report provides an overview of the funding allocated and directed by the ADP to deliver on its strategic plan priorities. There remain financial risks including recurring funding which will require to be identified to ensure sustained implementation of all 10 MAT Standards and MAT Standard 7 in particular. The substitute prescribing budget in the HSCP remains under pressure due to the positive promotion of choice of medications (as directed by the Scottish Government). Discussions continue with the local ADP and key partners to explore and identify funding opportunities. Human Resources 4.2 None Legal 4.3 None Equality/Socio-economic 4.4 The majority of people at risk of drug and alcohol related deaths are among the most marginalised and disadvantaged in our population. Many of those people experience significant disadvantage of opportunity and poorer health outcomes. The programmes of work delivered via our ADP, HSCP, NHS Board, NAC and wider partners contributes to reducing inequalities and in the prevention of drug and alcohol related deaths through public health and human rights based approaches utilising the following: • PANEL principles (a framework for applying a human rights-based approach in practice, emphasizing Participation, Accountability, Non-Discrimination, Empowerment, and Legality) • FAIR model (a practical framework which focuses on understanding the facts, analysing rights at stake, identifying responsibilities, and reviewing actions) • AAA approach (a framework focusing on the Accessibility, Availability, and Appropriateness of services and resources, particularly in the context of public health and well-being). Climate Change and Carbon 4.5 None Key Priorities 4.6 The information contained within this report and the improvement actions that have been implemented have a positive contribution to play in support of one of the Councils key themes: • Wellbeing (we will address health inequalities, promote children and young people’s wellbeing and enable community wellbeing) 165
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Community Wealth Building 4.7 None Islands Communities Impact Assessment (ICIA) 4.8 All the information relates to North Ayrshire and Arrans 6 localities including the island communities to ensure consistent and equitable service provision. United Nations Rights of the Child (UNCRC) 4.9 All developments and proposals ensure that all the key themes in Children’s Rights are considered with an additional focus on ensuring all support to adult service users ensure the essential protection of children. Consumer Duty 4.10 Central to service provision and development is the consideration of the impact on service users, families and communities and the strategic priority to reduce harm and prevent drug and alcohol related deaths. 5. Consultation 5.1 This report notes the significant collaboration and engagement undertaken both nationally and locally across the health and social care system to prevent alcohol and drug related deaths and to ensure that all standards and targets are met. The report has been presented to the ADP and also the Integration Joint Board. Caroline Cameron Director – North Ayrshire Health and Social Care Partnership For further information please contact Peter McArthur, Senior Manager – Alcohol and Drug Services, on 01294 476000. Background Papers 2 166
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Financial Inclusion Strategy 2025 - 2030 Purpose: To provide Cabinet with an update of the progress relating to the Financial Inclusion Strategy 2023-28 and to present an updated Strategy for 2025-30. Recommendation: It is proposed that Cabinet: 1. Notes the contents of this report, particularly the progress made relating to the Financial Inclusion Strategy 2023-28. 2. Endorse the updated Financial Inclusion Strategy 2025-2030. 1. Executive Summary 1.1 Following a review of Financial Inclusion services in 2022, Money Matters and the Welfare Reform Advice team came together to form a new Financial Inclusion service within the HSCP. A new temporary Senior Manager (Financial Inclusion) post was created to develop a Financial Inclusion Strategy for 2023-28 (approved by Cabinet in March 23) and to lead on integrating the teams. The Senior Manager worked with the Transformation Team and Project Board on systems development, review of practice and processes and improving delivery models and established a Financial Inclusion Partnership. A non-recurring budget to cover the costs of the temporary Senior Manager post, contracting out debt advice services for two years and other costs associated service developments was agreed by Cabinet in March 2023. 1.2 Over the last two years our ambitions have been achieved. In December 2024, a report was submitted to the Integration Joint Board detailing recommendations for implementation by 1 May 2025 which were approved and have now been implemented. These include the rebranding of the Financial Inclusion service as Money Smart, the move of Money Matters from a universal service to one targeting priority groups, a restructure of the team and the creation of an in-house debt advice service for non- council tenants. AdvicePro, is now in use across the Money Smart team and a new Performance Management and Quality Assurance Framework has been integrated with AdvicePro. The Advice Line delivery model has been reviewed and a new, more client- centred model introduced in May 2025. Agenda Item 11 167
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The Financial Inclusion Partnership was established in May 2023 and is much valued by the 21 member agencies for information sharing, learning and networking. 1.3 A Financial Inclusion Strategy for 2025-30 has now been produced and is attached with this report for the endorsement of Cabinet. 1.4 The Money Smart team continue to achieve significant financial gains for residents in North Ayrshire with a total of £27.2m of financial gains reported for 2024-25. 1.5 Tackling child poverty represents a key pillar in the Council’s priority of transitioning to a wellbeing economy in a way that improves the quality of life for local people. As the cost of living crisis continues and has a significant impact on our local communities – services are working hard to address these challenges. Financial Inclusion services and supports are a key part of a whole system approach focussed on wellbeing in North Ayrshire. Ensuring access to welfare rights services and advice is key to ensure our residents can access the social security benefits they are entitled to and are essential to tackling Poverty. Direct drivers of poverty fall into three main categories – income from employment, costs of living and income from social security. Financial Inclusion services have a role in addressing costs of living and income from social security. 2. Background 2.1 As part of the Council’s Transformation Programme and in response to the Cost-of- Living crisis, a review of Financial Inclusion services across the Council was progressed during 2022. The outcomes included recommendations that a temporary Senior Manager post be created and that Money Matters and the Welfare Reform Advice Team (formerly in Housing Services) should form a new Financial Inclusion team within the Health and Social Care Partnership. 2.2 In January 2023, the new Senior Manager took up post. An interim Financial Inclusion Strategy for 2023-28 was approved by Cabinet in March 2023, detailing key intentions for 2023-24, and the new Financial Inclusion team was formed on 1 April 2023. The Project had Chief Officer Sponsorship within the HSCP, recognising the importance of ensuring the development of financial inclusion services, this was progressed at pace 2.3 The Senior Manager led on integrating the teams and worked with the Transformation Team and Project Board to review and implement a new case management system (CMS), whilst reviewing and implementing new, more efficient, processes and delivery models and developing a Performance Management and Quality Assurance Framework to be integrated in the new CMS. The Financial Inclusion strategy was reviewed and updated following a public and stakeholder consultation process. 2.4 The new North Ayrshire Financial Inclusion Partnership was established in May 2023 and now has representation from 21 different services or agencies. A working group was established to develop and deliver a community and stakeholder consultation to inform a review and refresh of the Strategy. This was carried out in October/November 2023 and the findings incorporated into the Strategy for 2025-30. A Fuel Poverty sub-group was established in 2024 followed by a Communications sub- group at the start of 2025 to take a joint approach to promotion of services and the key 168
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issues impacting on our residents. The Partnership brought new opportunities to improve partnership working and referral pathways and a review conducted at the end of 2024 found that it is valued by members for information sharing, learning and networking. A Partnership Action Plan has been developed and is incorporated into the Strategic Ambitions for 2025-30. 2.5 In 2024, as part of the ‘Accessing our Council’ initiative, Welfare Rights and Money Advice was incorporated into the online Corporate Referral Pathway developed and implemented by the Transformation Team, with pathways effectively established. From 1st May 2025 Money Smart calls were routed through the main council number with both the Money Matters adviceline and Welfare Reform Team numbers being phased out. A single point of contact has been developed for Money Smart calls, emails and referral form. 2.6 Following a technical appraisal carried out by the Transformation Team, AdvicePro, a system designed by and for the advice sector and already in use by the Welfare Reform Advice Team, was expanded to include Money Matters and went live on 30 September 2024. 2.7 AdvicePro incorporates the new Performance Management and Quality Assurance framework which supports a standardised approach to data capture and reporting, a systematic approach to service development and to encourage a culture of continuous improvement. 2.8 A total of £753,000 was approved by Cabinet in March 2023 aligned to progressing the strategy and the commissioning of debt advice services. The detail of the funding sources is detailed below: Funding agreed Source £258,000 Cost of Living budget £380,000 Employability earmarked reserves (originally the Better Off demonstrator budget) £15,000 NAC ‘Islands Budget’ £100,000 Funding allocated as part of NAC budget 2023-24 (up to £100k) £753,000 TOTAL Actual expenditure to 30 June 2025 is £633k with any remaining cost commitments being within the £753k allocated by North Ayrshire Council with the remaining balance being held in Council earmarked reserves. 2.9 In December 2024, a report was submitted to the Integration Joint Board detailing recommendations for implementation by 1 May 2025 which were approved and have now been implemented. This includes: A re-branding and re-launch of the Financial Inclusion team under the new name of Money Smart The CHAP two-year contract to provide debt advice to non-council tenants came to an end on 30 June 2025 169
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Debt Advice for non-council tenants has been added to the debt advice service available to council tenants. This allows us to make debt advice available to non- council housing tenants who approach the service for Welfare Rights advice but also need help with debts The Money Matters delivery model has moved from a universal service to one targeting priority groups. This includes referrals from HSCP/NHS/NAC and third sector, and self-referrals from people who have disabilities or dependent children, are pregnant or carers, or are from minority ethnic groups. These groups represented around 82% of clients in 2024-25. A restructure of the Financial Inclusion team, including management. The restructure incorporated the removal of a number of posts through a VER process and staff movement 2.10 Despite the move from a universal to a targeted service, referral numbers have not reduced, however the introduction of AdvicePro, implementation of our new delivery model, and adjustments to the way that work is distributed have allowed us to continue to meet demand. While the workforce has been reduced, the new structure has been designed to streamline processes, eliminate duplication, and use digital technology to assist with routine tasks. Referrals to date to the service are detailed below: Money Smart Referrals 2025/26 Month Total HSCP HRA April 520 365 155 May 530 361 169 June 498 359 139 July 528 342 186 Money Smart have received only 11 ineligible self-referrals since May 2025, of these, individuals have either been referred on to other alternative providers and supports or have been provided with advice only. 3. Proposals 3.1 The development of a Financial Inclusion Strategy and Ambitions for 2025-2030 has been informed by community and stakeholder consultation as well as engagement with staff and key service leads including Child Poverty, Community Wealth Building and Housing services. 3.2 Economic Context – Recent data for 2023-24 confirms that relative child poverty in Scotland has fallen from 26% to 22%, this is partly attributed to Scottish Government policy interventions and contrasts with a wider upward trend across the rest of the UK. However, ongoing welfare reforms continue to pose a significant risk of income loss and the households most likely to experience high poverty rates often are those reliant on benefits. In 2022-23 North Ayrshire recorded the second highest rate of child poverty in Scotland with 29.2% of children living in poverty (after housing costs). Encouragingly, updated data has shown that levels of child poverty in North Ayrshire 170
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have fallen significantly. The analysis shows the child poverty level (after housing costs) in North Ayrshire has reduced to 24.3 per cent in 2023-24, with North Ayrshire experiencing the largest improvement of any local authority area in Scotland in that year, North Ayrshire is now one of 10 local authorities in Scotland with a lower Child Poverty rate in 2023-24 compared with 2014-15. Across Scotland, data for 2021-24 indicates that around 75% of children living in poverty were in families where at least one parent was working and with approximately one in seven working households in poverty – in work poverty is driven by factors such as low pay, insufficient hours, lack of affordable childcare and high living costs. Nationally in 2024, 11.4% of employee jobs in Scotland were paid below the Living Wage. Whilst data specifically for North Ayrshire post-2022 is less readily available, we have been able to evidence a reduction in workers earning below living wage in the region between 2018-2022. Whilst a protective factor and a key driver of poverty, employment alone does not necessarily guarantee a pathway out of poverty for many families. Poverty continues to be a significant challenge across Scotland and particularly in North Ayrshire. 3.3 Tackling Poverty – the role of Financial Inclusion services - Unclaimed benefits across Britain were estimated to be around £23 billion in 2024, this excludes unclaimed disability benefits and discretionary support which have not yet been assessed (Poverty in Practice 2024). Benefits go unclaimed for many reasons including a lack of awareness, an assumption of ineligibility, the complexity of the welfare rights system, digital exclusion and stigma. Welfare Rights advice services break down those barriers. Debt repayments are not deducted from income for the purposes of determining whether a household is in income poverty. They do however reduce the level of household disposable income and increase the risk of material deprivation. Debt Advice services offer options for managing debt more effectively and in some cases, debt can be reduced or written off. 3.4 Demand for services - The Money Smart welfare rights and debt advice service dedicated to council tenants (formerly known as the Welfare Reform Advice Team) is funded through the Housing Revenue Account through a Service Level Agreement for 2025-30 with Housing Services. This service saw a significant increase in demand between 2023-24 and 2024-25, continuing the pattern of year on year increases for the last five years, this included: • A 28% increase in referrals to the Welfare Rights and Debt Advice service. 1,889 referrals were received (self-referrals from tenants doubled) and 72% of these resulted in cases being allocated. Complex (multiple) debt cases also increased. • Referrals to the Financial Inclusion Officers (FIOs) through the DWP Landlord’s Portal (managed by the service) for support with Universal Credit (UC) claims increased from 2,140 to 2,334. FIOs also receive referrals from Housing Services for ‘pre-tenancy checks’ for new tenants. Officers can explain changes to benefits arising from taking on a tenancy, provide support with Universal Credit claims, provide advice on managing household budgets and help tenants access grants/furnishings for their new home. Those referrals halved in number during 2024-25 due largely to the increase in vacated council properties being allocated to those who are homeless and who receive this support from the Housing 171
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support team. However, this was a temporary measure and referrals to the FIOs are anticipated to increase again during 2025-26. • Financial Gains of £5.7m were secured in 2024-25 for council tenants, an increase of 50% on 2023-24 • The Money Smart welfare rights service (formerly known as Money Matters and which was open to all North Ayrshire residents in 2024-25) has maintained a high level of referrals for the last five years with a total of 5,433 referrals across the year. 44% were from HSCP/NHS and 45% were self-referrals (or from a family member/friend). Around 70% engaged with the service and received advice and support. • 811 of the referrals from HSCP were for financial assessments – 653 for non- residential charging and 158 for kinship carers. Full breakdown of HSCP referrals opposite. £21.5m in Financial Gains were achieved for 2024-25. 3.6 Funded projects: • GP practices – Through this Scottish Government initiative launched in 2022, funding has been granted to support the development and embedding of welfare rights advisers in nine priority mainland GP practices, which was extended in 2023 to include the island practices on Arran and Cumbrae. The delivery model has proven effective and efficient with high levels of engagement. Over £3m in financial gains was achieved last year (this is included in the £21.5m above) for the 536 172
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patients referred by Practice staff (additional to the 5,433 referrals from other sources). • Schools – Through funding from Education services which started in October 2021, a named Adviser with a direct referral pathway was dedicated to engaging parents through secondary schools and through increased funding, last year three named advisers now incorporate primary schools and early years centres. Last year a total of 259 parents with school age children benefitted from this investment, through direct referrals from parents or schools or from HSCP social work teams who referred direct to the project. £560,509 in financial gains was achieved for those parents, an increase of 46% on 2023-24. (included in the £21.5m above) • Foodbanks and Larders - Since April 2021, the Trussell Trust has been funding advisers to support those who access foodbanks and larders. Initially this was one adviser, but funding was expanded to add a second, and they now provide services in 14 foodbanks and larders across North Ayrshire. 128 foodbank/larder users received welfare rights advice through this project in 2024-25 and an additional 76 referrals were received direct from the foodbanks. 3.7 Feedback from a recent Money Smart beneficiary: “Thank you to everyone who supported me. They went over and above to be extremely helpful, compassionate and understanding. I feel like [my case worker] has literally saved my life and given me hope. She explained everything in such a calm and reassuring way and has calmed me down so much. The process of dealing with DWP has been very stressful and frightening as I have worked most of my life. She has given me a reason to live and that I am not hopeless by treating me so kindly like a normal person. The huge problems that seemed impossible to face as I kept asking for help and getting nowhere until [the team] changed my life for the better are now being looked at. [My case worker] kept in contact and consistently been available and kindly given her time and advice and also a lot of other helpful information. Thanks to her I have been focussing on health, eating and sleeping properly and hopefully will be able to get a job in the future. Thank you. I cannot thank you and your staff enough”. 3.8 Financial Inclusion Strategy 2025-2030: Our Financial Inclusion Strategy sets out our Shared Vision and Mission that we have a “financially healthy North Ayrshire where people have the knowledge, skills, resources and confidence to manage their money effectively and live fulfilling and healthy lives” and we “ Provide accessible, professional advice services that work together and in partnership with related services, to ensure that all the needs of our customers are met.” The following summary of our strategic priorities will build on the strategic ambitions for 2023-25, including service developments and the work of the Financial Inclusion Partnership over the last two years. Early and Effective Support: 173
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• Advisers within GP practices will be mainstreamed in the lead up to the external funding ending. • We will build on established referral pathways through named workers within primary and secondary schools and early learning centres. • We will take referrals from Housing for tenants in, or at risk of being in rent arrears • We will continue co-location within key HSCP services • We will continue the Advice Line delivery model established in May 25, through which ‘duty’ advisers answer calls at the point of contact. • We will continue to challenge stigma and fear as barriers to engagement and raise awareness of all available advice and wider financial inclusion services across North Ayrshire through the continuation of our Financial Inclusion Partnership Wellbeing – Enabling Communities: • We will empower service users by pro-actively measuring customer satisfaction and seeking customer feedback. This will help us to identify potential service improvements and inform the content of campaigns and decision making • We will build financial resilience through the provision of welfare rights and debt advice services • We will support new tenants to maximise their income and sustain their tenancies • We will continue to build on the holistic approach to identifying and actioning wider and underlying issues to improve health and wellbeing Tackling Inequalities through Community Wealth Building • We will reach out to marginalised individuals within our communities to improve accessibility and support engagement, in particular those in our island communities, minority ethnic groups and gypsy/traveller communities. • We will gather evidence of the number of clients who, as a result of the advice and support received, are more confident managing their household budget and feel better prepared for unplanned and planned expenditures. Develop and Support our Workforce • Through the Performance Management and Quality Assurance framework we will encourage and support a culture of continuous improvement and enable the production of public performance reports which evidence the totality of our work and outcomes achieved for our customers. • We will Achieve accreditation to the Scottish National Standards for Information and Advice Providers to evidence to funders and to the public, of the high-quality services delivered by our team • We will seek opportunities to use technology where appropriate, to deliver more efficient and effective services and to maximise the use of resources Through the Financial Inclusion Partnership, we will continue to share information, knowledge and learning to enhance all services. A more detailed Action Plan in line with these priorities is being developed to ensure we can report on progress on an annual basis. 3.9 Anticipated Outcomes: 174
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Through our strategic ambitions, Money Smart will contribute to the North Ayrshire council ‘No Wrong Door’ approach to improving access to services and ultimately to the aim of a sustained decrease in the number of people, and children in our communities living in poverty. 3.10 Measuring Impact: Through our Performance Management and Quality Assurance Framework we will produce public performance reports which evidence the totality of our work and the outcomes achieved for people in our communities Through pro-actively measuring customer satisfaction we will evidence the value of our work from the customer perspective. Through our new ‘exit forms’ sent through AdvicePro when cases are closed, we will gather evidence of the extent to which the advice and support received by our teams has resulted in clients being more confident in managing their household budgets and feel better prepared for unplanned and planned expenditures. This will provide an indication of sustainable positive outcomes and impacts on child poverty. 4. Implications/Socio-economic Duty Financial 4.1 No direct financial impact for services, the report updates that the savings and changes to the Money Smart team previously approved by the IJB have been delivered in full. The report also highlights that in 2024-25 financial gains of £27.2m have been achieved for North Ayrshire residents by the Money Smart team. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 ‘Financial inclusion’ refers to the ability of individuals to access appropriate financial services or products to manage their money effectively, sustain their homes, build savings for unplanned expenditures, be financially resilient, and more confident in making informed life choices. Financial exclusion is closely linked with poverty and social exclusion and is a significant contributor to child poverty. Poor financial wellbeing impacts on all aspects of life and can leave lasting damage on future life chances. Financial inclusion services enable and empower people to access the information, advice and support they need to maximise and effectively manage their disposable income, to be less likely to fall behind with bills, more able to deal with unexpected expenses, have improved mental and physical health and to become more active in 175
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their communities. Ultimately, they enable people to have the knowledge, skills and confidence to feel more secure and in control of their personal finances, both day to day and when future planning. Our Financial Inclusion strategy sets out how in North Ayrshire we continue to seek to improve our approach in partnership with wider partners through the Financial Inclusion Partnership to better support and meet these needs for our residents. Climate Change and Carbon 4.5 None. Key Priorities 4.6 This report and the accompanying Financial Inclusion Strategy covers matters which contribute to the key priorities contained within the Council and IJB strategic plans. Community Wealth Building 4.7 The Financial Inclusion team supports the wellbeing economy by taking a people centred approach to service delivery and developments to ensure that the service is inclusive and people centred. This includes the addition of the internal debt advice resource to provide a seamless pathway to debt advice for people who seek welfare rights but also require help with debts. The new delivery model and single point of access for Money Smart will ensure that the service is inclusive, particularly for the most vulnerable people in North Ayrshire communities. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 The Financial Inclusion Partnership developed and delivered a Community Consultation late in 2023 to hear from our residents what they want from advice and wider financial inclusion services and to help inform the development of this strategy. A total of 177 responses were received from North Ayrshire residents, 57 of whom had accessed at least one advice service (44 had been to Money Matters, 7 to WRAT and 7 to CHAP) Services were highly rated for accessibility, response times and communications. 80% said they got more help than expected. 176
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15 stakeholder agencies/services were also consulted, and the responses reinforced the positive views of advice services expressed by most of those who responded to the community consultation. There were high levels of trust in the quality of services and effective and efficient referral pathways and response times were valued. “You Said: We will”: Where both debt and welfare rights advice was needed, accessing both through one service is preferred A Welfare Rights and Debt Adviser for non-council tenants has been added to the service to ensure that all those who access our services can receive both welfare rights and debt advice without the need to refer to an external provider. Engaging with the same person is preferred when receiving advice and support The ‘named worker’ model has been expanded over the last two years. Some respondents said they did not know where to go for the help they needed or did not think there are services for homeowners. Stakeholders said that more effective promotion is needed as people they refer often do not know such services exist. A Communications sub-group of the Financial Inclusion Partnership has now been formed to take a cross-sector approach to promoting services more effectively. The launch of Money Smart, with single points of contact for all services will improve both accessibility and awareness. Poor physical or mental health is a barrier to accessing services We will more effectively promote the range of options for accessing services We need welfare rights advice on Arran. We have developed more services for island communities and will continue to seek options to improve accessibility You want more help with form-filling for claiming benefits This has been reviewed and more support with form- filling is now provided internally. Links with gypsy/traveller communities need to be improved We are now promoting our services through the Tenancy Chat for Gypsy Travellers and seeking options to improve engagement with those living in encampments. Stigma and fear of your situation getting worse are barriers to engagement This will be addressed through a Communications Plan for 2025-26 Caroline Cameron Executive Director For further information please contact Annie Johnson, Principal Manager, Business Support Services, on 07887 647961. Background Papers 0 177
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1 OFFICIAL INFORMATION OFFICIAL INFORMATION North Ayrshire Financial Inclusion Strategy 2025-30 178
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2 OFFICIAL INFORMATION OFFICIAL INFORMATION Contents 1. Introduction ............................................................................................. 3 2. Alignment with HSCP Strategic Ambitions .............................................. 4 2.1 Enable Communities ................................................................... 4 2.2 Develop and support our Workforce ............................................ 4 2.3 Provide Early and Effective support ............................................. 4 2.4 Improve Health and Wellbeing ..................................................... 4 2.5 Tackle inequalities ....................................................................... 4 3. Our Interim Plan 2023-25 ........................................................................ 5 4. Economic context .................................................................................... 7 5. Tackling Poverty – The Role of Financial Inclusion ................................. 8 5.1 Income from Social Security - the ‘take-up’ of social security entitlements ....................................................................................... 9 5.2 Costs of living – Fuel Poverty .................................................... 10 5.3 Costs of Living - Unmanageable debt ........................................ 11 5.4 Costs of Living - Access to affordable credit and savings .......... 11 5.5 The Poverty Premium in North Ayrshire ..................................... 11 6. Advice Services in North Ayrshire ......................................................... 12 6.1 HSCP Financial Inclusion .......................................................... 12 6.1.1 The Welfare Reform Advice Team ................................. 12 6.1.3 Money Smart ................................................................. 16 6.2 CHAP ...................................................................................... 17 6.3 1st Alliance Community Bank – Progressive Finance ................ 17 6.4 Lemon Aid ................................................................................. 18 7. Developing the Plan for 2025-30............................................... 19 8. Vision, Mission and Core Values .............................................. 20 9. Money Smart Priorities and Ambitions to 2030 ......................... 22 Contact Information for Advice and Financial Inclusion Services ..... 25 Links ................................................................................................ 26 References ...................................................................................... 26 179
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3 OFFICIAL INFORMATION OFFICIAL INFORMATION 1. Introduction ‘Financial inclusion’ refers to the ability of individuals to access appropriate financial services or products to manage their money effectively, sustain their homes, build savings for unplanned expenditures, be financially resilient, and more confident in making informed life choices. Financial exclusion is closely linked with poverty and social exclusion and is a significant contributor to child poverty. Poor financial wellbeing impacts on all aspects of life and can leave lasting damage on future life chances. Low-income households are most at risk from the cost-of-living crisis, and people with disabilities, lone-parent households, carers and people from minority ethnic backgrounds are the most financially vulnerable. They are less likely to have savings that would cover their outgoings for more than a month should they lose their job and are most likely to have unmanageable debt. There is also a gendered dimension to the cost-of-living crisis. Women are more likely to live in lone-parent households (92%), as well as in households with an unpaid carer and larger households and can be more exposed to cost of living pressures. Financial inclusion services enable and empower people to access the information, advice and support they need to maximise and effectively manage their disposable income, to be less likely to fall behind with bills, more able to deal with unexpected expenses, have improved mental and physical health and to become more active in their communities. Ultimately, they enable people to have the knowledge, skills and confidence to feel more secure and in control of their personal finances, both day to day and when future planning. A financially healthy North Ayrshire is not only beneficial for individuals, but also for their families, communities, businesses and the economy. North Ayrshire Council and the Health and Social Care Partnership take pride in a co-production approach to strategic planning, through having meaningful conversations with people in our communities. Engagement with the public, service users, staff and key stakeholders was progressed in the second half of 2023, responses from which have informed the development of this Plan. The Financial Inclusion Strategy is closely aligned with North Ayrshire Council’s strategic aim to “Transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” A wellbeing economy is one that delivers fair distribution of wealth and opportunities within a healthy environment. The vision of North Ayrshire Council is for a North Ayrshire that is ‘Fair for All’ with a Mission of “Working Together to improve the lives of our people in North Ayrshire” 180
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4 OFFICIAL INFORMATION OFFICIAL INFORMATION 2. Alignment with HSCP Strategic Ambitions The NAHSCP Vision is “People who live in North Ayrshire are able to have a safe, healthy and active life” Overview of Financial Inclusion alignment to HSCP strategic ambitions: 2.1 Enable Communities Financial Inclusion services build knowledge and confidence to enable people in our communities to navigate the welfare rights system and manage household budgets effectively forming the foundations for sustainable outcomes that will reduce the likelihood of clients facing financial crises in the future. 2.2 Develop and support our Workforce Financial Inclusion services continue to face significant challenges in responding to ever- increasing demand, the changing demographic of people seeking advice and support, particularly for debt advice, and the increasing complexity of the welfare rights system with ongoing welfare reforms. We recognise the strain that this puts on our staff but ensure that time is set aside for regular training and learning activities that are essential to maintain a high level of expertise, that effective and regular support and supervision is routinely carried out and that wellbeing supports are widely promoted and taken up when appropriate. We recognise that many North Ayrshire residents are members of our own workforce and that they can also require advice and support from our services. 2.3 Provide Early and Effective support Financial inclusion services will continue to work with the most vulnerable people in our communities, providing early interventions to reduce likelihood of a financial crisis situation developing. We aim to ensure that those most at risk of financial crisis, or living in poverty have ease - and equity - of access to advice and related services so they can receive the right support at the right time, in the best way for them. 2.4 Improve Health and Wellbeing We recognise that in this ongoing cost-of- living crisis, many people are experiencing worry, anxiety, or depression relating to their financial situation. The main focus of financial Inclusion services is to maximise income and help with managing debt, but it is also well- evidenced that by removing money worries, physical health and mental wellbeing improve The free advice sector has an important role to play in ensuring vulnerable people have access to advisers with the expertise and skills to effectively support and advise on welfare rights and debt, whilst having established referral pathways to health and wellbeing services 2.5 Tackle inequalities The ongoing cost-of-living crisis has further highlighted the negative impact of deprivation and poverty on our communities, and we will continue to work collaboratively with other service providers to deliver shared solutions. We recognise those most vulnerable to the 181
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5 OFFICIAL INFORMATION OFFICIAL INFORMATION increasing costs-of-living are people living on low incomes, in particular lone-parent households, people with disabilities and those from minority ethic groups. We will build on our holistic approach to providing advice including co-location with other services to proactively support those who are hardest to reach in our communities. 3. Our Interim Plan 2023-25 Out interim Strategy was published in April 2023 and a summary of achievements against our priorities is set out below. Review, develop and improve North Ayrshire Advice Services to ensure they are responsive to the needs of all local residents, and particularly those most vulnerable: • In April 2023, Money Matters and the Welfare Reform Advice Team, previously part of Housing Services, came together to form the new Financial Inclusion Service within the North Ayrshire Health and Social Care Partnership • Processes, procedures and systems have been standardised and streamlined to improve efficiency and to ensure the most effective use of resources. • A new Performance Management and Quality Assurance Framework has been integrated with our case management system to ensure a systematic approach to service development and improvement, service user participation and to encourage a culture of continuous improvement • From 1 May 2025, Money Matters services moved from a universal service to a service targeting those most vulnerable, and most likely to be living in, or at risk of poverty. People referred by HSCP, NHS or other services, along with people who have disabilities or dependent children, are carers, pregnant or from black or minority ethnic groups, will continue to have access to our services (circa 82% of clients in 2024-25). Provision of universal debt advice services A new universal debt advice services was contracted through CHAP and commenced on 1 July 2023. This contract will end on 30 June 2025. However, a debt advice service will be added to the team, to ensure debt advice is available in-house for non-council tenants who seek welfare rights advice but also need help with debts. Improved referral pathways The review of Financial Inclusion services was a key workstream within the North Ayrshire Council Transformation Programme to improve access to services. Referral pathways to welfare rights and debt advice services have been incorporated into the new online corporate referral pathway, and calls are now routed through the main Council contact centre telephone line. On 1 May 2025, the financial inclusion service was rebranded and relaunched as Money Smart, with a single Money Smart email address for referrals to both Money Matters and the Welfare Reform Advice team. 182
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6 OFFICIAL INFORMATION OFFICIAL INFORMATION Establish a North Ayrshire Financial Inclusion Partnership The Partnership was established in May 2023 and currently has representation from 21 different services or agencies. Fuel Poverty and Communications sub-groups have now been established to support a joint approach to promotion of services across North Ayrshire. The Partnership has brought new opportunities to improve partnership working, referral pathways and joint working as detailed later in this strategy. A review conducted in 2024 found that members valued the Partnership for information sharing, learning and networking. A Partnership action plan has been developed and has been incorporated into the Strategic Ambitions for 2025-30 in Section 10 183
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7 OFFICIAL INFORMATION OFFICIAL INFORMATION 4. Economic context Poverty continues to be a significant challenge across Scotland, with over a million people experiencing its effects. Households most likely to experience high poverty rates are often those reliant on benefits, which constitute a larger proportion of their income. Scottish Government data from 2021-24 also shows that child poverty is highest in families with three or more children, in minority ethnic households, lone parent families, households with a child under one year or where there is a disabled family member. In the wider population, the Joseph Rowntree Foundation reported in 2024 that 26% of informal carers and 34% of people in families where someone is in receipt of carers’ allowance are also living in poverty in Scotland. Across the UK, in 2022-23, 30% of people with disabilities were living in poverty. However recent data for 2023-24 has confirmed that child poverty in Scotland is falling, with the relative child poverty rate (before housing costs) decreasing from 26% to 22%. This positive trend is largely attributed to Scottish Government policy interventions, particularly the Scottish Child Payment, and contrasts with a wider upward trend in child poverty across the rest of the UK. However, wider UK government welfare reforms, as highlighted by organisations like the Resolution Foundation and CPAG, and the cost of living, continue to pose a significant risk of income loss for households. North Ayrshire faces distinct economic challenges and has a higher proportion of its population experiencing deprivation compared to the Scottish average. The Scottish Index of Multiple Deprivation (SIMD) 2020 identified North Ayrshire as having the third highest proportion of data zones within the 20% most deprived areas in Scotland, with 40.9% of its data zones falling into this category (up from 33 in 2004). Of the 186 SIMD data-zones in North Ayrshire, 52 (28%) are in the 15% most deprived areas in Scotland. A notable shift within the area is that the Irvine locality now has the highest proportion of data zones in the 15% most deprived in Scotland, having overtaken the Three Towns locality (Ardrossan, Stevenston, and Saltcoats), which previously held this position until 2012. As a result of the Covid-19 epidemic, the 2024 SIMD update has been delayed until 2026. The strategy will be updated to reflect any significant changes in the data thereafter. Child Poverty in North Ayrshire In 2022/23, North Ayrshire recorded the second highest rate of child poverty in Scotland, with 29.2% of children living in poverty (after housing costs). This means that over 7,000 children and young people in our area may be struggling to access everyday essentials such as food, clothing, and transport. This figure compared at the time to a national average of 23% in Scotland, highlighting the persistent local challenge and its direct implications for child health and wellbeing. Note: most recent after housing costs data is expected from Loughborough University in June, 2025 Across Scotland, the latest data for 2021-24 indicates that approximately three-quarters (75%) of children living in poverty were in families where at least one adult was working. Nationally in 2024, 11.4% of employee jobs in Scotland were paid below the Living Wage. Whilst data specifically for North Ayrshire post-2022 is less readily available, we have been able to evidence a decline in workers earning below living wage in the region between 2018-2022. This information demonstrates to us that employment does not necessarily guarantee a pathway out of poverty for many families. 184
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8 OFFICIAL INFORMATION OFFICIAL INFORMATION Our People’s Panel Survey indicated a concerning trend in 2018: that the percentage of adults in North Ayrshire managing well financially was reducing, and the number of adults with no savings was increasing, in slight contrast to Scotland as a whole. More recent local survey insights from 2022/23 highlighted that 26% of North Ayrshire respondents rarely or never have money left to save, and 18% have unsecured debt exceeding one month's income. Furthermore, 6% reported not managing very well or experiencing financial difficulties. 5. Tackling Poverty – The Role of Financial Inclusion The need for specialist financial inclusion support services has never been greater. Universal Credit is complex, and UC claims can impact on other benefits. The ongoing migration to UC from DWP legacy benefits and the additional, or devolved benefits now provided by Social Security Scotland make it challenging for many people to navigate the welfare rights system without the support of a specialist welfare rights adviser. The requirement to apply and maintain UC claims online is an additional barrier for many. DWP research suggests that 45% of benefit claimants lack the digital skills to make and maintain their claims. Money Advice Scotland reported in March 2024 that there has been a ‘surge’ in unsecured personal debt, with an increase in energy debt and council tax debt. Bankruptcies are up by 3%. Stepchange reported in April 2023, that levels of debt on household bills increased in Scotland by 68% between 2021 and 2022 and sat at an average of £2,929. The Money and Pensions Service reported that 700,000 people in Scotland are at risk of, or in problem debt, only 54% save regularly and 15% borrow to pay for food or bills. Money and Pensions Service research reported in November 2023 that there has been a deepening vulnerability and complexity, more intensive cases, and ‘never been in debt before’ middle income homeowners accessing debt advice services. 185
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9 OFFICIAL INFORMATION OFFICIAL INFORMATION Direct drivers of poverty (Scottish Government) The direct drivers of poverty fall into three main categories – income from employment, costs of living and income from social security. Financial Inclusion services have a role in addressing costs of living and income from social security. 5.1 Income from Social Security - the ‘take-up’ of social security entitlements Unclaimed benefits across Britain were estimated to be around £23 billion in 2024, excluding unclaimed disability benefits and discretionary support which have not yet been assessed. It is estimated that the total unclaimed support is likely to be over £30bn when those elements are included (Poverty in Practice 2024). 186
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10 OFFICIAL INFORMATION OFFICIAL INFORMATION The reasons for benefits going unclaimed include lack of awareness of the existence of some benefits, or assumptions that they would not be eligible, the complexity of the system, digital exclusion and stigma. Welfare rights advice services break down those barriers. They enable people to better understand and claim their entitlements to maximise their income. Increasing benefits take-up and ensuring citizens are in receipt of their legal entitlements has a positive impact for North Ayrshire residents and also for the local economy. 5.2 Costs of living – Fuel Poverty The Scottish Government reported in 2023 that that an estimated 31% of Scottish households were living in fuel poverty (spending more than 10% of their income, after housing costs, on energy) and around 19% were in extreme fuel poverty (more than 20%). People are more likely to be in, or to fall into fuel poverty if they have an ongoing heath condition which requires higher than average fuel consumption, have a low income, live in the social rental sector, in a home off the gas grid, in a rural area, or where electricity is their primary heating fuel. There are significant differences across the six North Ayrshire localities with the North Coast/Cumbrae and Arran generally having less people living in poverty, claiming benefits and lower health inequalities. The one exception is fuel poverty where the average for mainland localities is 27% but 41% on the island of Arran, where import costs and lack of access to the grid mean fuel is more expensive for Arran residents. Lemon Aid are a specialist social enterprise and member of the North Ayrshire Financial Inclusion Partnership with established referral pathways from advice services for help with energy costs, problems with meters, arrears on energy bills and 187
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11 OFFICIAL INFORMATION OFFICIAL INFORMATION disputes with suppliers. 5.3 Costs of Living - Unmanageable debt Debt repayments are not deducted from income for the purposes of determining whether a household is in income poverty. They do, however, reduce the amount of disposable income that households have to spend on goods and services, and therefore increase their risk of material deprivation, ie unable to afford goods and activities that are the norm in today’s society. Debt advice services offered by Money Smart and CHAP options for managing debt more effectively and support to put in place debt solutions. In some cases, depending on the circumstances, debt can be reduced or written off. 5.4 Costs of Living - Access to affordable credit and savings As a result of low income, income only from benefits, or poor credit rating many people are unable to borrow money from the same sources as other members of the population. Many, as a result, turn to high-cost alternatives such as doorstep or payday lenders. Credit can therefore be the most expensive for those who can least afford it. Access to affordable credit and savings can protect against problem debt and material deprivation as they safeguard against unplanned costs and changes in income. Credit Unions/Community Banks are key providers of financial inclusion services. The 1st Alliance Community Bank, based in Kilwinning, is another key member of the North Ayrshire Financial Inclusion Partnership. 5.5 The Poverty Premium in North Ayrshire The poverty premium is the extra cost people on low incomes and in poverty pay for essential products and services: • Payments – Some payment methods create a poverty If they do not have a bank account they have no access to direct debts, often a cheaper way to pay bills. Paying things like insurance monthly rather than all in one go annually can cost more. • Energy – Paying bills as they arise costs an extra £106 (Jan-Mar 2024) compared to using direct debit. • Credit – people in poverty pay more to borrow money because they are more likely to have a low credit score and be ore of a risk to lend to. • Insurances provide protection from financial loss and give peace of mind. Low- income households often cannot afford insurance but when they do, often face additional costs. Car insurance for those in less affluent areas can cost £314 pa more than in more affluent areas. 188
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12 OFFICIAL INFORMATION OFFICIAL INFORMATION The total cost of the poverty premium in North Ayrshire is £4,888,380 with 23.3% of households experiencing any premium. The average cost to N Ayrshire households is £468. (Fair by Design 2024) 6. Advice Services in North Ayrshire In comparison with many other local authorities, North Ayrshire has relatively few local providers of advice and wider financial inclusion services, but they are well-established and much valued in our communities. The North Ayrshire Financial Inclusion Partnership, established in May 2023, with representation from both advice services and key stakeholders, work together to share best practice and learning and to improve awareness of services and understanding of the needs of vulnerable people in our communities. 6.1 HSCP Financial Inclusion In April 2023, Money Matters and the Welfare Reform Advice team (formerly in Housing services) came together to form a new Financial Inclusion service within the North Ayrshire Health and Social Care Partnership. 6.1.1 The Welfare Reform Advice Team, Funded through the Housing Revenue account, provides services for council tenants through a close working partnership with North Ayrshire Council Housing services. They are based within Saltcoats Housing Office. The team includes Welfare Rights and Debt Advisers and Financial Inclusion Officers. In 2024-25 the team received a total of 4740 referrals.1899 referrals were for Welfare Rights and Debt Advice (WRDA), an increase of 28% on 2023-24 with self-referrals being double the previous year. 72% of those referrals resulted in welfare rights and/or debt cases being allocated. Of the remaining 28%, most received initial advice and/or information. £422,522 £755,811 £1,658,213 £974,153 £455,956 £561,598 Prepayment meter premium Non-standard billing premium Non-switching premium Area-based insurance premium Single item insurance premiums 189
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13 OFFICIAL INFORMATION OFFICIAL INFORMATION ‘Internal’ referrals to the Welfare Rights and Debt Advisers were from Money Matters (mostly for debt advice) or from the Financial Inclusion Officers for the more complex welfare rights cases. 2334 referrals were to the Financial Inclusion Officers (FIOs), through the DWP’s Landlords portal, for support with UC claims or from Housing services for pre- tenancy checks, through which FIOs explain changes to benefits arising from taking on a tenancy, provide support with UC claims, managing household budgets and to access grants/ furnishings for their new home. The number of pre-tenancy checks has halved in number from 2023-24, due largely to the increase in vacated council properties being allocated to those who are homeless, who receive this support from Housing’s tenancy support team. The Welfare Reform Advice Team secured a total of £5.7m in financial gains for tenants through income maximisation (£5.6m) and debt reduction (£96k). An increase of 50% on 23-24. 98.5% rated services as ‘very satisfied’ in 2024-25. Feedback from one Welfare Reform Advice team client below: “I found [my case worker[ was very helpful. She explained things in a way could understand and she helped by relieving my anxiety and worries over my problems. She was very empathetic and understanding, an absolute asset to your Team” 6.1.2 Money Matters core funding is from the Health and Social Care Partnership and until 30 April 2025, they provided a universal welfare rights advice for all North Ayrshire residents. They have been embedded within the Health and Social Care Partnership services for a number of years, including named workers who co-locate within Community Justice, Children & Families, and Addictions services. 815 524 448 112 697 247 380 165 0 200 400 600 800 1000 Housing services Self referrals Internal Other Referrals for Welfare Rights and Debt Advice 24-25 23-24 2334 507 2140 1090 0 500 1000 1500 2000 2500 DWP Portal - UC support Housing Services - Pre-tenancy checks Referrals to Financial Inclusion 2024-25 2023-24 190
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14 OFFICIAL INFORMATION OFFICIAL INFORMATION In 2024-25, Money Matters received 5433 referrals, maintaining a similar level over the last five years. 44% were from HSCP/NHS and 45% were self-referrals or from a family member/friend. Around 70% engaged with the service and received advice and support Of the HSCP/NHS referrals, 811 were for financial assessments, 653 for non- residential social care charging services and 158 for kinship carers. A total of £21.5m in Financial Gains was achieved for their clients, through maximising income. Note: Due to changing to a new case management system in October 2024, these figures may be lower than actual totals. Money Matters Funded Projects GP practices – through the Welfare Advice and Health Partnerships Scottish Government initiative launched in 2022, Money Matters has received funding to support the development and embedding of welfare rights advice in nine priority mainland GP practices, extended at the end of 2023 to include the islands of Arran and Cumbrae. Three Welfare Rights Officers work from the GP practices, where welfare rights appointments are input to the GP patient information system by practice staff and where advisers can access medical information to inform and HSCP/NHS, 44%, 44%Self or family/friend, 45%, 45% Other, 11%, Referral sources 0 100 200 300 400 500 600 700 Macmillan Service access Addictions Children & Families Justice Services Mental Health NHS Non-residential Charging Kinship Care HSCP/NHS referrals 191
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15 OFFICIAL INFORMATION OFFICIAL INFORMATION support casework. The delivery model is very efficient, engagement is high and over £3m in financial gains (included in the total financial gains of £21.5m above) was secured for the 536 patients referred in 2024-25. “I honestly can thank you enough for all your help and support with sorting [all my my claims] out for my family, it’s put me in a far better financial position now, all thanks to you. I really appreciate everything you have done, thanks again” (GP practice client feedback) North Ayrshire Schools – through funding from Education services which started in October 2021, Welfare Rights Officers have been attached to North Ayrshire secondary schools, initially one adviser covering secondary schools and since 2024-25, three advisers to incorporate primary schools and early years centres. Referral pathways direct to those named workers are promoted through school activities/communication channels and the number of referrals from parents with school-age children has increased through this initiative. In 2024-25, a total of 259 parents with school age children benefitted from this initiative – through direct referrals from parents, referrals from schools or HSCP social work teams who referred direct to the project. This represents a 144% increase on the number of referrals in 2023-24. A total of £560,509 in financial gains was achieved for those parents in 2024-25 (an increase of 46%) – included in the £21.5m total above. “Thanks so much for all your help, time and patience, I really appreciate it. You have improved mine and my kids lives so much, I will be forever grateful” (Parent feedback, Schools project) North Ayrshire Foodbanks and Larders – since April 2021, the Trussell Trust has been funding advisers to support those who access foodbanks and larders. Initially this was one adviser but funding was expanded to add a second, and they now provide services in 14 foodbanks and larders across North Ayrshire. In 2025 they aim to expand this to include Largs, Millport and Springside. 128 foodbank/larder users received welfare rights advice through this project in 2024-25 and an additional 76 referrals were received direct from the foodbanks. Summary of referrals to Money Matters and the Welfare Reform Advice Team 2024-25 (excluding the projects above). 0 1000 2000 3000 4000 5000 6000 7000 Money Matters - WR WRAT - WR & Debt WRAT - FIOs Pre-Tenancy Checks WRAT - FIOs UC Claims 2024-25 2023-24 192
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16 OFFICIAL INFORMATION OFFICIAL INFORMATION Child Poverty Outcomes The Financial Gains for North Ayrshire residents who engage with our services are substantial and have been increasing year on year for some time. Our beneficiaries have had their income maximised and many have had their debt reduced and affordable repayment plans put in place. North Ayrshire Council tenants are also supported to manage their household budget and furnish their homes. Most clients will have improved financial circumstances, and being unburdened of money worries, their mental health and wellbeing improved. In 2025, we will start pro-actively seeking client feedback on wider outcomes, through asking them to complete a brief survey when their case is closed which includes the following two questions which provide an indication of impact of our services on child poverty: Do you, as a result of advice and support received, feel more confident managing your household budget and in your ability to pay your bills? Do you, as a result of advice and support received, feel financially more prepared for an unplanned expenditure or unexpected event? The first report from this activity will be for 2025-26 and responses will further evidence the impact of advice services in relation to the related child poverty indicators. 6.1.3 Money Smart On 1 May 2025, the integration of the two internal teams into one cohesive Financial Inclusion Service was reinforced through the rebranding and relaunch of the service as Money Smart. Going forward the Money Matters and Welfare Reform Advice Team names will be dropped and the service referred to as Money Smart. This change alongside the now fully integrated service will maximise the use of all resources with staff across the service working with one case management system which will support more effective joint working to meet the needs of people in our communities. It will also improve accessibility with: • A Single point of contact for all services – one email address, one telephone number and one online ‘contact us’ form. • Phone lines staffed by advisers from across the Money Smart service, taking calls at point of need • Welfare Rights and Debt Advice both available for all council tenants, and for other vulnerable residents who are referred by services, are disabled, parents, pregnant, carers of from minority ethnic groups. 193
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17 OFFICIAL INFORMATION OFFICIAL INFORMATION 6.2 CHAP Based in Ardrossan, CHAP is a well-established charitable organisation that provides welfare rights, money/debt and independent housing advice for people across North Ayrshire. CHAP has been contracted by North Ayrshire Health and Social Care Partnership since July 2023 to provide debt advice services for North Ayrshire residents. This contract was for two years to meet a gap in debt advice when the Better Off programme ended. In the first year of this contract, CHAP received 440 referrals for debt advice. 225 engaged with the service and by the end of year one, 121 had debt strategies in place, exceeding the agreed performance targets. Customer satisfaction ratings were excellent and feedback from one client is below. "Everything was spot on, the help you gave me was phenomenal. They were so nice. Can’t thank you enough. I got awarded my ADP which I didn't even know if I would get it, I didn't know I was entitled to it, grateful for them doing that for me. My repairs and all that are being done now and I set up a payment plan". Following a review, it was decided in November 2024 that as a significant number of referrals to CHAP were from Money Matters (28%), the contract with CHAP would not be extended beyond June 2025, but a debt advice service for non-council tenants would be added to the Money Smart team to provide in-house debt advice for those who access welfare rights advice but also need help with debts and thus eliminate the need to refer to an external agency for this service. It is recognised that many people make a conscious choice to seek advice from CHAP and they are actively seeking alternative sources of funding to enable them to continue to provide this service. CHAP also provide advice and support for homeowners facing threat of repossession through a partnership with Govan Law Centre, and through funding from Housing services, provide advocacy and representation services for council tenants facing eviction. 6.3 1st Alliance Community Bank – Progressive Finance In November 2021, North Ayrshire Council Cabinet approved a £150k investment in 1st Alliance Community Bank to enable lending of small loans to those who are of higher credit risk and who would not normally quality through typical lending rules, but who can afford repayments. A priority was to assist people to move away from high-cost lenders e.g. doorstep lenders, buy now pay later’ and high-cost catalogues and improve access to affordable, and ethical lending. As per the Credit Union saving/borrowing model, residents who access small loans through this investment would also become savers (a minimum of £3/week) – a requirement to access loans. As each loan is paid off, the borrower could then move onto a members’-based loan which has a lower interest rate. In November 2022, a £25 one-off incentive for new savers was incorporated into the SLA (from the original £150k investment) to encourage residents to become more financially resilient through developing a ‘saving habit’ and build a new savings pot which provides 194
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18 OFFICIAL INFORMATION OFFICIAL INFORMATION some security for both unplanned and planned expenditures such as Christmas. By becoming regular savers, they would also then become eligible to access affordable credit through 1st Alliance members-based loans when required. In September 2024 it was further agreed that the £150k investment could be used to fund staff time to support the ‘unbanked’ to open mainstream bank accounts. The longer-term intention was that as loans were repaid, the £150k investment would be recycled to create a legacy fund for other high-risk borrowers. By March 2025, when the SLA ended, the £150k investment had enabled 338 residents who were higher-risk borrowers to access loans totaling £286,429 (including first and subsequent ‘members’-based loans). £231,033 had been repaid, thus creating the anticipated legacy fund which will enable continued access to credit for higher-risk borrowers. This initiative has evidenced that higher-risk borrowers can also be ‘responsible’ borrowers through a) an arrears rate of 5% which was lower than anticipated and b) that 56% applied and were approved for ‘member’s based’ loans after paying off their initial loan. Residents who accessed loans through this investment have built a total of £84,615 in new savings, illustrating that people on low incomes can develop a savings habit (32% were unemployed or on disability benefits and 11% were part-time workers) In addition, the £25 one-off incentive to open a savings account has generated 252 new savers and 78 have been supported to open mainstream bank accounts. 6.4 Lemon Aid Lemon Aid is a social enterprise helping domestic energy consumers to save on their energy costs. They are currently funded to provide support to North Ayrshire Health and Social Care services through Energy Action Scotland. In 2024-25 they provided advice and support to 4528 North Ayrshire residents including 763 people who were ‘reconnected’ to their power supply after having ‘self-disconnected’ – more than double the number in the previous year. Self- disconnection arising from: “Debt amassed due to in-ability to pay is moved to the ‘back screen’ of the meter by the supplier which results in a debt recovery rate being applied. This rate can be high and forces consumers to go without power or heating as they can’t afford to top up the meter, meantime their standing charge keeps increasing the debt level.” (Lemon Aid) Lemon Aid services include advice and support with debts to utility providers including support to access discretionary grants to write off energy debts, or to set up repayment plans. They also provide advice and support in resolving disputes with suppliers and with the replacement of prepayment meters with credit meters. In 2024-25 they achieved over £257,245 in financial gains through energy debt reduction. Referral pathways are in place from advice services to Citrus Energy for this specialist service and last year 141 clients were referred from our Money Smart 195
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19 OFFICIAL INFORMATION OFFICIAL INFORMATION teams to Citrus for help with energy costs and debt to energy suppliers. 7. Developing the Plan for 2025-30 The Financial Inclusion Partnership developed and delivered a Community Consultation late in 2023 to hear from our residents what they want from advice and wider financial inclusion services and to help inform the development of this strategy. A total of 177 responses were received from North Ayrshire residents, 57 of whom had accessed at least one advice service (44 had been to Money Matters, 7 to WRAT and 7 to CHAP) Services were highly rated for accessibility, response times and communications. 80% said they got more help than expected. “Money Matters came to my house, was able to complete my benefits applications in privacy and at my pace, I can become overwhelmed when presented with a list of questions. She explained everything and also advised of other financial help and support available to me while waiting. Nothing was too much trouble”. 15 stakeholder agencies/services were also consulted and the responses reinforced the positive views of advice services expressed by most of those who responded to the community consultation. There were high levels of trust in the quality of services and effective and efficient referral pathways and response times were valued. “Very knowledgeable and extremely helpful – great partnership working. Gold standard” You Said: We will: Where both debt and welfare rights advice was needed, accessing both through one service is preferred A Welfare Rights and Debt Adviser for non-council tenants has been added to the service to ensure that all those who access our services can receive both welfare rights and debt advice without the need to refer to an external provider. Engaging with the same person is preferred when receiving advice and support The ‘named worker’ model has been expanded over the last two years. Some respondents said they did not know where to go for the help they needed or did not think there are services for homeowners. Stakeholders said that more effective promotion is needed as people they refer often do not know such services exist. A Communications sub-group of the Financial Inclusion Partnership has now been formed to take a cross-sector approach to promoting services more effectively. The launch of HSCP services as Money Smart, with single points of contact for both Money Matters and the Welfare Reform Advice Team will improve both accessibility and awareness. Poor physical or mental health is a We will more effectively promote the 196
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20 OFFICIAL INFORMATION OFFICIAL INFORMATION barrier to accessing services range of options for accessing services We need welfare rights advice on Arran. We have developed more services for island communities and will continue to seek options to improve accessibility You want more help with form- filling for claiming benefits This has been reviewed and more support with form-filling is now provided internally. Links with gypsy/traveller communities need to be improved We are now promoting our services through the Tenancy Chat for Gypsy Travellers and seeking options to improve engagement with those living in encampments. You also told us that stigma, and fear of your situation getting worse are barriers to engagement. This will be addressed through a Communications Plan for 2025-26. 8. Vision, Mission and Core Values Our shared vision is for A financially healthy North Ayrshire where people have the knowledge, skills, resources and confidence to manage their money effectively and live fulfilling and healthy lives. Our shared mission is to: “Provide accessible, professional advice services that work together and in partnership with related services, to ensure that all the needs of our customers are met” 197
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21 OFFICIAL INFORMATION OFFICIAL INFORMATION Our Core Values: As part of our engagement in developing this plan, we asked local people, and our staff teams, to tell us what values they would expect from, and what they value in our services. They told us they expect us to embody: CARE – EMPATHY – RESPECT Care People are at the heart of everything we do, and we are passionate about making a real difference in their lives. We provide a quality service from advisers who are knowledgeable and highly skilled in their field. Empathy By actively listening and establishing trusting relationships, we gain an understanding of individual needs and respond to our clients at their own pace and as appropriate to their circumstances. Respect We see people who access our service as unique individuals and active participants improving their financial circumstances and quality of life. We respond quickly to enquiries and keep you informed throughout your journey with us. You will always be treated with dignity and respect from a service which is inclusive and designed around the needs of our clients. Feedback from a beneficiary of Money Smart services “Thank you to everyone who supported me. They went over and above to be extremely helpful, compassionate and understanding. I feel like [my case worker] has literally saved my life and given me hope. She explained everything in such a calm and reassuring way and has calmed me down so much. The process of dealing with DWP has been very stressful and frightening as I have worked most of my life. She has given me a reason to live and that I am not hopeless by treating me so kindly like a normal person. The huge problems that seemed impossible to face as I kept asking for help and getting nowhere until [the team] changed my life for the better are now being looked at. [My case worker] kept in contact and consistently been available and kindly given her time and advice and also a lot of other helpful information. Thanks to her I have been focussing on health, eating and sleeping properly and hopefully will be able to get a job in the future. Thank you. I cannot thank you and your staff enough”. A Case Study A tenant was referred by a local housing office due to her rent arrears. On visiting her, it became apparent that she had multiple debts, including priority debts, and she was not managing to meet her payments. Her income was increased, including through support to claim disability benefits, but she was reluctant to engage in debt 198
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22 OFFICIAL INFORMATION OFFICIAL INFORMATION advice as she felt she could then deal with her debts herself. A couple of months later she was again referred for her rent arrears. At this point her case was being taken to court and the housing office were requesting eviction from the property. She had withdrawn from speaking with her housing officer and all other agencies involved with her. She continued to be reluctant to engage in debt advice, but when an eviction date was given, she did, and potential debt solutions were discussed. Her options were limited, and she chose to apply for bankruptcy but then, after being advised on what was required to make the application she again withdrew. Meantime, the eviction had been postponed on the grounds that she would engage and work the adviser. After several attempts to re-engage with her to discuss the severity of the situation, we were able to apply and she was granted bankruptcy, including her rent arrears and all other debts. Both her mental and physical health had deteriorated due to the situation she was in, but when concluded she said that this was: “Like a weight lifted off my shoulders….I have not been sleeping or eating due to worry and anxiety and feel as if I can now look forward and start afresh…..I do not know what I would’ve have done without the service or where I would have ended up”. The outcome of the referral – income maximised to include disability benefits, £17k debt written off and the tenant and her child were able to remain in their home. 9. Money Smart Priorities and Ambitions to 2030 The following strategic priorities will build on the strategic ambitions for 2023-25, including service developments and the work of the Financial Inclusion Partnership over the last two years. Provision of Early and Effective Support – to meet this ambition we will ensure services are accessible at point of need through: 1. Co-location of welfare rights advisers within GP surgeries mainstreamed as Scottish Government Funding ends. 2. Engagement with parents through established referral pathways with schools, from early learning to secondary level. 3. Early engagement with council tenants in, or at risk of being in rent arrears, to provide support with managing payments, to put debt strategies in place and sustain tenancies, through established partnership with Housing services. 4. Established referral routes and co-location with key Health and Social Care and NHS services 5. The Advice Line delivery model implemented in 2025 which aims to ensure that those who choose to access the service by phone have their call answered, as far as possible, by a ‘duty’ adviser who can provide initial advice and support at point of contact. 6. The Financial Inclusion Partnership, through which we will: o Challenge stigma and fear as barriers to engagement, to encourage and motivate residents to access support at an early stage. o Build a more collaborative approach to communications to raise 199
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23 OFFICIAL INFORMATION OFFICIAL INFORMATION awareness of all advice and wider financial inclusion services and access points across North Ayrshire Wellbeing – Enabling Communities – to meet this ambition we will: 1. Pro-actively measure customer satisfaction and seek feedback and empower service users to identify potential service improvements and developments, to inform the content of campaigns and decision-making. 2. Build financial resilience through improving knowledge of and skills and confidence in the welfare rights system and managing personal finances to improve health and wellbeing 3. Raise awareness of welfare rights entitlements and systems through routine casework and promotion of ongoing welfare reforms and take-up campaigns. 4. Provide specialist debt advice to put debt strategies in place, maximise disposable income and effectively manage household budgets 5. Early engagement with residents signing up to council tenancies and existing tenants approaching state pension age, to support with maximising income/tenancy sustainment through established partnership with Housing Services 6. Build on the holistic approach to pro-actively identifying wider and underlying issues and support engagement with other service providers to achieve sustainable positive outcomes. Tackling Inequalities through Community Wealth Building – we will: 1. Reach out to marginalised people in our communities to promote our services, improve accessibility and support engagement, in particular those in our island communities, from minority ethnic groups, the more socially isolated, those experiencing in-work poverty and residents in gypsy traveller encampments 2. Evidencing the number of Money Smart clients who, as a result of advice and support received, are ‘more confident managing their household budget’ and who feel ‘better prepared for unplanned, and planned expenditures’, which provide an indication of sustainable positive outcomes and impact on child poverty 3. Through the Financial Inclusion Partnership, identify gaps in service provision and seek further opportunities for collaboration to ensure the needs of all people in our communities are met Develop and support our Workforce – to meet this ambition we will: 1. Ensure that in the current economic climate and with the increasing complexity of the welfare rights system, our people continue to be able to provide the expert, high quality welfare rights and debt/money advice which is much valued by people in our communities through the Performance Management and Quality assurance Framework. 2. Through the AdvicePro case management system and Performance Management and Quality Assurance Framework: o Encourage and support a culture of continuous improvement o Produce public performance reports for Money Smart which evidence the totality of our work and the outcomes achieved for 200
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24 OFFICIAL INFORMATION OFFICIAL INFORMATION people in our communities 3. Achieve accreditation to the Scottish National Standards for Information and Advice Providers for Welfare Rights and Money Advice, to evidence to funders and to the public, the high-quality services delivered by our team. 4. Ensure that the increasing demands and strain on our people does not impact on the essential time needed for ongoing training to maintain expert knowledge of ongoing welfare reforms and to ensure quality assurance measures are sustained. 5. Seek opportunities to use technology where appropriate, to deliver more efficient and effective services and maximise use of resources 6. Through the Financial Inclusion Partnership, share information, knowledge and expertise to enhance all services. North Ayrshire Council’s No Wrong Door policy builds on existing efforts to ensure that residents can access the funding of support they need, whether this be in relation to paying energy bills, accessing education grants for footwear and school meals or finding out more about state benefits. Through this strategy, our Money Smart team, via our priorities and ambitions and in collaboration with the Financial Inclusion Partnership aims to support a more financially healthy North Ayrshire for the benefit of individuals, their families, communities, businesses and the economy. 201
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25 OFFICIAL INFORMATION OFFICIAL INFORMATION Contact Information for Advice and Financial Inclusion Services Money Smart - call 01294 310000 or email moneysmart@north-ayrshire.gov.uk CHAP – Call 030 0002 0002 or email enquiries@chap.org.uk Lemon Aid – Lemon Aid Self Referral Form - Cunninghame Housing Association 1st Alliance Community Bank Call 01294 557123 or email info@allianceayrshire.co.uk Cunninghame Housing Association Call 01294 607553 Cairn/ANCHO Housing Association Call 0800 990 3405 Riverside/Irvine Housing Association Call 0345 112 6600 Citizens Advice Scotland Call 0800 028 1456 Stepchange Debt Charity Call 0800 138 1111 202
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26 OFFICIAL INFORMATION OFFICIAL INFORMATION Links NAHSCP Strategic Commissioning Plan Council Plan CWB Strategy References • What are the drivers of child poverty? - Tackling child poverty delivery plan 2018-2022: annex 2 - gov.scot • End Child Poverty Coalition. (Various years). Local Child Poverty Estimates. (Data modelled by Centre for Research in Social Policy, Loughborough University). North Ayrshire 2022/23 child poverty after housing costs figure. • Joseph Rowntree Foundation (JRF). (2025). UK Poverty 2025: The essential guide to understanding poverty in the UK. Joseph Rowntree Foundation. ‘very deep poverty’ statistics. • North Ayrshire Community Planning Partnership. (2018). People's Panel Survey 2018 Report. North Ayrshire Council. 2018 adult financial wellbeing data. • North Ayrshire Community Planning Partnership. (2022). People's Panel Survey 2022 Report. North Ayrshire Council. 2022/23 adult financial wellbeing data (e.g., % with no savings, % with unsecured debt, % not managing well. • SIMD. (2020v2). Scottish Index of Multiple Deprivation 2020. • Scottish Government. (2025). Poverty and Income Inequality in Scotland: 2021-24. Scottish Government. (Published March 2025). National Scottish child poverty rates (relative AHC and BHC) for 2023/24, and the proportion of children in poverty in working households for 2021-24. • Scottish Government. (2025) Labour market insight Living Wage data Local child poverty dashboard - gov.scot Poverty in Scotland 2024 | Joseph Rowntree Foundation Poverty: facts and figures | CPAG 203
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27 OFFICIAL INFORMATION OFFICIAL INFORMATION https://www.gov.scot/publications/scottish-house-condition-survey-2022-key- findings/pages/3-fuel-poverty/ Debt advice in the post-pandemic landscape | Money and Pensions Service (maps.org.uk) Missing out 2024: £23 billion of support is unclaimed each year | Policy in Practice https://www.gov.scot/publications/scottish-house-condition-survey-2023-key- findings/ What is the Poverty Premium - Fair By Design 204
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Strategic Housing Investment Plan 2026 – 2031 Purpose: To seek Cabinet approval of the Strategic Housing Investment Plan 2026 – 2031 Recommendation: That Cabinet (i) approves the Strategic Housing Investment Plan 2026 – 2031 at Appendix 1 for submission to the Scottish Government; (ii) approves the projects set out within the SHIP shadow programme at Appendix 1; (iii) gives delegated authority to the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands to liaise directly with the Scottish Government in agreeing the acceleration of projects in the main SHIP programme, as required; and (iv) notes that acceleration of any projects from the SHIP shadow programme to the main programme will require Cabinet approval. 1. Executive Summary 1.1 The Strategic Housing Investment Plan (SHIP) is reviewed annually and sets out the priorities and locations for affordable housing investment by the Council and registered social landlords in North Ayrshire for a five-year period. 1.2 Cabinet approved the Strategic Housing Investment Plan 2025 – 2030 on 3 December 2024. The report made a combined commitment for the Council and its partners to deliver 1,143 new affordable homes over the six year period to March 2030, supported by anticipated £133m Scottish Government grant funding from April 2024 to March 2030. During 2024/25, a total of 91 new build homes and three buybacks were completed from the 1,143 target. 1.3 In October 2025 the Scottish Government confirmed a £16.125m Resource Planning Assumption (RPA) for North Ayrshire for 2025/26, £0.477m of which requires to be focussed on acquisitions to address temporary accommodation pressures. 1.4 Officers have assumed funding at 2025/26 baseline levels for the five year duration of the Strategic Housing Investment Plan 2026 – 2031 (£15.648m per annum). The draft SHIP is therefore based on projected Scottish Government grant funding of £94.365m for the Council and its partners, for the six years from April 2025 to March 2031. 1.5 For strategic planning purposes, the total funding Government can contractually commit to over the current and three future financial years (April 2025 to March 2028) is £44.291m. The amount of funding that the Government can contractually commit to Agenda Item 12 205
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will increase if the Council is able to claim funding from slippage in other local authority areas. It will also refresh each new financial year when the Resource Planning Assumption is confirmed. 1.6 The Council and its partners have contractually agreed funding commitments totalling £17.762m to date. When deducted from the £44.291m maximum contractual commitment available, this results in a balance of £26.529m uncommitted funding. 1.7 Existing projects have been prioritised based upon strategic alignment, housing need, deliverability, value for money, and impact upon community regeneration, in order to align with the estimated grant funding envelope available. Projects which cannot be supported in the main programme, due to a lack of funding or other issues, are included in the shadow programme, and can be accelerated, subject to Cabinet approval, should slippage occur in the main programme or if additional funding becomes available. 1.8 The following new sites have been added to the main SHIP programme for 2026-31: • Redburn Grove, Irvine (16 units) - redevelopment of the Gypsy/ Travellers site following the review, as reported to Cabinet on 3 June 2025 • Guthrie Road, Saltcoats (7 units) - redevelopment following demolition of existing block as part of the Estates Based Regeneration Programme (EBRP) • Gottries Road, Irvine (30 units) site (formerly Harbour Road) - previously removed from the SHIP 2024 – 2029 due to affordability challenges 1.9 The sites listed below have been moved from the SHIP shadow programme into the main programme: • St Michael’s (Phase 3), Kilwinning - development of 46 new homes • Redburn Place, Irvine - development of 9 new homes • Confidential Site 12, Kilwinning - development of 25 new homes 1.10 Cairn, in partnership with ANCHO, have removed Confidential Site 3 (4 units) from the SHIP shadow programme due to site ownership complexities. 1.11 The Council and its partners continue to experience significant affordability challenges due to changes in the rate of inflation, higher than budgeted interest rates for borrowing and increasing housing standards and specifications. 1.12 The Council projects detailed in the main programme represent Council investment of £168.739m, supported by £82.801m Scottish Government grant. Following the review of the SHIP, an estimated additional £21.960m is required beyond the funding allocated in the latest HRA 30-year Business Plan, supported by an estimated additional £12.824m in grant funding for the Council projects within the main programme. The funding increase is being considered within the current review of the HRA Business Plan, prior to it being presented to Council in February 2026 as part of the 2026/27 HRA budget and rent setting. With the exception of Nelson Street, Largs which has grant funding estimated at new build benchmark rates, and Redburn Grove, Irvine which has grant funding targeted at a level which will have a net zero impact upon the HRA business plan, the Council projects in the prioritised SHIP have grant funding levels assumed at benchmark rates, inflated to their site start date at Building Cost Information Service (BCIS) forecast inflation rates. 206
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1.13 The Council projects in the shadow programme represent Council investment of £27.769m, supported by £17.257m Scottish Government grant. The Council projects in the shadow programme have grant funding set at levels which will allow the schemes to be wholly funded by borrowing costs offset by rental income; this approach has been taken to remove the impact of these sites from the HRA Business Plan as part of the 2026/27 HRA budget and rent setting. 1.14 The Council has delivered 975 new build homes (as at 30 September 2025) against its SHIP 2025-2030 target of 1,643 units, with 668 homes still to be completed. The amendments to the SHIP for 2026-2031 increase the Council’s cumulative new build development target to 1,666 units. 1.15 It is proposed that delegated authority is assigned to the Executive Director (Communities and Housing), in consultation with the Cabinet Member for Communities and Islands, to liaise with the Scottish Government and agree the acceleration of projects detailed in the main Strategic Housing Investment Plan, as required. This is of particular importance where deliverability is delayed due to emerging constraints and challenges that require to be addressed. Cabinet approval will be required for the acceleration of any projects in the shadow programme or for the addition of any new projects to the approved Strategic Housing Investment Plan. 1.16 The draft Strategic Housing Investment Plan 2026 – 2031 aims to secure investment for the delivery of a total of 1,038 properties by the Council and its RSL partners, providing sustainable, affordable, accessible, and high-quality homes which will contribute to the wider regeneration aims for the area. This will in turn secure employment and training opportunities for North Ayrshire businesses and residents and support the Council’s Community Wealth Building Strategy. Members are invited to approve the SHIP 2026-2031 and the shadow programme at Appendix 1 for submission to the Scottish Government, as the Council’s investment plan for new affordable housing in the area over the next five years. 2. Background 2.1 The Strategic Housing Investment Plan (SHIP) sets out the priorities and locations for affordable housing investment by the Council and registered social landlords in North Ayrshire over a five year period to support the outcomes in the Local Housing Strategy. It is prepared in accordance with Scottish Government guidance and includes details of individual development projects to be taken forward over its lifespan (see Appendix 1). 2.2 Cabinet approved the Strategic Housing Investment Plan 2025 – 2030 on 3 December 2024, which made a commitment for the Council and its partners to deliver 1,143 new homes by March 2030, on the assumption that this would be supported by £133m Scottish Government grant funding for the six years from April 2024 to March 2030. 2.3 In accordance with Scottish Government guidance, the Council should over-commit the funding within the Strategic Housing Investment Plan by approximately 25% to ensure that the full grant allocation is spent. This also provides the opportunity for North Ayrshire to absorb slippage from other local authority areas. 207
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2.4 A total of 91 new build homes were completed during 2024/25 towards the 1,143 unit target. This comprises Cunninghame Housing Association’s 20 homes at Garven Road, Stevenston, and the Council’s 26 homes at the former St Mary’s primary school site in Largs; 7 homes at Newhouse Drive, Kilbirnie; 18 (of 31 units) developed at the former Stanecastle school site in Irvine; 17 (of 19 homes) developed at the former James McFarlane school site in Ardrossan; and 3 (of 7 homes) developed at Laburnum Avenue, Beith. 2.5 The Council and its partners acquired three buybacks utilising SHIP funding during 2024/25. The Council purchased two homes for the Council’s buyback programme and Cairn, in partnership with ANCHO, bought back one home. Trust Housing Association also acquired two homes on Arran utilising the Scottish Government’s Rural Affordable Homes for Key Workers Fund. Resource Planning Assumption 2.6 In May 2025 the Scottish Government confirmed a £15.648m Resource Planning Assumption for North Ayrshire in 2025/26. An additional £0.477m was also secured from two further £40m funds for local authorities to address housing and homelessness pressures (£0.230m in May 2025 and a further £0.247m in October 2025. This £0.477m should only be focussed on acquisitions to address temporary accommodation pressures. This revised North Ayrshire’s Resource Planning Assumption for 2025/26 to £16.125m. The maximum contractual commitment from April 2026 to March 2029 has been calculated utilising the baseline RPA for 2025/26 as follows: • 80% of £15.648m for 2026/27 (£12.518m) • 60% of £15.648m for 2027/28 (£9.389m) • 40% of £15.648m for 2028/29 (£6.259m) 2.7 For strategic planning purposes, the level of funding that the government can currently contractually commit to from April 2025 to March 2029 is therefore £44.291m as illustrated in Table 1 below. Table 1: Grant funding which can be contractually committed by financial year Financial Year 2025/26 (£m) 2026/27 (£m) 2027/28 (£m) 2028/29 (£m) Total (£m) Maximum contractual commitment £16.125 £12.518 £9.389 £6.259 £44.291 2.8 The Council and its registered social landlord partners have secured offers of grant funding totalling £24.356m as at 1 September 2025 (excluding buy backs) to deliver 202 units for the four-year period, as detailed within Table 2 below. A total of £6.594m of this funding had been claimed as at 31 March 2025, leaving a balance of £17.762m still to be claimed. 208
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Table 2: SHIP projects with committed Scottish Government grant funding Site Units Scottish Government grant (£m) Pre 2025/26 grant spend (£m) Future grant spend (£m) Ayrshire Central, Irvine (NAC) 202 £24.356 £6.594 £17.762 2.9 Deducting the £17.762m required for the Ayrshire Central project from the £44.291m maximum contractual commitment available leaves a balance of £26.529m uncommitted funding for the remaining projects within the Strategic Housing Investment Plan. 2.10 Officers have assumed funding for the Strategic Housing Investment Plan 2026 – 2031 at £15.648m per annum for the five years from April 2026 to March 2031. The draft Strategic Housing Investment Plan is therefore based on projected Scottish Government grant funding of £94.365m for the Council and its partner landlords for the six years from April 2025 to March 2031 as illustrated in Table 3 below. Table 3: RPA and maximum contractual commitment per annum (£m) Financial Year 2025/26 (£m) 2026/27 (£m) 2027/28 (£m) 2028/29 (£m) 2029/30 (£m) 2030/31 (£m) Total (£m) Estimated RPA £16.125 £15.648 £15.648 £15.648 £15.648 £15.648 £94.365 Maximum contractual commitment £16.125 £12.518 £9.389 £6.259 £0.000 £0.000 £44.291 2.11 In summary, whilst the Council’s assumed financial envelope for the period is £94.365m, the amount of funding that the government can currently commit to contractually is £44.291m. This means that applications for funding beyond the £26.529m uncommitted funding balance cannot be approved until further funding becomes available, which, in time, could delay development. Preparing the Strategic Housing Investment Plan 2026 – 2031 2.12 The Council invited site nominations for the Strategic Housing Investment Plan 2026 – 2031 from registered social landlord partners and considered appropriate Council schemes for the plan. All developing partners were also asked to provide updates on their existing SHIP schemes. 2.13 Cunninghame Housing Association nominated a 30-unit site at Gottries Road, Irvine. This site was previously included within the SHIP as Harbour Road and was removed from the SHIP 2024 – 2029 due to affordability challenges. This site has been re- introduced in SHIP 2026-2031, subject to statutory approvals. Cairn / ANCHO requested the removal of the 4 unit Confidential Site 3 in Kilwinning due to complex site ownership issues. 2.14 As reported to Cabinet on 3 June 2025, the Council is planning to redevelop the Redburn Grove Gypsy/Traveller site, subject to grant funding availability. The Council 209
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has also proposed the inclusion of a 7-unit project at Guthrie Road, Saltcoats which will replace the 18 flats which are scheduled to be demolished through the Council’s Estate Based Regeneration Programme. 2.15 Projects have been prioritised based upon strategic alignment, housing need, deliverability, value for money, and their impact upon community regeneration, to align to the grant funding envelope anticipated to be available. 2.16 Bringing primarily former social housing stock back into ownership can assist with housing management and maintenance issues, increases housing supply, supports the Council’s Regeneration Delivery Plan, and contributes to bringing long-term empty homes back into use. All developing registered social landlord partners buyback programmes have therefore been prioritised within the Strategic Housing Investment Plan. 2.17 The projects from the main programme of the SHIP 2025 – 2030 approved by Cabinet on 3 December 2024 have been prioritised and are detailed in Table 4 below. It should be noted that an additional five Council buybacks have also been prioritised within the new SHIP to reflect the additional £0.477m funding available for acquisitions during 2025/26. Table 4: Prioritised projects in the main programme per SHIP 2025 – 2030 Site Units Scottish Government grant (£m) Pre 2025/26 grant spend (£m) Future grant spend (£m) Nelson Street, Largs (NAC) 3 £0.340 £0.053 £0.287 Montgomerie Park, Irvine (NAC) 188 £25.245 £4.579 £20.666 Nursery Place, Ardrossan (NAC) 6 £0.796 £0.000 £0.796 Grange Court, Stevenston (NAC) 6 £0.824 £0.000 £0.824 Fullarton Street, Irvine (NAC) 43 £5.902 £0.000 £5.902 Bourtreehill Village, Irvine (NAC) 32 £4.630 £0.000 £4.630 Springbank, Arran (Trust) 26 £5.900 £0.000 £5.900 Council Buy Backs 65 £2.647 £0.097 £2.550 Cairn Buy Backs 2 £0.080 £0.040 £0.040 CHA Buy Backs 6 £0.240 £0.000 £0.240 Riverside Buy Backs 15 £1.280 £0.080 £1.200 Trust Buy Backs 14 £2.356 £0.196 £2.160 Total 406 £50.240 £5.045 £45.195 2.18 Deducting the £17.762m grant required for the contractually committed sites and the further £45.195m required for the sites prioritised within the SHIP 2025 – 2030 from the £94.365m projected total grant funding leaves a balance of £31.408m for sites within the SHIP shadow programme and new site nominations. 2.19 The new site nominations and selected projects from the SHIP 2025-2030 shadow programme are detailed in Table 5 below, alongside the rationalisation for their prioritisation in the main 2026-2031 programme. Some sites have been anonymised for reasons of commercial sensitivity, or as they require further work to ensure that they comply with the Council’s Planning or Roads policies. 210
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Table 5: Proposed additional prioritised projects for SHIP 2026 – 2031 Site Units Scottish Government grant (£m) Pre 2025/26 grant spend (£m) Future grant spend (£m) Rationale for prioritisation St Michael’s P3, Kilwinning NAC) 46 £7.433 £0.624 £6.809 Future site completes land regeneration Redburn Grove, Irvine (NAC) 16 £3.521 £0.000 £3.521 Improves Gypsy/Traveller accommodation Guthrie Road, Saltcoats (NAC) 7 £1.032 £0.000 £1.032 Regeneration project / replacement stock Redburn Place, Irvine (Cairn) 9 £1.604 £0.000 £1.604 Regeneration project Gottries Road, Irvine (CHA) 30 £4.200 £0.000 £4.200 In AGD area, subject to statutory approvals Confidential site 12, Kilwinning (CHA) 25 £4.000 £0.000 £4.000 Future site / RSL provision / slippage Total 133 £21.790 £0.624 £21.166 - 2.20 Deducting the £21.166m proposed additional prioritised projects for the SHIP 2026 – 2031 from the £31.408m residual projected grant funding noted in paragraph 2.18 leaves a balance of £10.242m for the sites within the SHIP shadow programme. 2.21 Funding for Council projects in the main programme not yet at tender stage (excluding Redburn Grove and Nelson Street) has been assumed at benchmark rates plus annual Scottish Social Housing Tender Price Index inflation, which has been assumed at Building Cost Information Service forecasted inflation rates (as at 13 June 2025). Funding for Nelson Street has been set at new build benchmark rates and Redburn Grove has been set at a level which will allow the scheme to be wholly funded with borrowing costs offset by rental income, in the absence of benchmark rates for projects of this nature. 2.22 The SHIP shadow programme comprises projects which cannot be supported in the main programme, due to the current lack of funding or infrastructure issues. The projects can be accelerated, subject to Cabinet approval, should slippage occur in the main programme, and/or if additional funding becomes available or as part of future annual SHIP reviews. 2.23 The Council projects in the shadow programme have indicative grant funding set at levels which will allow the schemes to be wholly funded with borrowing costs offset by rental income; this approach has been taken to remove the impact of these sites from the HRA Business Plan as part of the 2026-27 HRA budget and rent setting review. It should be noted that whilst this approach reduces the impact upon the HRA Business Plan, it increases the demand upon the Resource Planning Assumption funding available within the SHIP. The registered social landlord funding rates are also indicative and will be subject to review at the point of the funding application when a construction tender has been received. The projects in the shadow programme are listed in Table 6 below. 211
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Table 6: Projects in the SHIP shadow programme Site Units Scottish Government grant (£m) Pre 2025/26 grant spend (£m) Future grant spend (£m) Priority and rationale for prioritisation James Reid, Saltcoats (NAC) 46 £7.665 £0.830 £6.835 1. Utilities issues preventing progression, regeneration site if can progress Regeneration 1d, Ardrossan (NAC) 36 £7.615 £0.000 £7.615 2. Future strategic regeneration site Sharphill (Ph 5), Saltcoats (CHA) 100 £14.800 £1.277 £13.523 3. Final phase development of wider site Bank Street (111), Irvine (CHA) 16 £2.560 £0.000 £2.560 4. Developer unresponsive, town centre regeneration Confidential site 10, Ardrossan (CHA) 50 £8.000 £0.000 £8.000 5. Land unlikely to be vacated for some time, strategic regeneration site Parkend Gardens, Saltcoats (Link) 12 £1.910 £0.084 £1.826 6. Project will require a redesign to progress and has financial viability issues Regeneration 3, Kilwinning (Riverside) 30 £2.834 £0.000 £2.834 7. No site identified to date and no masterplan in place Corsehillhead, Kilwinning (NAC) 7 £1.977 £0.202 £1.775 8. Financial viability review required Total 297 £47.361 £2.393 £44.968 - 2.24 It should be noted that the total estimated amount of Government funding available will increase if: • the Council is able to claim funding from slippage in other local authority areas. • the Resource Planning Assumption award for 2025/26 is above the current £9.389m contractual commitment. 2.25 The financial and / or technical feasibility is still being reviewed for a number of the sites within the SHIP. Alternative funding and delivery models 2.26 The Strategic Housing Investment Plan is currently the key vehicle for the delivery of new build or acquired affordable housing in North Ayrshire. The Council and its partners are exploring alternative delivery and funding models to maximise the funding available, and units delivered, and reduce demand for the Council’s Resource Planning Assumptions. For example, Trust Housing Association are accessing the government’s Affordable Housing for Key Workers initiative to acquire second hand homes on Arran. It is hoped that alternative delivery mechanisms can free up funding within the main SHIP programme, or assist to fund projects within the shadow programme, if funding does not become available through slippage or additional grant funding allocations. 212
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Amendments to the SHIP 2.27 Cairn, in partnership with ANCHO, have removed Confidential Site 3 from the SHIP shadow programme due to site ownership complexities (£0.407m). 2.28 The following amendments have also been made to the Strategic Housing Investment Plan: • Redburn Place has been reduced from 10 units to 9 units (this site is being developed by Cairn, in partnership with ANCHO) • Trust Housing Association’s Buy Back programme has been increased from 6 units to 14 units. • The Council’s Buy Back programme has been increased from 60 to 65 units as noted at 2.17 above. 2.29 The Scottish Government benchmark grant rates are subject to annual inflation in line with the Scottish Social Housing Tender Price Index. The Government has advised the Council and its partners that there is flexibility within the grant award assessments and that we should seek funding at the minimum levels required to deliver schemes, as the benchmark levels are set to determine the funding appraisal route. It should be noted that each project is assessed on a case-by-case basis and funding may be capped in accordance with the Government’s value for money assessment. If the grant funding obtained for any individual site increases, the capacity of the total Resource Planning Assumption (which has been treated as fixed) will be reduced, as less units can be delivered within the overall funding available. Progress to date 2.30 The Council and its partners have delivered 1,888 new build homes between 1 April 2013 and 30 June 2025. 2.31 The approval of the Strategic Housing Investment Plan 2025 – 2030 revised the Council’s new build completion target 2013-2030 to 1,643 units. The addition of the 16 units at Redburn Grove in Irvine and 7 new homes in Guthrie Road, Saltcoats increases the target to be delivered by 2031 to 1,666 units. 2.32 The Council delivered 956 new build units to 31 March 2025, with 710 homes still to be completed. The completion of the final homes at the former Stanecastle school site in Irvine (13 units), the former James McFarlane site in Ardrossan (2 units), and Laburnum Avenue, Beith (4 units) leaves 691 homes still to be completed as at 31 October 2025. 2.33 Cunninghame Housing Association completed their 20-unit Garven Road, Stevenston development in October 2024. The site provided 17 two bedroom general needs homes, one three bedroom general needs house, a two bedroom amenity property and a two bedroom bungalow suitable for wheelchair users. 2.34 The Council and its partners claimed an estimated total of £15.834m against the Resource Planning Assumption of £12.173m for the year (this value will be confirmed when the Scottish Government out-turn report is published later this year). 213
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2.35 The Council and its partners have made an estimated cumulative overclaim of £6.022m (subject to publication of the Scottish Government out-turn reports) to support delivery of affordable housing in the area using slippage in other local authority areas, between April 2016 and March 2025. Housing demand 2.36 Housing demand figures obtained from the North Ayrshire Housing Register confirm there were 3,466 applicants with an assessed housing need as at July 2025. Proportionate demand for social housing by locality is illustrated in Chart 1 below. The house size and type priorities within the SHIP have also been informed by housing register demand. Please note that proportionate demand is indicative to illustrate trends; the actual demand figures will be less as transfer applicants who are included in these figures will leave an existing tenancy behind when they are allocated a new home. Chart 1: Proportionate demand for social housing by locality 2.37 Table 7 below further details proportionate demand by locality and North Ayrshire Housing Register group for applicants with an assessed housing need. It also sets out the number of housing applicants within each group and the total number of applicants within each group who have an assessed housing need minus the need arising from existing Registered Social Landlord and Council tenants, referred to as ‘transfers’. Transfer applicants leave an existing home behind when they are allocated a new home. 214
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Table 7: Housing applicants by group incorporating proportionate demand by locality Group All applicants Applicants with an assessed housing need excluding current RSL & Council tenants (transfers) Applicants with an assessed housing need Applicants with an assessed housing need by locality Arran North Coast Garnock Valley Irvine Kilwinning Three Towns Group 1 – Homeless 354 354 354 6 15 33 146 67 87 Group 2 – Strategic need 44 31 44 2 2 2 19 10 9 Group 3 – Accessible 1,180 631 1,180 15 145 105 512 141 261 Group 4 – Transfers 1,126 - 475 23 38 56 174 64 121 Group 5 – Overcrowding 607 567 607 14 66 64 247 102 113 Group 6 – General needs 2,267 669 675 81 49 59 254 98 134 Group 7 – Relocation needs 533 71 131 12 25 17 45 12 20 Total 6,111 2,323 3,466 153 341 336 1,397 494 746 2.38 The Arran Housing Task Force was established to quantify the demand for affordable housing on Arran and identify issues that may be limiting economic growth. A quantitative study has been undertaken by North Star Consulting and Research to determine affordable housing demand on the island. Following the study, the Task Force recognised areas that required further analysis, and the Arran Housing Survey was developed. The survey results are currently being analysed and will inform a revised Task Force action plan. 2.39 No demand issues have been identified in relation to accommodation for Gypsy/Travellers. As noted at 2.14 above, the Council is planning to redevelop the permanent site at Redburn Grove, Irvine following a consultation with residents to identify any future maintenance and investment works. A draft development proposal has been created, which considered options for the site alongside the cost to the Council and tenants. The site has now been included within the Strategic Housing Investment Plan 2026-2031 for Scottish Government funding prioritisation alongside existing schemes. Proposed housing delivery 2.40 The Council and its registered social landlord partners aim to provide a total of 1,038 new affordable homes by 31 March 2031. The anticipated house types to be delivered by locality are noted in Table 8 below. The 73 units noted as ‘TBA’ are the buybacks being progressed by four developing organisations. 215
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Table 8: New supply housing (including buy backs & refurbs) by locality & type Locality Arran Garnock Valley Irvine Kilwinning North Coast Three Towns TBA Sub Total Total All Family NAC 0 0 246 31 3 63 65 408 673 Family RSL 40 0 27 59 0 131 8 265 Amenity NAC 0 0 127 12 0 18 0 157 212 Amenity RSL 0 0 27 5 0 23 0 55 Wheelchair NAC 0 0 92 10 0 20 0 122 137 Wheelchair RSL 0 0 1 6 0 8 0 15 Gypsy/ Travellers NAC 0 0 16 0 0 0 0 16 16 Total All 40 0 536 123 3 263 73 1,038 Total NAC 0 0 481 53 3 101 65 703 Total RSL 40 0 55 70 0 162 8 335 2.41 Work is currently underway at the site of the former King’s Arms Hotel in Irvine (6 units) and the former Garnock Academy site in Kilbirnie (50 units); both sites have fully claimed their SHIP grant funding allocations. As noted at 2.32 above, a further 19 units have been completed since March 2025 at Stanecastle, James McFarlane, and Laburnum Avenue. The Council’s and registered social landlord partners’ completed, current and planned developments are noted by locality in Table 9 below. Table 9: Completed, current and planned development Locality Arran Garnock Valley Irvine Kilwinning North Coast Three Towns TBA Total All Complete at March 2025 90 83 610 283 377 426 0 1,869 Complete after March 2025 and on site pending completion 0 54 19 0 0 2 0 75 Planned in SHIP 2026-2031 40 0 536 123 3 263 73 1,038 Total (complete plus pending & planned) 130 137 1,165 406 380 691 73 2,982 *In addition, Arran Development Trust delivered 18 new homes on Arran which completed during 2025/26. 216
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2.42 Chart 2 details Strategic Housing Investment Plan net stock gain from 2013 – 2031 by locality. The 'net gain' columns indicate the additional homes available per locality following completion of the developments, minus the strategic demolitions set out in the plan. Chart 2: Net gain 2013 – 2031 2.43 In advance of preparation of the SHIP for 2027-2032, officers have initiated a programme of work to develop new local housing plans for each locality that will provide an overview of housing supply, condition and investment against current and projected demand. This work will form part of wider locality profiles being prepared to provide a whole system approach in response to the Collaboration for Health Equity in Scotland programme and our drive to tackle child poverty. From a supply perspective, officers will consider the ongoing land and property transformation programme, annual housing land audit and forthcoming new Local Development Plan. Work is also planned to consider how location preferences expressed by housing register applicants can be better understood to provide a more accurate picture of proportionate demand to inform investment priorities. 2.44 Should any SHIP project become delayed or non-viable, the Council will work with registered social landlord partners and the Scottish Government to review alternative opportunities to ensure that new homes are delivered, and the available grant funding spent. 2.45 In order to ensure that the Council can quickly absorb funding available from other local authorities (which is generally available at short notice at the financial year end) and spend its annual Resource Planning Assumption, Cabinet is asked to delegate authority to the Executive Director (Communities and Housing), in consultation with the Cabinet Member for Communities and Islands, to liaise with the Scottish Government and agree the rescheduling of the projects noted within the main Strategic Housing Investment Plan, as required. This is of particular importance where deliverability is delayed due to emerging constraints and challenges that require to be addressed. Expenditure on projects within the shadow programme or the addition of any new projects will require Cabinet approval. 0 100 200 300 400 500 600 700 800 Irvine Kilwinning 3 Towns North Coast Garnock Valley Arran TBA 767 358 577 355 57 130 73 Net Gain 2013 - 2031 217
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2.46 The Council will continue to progress sites within the SHIP shadow programme to a ‘shovel ready’ state to support the absorption of any additional funding made available. 2.47 In terms of ongoing governance, senior officers monitor the progress of the new build programme six-weekly through the Strategic Housing Investment Plan project board. Strategic Priorities 2.48 The Strategic Housing Investment Plan is based on a series of guiding principles for housing provision, taken from the Local Housing Strategy 2023 - 2028. The plan also contributes to a wider range of Council and national strategic priorities, including: • Wellbeing: o 20-minute neighbourhoods to allow people to meet their needs locally, where feasible o Green space provision for tenants o Specialist accommodation delivery to support residents to live independently o Innovation in design, with student study spaces and future proofing o Gypsy/travellers’ housing needs o Refugee resettlement programme o Children and young people’s rights and wellbeing • Communities and local democracy: o Regeneration, including town centres and estate-based regeneration o Bringing empty homes back into use o Investment in island communities o Community wealth building through key deliverables in contracts • Climate change: o Sustainability, affordable warmth and zero emissions • A sustainable Council: o Securing best value in procurement o Affordability of rents for tenants 2.49 The SHIP makes a Council commitment to allocate 1% of all new build homes via the ‘Housing/Throughcare’ protocol. The protocol is based on the principle that care leavers should have access to good quality social housing and is supported by the Housing Allocations Policy, which recognises Young Care Leavers as a group entitled to reasonable preference to housing. SHIP impact on North Ayrshire school capacity 2.50 Experience at other North Ayrshire housing sites delivered to date demonstrates that new affordable housing developments generally comprise of families who already reside within the school catchment area. Officers from Housing, Planning and Education continue to monitor planned developments to ensure any impact upon school capacity can be addressed or mitigated. SHIP Investment 218
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2.51 The draft Strategic Housing Investment Plan (SHIP) 2026 – 2031 is based on future projected Scottish Government grant funding provision of £129.091m for the Council and its partner landlords from April 2025 to March 2031. 2.52 The Council projects detailed in the main programme represent Council investment of £168.739m, supported by £82.801m Scottish Government Grant. Following the review of the SHIP, an estimated additional £21.960m is required beyond the funding allocated in the latest HRA 30-year Business Plan, supported by an estimated additional £12.824m in Scottish Government grant funding for the Council projects within the main programme. The £21.960m additional HRA funding requirement primarily comprises of the funding required for the Council sites which were moved from the shadow programme into the main programme which are not currently included within the HRA 30-year Business Plan, alongside the additional five Council buybacks, and the budget adjustments required to align with revised project timelines for approved projects in the current main programme. The funding variances are being considered within the current review of the HRA Business Plan, prior to it being presented to Council in February 2026 as part of the 2026/27 HRA budget and rent setting. 2.53 The Council projects within the SHIP shadow programme represent Council investment of £27.769m, supported by £17.257m Scottish Government Grant. The grant funding rates for the Council projects in the SHIP shadow programme are £4.867m higher than the estimated benchmark rates inflated to their anticipated site start date in accordance with Building Cost Information Service (BCIS) rate forecasts. 2.54 As noted at 2.29 above, in accordance with Scottish Government guidance, the Council will seek grant funding above benchmark levels to offset any funding shortfall, on a site-by-site basis, as required. 3. Proposals 3.1 It is proposed that Cabinet (i) approves the Strategic Housing Investment Plan 2026 – 2031 at Appendix 1 for submission to the Scottish Government; (ii) approves the projects set out within the SHIP shadow programme at Appendix 1; (iii) gives delegated authority to the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands to liaise directly with the Scottish Government in agreeing the acceleration of projects in the main SHIP programme, as required; and (iv) notes that acceleration of any projects from the SHIP shadow programme will require Cabinet approval. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications arising from the projects included within the Strategic Housing Investment Plan 2026 – 2031 have been assessed by each of the developing organisations, ensuring that the programme is fully deliverable within the timescales set out. The current HRA Business Plan includes a budget of £146.779m to deliver the North Ayrshire Council development projects set out within the main SHIP programme, inclusive of Scottish Government funding. It is estimated that an additional £21.960m is required to support the Council’s developments set out within the main SHIP 2026 – 2031, supported by an estimated additional grant income of 219
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£12.824m. The funding variances are being considered within the current review of the HRA Business Plan prior to it being presented to Council in February 2026 as part of the 2026-27 HRA Budget and rent setting. The projects within the SHIP shadow programme are anticipated to require estimated funding of £27.769m, inclusive of £17.257m government grant. Human Resources 4.2 Council projects within the Strategic Housing Investment Plan will be delivered by North Ayrshire Council staffing and complemented by external expertise, where required. Legal 4.3 The Town & Country Planning (General Permitted Development) (Scotland) Order 1992, Schedule 1, Part 12, Class 33, as amended, enables local authorities to undertake works, within their district, for the erection of dwellings so long as the development conforms with the Local Development Plan. The Council’s House Building Protocol governs the design and consultation processes for such development to ensure that appropriate levels of design scrutiny and consultation are maintained. In 2019, it was agreed that all future Council housing developments progressed as permitted development will be required to obtain a ‘Certificate of Lawfulness’ from the Council’s Planning Service. This will certify that each site within the SHIP has been considered against the full terms of the adopted Local Development Plan. Housing development proposals by the Council which do not fall within the scope of permitted development, including schemes which require an Environmental Impact Assessment (EIA) will require planning permission. Proposals over 0.5 hectares in area will require to be screened for the purposes of EIA. Equality/Socio-economic 4.4 The provision of new social housing will have a positive impact on those who require specialist accommodation, older people, those who are homeless, or at risk of homelessness, and those for whom purchasing a home is not an affordable option. The benefits of new build housing in relation to health, wellbeing and educational attainment, are well documented. New housing will also support our island communities and their economies. A reduction in new build completions will have a negative impact on these groups. Climate Change and Carbon 4.5 New homes should have a low environmental impact, with the aim of reducing fuel use and associated fuel costs. All projects within the SHIP will be delivered in accordance with Building Standards regulations for energy efficiency. In addition, the majority of the new projects incorporated into the plan will be delivered to Section 7, Silver Level, of the 2019 Building Regulations in respect of Energy for Space Heating. Innovative approaches to fuel efficient development will be considered on a site-by- site basis (e.g. zero direct emissions heating systems, solar photovoltaic panels, smart technologies etc). New Council homes contribute significantly to the Council’s Sustainability agenda. New housing is more energy efficient, better ventilated, and has higher levels of thermal comfort, which supports improved health and well-being. 220
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Key Priorities 4.6 The provision of new affordable housing supports the Council Plan strategic priorities: ‘Wellbeing’; ‘Communities and Local Democracy’; ‘Climate Change’; and ‘A Sustainable Council’. It supports the ambitions of the Council’s Regeneration Delivery Plan to drive forward development on strategic regeneration sites, including town centres. There is also 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 and the provision of new affordable housing also supports the Council Plan priority that children and young people experience the best start in life. New housing will also support our island communities and their economies. A reduction in new build completions will have a negative impact on these groups. Community Wealth Building 4.7 The delivery of the Strategic Housing Investment Plan, alongside investment in land and asset maintenance, plays a key role in community wealth building. Effective use of community benefit clauses in development contracts, and partnership work with colleagues in Economic Development to support local construction and supply chain companies to bid for this work, can secure many of these jobs for local people and support the Council’s Community Wealth Building Strategy. For example, the contractor for the Ayrshire Central, Irvine development will engage with local Primary schools, secondary schools, colleges, the Council, and CEIS. They will assist with STEM events, career events, mock interviews, CV advice, and arrange work experience. The contractor will also engage with local community groups and assist them where possible. Islands Communities Impact Assessment (ICIA) 4.8 A ‘Local Lettings Initiative’ was introduced for Arran prior to the allocation of the new Council homes developed during summer 2022. The Local Lettings Initiative gives additional priority to island residents and key workers. As noted at 2.38 above, the Arran Housing Task Force has been established to quantify the demand for affordable housing on Arran and identify issues that may be limiting economic growth. A new post was established in April 2024, 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 Arran Housing Task Force and the delivery of the group action plan. The Local Housing Strategy recognises that it is more expensive to build new homes on islands, compared to the mainland. Higher living, transport, infrastructure, and fuel costs alongside limited on-island construction companies are identified as contributing factors to this issue. These issues are being explored as part of the Community Wealth Building ambitions and Local Island Plans. There is currently no demand for further new build development on Cumbrae; this will be reviewed annually as part of the review of the Strategic Housing Investment Plan. United Nations Rights of the Child (UNCRC) 4.9 The provision of new sustainable affordable housing will have a positive impact on children and young people. Consumer Duty 221
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4.10 The new homes will be allocated to applicants on the North Ayrshire Housing Register or our partners’ housing waiting lists; the applicants will become tenants and therefore consumers. The impact upon Council tenants’ rents will be considered as part of the annual review of the 30-year HRA Business Plan when it is presented to Council in February 2026. 5. Consultation 5.1 The Council has taken a collaborative approach to the preparation of the SHIP, and the following stakeholders have been involved in the process: • ANCHO in partnership with Cairn • Cunninghame Housing Association • Riverside Scotland • Link Group Ltd • Trust Housing Association • The Scottish Government • North Ayrshire Council officers (Economic Growth, Education, Finance, Housing, Planning, Property Management and Investment, Active Travel & Transport, Roads, and the Health and Social Care Partnership). 5.2 Regular meetings are held with developing organisations, the Council and the Scottish Government as part of the SHIP governance process. The meetings will continue to be convened on a quarterly basis each year, to ensure that partners’ requirements are identified, and the development programme delivered. David W. Hammond Executive Director (Communities and Housing) For further information please contact Yvonne Baulk, Head of Service (Housing and Public Protection), on 01294 324542. Background Papers Local Housing Strategy 2023 to 2028 Strategic Housing Investment Plan 2025 to 2030 222
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Page 1 North Ayrshire Council Strategic Housing Investment Plan 2026 to 2031 223
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Page 2 Contents Contents ................................................................................................................................................................................................................ 2 Introduction ............................................................................................................................................................................................................ 4 Strategic Policy Context ..................................................................................................................................................................................... 5 Equalities ........................................................................................................................................................................................................... 6 Children’s rights and wellbeing, reducing child poverty, and supporting young people ...................................................................................... 7 Investment Priorities ............................................................................................................................................................................................ 10 More homes at the heart of great places ......................................................................................................................................................... 10 Affordability and choice .................................................................................................................................................................................... 13 Affordable warmth and zero emissions ............................................................................................................................................................ 24 Improving the quality of our homes .................................................................................................................................................................. 26 Prioritising projects .......................................................................................................................................................................................... 30 SHIP funding streams .......................................................................................................................................................................................... 31 Affordable housing supply programmes ........................................................................................................................................................... 31 Reserves and balances ................................................................................................................................................................................... 31 Borrowing ......................................................................................................................................................................................................... 31 Affordable housing policy developer contribution ............................................................................................................................................. 32 224
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Page 3 Other funding sources ...................................................................................................................................................................................... 32 Council tax on second and empty homes ........................................................................................................................................................ 32 Planning and other regulatory matters ................................................................................................................................................................ 33 Delivery risks ....................................................................................................................................................................................................... 34 Amendments or additions to the plan .................................................................................................................................................................. 34 Development projects .......................................................................................................................................................................................... 34 Irvine & Kilwinning ........................................................................................................................................................................................... 35 Three Towns .................................................................................................................................................................................................... 36 North Coast ...................................................................................................................................................................................................... 37 Garnock Valley ................................................................................................................................................................................................. 37 Arran ................................................................................................................................................................................................................ 37 Progress update .................................................................................................................................................................................................. 38 225
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Page 4 Introduction The Strategic Housing Investment Plan 2026 to 2031 sets out the priorities for affordable housing investment in North Ayrshire over the next five years and outlines how the Council and its partners will address them. The focus of the plan is to support the Scottish Government’s Affordable Housing Supply Programme (AHSP) to deliver affordable housing in North Ayrshire. The provision of new build housing has many benefits, including, supporting the ageing population and people with accessible housing and particular needs to live more independently, helping to regenerate the area, and providing sustainable housing solutions which help to address fuel poverty and support educational attainment. The Scottish housing system is under significant pressure, with the Scottish Government declaring a national housing emergency in May 2024 and 13 local authorities having declared a local housing emergency due to the unprecedented challenges in fulfilling their statutory responsibilities towards homeless people and other priority groups in housing need. Whilst there is increasing pressure on the housing system in North Ayrshire, a range of measures are being undertaken, including, increasing housing supply, and managing the demand from homeless people through the supply of temporary and permanent accommodation. Continuous cross-service work to maintain and improve the condition of existing social housing stock, provide aids and adaptations and improve the private rented sector, all play a part in addressing the housing needs of the local population. The Council and developing registered social landlord partners with stock in North Ayrshire all have buyback programmes within the plan, which will increase affordable housing in the area and contribute to wider regeneration and estate management. Aerial view from Garven Road, Stevenston incorporating new homes developed by Cunninghame Housing Association 226
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Page 5 Strategic Policy Context Housing to 2040, Scotland’s first 20-year national housing strategy, was announced in March 2021. The strategy committed to providing around £16bn of investment to support the delivery of 100,000 new homes by 2032, with at least 70% for social rent. The Scottish Government’s Affordable Housing Supply Programme comprises a range of funding mechanisms to enable affordable housing providers to deliver homes in communities across Scotland and support the delivery of local authorities’ Local Housing Strategies. North Ayrshire Council’s Cabinet approved the latest Local Housing Strategy 2023 to 2028 on 13 June 2023. The Local Housing Strategy sets out the Council’s ambition: ‘We want all our people to live in the right homes, in great places, with access to any support services they need.” The strategy mirrors the format of Housing to 2040 and sets out four overarching outcomes which align to the four key strategies in Housing to 2040, as detailed below. The Strategic Housing Investment Plan is an extension of, and aligns to, the Local Housing Strategy. In preparing the plan, the Council has referred to the outcomes identified in the Local Housing Strategy, which support the objectives of the Council Plan. The Strategic Housing Investment Plan also aligns with the Council’s Community Wealth Building Strategy, which sets out how the Council, in conjunction with communities and businesses, will build a strong local economy and address wealth inequality by supporting fair work, encouraging local spend, and using the land and property we own. Housing to 2040 more homes at the heart of great places affordability and choice affordable warmth and zero emissions homes improving the quality of all homes Local Housing Strategy Outcome our places support thriving and inclusive communities our people should have affordable homes in the place they choose to live our homes are energy efficient and release less emissions our homes are in good condition and people can access any support services they need 227
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Page 6 Equalities In line with the Council Plan, fairness and equity is core to the Strategic Housing Investment Plan. It strives for a North Ayrshire where everyone has the same life chances to grow, prosper and have fulfilling and healthy lives. The Council Plan priorities are detailed in figure 1 which are ‘to transition to a wellbeing economy, creating prosperity, wellbeing and resilience for local people’; ‘we will have active, inclusive and resilient communities’; ‘to achieve net-zero by 2030’; and ‘a Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities’. An Equality Impact Assessment has been undertaken for the Strategic Housing Investment Plan. It found that there are no negative or discriminatory effects on any equality groups. The provision of new social housing will have a positive impact on those who require specialist accommodation, older people, those who are homeless, or at risk of homelessness, and those for whom purchasing a home is not an affordable option. The benefits of new build housing in relation to health, wellbeing and educational attainment, are well documented. Public Health Scotland’s Healthy housing for Scotland report recognises that adequate housing which is safe, accessible, available, appropriate and high quality is key to us achieving the highest attainable standard of health. 228
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Page 7 Children’s rights and wellbeing, reducing child poverty, and supporting young people Access to good quality and affordable housing is a key asset in reducing child poverty, and poverty overall. Research undertaken by Shelter suggests that children can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better-ventilated environment. North Ayrshire has historically had high levels of child poverty. The most recent data on child poverty in Scotland shows a positive trend, with the national rate of child poverty (relative, before housing costs) at 16.3% in 2023/24, significantly below the UK average of 31%. In North Ayrshire, the equivalent rate is 20.8%, which is the second highest figure for a local authority, jointly with Clackmannanshire and behind only Glasgow City. After housing costs, the North Ayrshire rate is 24.3%, which is the 9th highest local authority figure, a significant improvement from our previous position of second, at 29.2%. This drop after excluding housing costs may reflect lower-than-average housing costs in the area and enhanced housing costs support. The Council acknowledges that there have been methodological changes in the data this year, which means that direct comparison with previous data sets is not possible. For example, the Scottish Child Payment was included in the Before Housing Costs data for the first time, while After Housing Costs data was calibrated to a UK average rather than a Scottish one due to low response rates. Furthermore, while the national decline in child poverty is largely attributed to the Scottish Child Payment, the specific drivers of the reduction in North Ayrshire are not yet fully understood, although the development of a shared evaluation framework is underway to support this moving forward. Despite these complexities, the provision of affordable rents and homes which provide affordable warmth aims to reduce poverty and fuel poverty. The Council is committed to working with its partners to find sustainable routes out of poverty for children and their families. This aligns with the Council’s Community Wealth Building and Fair Work First practices, which aim to improve access to good jobs with fair pay and conditions. These actions support the priorities identified by North Ayrshire residents, including reducing poverty and transitioning to a local wellbeing economy where people can access good jobs with fair pay and conditions. The Council’s focus is also on targeting the six priority families as outlined in the national plan. This work directly supports children’s rights as outlined in the UNCRC. Specifically, the provision of safe, warm, and affordable homes contributes to a child's right to an adequate standard of living (Article 27), and the consideration of children's wellbeing in housing design is in their best interests (Article 3). The priorities set out within the Strategic Housing Investment Plan aim to support these objectives by supporting the Council’s Community Wealth Building and Fair Work First practices, which aim to improve access to good jobs with fair pay and conditions. Furthermore, all new-build Council family homes are designed to include study space and private gardens to support children's wellbeing. Lastly, the provision of affordable rents and homes which provide affordable warmth assist in reducing poverty and fuel poverty. 229
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Page 8 Environment A Strategic Environmental Assessment pre-screening questionnaire which was undertaken confirmed that there would be no likely significant adverse environmental effects from the activities set out within the Local Housing Strategy (which are not already subject to Strategic Environmental Assessment elsewhere), and for this reason a full strategic environmental assessment was not required. The likely environmental impact of development proposals (both positive and adverse) are scoped within the Strategic Environmental Assessment for the North Ayrshire Local Development Plan. Collaboration As the strategic housing authority, the Council is committed to supporting partners to deliver affordable housing development within North Ayrshire. The Council adopts a collaborative approach in the preparation of the Strategic Housing Investment Plan. The key stakeholders listed in Figure 2 have influenced the final programme. The Council and its partners engage with communities when developing new build sites in the Strategic Housing Investment Plan. For Council projects, generally, local residents are invited to review and comment upon the draft plans for the site. Thereafter the final plans are presented to the community, and local residents are also invited to ‘Meet the Builder’ when a contractor has been appointed. Following the completion of each new site, design teams assess each project’s success in delivering places people can be proud of, as part of the ‘lessons learned’ review. Figure 2: Key stakeholders North Ayrshire Council services The Scottish Government Local Registered Social Landlord partners Including ANCHO, Cairn, Cunninghame Housing Association, Link Group Ltd, Riverside Scotland and Trust Housing Association including Economic Growth, Education, Finance, Housing, Planning, Property Management and Investment, Active Travel and Transport, Roads, and the Health and Social Care Partnership 230
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Page 9 Developing the Strategic Housing Investment Plan The priorities set out within the Strategic Housing Investment Plan were developed with partners and the local community through the preparation of the Local Housing Strategy. The Council invited new site nominations for the plan from its registered social landlord (RSL) partners and met with each developing RSL to discuss the progress towards the current programme and future development plans. All existing developments were considered on their individual merits, with reference to the development priorities set out within the Local Housing Strategy, deliverability, and any known constraints. Thereafter, the Council discussed the revised plan with partners. The Council will continue to monitor the development programme and new opportunities at quarterly meetings with developing landlords and the Scottish Government. Council Officers monitor the impact of the new build programme on education facilities and other services, through the Strategic Housing Investment Plan project board. If any project becomes delayed or non-viable, the Council will work with registered social landlord partners and the Scottish Government to ensure that new homes are delivered by accelerating other projects within the plan. Continual improvement The Council regularly meets the Scottish Government and partner landlords to review the progress of the Strategic Housing Investment Plan and share good practice. The Council holds ‘lessons learned’ meetings and undertakes tenant satisfaction surveys for each site. New amenity bungalow at Newhouse Drive, Kilbirnie 231
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Page 10 Investment Priorities The Local Housing Strategy notes that the Strategic Housing Investment Plan will be reviewed annually to establish affordable housing investment priorities for the Council and its partners which seek to address the key priorities established within the Local Housing Strategy, set out below. More homes at the heart of great places The places we live in have a significant impact on wellbeing. High quality places are safe, provide access to services and can help to reduce isolation and enhance communities. Place-making principles form the foundation of project development, informing site selection (where appropriate) and the design process. North Ayrshire has a diverse housing market comprising rural, urban and island communities. The Council has established six localities: Community Wealth Building & Fair Work First The Council’s Community Wealth Building Strategy introduced a new model to develop resilient, inclusive local economies, with more local employment and a larger and more diverse business base, ensuring that wealth is locally owned and benefits local people. Through the Strategic Housing Investment Plan, contractors are expected to participate in the Council (or partners’) Community Benefits scheme, providing apprenticeships to young people, upskilling the local workforce and supporting economic growth. Homes for Scotland suggest there are 4.1 jobs created for every new home constructed. Effective use of community benefit clauses in development contracts, and partnership work with colleagues in Economic Development to support local construction and supply chain companies to bid for this work, can secure many of these jobs for local people. New Cunninghame Housing Association homes, Garven Road, Stevenston 232
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Page 11 The Council’s housebuilding programme can support the Council’s ambitions to encourage more young people into training and employment. The North Ayrshire Local Employability Partnership Delivery Plan 2022 – 2026 sets out the intentions to help people of all ages to gain skills for employment. It will prepare people for employment, training, education and / or volunteering, with the aim of increasing qualification levels and job prospects as well as reducing unemployment. Developing the Young Workforce have launched an online Skills Academy to support school leavers and job seekers. The Council’s Fair Work First Statement sets out the commitment to ensuring that fair working practices are in place to support ‘Fair Work First’. 20-minute neighbourhoods The provision of housing within 20-minute neighbourhoods allows people to meet their needs locally and encourages active transport. The goal is to support a better quality of life in places, whilst making towns and villages more resilient. The Strategic Housing Investment Plan will prioritise new social housing developments which support the principles of 20-minute neighbourhoods, where feasible. Regeneration and town centres Public sector investment can have a transformational impact for communities, and there are cumulative benefits through considering how this can be coordinated with developing partners and the private sector. The Council explores site and area specific opportunities with partners to secure maximum regeneration benefits. This supports the ambitions of the Council’s Regeneration Delivery Plan to drive forward place-based development on strategic regeneration sites, including town centres. Town centre regeneration is a key focus of the Strategic Housing Investment Plan, with several projects completed to date within, or near, town centres. The Plan supports major housing-led regeneration in North Ayrshire, an example being the construction of new homes across several sites to replace the 275 high-rise flats in Fullarton, Irvine which were demolished in 2023/24. Regeneration often results in higher development costs as sites require demolition, refurbishment or have significant constraints / abnormal costs. An example of this would be the redevelopment of the derelict former King's Arms in Irvine Town Centre to provide six amenity flats. The Strategic Housing Investment Plan also includes funding for 249 units to assist with the delivery of Housing’s Estate Based Regeneration Programme. This investment programme aims to provide new homes to replace any stock which requires to be demolished or reconfigured as part of the Estate Based Regeneration Programme. 233
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Page 12 Island communities The Council is committed to supporting island communities. General needs houses, amenity bungalows and homes for wheelchair users were provided on the Isle of Cumbrae during summer 2021 (18 homes) and at Brathwic Terrace on the Isle of Arran during summer 2022 (34 homes). A ‘Local Lettings Initiative’ was introduced for Arran prior to the allocation of the new Council homes. The Local Lettings Initiative gives additional priority to island residents and key workers. Arran Development Trust secured funding from the Rural and Island Housing Fund and delivered 18 new affordable homes in Lamlash in 2024. Trust Housing Association is currently developing proposals for a further 26 new homes in Brodick. The Council has established the Arran Housing Task Force 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 Task Force 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 in April 2025, the results were analysed by the Council’s Housing Strategy Team. The survey report is awaiting formal sign off by the Task Force and will be published thereafter, with the Task Force action plan updated to reflect the survey outcomes. The Task Force membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups, and Arran registered social landlords. A new post was established in April 2024, 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 Arran Housing Task Force and the delivery of the group action plan. The Local Housing Strategy recognises that it is more expensive to build new homes on islands, compared to the mainland. Higher living, transport, infrastructure, and fuel costs, alongside limited on-island construction companies, are identified as contributing factors to this issue. These issues are being explored as 234
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Page 13 part of the Community Wealth Building ambitions and Local Island Plans. To ensure the Local Housing Strategy 2023-28 continues to deliver on the outcomes it set out for North Ayrshire, a new action was developed and adopted within the previously approved action plan on 21 January 2025. The additional action is as follows: • ‘Assess the future housing need and demand of our island residents, workers, and key workers.’ The Local Housing Strategy reaffirms our commitment to ensuring our island residents’ needs and aspirations are reflected in all service provision. There are no current projects being considered for the Rural Key Workers Housing Fund beyond the buyback programme being progressed by Trust Housing Association. The Arran Housing Task Force will continue to work collaboratively to identify and discuss potential opportunities to further utilise the fund to provide affordable housing for key workers in rural areas, where appropriate. Green space Research shows that where people have access to good quality outdoor green space, there is a corresponding positive and lasting impact on public health. The Strategic Housing Investment Plan will prioritise new social housing developments which include the provision of outdoor green space for residents. Affordability and choice Housing demand The Local Housing Strategy has set a target of 1,625 new social housing units and a private sector target of 1,300 new units. There were 6,349 applicants on the North Ayrshire Housing Register on 11 July 2025, 3,466 of whom had an assessed housing need. When transfer applicants are deducted 2,991 applicants remain (transfer applicants leave an existing social tenancy behind for reallocation when they are rehoused). Figure 3 details housing register applicant needs. Please note that the numbers are not mutually exclusive, for example, applicants can request both amenity and sheltered homes. Figure 3: Applicant Needs (Source: North Ayrshire Housing Register, July 2025) 235
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Page 14 Location There is no limit to the number of letting areas applicants can select when making a housing application and demand has therefore been assessed proportionately in Figure 4 to reduce double counting. It is important to note that individual housing allocations can impact upon demand within areas. For example, if an applicant housed in the Three Towns also had Arran as an area of preference this would reduce demand for housing in Arran. Three Towns, Irvine and Kilwinning are the most pressured localities. Further analysis is required to determine housing pressures within the Arran and Cumbrae localities as the proportionate analysis is not effective in determining pressure within smaller localities. This work is ongoing for Arran through the Arran Housing Task Force, previously referenced in the ‘Island communities’ section of this document. The demand for further new build development on Cumbrae will be considered annually as part of the review of the Strategic Housing Investment Plan. Table 1 below further details proportionate demand by locality and North Ayrshire Housing Register group for applicants with an assessed housing need. It also sets out the number of housing applicants within each group and the total number of applicants within each group who have an assessed housing need minus the need arising from existing Registered Social Landlord and Council tenants, referred to as ‘transfers’. Transfer applicants leave an existing home behind when they are allocated a new home. Figure 4: Proportionate demand for social housing by locality (Source: North Ayrshire Housing Register, July 2025) 236
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Page 15 Table 1: Housing applicants by group incorporating proportionate demand by locality. Group All applicants Applicants with an assessed housing need excluding current RSL & Council tenants (transfers) Applicants with an assessed housing need Applicants with an assessed housing need by locality Arran North Coast Garnock Valley Irvine Kilwinning Three Towns Group 1 – Homeless 354 354 354 6 15 33 146 67 87 Group 2 – Strategic need 44 31 44 2 2 2 19 10 9 Group 3 – Accessible 1,180 631 1,180 15 145 105 512 141 261 Group 4 – Transfers 1,126 - 475 23 38 56 174 64 121 Group 5 – Overcrowding 607 567 607 14 66 64 247 102 113 Group 6 – General needs 2,267 669 675 81 49 59 254 98 134 Group 7 – Relocation needs 533 71 131 12 25 17 45 12 20 Total 6,111 2,323 3,466 153 341 336 1,397 494 746 Figure 5 details the Strategic Housing Investment Plan net stock gain from 2013 – 2031 by locality. The 'net gain' columns indicate the additional homes available per locality following completion of the developments, minus the strategic demolitions set out in the plan. 237
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Page 16 Figure 5: Housing net gain from 2013 to 2031 Size Applicant house size requirements are determined by the strategic bedroom need, which is the minimum number of bedrooms required based on household composition. The proportion of homes by bedroom size is noted by locality in Table 2 based, on proportionate demand. 0 100 200 300 400 500 600 700 800 Irvine Kilwinning 3 Towns North Coast Garnock Valley Arran TBA 767 358 577 355 57 130 73 Net Gain 2013 - 2031 238
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Page 17 Table 2: Proportionate housing demand by strategic bedroom need and locality (Source: North Ayrshire Housing Register, July 2025) Analysis of the North Ayrshire Housing Register identifies demand trends for properties. House size has been identified by considering the minimum accommodation size suitable for the household; this is referred to as the 'strategic bedroom need’. The strategic bedroom need is used for planning purposes only. Generally, one-bedroom homes are found to be of lower demand. Two-bedroom homes are a more popular option for smaller households and are more flexible in meeting households’ future needs. An additional bedroom can also provide study space, or space for home working. An indicative size mix (table 3) for developments across North Ayrshire has been prepared by uplifting the two-bedroom provision and reducing the one-bedroom allocation, thus meeting tenant aspirations and providing flexibility in terms of property sizes as households change composition over time. Table 3: Altered demand by bedroom size (reflecting aspiration) and locality This mix is intended as a guide only; each project will be considered on a site-by-site basis by the developing organisation, before being approved by the Council. The Council currently has plans within its development programme to build four, five and six-bedroom homes for larger families. The need for further housing for larger families will be considered on a site-by-site basis as the housing mix is agreed for emerging projects. Number of Beds Arran Garnock Valley Irvine Kilwinning North Coast Three Towns North Ayrshire 1 69% 61% 60% 59% 63% 60% 61% 2 15% 13% 13% 13% 12% 15% 13% 3 10% 15% 15% 14% 16% 12% 14% 4+ 6% 11% 12% 14% 9% 13% 12% Number of Beds Arran Garnock Valley Irvine Kilwinning North Coast Three Towns North Ayrshire 1 15% 13% 13% 13% 12% 15% 13% 2 69% 61% 60% 59% 63% 60% 61% 3 10% 15% 15% 14% 16% 12% 14% 4+ 6% 11% 12% 14% 9% 13% 12% 239
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Page 18 Homelessness North Ayrshire Council’s Rapid Rehousing Transition Plan sets out how the Council and its partners will work together to implement a housing-led approach to meeting the needs of homeless households. Where it is not possible to prevent homelessness, the priority is to secure a settled housing option for every homeless household as quickly as possible. The plan aligns with the housing supply priorities set out within the Strategic Housing Investment Plan. The Rapid Rehousing Transition Plan priorities are to: The provision of new affordable housing which meets housing applicants’ needs and aspirations through the Strategic Housing Investment Plan will continue to support the delivery of the Rapid Rehousing Transition Plan. The Council and its partners, through the North Ayrshire Homelessness Taskforce, have reviewed homelessness risk factors to inform homelessness prevention work. The group’s findings will inform the new North Ayrshire Homeless Prevention Strategy, which is being developed to align to the homeless prevention duties set out within the proposed Housing (Scotland) Bill 2024. The Homeless Prevention Strategy will set out how North Ayrshire Council and its partners will prevent homelessness over the next five years. The focus of this strategy is early intervention and prevention, and the development of different pathways to support people who have been identified as being most at risk of homelessness and repeat homelessness. Where it is not possible to prevent homelessness, the priority is to secure a settled housing option for every homeless household as quickly as possible. The Strategy aligns with the housing supply priorities set out within the Strategic Housing Investment Plan. The overarching objectives of the Strategy have been established in collaboration with partners and agreed by the North Ayrshire Homeless Task Force: 240
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Page 19 The provision of new affordable housing which meets housing applicants’ needs and aspirations through the Strategic Housing Investment Plan will continue to support the objectives of the strategy. Young People The Council and its partners have developed the ‘Housing/Throughcare protocol’ which details the integrated service response to ensure that no young person becomes homeless on leaving care and that care leavers are provided with appropriate levels of support to achieve independence. The protocol is based on the principle that care leavers should have access to good quality social housing and is supported by the Housing Allocations Policy, which recognises Young Care Leavers as a group entitled to reasonable preference to housing. The Council has made a commitment that 1% of all new build homes will be allocated to this group. 241
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Page 20 Gypsy / travellers The Council has not identified any additional demand issues in relation to accommodation for gypsy / travellers. The Council has reviewed the condition of the permanent site at Redburn Grove, Irvine in consultation with residents to identify any future maintenance and investment works. A draft proposal has been created for the redevelopment of the site which considered options for the site alongside the costs to the Council and tenants. The site has been included within the Strategic Housing Investment Plan 2026 - 2031 for Scottish Government funding prioritisation alongside existing schemes. Housing for key workers The Council will continue to work with its partners to make bids to the Scottish Government’s five year £25m Rural Key Workers Housing Fund for appropriate projects to provide affordable housing for key workers in rural areas. Trust Housing Association have made successful bids to the fund to acquire homes for key workers on Arran. The Arran Housing Task Force will continue to work collaboratively to identify and discuss potential opportunities to further utilise the fund, where appropriate. Ensuring best value As part of the tendering process, the Council prepares minimum specifications for materials utilised in the new build developments to ensure that they align to current lifecycle replacement and maintenance programmes. A suite of standard house types has also been developed to further assist with maintenance programmes and reduce project design costs. The Council is committed to making efficiency savings through strategic procurement arrangements in the delivery of the new build affordable housing programme, to ensure value for money for tenants. Several Strategic Housing Investment Plan projects have been procured through Hub South-West, as part of a procurement strategy to achieve cost and time savings through economies of scale. 3 bedroom property with ground floor living for wheelchair users 242
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Page 21 The Council has also, with ten local authority partners, worked with Scotland Excel to develop a New Build Residential Construction Framework Agreement available for use by all Scottish local authorities and registered social landlords. New build Council housing is primarily formed from open panel timber frame. The Council has used off-site construction for several projects following a successful pilot scheme at Ardrossan Road, Seamill. During 2023, six new amenity bungalows were developed in Stevenston town centre. A further 14 homes have been provided at Laburnum Avenue in Beith and Newhouse Drive in Kilbirnie. The construction method results in less waste and has sustainability benefits. It also reduced the construction time on site, and in turn, reduced disruption for local residents and businesses from site traffic and works. However, the modular supply chain is not yet fully developed, and the Council continues to balance the advantages against the risks of this particular construction method. Afton Court development of six amenity bungalows utilising off-site construction in Stevenston town centre Rent levels and affordability The Scottish Housing Regulator expects social landlords to be able to demonstrate affordability and engage meaningfully with tenants on rent increases. Increasing costs and inflation mean that retaining affordable rent levels is a significant challenge for the Council and its partners. The Council is committed to working with its partners to find sustainable routes out of poverty for children and their families. The Council Plan has addressing inequalities at its core, and aims for “a North Ayrshire that is fair for all”. Budget decisions directly align to Council Plan priorities. The most recent Council Plan Progress Report (1 April 2024 to 31 March 2025) demonstrates the impact of the action taken across services and with partners to address inequalities and inequity in North Ayrshire. 243
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Page 22 Private sector support & empty homes The Council’s Private Sector Advice Team provide advice on private sector housing issues in North Ayrshire. This service is part of the revised Scheme of Assistance, which introduced a range of new measures to improve private sector housing condition, including: A ‘pre-tenancy support service’ for landlords to aid the prevention of future property condition issues. A ‘missing shares scheme’ to remove barriers where a property owner refuses to meet their common repair obligations. Use of the Council’s powers for Compulsory Purchase Orders (CPOs) where appropriate to acquire empty properties in poor condition, bringing them back into mainstream housing stock. An Empty Homes Loan Fund to assist property owners to bring properties back into effective use. A matchmaker scheme which puts owners of empty homes in touch with interested tenants Empty homes are detrimental to the local environment, often the target of antisocial behaviour, and are more likely to fall into disrepair. The Council and its partners recognise that bringing former social housing stock into ownership can assist with housing management and maintenance issues and increase housing available through the North Ayrshire Housing Register. Since April 2022 a post within the Council’s Private Sector Advice Team has been funded from income generated from the reduction in discount for empty and second homes Council Tax in North Ayrshire, with a focus on bringing empty homes back into use. The Council is currently developing an Empty Homes Framework in collaboration with the Scottish Empty Homes Partnership; this framework will set out the future actions the Council will take in targeting empty homes. An update on the framework will be provided within the next SHIP 2027-2032. Further information about the supports available to owners of empty homes in North Ayrshire can be found on the Council’s website. Before and after photo of an empty home brought back into use 244
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Page 23 All developing registered social landlord partners with stock in North Ayrshire now have provision for buyback programmes within the Strategic Housing Investment Plan. A property must meet specific requirements to demonstrate best value for money and buy backs which meet the following criteria will be prioritised: The Council is currently finalising a new Housing Acquisition Strategy, which will set out the strategic framework for delivery of the Council’s commitment to buy 65 houses within the Strategic Housing Investment Plan 2026-2031. The acquisition of homes can have many benefits including: increasing the supply of new affordable housing; bringing long term empty homes back into use; improved estate amenity; and resolving management and maintenance issues with mixed tenure blocks. Over the past four financial years the Council has acquired four empty homes and brought them back into use as Council stock, utilising funding from the Affordable Housing Supply Programme. Table 4 below details the number of empty homes brought back into use in North Ayrshire between April 2020 and March 2025. All of these homes were subject to the Council Tax levy (this is where the Council currently focuses empty homes resources). Table 4: Empty homes brought into use per annum between April 2020 to March 2025 Duration empty Under 6 months 6 to 12 months 1 to 2 years 2 to 5 years 5 to 10 years 10+ years Total 2020 to 2021 35 61 15 10 0 0 121 2021 to 2022 18 71 136 109 0 0 334 2022 to 2023 23 3 31 64 2 0 123 2023 to 2024 259 66 5 39 9 0 378 2024 to 2025 172 78 88 19 18 0 375 ex-local authority stock within North Ayrshire Council estates which will facilitate effective and efficient housing management located in an area identified as having the highest affordable housing shortfall of a property type or size there is need / demand for purchased for less than the development costs of building a comparable property long term empty properties where the purchase would improve amenity and contribute to the Council’s statutory duties and strategic objectives 245
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Page 24 Second homes The Council’s Local Housing Strategy notes that there are 1,500 second homes in the area, almost all of which are located on the islands. On Arran, 25% of privately owned houses are second homes; on Cumbrae this rises to 43%. This reduces the number of homes available for local people, and in turn pushes up house prices and private rent charges. In February 2025 the Council approved the implementation of a 100% premium Council Tax charge on second homes from 1 April 2025. 10% of the additional income received under this policy is ringfenced to support investment in affordable housing, and is transferred to the Affordable Housing Account. Alternative models of affordable housing delivery The Council and our partner registered social landlords will continue to review alternative housing models which could be utilised to increase affordable housing supply during the lifetime of the Strategic Housing Investment Plan. Affordable warmth and zero emissions Sustainability The Council’s Sustainable North Ayrshire Strategy 2024 to 2027 includes actions to achieve net-zero carbon emissions by 2030. Alongside the decarbonisation of our existing housing stock, new housing has a key role to play in carbon reduction, climate change mitigation, and alleviation of fuel poverty. The Council and its partners will continue to consider innovative and sustainable approaches to heat and power, such as low carbon heat, solar photovoltaic panels and smart technologies. The Council will ensure that all new build housing utilises Net Zero Direct Emissions heating systems in accordance with building standards. In advance of the new regulations the Council installed three biomass district heating schemes in Stevenston, Dalry and Largs. A bespoke energy strategy is created for each emerging new housing development to ensure that the heating options for the sites are both energy efficient and affordable for tenants. 246
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Page 25 The Council recognises that a ‘fabric first’ approach to sustainability can provide benefits to tenants, in terms of reducing heating costs. It also benefits the environment as all homes are designed to minimise heat loss. The Council completed two ‘sustainable demonstrator homes’ within Dickson Drive, Irvine in 2020 to highlight best practice in design and innovation, ensuring benefits from sustainable technologies are maximised. Also, in recognition of the safety benefits of sprinkler systems, the Council installed sprinklers in all new build housing proposals which reached technical design stage after October 2019, prior to the introduction of Building Standards legislation in March 2021. Secure by design Successful design can contribute to community stability and promote feelings of safety and inclusion. All Council developments are planned utilising ‘secure by design’ principles. Active travel Access to safe walking networks, cycle pathways and public transport connects communities to local amenities and services. In turn, these can result in direct health benefits, through increased physical activity and reduced air pollution. They can also lead to indirect health benefits by providing improved access to opportunities for employment, leisure, and healthcare services. The sustainable travel hierarchy, illustrated in figure 6, sets out the transport priorities for sustainable transport in development. Walking and wheeling, cycling, public transport, taxis and shared transport, and private car. Dickson Drive, Irvine Figure 6: Sustainable travel hierarchy 247
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Page 26 Improving the quality of our homes Over 44% of the new stock developed by the Council and its partners since April 2013 has addressed particular housing needs, demonstrating the commitment to supporting tenants to live independently. The cost of particular needs housing is typically more expensive than general needs housing; for example, housing for wheelchair users has a larger ground floor footprint, increasing construction costs and reducing economies of scale as site densities are reduced. Similarly, supported accommodation and sheltered housing require communal space which increases costs. Wheelchair accessible accommodation All amenity and sheltered housing in North Ayrshire should be built to an ambulant housing standard as a minimum. To ensure need is met now and in the future, the Local Housing Strategy 2023-2028 increased the target to ensure that at least 10% of all tenure new build stock is suitable for wheelchair users (increased from 7% in the previous strategy). In recognition of the benefits of providing adaptable housing, and to address demand from the North Ayrshire Housing Register, the Council and registered social landlord partners have developed 205 (11% of new supply) new build homes suitable for wheelchair users since April 2013. The Strategic Housing Investment Plan 2026 – 2031 estimates the delivery of a further 137 (13% of new supply) homes suitable for wheelchair users. The Council and its partners’ annual progress in delivering accessible housing is noted in Table 5 below: Table 5: Annual number of homes developed for wheelchair users Year 2013/14 to 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Total Number of homes for wheelchair users 70 12 6 62 25 14 1 190 Total number of homes 783 169 77 329 230 190 53 1831 % of wheelchair user homes 9% 7% 8% 19% 11% 7% 2% 10% In addition, a set of standard house types for Council developments were designed in partnership with Housing Services Occupational Therapists, which are of an accessible design to make best use of assets and adapt to tenants’ changing mobility needs. In preparing North Ayrshire’s third Local Development Plan, the Council will further consider the housing needs of older people and disabled people in the area and the establishment of an appropriate target for the delivery of accessible or adaptable homes, including wheelchair housing and intergenerational homes within the private sector, to support independent living. 248
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Page 27 A Housing Evidence Paper, prepared to inform the preparation of the Local Development Plan Evidence Report, was published in December 2024 and reissued in March 2025 for stakeholder feedback. 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 to 2026, and in turn increase the provision of accessible homes in the private sector. 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. Occasionally it may be necessary to build larger specialist housing to meet the specific needs of individual households. Where this is provided by a registered social landlord, the Council will approve the proposals before a planning application is submitted. Housing for older people The Local Housing Strategy recognises that the proportion of older people in North Ayrshire is higher than that of Scotland as a whole (23% compared to 19%). It further predicts that by 2043 the over 75 age group will account for 28% of local people. Recognising the need to develop housing solutions appropriate for the older population, the Council and its partners have delivered 364 (19% of new supply) amenity homes and 251 (13% of new supply) units of sheltered housing since April 2013. The Council ensures that its sheltered housing is developed utilising dementia friendly design principles. The Strategic Housing Investment Plan 2026 – 2031 estimates the delivery of a further 212 (21% of new supply) amenity homes. Alongside the new build programme, the Council will continue to deliver its sheltered housing re-provisioning programme, which includes £40m investment in the refurbishment of sheltered housing units out with the Strategic Housing Investment Plan. 249
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Page 28 Extra care housing Housing Services and the Health and Social Care Partnership worked together over the last few years to develop a model for Extra Care Sheltered Housing. The vision was to create safe, affordable homes for tenants who require additional support, with extra services to promote independent living, such as assistance with meals or welfare checks, to be available to tenants for an additional fee. Following development of the outline model, demand analysis was undertaken by the Health and Social Care Partnership in 2021, alongside engagement with other areas in Scotland where similar housing models operate. At that time, it was determined that there was not sufficient demand to integrate the extra care model into a new sheltered housing complex. The Council has, however, incorporated flexibility into some new build sheltered complexes to allow for this model to be reconsidered in the future should the Health and Social Care Partnership choose to revisit the position. Supported accommodation Officers within Housing and the Health and Social Care Partnership developed a new supported accommodation housing model which has been implemented at sites across North Ayrshire. 250
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Page 29 The focus is on maximising independence for adults within a homely setting, who require a higher level of support, and who are living with learning disabilities, or mental illnesses (all ages), or who are under 65 years and have physical disabilities. The new supported accommodation model can: The Strategic Housing Investment Plan has supported the Health and Social Care Partnership to meet specialist housing need through four dedicated supported accommodation projects which have provided 62 (3% of new supply) new homes across North Ayrshire. Assistive technology The Flatt Road development in Largs provides an exemplar for assistive technology to promote independent living. Features that can be installed within the sheltered housing complex and supported accommodation, where required, to support tenants’ individual needs include: 251
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Page 30 Prioritising projects All projects which meet the range of criteria outlined above will be assessed as ‘high priority’. In the case of developments by registered social landlords the housing mix and type for each individual development site and the proposed rent levels for the new homes should be formally agreed with the Council prior to the submission of a planning application. Existing projects have been prioritised based upon strategic alignment, deliverability, value for money, and their impact upon community regeneration in order to align with the grant funding envelope currently available. Projects which cannot be supported in the main programme have been moved to a shadow programme which will be accelerated, should slippage occur in the main programme, and /or if additional funding becomes available. 252
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Page 31 SHIP funding streams Affordable housing supply programmes The main SHIP programme is based upon assumed grant funding of £94.365m for North Ayrshire between April 2025 and March 2031 (see table 6). Funding for Council projects in the main programme not yet at tender stage (with the exception of Redburn Grove and Nelson Street) has been assumed at benchmark plus annual Scottish Social Housing Tender Price Index inflation which has been assumed at Building Cost Information Service forecasted rates (as at 13 June 2025). Nelson Street has funding assumed at new build benchmark rates. Redburn Grove and the Council projects in the SHIP shadow programme have grant funding set at levels which will allow the schemes to be wholly funded with borrowing costs offset by rental income. The Council will seek grant funding above these levels on a site-by-site basis, as required. The registered social landlord funding rates have been included as requested by each developing organisation and will be subject to Scottish Government authorisation. The sites within the SHIP shadow programme will assist the Council to meet the requirement for ‘slippage’ in accordance with Scottish Government guidance. The slippage requirement is to ensure that the allocation is fully spent even if delays or constraints emerge on other development sites, and to provide the opportunity for North Ayrshire to absorb slippage from other local authority areas. Table 6: North Ayrshire Resource Planning Assumption (RPA) for 2025 to 2026 and assumptions per annum for April 2026 to March 2031 (£m) Reserves and balances All developing organisations will utilise available reserves and balances to support the development programme. Borrowing A large portion of development funding is secured from borrowing. Private finance supports registered social landlords’ development programmes, and prudential borrowing supports local authority new build projects. Financial Year 2025 to 26 2026 to 27 2027 to 28 2028 to 29 2029 to 2030 2030 to 2031 Total RPA £16.125 £15.648 £15.648 £15.648 £15.648 £15.648 £94.365 253
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Page 32 Affordable housing policy developer contribution The Council’s previous Affordable Housing Policy (RES4), which required contributions to affordable housing provision from specified private developments within North Ayrshire, was removed within the Local Development Plan (LDP2) adopted on 28 November 2019. Developer contributions, in the form of commuted sums, received through the application of the Affordable Housing Policy under the previous Local Development Plan, will be utilised to fund projects being delivered through the Strategic Housing Investment Plan, as appropriate. The Council had an on-site contribution through the affordable housing policy at the 31-unit Ardrossan Road, Seamill development. Table 7 details the number of units supported per annum and the value of these contributions. All projects supported were delivered as part of the Affordable Housing Supply Programme. Table 7: Projects supported by developer contributions April 2021 to March 2025 Financial Year 2021 to 2022 2022 to 2023 2023 to 2024 2024 to 2025 Total Number of units supported 0 34 34 0 34* Funding value 0 £47,500 £18,750 £0 £66,250 *Please note that the project supported spanned two financial years, so the total number of units was 34. As at 31 March 2025 the Council had no funding from developer contributions in hand. The Council will utilise any other incoming funds to support Council projects within the Strategic Housing Investment Plan and partner developments, where appropriate. Other funding sources The Council will consider utilising other funding sources to support the Strategic Housing Investment Plan, where appropriate. The Council successfully secured £0.6m from the Scottish Government’s Low Carbon Vacant and Derelict Land Investment Programme to support the King’s Arms, Irvine town centre regeneration project. The Council will consider applications to the Housing Infrastructure Fund to support sites, where appropriate. Council tax on second and empty homes In February 2025 the Council approved a 100% premium Council Tax charge on second homes to be implemented from 1 April 2025. 10% of any additional income received under this policy is ringfenced to support investment in affordable housing. Income received from the reduction in discount for empty and second homes in North Ayrshire is held in the Council’s Affordable Housing Account. Table 8 details the number of units 254
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Page 33 supported per annum and the value of these contributions. All projects supported were delivered as part of the Affordable Housing Supply Programme. The account also funds two posts as detailed within the ‘Island communities’ and ‘Empty homes and second home buy backs’ sections above. Table 8: Projects supported by Council Tax on empty and second homes April 2021 to March 2025 Financial Year 2021 to 2022 2022 to 2023 2023 to 2024 2024 to 2025 Total Number of units supported 469 321 539 81* 1,050* Funding from Council Tax levy on second homes and empty homes £2,024,139 £541,320 £1,147,139 £434,000 £4,146,598 *Please note that a number of the projects supported spanned two financial years so the total number of units was 1,050. As at 31 March 2025 the Council held a balance of £2.617m from the Council Tax levy on second and empty homes, with an estimated annual income of £1m. The Council will utilise the funds to support Council projects within the Strategic Housing Investment Plan and partner developments, where appropriate. Planning and other regulatory matters In 2014, the Council’s Cabinet approved the House Building Protocol, to be used in all Council housing development projects that meet the criteria for permitted development. Class 33 of the Town and Country Planning (General Permitted Development) (Scotland) Order 1992, as amended, enables local authorities to carry out works, within their district, for the erection of dwellings so long as the development conforms with the Local Development Plan. In 2019, it was agreed that all future Council housing developments progressed as permitted development will be required to obtain a ‘Certificate of Lawfulness’ from the Council’s Planning Service. This will certify that each site within the SHIP has been considered against the full terms of the adopted Local Development Plan. Housing development proposals by the Council which do not fall within the scope of permitted development, including schemes which require an Environmental Impact Assessment (EIA), will require planning permission. Proposals over 0.5 hectares in area will require to be screened for the purposes of EIA. 255
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Page 34 Delivery risks Through experience, and engagement with registered social landlords and other developers, development constraints or risks to delivery of the programme have been identified as: • Inflation of building costs and rising tender prices • Shortages of materials • Capacity within the building and development industry across the country • Costs of infrastructure and ground remediation • Delays obtaining statutory utility consents • Emerging costs relating to legislative and building standards regulations amendments • Availability of grant funding The Council and its partners will continue to work closely to monitor and actively manage these risks through the period of the Strategic Housing Investment Plan. Amendments or additions to the plan The delegated authority to accelerate any project detailed within the main SHIP programme is held by the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands. Approval will be required from North Ayrshire Council’s Cabinet to accelerate projects within the SHIP shadow programme or add any new projects to the plan. Development projects An overview of projects detailed in the Strategic Housing Investment Plan tables is provided below by locality. 256
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Page 35 Irvine & Kilwinning Project Estimated timeline Site Information King’s Arms, Irvine (NAC) 6 units Site start: 13 May 2024 Expected completion: Spring 2026 Works are ongoing to regenerate a prominent town centre building to deliver six amenity flats, retaining the original building façade. Ayrshire Central, Irvine (NAC) 202 units Site start: 4 November 2024 Expected completion: Winter 2027 Work is underway on this site, which is in a high demand area, to deliver a mix of general needs, amenity, and wheelchair user properties. Montgomerie Park, Irvine (NAC) 188 units Site start: Spring / summer 2026 Expected completion: Spring / summer 2029 This development will provide a mix of general needs, amenity, and wheelchair user accommodation. The site forms part of a wider masterplan area comprising private development, affordable housing, a new school, and new retail provision. Fullarton Street, Irvine (NAC) 43 units Site start: Early 2027 Expected completion: Spring 2028 This project will redevelop the site of the former Irvine high flats which have now been demolished. The centrally located site will deliver a mix of general needs, amenity, and wheelchair user accommodation. Corsehillhead, Kilwinning (NAC) 7 units Site start: Summer 2027 Expected completion: Autumn 2028 The SHIP shadow programme project will deliver a mix of general needs and amenity accommodation in the Corsehill area of Kilwinning. An options appraisal is required for this site to review its financial viability. St Michael’s Wynd, Kilwinning (NAC) 46 units Site start: Autumn 2027 Expected completion: Spring 2029 This development will provide a mix of general needs, amenity, and wheelchair user accommodation in Kilwinning. The site will complete the redevelopment of the former school site where two previous phases of social housing have been developed. Bourtreehill Village, Irvine (NAC) 32 units Site start: Autumn 2028 Expected completion: Winter 2029 The site will see the regeneration of the Bourtreehill Village area of Irvine. The site is expected to deliver new retail provision and 32 new homes. Redburn Place, Irvine (Cairn) 10 units Site start: Autumn 2025 Expected completion: Autumn 2026 This development will provide general needs, amenity, and wheelchair accommodation. This regeneration site was formerly known as Confidential Site 1. Confidential site 12, Kilwinning (CHA) 25 units Site start: Autumn 2026 Expected completion: Winter 2027 The Kilwinning site remains confidential whilst project viability is assessed. Bank Street, Irvine (CHA) 16 units Site start: Spring 2027 Expected completion: Spring 2028 This Irvine town centre regeneration project in the SHIP shadow programme aims to provide 16 new homes for affordable rent. 257
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Page 36 Project Estimated timeline Site Information Regeneration project 3, Kilwinning (Riverside) 30 units Site start: Spring 2029 Expected completion: Spring 2031 This project involves the regeneration of 30 properties to deliver a mix of general needs houses, amenity properties and homes suitable for wheelchair users. The location has still to be finalised. Redburn Grove, Irvine (NAC) 16 units Site start: Early 2028 Expected completion: Early 2030 The proposed redevelopment of the Council’s existing 16-unit Gypsy/Traveller site. Gottries Road, Irvine (CHA) 30 units Site start: Spring 2026 Expected completion: Spring 2027 This site is located in Irvine Harbourside which is being regenerated through the Ayrshire Growth Deal. Three Towns Project Timeline Site Information Nursery Place (Regen 1e), Ardrossan (NAC) 6 units Site start: Autumn 2026 Expected completion: Autumn 2027 This Estate Based Regeneration Programme redevelopment will see six new affordable homes developed on the cleared Ardrossan site (formerly 12 flats). Grange Court, Stevenston (NAC) 6 units Site start: Autumn 2026 Expected completion: Autumn 2027 This Estate Based Regeneration Programme redevelopment will see 16 properties demolished near Stevenston town centre to be replaced with an estimated six new affordable homes. James Reid, Saltcoats (NAC) 46 units Site start: Summer 2027 Expected completion: Early 2029 The SHIP shadow programme project at the site of the former James Reid school and former Focus Centre will provide general needs, amenity, and homes suitable for wheelchair users. Issues with a culvert are impacting Scottish Water approval, options are being reviewed to resolve this matter. Regeneration Project 1d, Ardrossan (NAC) 36 units Site start: Early 2028 Expected completion: Winter 2029 The SHIP shadow programme project provides a regeneration opportunity for affordable homes, comprising general needs, amenity, and wheelchair user accommodation. Sharphill Phase 5, Saltcoats (CHA) 100 units Site start: Autumn 2028 Expected completion: Spring 2030 The next phase of the Sharphill site will deliver an additional 100 new homes, providing a mix of general needs, amenity, and wheelchair user homes. The scheme has been paused whilst the financial viability is assessed. Confidential Site 10, Ardrossan (CHA) 50 units Site start: Spring 2029 Expected completion: Winter 2030 This project has capacity for up to 50 homes and is confidential until site feasibility can be confirmed. 258
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Page 37 Project Timeline Site Information Parkend Gardens, Saltcoats (Link) 12 units Site start: Early 2029 Expected completion: Early 2030 This development is in close proximity to Saltcoats town centre and adjacent to the Council’s Kyleshill Court. It will deliver a mix of general needs, amenity and wheelchair accommodation. The financial viability of the scheme is currently being assessed. Guthrie Road, Saltcoats (NAC) 7 units Site start: Autumn 2029 Expected completion: Autumn 2030 This Estate Based Regeneration Programme redevelopment will see 18 properties demolished near Saltcoats town centre to be replaced with an estimated seven new affordable homes. North Coast Project Timeline Site Information Nelson Street, Largs (NAC) 3 units Site start: Winter 2025 Expected completion: Spring 2027 This site will see empty homes refurbished at the site which is in close proximity to Largs town centre. Garnock Valley Project Timeline Site Information Former Garnock Academy, Kilbirnie (NAC) 50 units Site start: 17 June 2024 Expected completion: Summer 2026 Work is underway at the site of the former Garnock Academy to deliver a mixture of general needs homes, amenity bungalows and homes suitable for wheelchair users. Arran Project Timeline Site Information Springbank, Brodick (Trust HA) 26 units Site start: Winter 2025 Expected completion: Autumn 2027 Trust Housing Association are exploring the viability of developing 26 homes at this Brodick site. This site was formerly known as Confidential Site 4. The access point for this development should be agreed with NAC Roads as the existing road network may not cope with the additional units. 259
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Page 38 Progress update The Council has made a commitment to develop 1,666 new homes by 2031. Good progress has been made towards achieving this target, with 975 new Council homes built as at 30 June 2025. The tables below detail the Council and its partners combined progress, with a total of 1,888 homes completed by 30 June 2025. Table 9: Social housing new build completions by locality and financial year Locality Pre 2020 to 2021 2020 to 2021 2021 to 2022 2022 to 2023 2023 to 2024 2024 to 2025 2025 to 30 June 2025 Total Arran 56 0 19 15 0 0 0 90 Garnock Valley 24 49 0 0 0 10 4 87 Irvine 361 0 83 35 113 18 13 623 Kilwinning 132 0 24 127 0 0 0 283 North Coast 169 0 141 29 12 26 0 377 Three Towns 210 28 105 16 30 37 2 428 Total Units 952 77 372 222 155 91 19 1,888 Table 10: Social housing new build completions by type House type General needs Amenity housing Sheltered housing Supported accommodation Wheelchair user Ground floor living (wheelchair user) Other adapted Other New Supply Shared Equity Total Units 1,025 364 251 62 95 57 10 8 16 1,888 Percentage 54.3% 19.3% 13.3% 3.3% 5.0% 3.0% 0.5% 0.4% 0.9% 100% It should be noted that 51 of the amenity, sheltered and supported accommodation units detailed above are suitable for wheelchair users. Arran Development Trust also secured funding from the Rural and Island Housing Fund to deliver 18 new affordable homes in Lamlash as detailed in table 11 below. Table 11: Community housing new build completions Project Locality Developer Tenure General Needs Other Total Units Completion Year Rowarden, Lamlash Arran Arran Development Trust Affordable private rent 18 0 18 2025 to 2026 260
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Page 39 Table 12: Council development by locality counted at site practical completion Completed North Ayrshire Council projects Locality General Needs Amenity Sheltered Supported Wheelchair User Ground Floor Living Other Total Units Completion year Copeland Crescent, Millport North Coast 0 11 0 0 1 0 0 12 2013 to 2014 Redstone Avenue, Kilwinning Kilwinning 37 3 0 0 2 4 0 46 2014 to 2015 John Galt PS, Irvine Irvine 64 10 0 0 6 0 0 80 2014 to 2015 Stevenston Institute, Largs North Coast 0 11 0 0 0 0 0 11 2015 to 2016 Dickson Drive, Irvine Irvine 6 2 0 0 0 0 0 8 2015 to 2016 Kiln Court, Irvine Irvine 0 0 16 0 0 0 0 16 2015 to 2016 Montgomery Court, Kilbirnie Garnock Valley 0 8 16 0 0 0 0 24 2016 to 2017 Fencedyke, Irvine Irvine 19 10 0 0 3 3 0 35 2017 to 2018 Glencairn House, Stevenston Three Towns 0 0 28 0 0 0 0 28 2018 to 2019 Canal Court, Saltcoats Three Towns 0 0 36 0 0 0 0 36 2018 to 2019 Ardrossan Road, Seamill North Coast 25 5 0 0 1 0 0 31 2019 to 2020 Dickson Drive, Irvine Irvine 14 3 0 0 4 3 0 24 2019 to 2020 Watt Court & Dalry Primary Garnock Valley 0 8 22 15 0 0 4 49 2020 to 2021 Dalrymple Place, Irvine Irvine 0 0 24 0 9 0 0 33 2021 to 2022 St Beya, Cumbrae North Coast 3 9 0 0 3 3 0 18 2021 to 2022 Springvale, Saltcoats Three Towns 6 2 0 0 2 4 0 14 2021 to 2022 Flatt Road, Largs North Coast 49 16 28 22 5 2 1 123 2021 to 2022 Towerlands, Irvine Irvine 20 12 0 0 5 13 0 50 2021 to 2022 Brathwic Terrace, Arran Arran 17 8 0 0 2 7 0 34 2022 to 2023 St Michael's Wynd, Kilwinning Kilwinning 34 2 24 10 2 6 1 79 2022 to 2023 St Colm's Place, Largs North Coast 0 0 29 0 0 0 0 29 2022 to 2023 Caley Court, Stevenston Three Towns 0 0 0 15 0 0 1 16 2022 to 2023 Harbourside, Irvine Irvine 24 10 28 0 4 4 1 71 2023 to 2024 Afton Court, Stevenston Three Towns 0 6 0 0 0 0 0 6 2023 to 2024 Largs Police Station North Coast 0 12 0 0 0 0 0 12 2023 to 2024 St Mary’s, Largs North Coast 14 12 0 0 0 0 0 26 2024 to 2025 Newhouse Drive, Kilbirnie Garnock Valley 4 3 0 0 0 0 0 7 2024 to 2025 261
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Page 40 Completed North Ayrshire Council projects Locality General Needs Amenity Sheltered Supported Wheelchair User Ground Floor Living Other Total Units Completion year Laburnum Avenue, Beith Garnock Valley 4 3 0 0 0 0 0 7 2025 to 2026 Stanecastle, Irvine Irvine 17 7* 3 4 31 2025 to 2026 James McFarlane, Ardrossan Three Towns 10 4 1 4 19 2025 to 2026 Total Locality 367 177 251 62 53 57 8 975 Completion Year *Three amenity units at Stanecastle were combined to create one large home suitable for wheelchair users. Table 13: Registered Social Landlord development by locality counted at site practical completion Completed Registered Social Landlord projects Locality General needs Amenity Wheelchair Other adapted NSSE Total units Completion Year Flatt Farm, Largs (CHA) North Coast 16 10 0 0 0 26 2013 to 2014 Vineburgh Phase 3, Irvine (CHA) Irvine 43 10 0 0 10 63 2013 to 2014 Jetty Road, Fairlie (CHA) North Coast 10 3 0 0 0 13 2014 to 2015 Benlister Road, Lamlash (Riverside) Arran 50 0 0 0 6 56 2014 to 2015 Vineburgh Phase 4, Irvine (CHA) Irvine 41 6 1 0 0 48 2014 to 2015 Pennyburn, Kilwinning (Riverside) Kilwinning 21 0 1 0 0 22 2015 to 2016 Waterside Street, Largs (CHA) North Coast 0 12 0 0 0 12 2015 to 2016 Seamore Street, Largs (CHA) North Coast 8 3 0 0 0 11 2016 to 2017 Ardrossan Harbour Phase 1 (CHA) Three Towns 55 13 2 0 0 70 2017 to 2018 New Street, Stevenston (CHA) Three Towns 7 7 0 0 0 14 2017 to 2018 Nelson Street, Largs (CHA) North Coast 7 5 2 0 0 14 2018 to 2019 Corsehillhead, Kilwinning (CHA) Kilwinning 57 5 2 0 0 64 2018 to 2019 Ardrossan Harbour Phase 2 (CHA) Three Towns 2 4 4 0 0 10 2018 to 2019 Sharphill Phase 3, Saltcoats (CHA) Three Towns 19 3 2 0 0 24 2018 to 2019 Stanley P.S., Ardrossan (CHA) Three Towns 24 2 2 0 0 28 2018 to 2019 Victoria Hotel, Largs (CHA) North Coast 0 12 0 0 0 12 2018 to 2019 Balnagowan, Skelmorlie (CHA) North Coast 25 0 2 0 0 27 2019 to 2020 Tarryholm Phase 1, Irvine (Riverside) Irvine 61 14 2 10 0 87 2019 to 2020 Ardoch Court, Stevenston (CHA) Three Towns 26 0 2 0 0 28 2020 to 2021 Corrie Crescent (Charitable Bond) (CHA) Three Towns 12 1 0 0 0 13 2021 to 2022 262
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Page 41 Completed Registered Social Landlord projects Locality General needs Amenity Wheelchair Other adapted NSSE Total units Completion Year Glebe, Saltcoats (CHA) Three Towns 0 0 2 0 0 2 2021 to 2022 Sharphill Phase 4, Saltcoats (CHA) Three Towns 65 5 6 0 0 76 2021 to 2022 West Byrehill, Kilwinning (CHA) Kilwinning 59 8 5 0 0 72 2022 to 2023 Tarryholm Phase 2, Irvine (Riverside) Irvine 32 40 5 0 0 77 2023 to 2024 Green Street, Saltcoats (CHA) Three Towns 0 23 1 0 0 24 2023 to 2024 Garven Road, Stevenston Three Towns 18 1 1 0 0 20 2024 to 2025 Total Locality 658 187 42 10 16 913 Completion Year 263
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Official-Protect# Strategic Housing Investment Plan 2026-2031 Pre 2026/27 2026/27 2027/28 2028/29 2029/30 2030/31 Pre 2026/27 2026/27 2027/28 2028/29 2029/30 2030/31 General Needs Amenity Supported W heelchair Ground Floor Living Gypsy / Travellers Newhouse Drive (Regen 1b) Kilbirnie X: 230940 Y: 653815 NAC - New Build 15 Jan 24 10 Dec 24 2023/24 - - £0 £0 £0 £0 £0 £0 Former St Mary's school Largs X: 220995 Y: 659630 NAC - New Build 15 Jan 24 19 Mar 25 2023/24 - - £0 £0 £0 £0 £0 £0 Stanecastle (Redev 11a) Irvine X: 234070 Y: 640150 NAC - New Build 25 Mar 24 22 Apr 25 2023/24 - - £0 £0 £0 £0 £0 £0 James McFarlane (Redev 8a) Ardrossan X: 223300 Y: 643345 NAC - New Build 25 Mar 24 26 May 25 2023/24 - - £0 £0 £0 £0 £0 £0 Laburnum Avenue (Regen 1a) Beith X: 234170 Y: 653640 NAC - New Build 15 Jan 24 27 May 25 2023/24 - - £0 £0 £0 £0 £0 £0 King's Arms (Regen 1c) Irvine X: 232090 Y: 638935 NAC - New Build 13 May 24 01 Apr 26 2023/24 - - £0 £0 £0 £0 £0 £0 Garnock Academy (Redev 9) Kilbirnie X: 231290 Y:654800 NAC - New Build 17 Jun 24 01 Jul 26 2023/24 - - £0 £0 £0 £0 £0 £0 Corrie Crescent cost overruns CHA - - - TBA £0 £0 £0 £0 £0 St Marys cost overruns NAC - - - TBA £0 £0 £0 £0 £0 2nd Hand & Empty Home Buy Backs ! ! NAC 65 Buy Back 01 Apr 24 30 Mar 30 2024/25 65 65 £2,647,000 65 £96,823 £600,000 £600,000 £600,000 £600,000 £150,177 £0 Ayrshire Central (Redev 12) Irvine X: 232105 Y: 640785 NAC 202 New Build 04 Nov 24 30 Nov 27 2024/25 202 202 £24,355,655 65 85 26 26 £6,593,404 £13,331,000 £4,431,251 £0 £0 £0 £0 Nelson Street Largs X: 220655 Y: 659595 NAC 3 Refurb 30 Oct 25 01 Apr 27 2025/26 3 3 £340,000 3 £52,923 £100,000 £187,078 £0 £0 £0 £0 Montgomerie Park Irvine X: 233060 Y: 641300 NAC 188 New Build 01 Jun 26 01 Jun 29 2026/27 188 188 £25,245,389 121 32 19 16 £4,579,235 £280,000 £6,654,000 £11,335,000 £2,397,153 £0 £0 Nursery Place (Regen 1e) Ardrossan X: 223735 Y: 642845 NAC 6 New Build 17 Aug 26 13 Aug 27 2026/27 6 6 £796,362 4 2 £0 £0 £250,000 £546,362 £0 £0 £0 Grange Court (Regen) Stevenston X: 226485 Y: 642150 NAC 6 New Build 19 Oct 26 15 Oct 27 2026/27 6 6 £823,563 6 £0 £0 £250,000 £573,563 £0 £0 £0 Fullarton Street (HF) Irvine X: 232050 Y: 638550 NAC 43 New Build 08 Feb 27 01 Apr 28 2026/27 43 43 £5,902,198 36 4 1 2 £0 £0 £500,000 £812,029 £4,590,169 £0 £0 St Michael's Phase 3 (NAC unallocated) Kilwinning X: 229300 Y: 643040 NAC 46 New Build 04 Oct 27 01 Apr 29 2027/28 46 46 £7,432,515 26 10 4 6 £623,879 £0 £0 £1,500,000 £5,000,000 £308,636 £0 Redburn Grove Irvine X: 231235 Y: 641420 NAC 16 New Build 10 Jan 28 31 Jan 30 2027/28 16 16 £3,521,000 16 £0 £0 £0 £200,000 £1,821,000 £1,500,000 £0 Bourtreehill Village (Redev 7) Irvine X: 234475 Y: 639220 NAC 32 New Build 02 Oct 28 21 Dec 29 2028/29 32 32 £4,630,312 24 6 1 1 £0 £0 £0 £0 £2,000,000 £2,630,312 £0 Guthrie Road Saltcoats X: 225290 Y: 641540 NAC 7 New Build 01 Oct 29 27 Sep 30 2029/30 7 7 £1,031,645 7 £0 £0 £0 £0 £0 £650,000 £381,645 Cairn Buy Back Programme ! ! Cairn 2 Buy Back 01 Apr 24 31 Mar 26 2025/26 2 2 £80,000 2 £40,000 £40,000 £0 £0 £0 £0 £0 Redburn Place (Confidential site 1) Irvine TBA Cairn 9 New Build 01 Oct 25 31 Oct 26 2025/26 9 9 £1,604,370 6 3 £0 £200,000 £1,404,370 £0 £0 £0 £0 Garven Road (Confidential Site 8) Stevenston X: 227180 Y: 641075 CHA - New Build 25 Sep 23 01 Oct 24 2023/24 £3,200,000 £3,200,000 £0 £0 £0 £0 £0 £0 CHA Buy Back Programme ! ! CHA 6 Buy Back 01 Nov 23 31 Mar 30 2023/24 6 6 £240,000 6 £0 £40,000 £40,000 £80,000 £40,000 £40,000 £0 Gottries Road (Harbour Road) Irvine X: 231400 Y: 638253 CHA 30 New Build 01 Apr 26 30 Apr 27 2026/27 30 30 £4,200,000 5 24 1 £0 £0 £4,200,000 £0 £0 £0 £0 Confidential Site 12 (CHA unallocated) Kilwinning TBA CHA 25 New Build 01 Oct 26 31 Oct 27 2026/27 25 25 £4,000,000 20 2 2 1 £0 £0 £4,000,000 £0 £0 £0 £0 Riverside Buy Back Programme Kilwinning ! Riverside 15 Buy Back 01 Apr 23 01 Mar 27 2023/24 15 15 £1,280,000 15 £80,000 £400,000 £400,000 £400,000 £0 £0 £0 Springbank (Confidential site 4) ₳ Arran X: 202088 Y: 635639 Trust 26 New Build 01 Dec 25 30 Sep 27 2025/26 26 26 £5,900,000 26 £0 £1,900,000 £4,000,000 £0 £0 £0 £0 Trust Buy Back Programme Arran ! Trust 14 Buy Back 01 Nov 23 31 Mar 29 2023/24 14 14 £2,356,250 14 £196,250 £360,000 £360,000 £360,000 £360,000 £360,000 £360,000 741 342 298 62 32 7 0 2 24 298 57 353 7 £99,586,260 451 168 0 54 52 16 £15,462,513 £17,251,000 £27,276,699 £16,406,954 £16,808,323 £5,639,125 £741,645 SHIP Shadow Programme 2026-2031 Pre 2026/27 2026/27 2027/28 2028/29 2029/30 2030/31 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 General Needs Amenity Supported W heelchair Ground Floor Living Gypsy / Travellers Corsehillhead Kilwinning X: 231315 Y: 643095 NAC 7 New Build 01 Jul 27 01 Aug 28 2027/28 7 7 £1,977,261 5 2 £202,654 £0 £0 £900,000 £874,607 £0 £0 James Reid & FC (Redev 8b) Saltcoats X: 225511 Y: 642690 NAC 46 New Build 01 Jul 27 01 Jan 29 2027/28 46 46 £7,664,855 26 11 4 5 £829,748 £0 £0 £3,000,000 £3,835,107 £0 £0 Regeneration Project 1d Ardrossan TBA NAC 36 New Build 01 Jan 28 31 Oct 29 2027/28 36 36 £7,614,569 20 5 11 £0 £0 £0 £750,000 £3,733,812 £3,130,757 £0 Confidential Site 3 Kilwinning TBA Cairn - - - - - £0 - £0 £0 £0 £0 £0 £0 £0 Bank Street (111) Irvine X: 232720 Y: 639260 CHA 16 New Build 01 Apr 27 30 Apr 28 2027/28 16 16 £2,560,000 16 £0 £0 £0 £1,750,000 £810,000 £0 £0 Sharphill (Ph 5) Saltcoats X: 225351 Y: 643409 CHA 100 New Build 01 Oct 28 01 Mar 30 2028/29 100 100 £14,800,000 78 17 5 £1,277,000 £0 £0 £2,000,000 £5,000,000 £6,523,000 £0 Confidential Site 10 Ardrossan TBA CHA 50 New Build 01 Apr 29 31 Oct 30 2029/30 50 50 £8,000,000 45 3 2 £0 £0 £0 £0 £0 £8,000,000 £0 Parkend Gardens Saltcoats X: 225165 Y: 641130 Link 12 New Build 10 Jan 29 10 Jan 30 2028/29 12 12 £1,909,931 8 3 1 £83,625 £0 £0 £0 £100,000 £1,726,306 £0 Regeneration Project 3 Kilwinning TBA Riverside 30 New Build 01 Apr 29 01 Mar 31 2029/30 30 30 £2,833,680 24 3 1 2 £0 £0 £0 £0 £0 £2,833,680 £0 297 0 0 105 112 80 0 0 0 0 69 148 80 £47,360,296 222 44 0 13 18 0 £2,393,027 £0 £0 £8,400,000 £14,353,526 £22,213,743 £0 ₳ The access point for this development should be agreed with NAC Roads as the existing road network may not cope with the additional units SHIP 2025 - 2030 New sites added to the SHIP 2026 - 2031 Confidential Sites Sites removed from SHIP 2025 - 2030 Estimated SHIP Spend 2030/31 Estimated SHIP Spend 2029/30 Estimated SHIP Spend 2028/29 Estimated SHIP Spend 2030/31 Estimated SHIP Spend 2027/28 Estimated SHIP Spend 2028/29 Estimated SHIP Spend 2029/30 Estimated SHIP Spend 2027/28 Estimated SHIP Spend 2025/26 House Types Pre 2025/26 Spend Scottish Government Grant Type Estimated Site Start Estimated Practical Completion Site Coordinates UnitsSite Coordinates DeveloperSite Town Site Starts Site Completions Scottish Government Grant Type Estimated SHIP Spend 2026/27 Estimated Site Start Estimated Practical Completion Estimated SHIP Spend 2025/26 House Types Pre 2025/26 Spend SHIP Approval Year Estimated SHIP Spend 2026/27 Site Town Developer Units SHIP Approval Year Site Starts Site Completions #Official-Protect 264
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25 and Performance Strategy 2025-27 Purpose: To update Cabinet regarding the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25 and Performance Strategy 2025-27. Recommendation: That Cabinet: a) notes the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25; b) notes the KA Leisure Performance Strategy 2025-27; and c) authorise officers to support the KA Leisure Board and Executive Team in the delivery of the Performance Strategy 2025-27. 1. Executive Summary 1.1 North Ayrshire Leisure Limited (KA Leisure) aims to improve health and wellbeing through physical activity. The work of the leisure trust includes: • Supporting physical activity • Improving health and wellbeing • Providing quality experiences • Supporting and developing community sport • Enhancing skills through training • Creating pathways to employment 1.2 Following additional cashflow management support during and immediately after the pandemic, in 2022/23, KA Leisure operations returned to more normal levels of activity. In the 2023/24 financial year the financial gap was reduced, with a trading deficit of £13,974. In 2024/25, financial performance has continued to improve, with a shift to a £90,452 surplus. 1.3 In 2024/25, KA Leisure recorded attendance of 1,126,068 visits across all venues and activities. They also secured £755,987 of external funding to improve venues and/or deliver activities. In March 2025, the Auchenharvie Ice Rink successfully hosted the Agenda Item 13 265
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World Wheelchair Curling Championships, a high profile international event and the only qualifier for Olympic or Paralympic sports held within the UK in the year. 1.4 In February 2025, a reduction of £300,000 in the KA Leisure management fee was agreed for the 2025/26 financial year in light of ongoing financial challenges and the continued positive trajectory of the KA Leisure financial position. Council officers, the KA Leisure Board and KA Leisure Executive Team are working closely together to monitor the financial performance of the business and the delivery of agreed outcomes. 1.5 A Performance Strategy for 2025-27 has been prepared which reflects the changing landscape of health, wellbeing and physical activity, with a renewed focus on digital technology capability and the role KA Leisure plays as a valued partner in tackling child poverty and addressing the social and physical determinants of health. KA Leisure is a key member of our Community Planning Partnership and the Collaboration for Health Equity in Scotland programme within North Ayrshire, alongside having representation on our Third Sector Chief Officers Group. 1.6 This year marks 25 years since KA Leisure was established to improve the health and wellbeing of North Ayrshire’s residents through sport and physical activity. 2. Background 2.1 North Ayrshire Leisure Limited trades as KA Leisure. They are a company limited by guarantee and a registered Scottish charity and are also a not-for-profit organisation. Any surpluses generated are reinvested across the company. They are governed by their Articles of Association which includes their charitable objectives. 2.2 KA Leisure aims to improve health and wellbeing through physical activity, regardless of age or background and, to fulfil these goals, encourage participation, operate facilities, and create innovative opportunities to help the inactive become active. 2.3 The business continues to expand and the projected trading income for the 2024/25 year period shows a surplus of £90,452. Average memberships throughout the year included 8,580 fitness members, 682 ANA members who are part of a referral scheme for physical activity, and 1,150 golf members. The annual performance report attached as Appendix 1 provides further information on the performance of the business and of each area of work mentioned below. 2.4 The restructure of the senior management team which took place in the previous year has now been completed and a new adaptive model of operation is embedded. As part of this, KA Leisure have appointed their own HR Manager. The Council continues to maintain strong links with KA to ensure it can benefit from the HR expertise of the Council. Work will continue to ensure that the organisation operates as efficiently as possible. Active Communities 2.6 The Active Communities work of KA has two key strands of Active Lifestyles and Community Sport. The Active Lifestyles Team focuses on supporting long-term health and wellbeing. The Community Sport team plays a vital role in promoting participation in sport across North Ayrshire. Examples of projects delivered in the year include early intervention through the Activator Programme, with the highly visible Activator bus 266
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providing engaging activities alongside vital health checks. Sports programmes such as the Parkinsons Walking Football Group aim to ensure everyone can participate in sporting activity and come together to be part of a supportive and welcoming community. Wellbeing Alliance 2.7 Wellbeing is a strategy priority established both within the Local Outcome Improvement Plan and North Ayrshire Council Plan. KA Leisure has a key role to play in helping to tackle child poverty and also to support delivery of the Marmot principles established via the Collaboration for Health Equity in Scotland programme. Accordingly, KA Leisure is identified as the lead partner in the development of the ‘Wellbeing Alliance’. The Alliance is a collective, multi-level leadership body of third sector partners which aims to build on existing practice and delivery and shift towards a whole system, person centred approach. This is bringing meaningful change as the shared vision creates a closer relationship between health and leisure, built on social prescribing, co-location of services and the delivery of preventative activity opportunities. 2.8 To this end, during the year, a pilot project was carried out in Kilwinning to connect employability and wellbeing, two of the main pillars of the Community Planning Partnership. Engaging 28 different partners, it offered an opportunity for collaboration and creativity using existing resources and simple communication methods to take an ‘open door’ approach and align assets, venues and partners. From this, targeted engagement and support focused on a small area within the Blacklands, providing bespoke pathways for families and helping to create referrals from families that employability services do not normally engage with. Work is ongoing in relation to the next steps for the Wellbeing Alliance programme. Asset Management 2.9 Working with North Ayrshire Council colleagues, KA Leisure continues to secure funding to enhance venues for communities. Within the 2024/25 year this included £230,000 to develop the grass pitches at the Circuit, and £150,000 to redevelop the existing tennis courts in Brodick, Arran. Officers will continue to work together to maximise further investment opportunities where these arise. Financial Performance 2.10 The business now shows full recovery from the Covid-19 pandemic and the potential for further future growth. The projected year end outturn for KA Leisure for 2025/26 indicates a small surplus. This is set with in the context of a £300,000 reduction in the management fee for this year. In addition, the temporary closure of the swimming pool at Auchenharvie following extensive damage to the roof during winter storms has had an impact on income generation. Work has now begun on the repairs to the roof and the pool will be reopened in due course, contributing to restoration of turnover for the business. 2025 – 2027 Performance Strategy 2.11 KA Leisure has recently produced a new Performance Strategy which highlights its areas for development throughout 2025 – 2027. A copy of this is included as Appendix 2. The areas of focus are: • Financial Performance 267
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• Digital Transformation • Wellbeing Alliance and Child Poverty • Staff Wellbeing and Policies • Community Health and Sport • Board Strategy 2.12 Developed using appreciative enquiry, the strategy guides KA Leisure’s key projects over the next two years, each designed to make a tangible impact on the organisation and the communities it serves. It also sets clear and measurable goals to track progress and make informed decisions to adapt and improve services. 2.13 The key projects are strongly aligned to both the Council and Community Planning Partnership’s strategic plans. They are built on an understanding of current strengths and opportunities, as well as the needs of customers and service users. The strategy delivers a comprehensive and flexible approach to navigating the difficult financial landscape while remaining at the heart of collaboration in North Ayrshire and enhancing accessibility and inclusivity across programmes. 2.14 North Ayrshire Council continues to support KA Leisure using previously identified and agreed funding in order to deliver upon its strategy. Officers will work closely together to identify and maximise any future funding and investment opportunities. Governance 2.15 During 2024/25, the KA Leisure Board commissioned a review of current structures and governance processes to ensure compliance with relevant charitable legislation and regulation, build organisational excellence, and to create the optimum conditions to fulfil the charity’s objectives. 2.16 In the spirit of continuous improvement, Council officers, the KA Leisure Board and Executive Team are working through the various recommendations made to augment current culture, policies and processes where required. 3. Proposals 3.1 It is proposed that Cabinet: a) notes the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25; b) notes the KA Leisure Performance Strategy 2025-27; and c) authorise officers to support the KA Leisure Board and Executive Team in the delivery of the Performance Strategy 2025-27. 4. Implications/Socio-economic Duty Financial 4.1 The KA Leisure financial position is closely monitored by the KA Leisure Board, Executive Team, and relevant Council officers. The Council and KA Leisure continue to work together on medium term financial planning. Human Resources 268
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4.2 The Council and KA Leisure will work together to align workforce planning and the KA Performance Strategy. Legal 4.3 None. Equality/Socio-economic 4.4 As set out in the report, KA Leisure continues to focus much of their activity on individuals and groups requiring specialist support and activity, thus closing the inequalities gap across a number of themes. The Wellbeing Alliance aims to work with partners to delivery large scale change that also includes preventative action, with a particular focus on mitigating the impacts of child poverty for children, young people and families. Climate Change and Carbon 4.5 Energy efficiencies continue to be sought through improvements in venues. Key Priorities 4.6 The services delivered by KA Leisure support the North Ayrshire Council Plan strategic aims: • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. The work particularly supports the ‘Wellbeing’ strategic aim, including links with the Collaboration for Health Equities Scotland project and with the Fairer Futures Partnership, aimed at reducing the impact of healthy inequalities and child poverty on people’s life chances and outcomes. Community Wealth Building 4.7 The proposal contained within the report creates and maintains employment opportunities and volunteering and skills development opportunities. Islands Communities Impact Assessment (ICIA) 4.8 KA Leisure continue to deliver services on the islands and to develop new resources on both islands, including the redevelopment of Brodick Tennis Courts on Arran and the introduction of gym facilities within Garrison House on Cumbrae. United Nations Rights of the Child (UNCRC) 4.9 The range of services outlined in the report, including an increased focus on mitigating child poverty, supports children’s rights to participate and to play. 269
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Consumer Duty 4.10 None. 5. Consultation 5.1 Consultations take place with KA Leisure on an ongoing basis and partners. Customers and prospective customers are the focus of regular engagement by KA Leisure and North Ayrshire Council David W. Hammond Executive Director (Communities and Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1 – KA Leisure Performance and Impact Report 2024/25 Appendix 2 – KA Leisure Performance Strategy 2025- 27 270
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1 ANNUAL REPORT 2024-2025 271
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2 272
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3 Contents 4-5 Introduction 6-7 Who We Are 8-11 25 Years of KA Leisure 12-13 Our Year in Numbers 14-15 Making a Difference 16 Active Communities 16-19 Active Lifestyles Team 20-21 Community Sport 22-25 Community Leisure in Action 26-29 North Ayrshire Wellbeing Alliance Opportunity Through Collaboration 30-35 Creating a Culture Where People Thrive 36-37 Evolving with Purpose 38-39 Leading the Way - Performance Strategy 2025–2027 40-44 Performance 45 Reference and Administration Details 46 Chief Executive’s Closing Remarks 273
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4 It is a great honour to introduce this year’s annual report, my first as the newly appointed Chair of KA Leisure. As we mark 25 years of service to the people of North Ayrshire, I am proud to be a part of an organisation that continues to make a profound and lasting impact on the health, wellbeing, and vibrancy of our communities. This report reflects a year of growth, resilience, and innovation. Despite the challenges posed by Storm Eowyn and the wider cost-of-living crisis, KA Leisure has demonstrated remarkable agility and commitment—ensuring that services remained accessible, inclusive, and of the highest quality. From hosting international sporting events to expanding our community programmes and investing in our venues, the organisation has continued to evolve in response to local needs. Our achievements this year are a testament to the dedication of our staff, volunteers, and partners. Whether delivering life-changing health interventions, supporting young athletes, or creating welcoming spaces for families and older adults, KA Leisure has shown that physical activity is not just about fitness— it’s about connection, confidence, and community. I would like to take this opportunity to express my sincere thanks to Ashley Pringle, who has served as Chair with distinction and commitment. Ashley’s leadership has guided KA Leisure through some of its most transformative years, including the challenges of the pandemic and setting the foundations of our new performance strategy. His passion for community wellbeing and belief in the power of sport and physical activity have left a lasting legacy. On behalf of the Board and the wider KA Leisure family, I extend our gratitude and best wishes to Ashley in his retirement. I would also like to extend our thanks to North Ayrshire Council for their continued support and partnership. Their commitment to community wellbeing has been instrumental in enabling KA Leisure to deliver high-quality, inclusive programmes Introduction 274
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5 across the region. Together, we are making a meaningful difference in the lives of thousands of residents, and we look forward to building on this strong foundation in the years ahead. Looking forward, I am excited by the direction set out in our 2025–2027 Performance Strategy. This bold and forward-thinking plan will guide us as we strengthen our financial sustainability, embrace digital transformation, and deepen our impact on community health and wellbeing. We will continue to invest in our people, our facilities, and our partnerships—ensuring that KA Leisure remains a cornerstone across our localities. We are committed to working collaboratively with our partners to build on our successes and meet the challenges ahead. Together, we will continue to lead the way—creating opportunities for everyone to live healthier, happier lives through sport, physical activity, and community engagement. Thank you for your continued support. Cllr John Sweeney Chairman of the Board KA Leisure 275
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Who We Are KA Leisure is a charity and North Ayrshire’s leading provider of physical activity, sport, and wellbeing services. Now in our 25th year, we remain committed to helping people of all ages lead healthier, more active lives through inclusive, high-quality programmes and facilities. We operate a range of venues across the region— including leisure centres, swimming pools, golf courses, sports pitches, and community hubs— delivering services that support physical, mental, and social wellbeing. Our activities span early years to older adults and are delivered in schools, communities, and our own venues, ensuring accessibility and relevance for all. Our purpose is simple: to improve lives through physical activity. Whether through fitness memberships, Learn to Swim programmes, community sport, or tailored support for individuals with long-term health conditions, we aim to make a meaningful difference every day. As a not-for-profit organisation with charitable status, KA Leisure reinvests all surpluses into enhancing our facilities and services. We are governed by our Articles of Association and operate under the trading name of North Ayrshire Leisure Limited. Through strong partnerships and a commitment to innovation, we continue to evolve—responding to the needs of our communities and building a healthier, more connected North Ayrshire. 6 276
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North Ayrshire Leisure Limited is a Company limited by guarantee and has charitable status. The Company’s trading name is KA Leisure. The Company is governed by its Articles of Association. The Company is a not-for-profit organisation, any surpluses generated are reinvested in improving facilities and services. The Company is responsible for the management and operation of the following facilities in North Ayrshire; Auchenharvie Leisure Centre, Stevenston Garnock Community Campus, Glengarnock Portal, Irvine Vikingar!, Largs Community Sport Hubs Arran High School Dalry Primary School Greenwood Academy Kilwinning Academy Largs Academy Stanley Primary School (Company acts as booking agent only) St Matthew’s Academy West Kilbride (in partnership with West Kilbride Community Association) Golf Courses Auchenharvie, Stevenston Ravenspark, Irvine Routenburn, Largs Outdoor Sports Facilities Community Sport Health & Wellbeing Service North Ayrshire Leisure Trading Services Limited (dormant) Facilities are owned by North Ayrshire Council but are leased to the Company. Specific contractual agreements are in existence to enable sport, leisure and recreational community use within school facilities. Company Structure 7277
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8 In 2000, we were established with a clear purpose: to improve the health and wellbeing of North Ayrshire’s residents through sport and physical activity. Over the past 25 years, we have grown from a small local provider into a cornerstone of community life, delivering inclusive, high-quality programmes across a range of venues and reaching millions of people. From the launch of our first cardiac rehabilitation class to the development of our award-winning Active North Ayrshire, our journey has been marked by innovation, investment, and a deep commitment to community wellbeing. We’ve expanded our reach through mobile health units, community sport hubs, and partnerships that have helped us tackle inequality, promote inclusion, and support lifelong participation in physical activity. Our facilities have evolved too. Major investments in venues such as the Portal, Garnock Community Campus, and the Circuit have transformed the landscape of leisure in North Ayrshire. These state-of-the-art centres, alongside our leisure centres, dual-use campuses, golf courses, and sports pitches, provide accessible spaces for everyone from toddlers to older adults to engage in physical activity, social connection, and personal growth. Over the years, we’ve adapted our programmes and delivery to keep pace with changing fitness trends and the needs of our community. We’ve introduced new classes, embraced digital fitness, and updated our equipment to make sure everyone finds something that works for them. By listening to feedback and staying flexible, we’ve created options for all ages and abilities, whether that’s on-demand virtual sessions, specialist support, or fresh approaches to group exercise. This ongoing commitment keeps us relevant and ensures we continue to support North Ayrshire’s wellbeing. Throughout our history, we’ve remained focused on our charitable purpose. As a not-for-profit organisation, every surplus is reinvested into improving services and facilities. This model has allowed us to maintain affordability and accessibility while continuously enhancing the quality of our offerings. Responding to Crisis, Rebuilding Stronger The COVID-19 pandemic brought unprecedented challenges. Our venues closed, programmes paused, and communities faced isolation and uncertainty. Yet, KA Leisure responded swiftly and compassionately. Our teams adapted to deliver remote support, virtual fitness sessions, and outreach programmes that helped individuals stay active and connected during lockdowns. As restrictions eased, we focused on helping people return to physical activity safely. Enhanced hygiene protocols, flexible programming, and targeted support for those with long-term health conditions ensured that our venues were welcoming and secure. Our Active Lifestyles team played a vital role in re- engaging vulnerable groups, offering tailored interventions that supported recovery and resilience. Looking back, what stands out most are the people who have joined us on this journey, our loyal members, new faces, families, and community partners. For 25 years, we’ve been privileged to support and celebrate your achievements, whether that’s taking a first swim, completing a fitness challenge, or simply finding a place to belong. Your feedback, enthusiasm, and commitment have shaped who we are and inspired us to keep improving. Together, we’ve built more than just facilities, we’ve created a welcoming community where everyone can thrive. of KA Leisure 278
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9 of KA Leisure NORTH AYRSHIRE SUPPORTING 25 YEARS 279
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10 Companywide customer management and information system introduced. 2001 • First Cardiac rehabilitation class. KA Fitness Launched. • Viking Visitor Attraction Longhouse opened. 2002 OF KA LEISURE 10 2000 • Garnock Community Campus & Portal Open. • Move to New Head Office, Quarry Road. • £123,00 from MacMillan Cancer Care for our Move More cancer rehabilitation programme. 2017 • Awarded £80,000 from Commonwealth Games Legacy Fund for Mind and Be Active mental health improvement programme. • 1st RoSPA Gold Award. 2015 We partner with North Ayrshire Council and a range of other agencies to establish the Community Health and Wellbeing Alliance supporting the CPP’s Wellbeing Pillar. 2023 Launch of the Know, Show, Go the Way programme to support staff development and success. 2022 North Ayrshire Leisure Limited Established. • KA Exercise Referral Programme, Active North Ayrshire, gains funding from Health and Social Care Partnership. • KA Campus West Kilbride opens. 2013 • New fitness internet enabled equipment purchased across all 4 leisure centres. • On-line customer booking introduced. 2012 to lead healthier, more active lives. NORTH AYRSHIRE SUPPORTING 25 YEARS KA Leisure celebrates 2025 280
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First KA Campuses Open. 2008 • 3-year funding received from the Health and Social Care Partnership to develop a new Health and Wellbeing Service. • KA Campus Largs Opens, Finalists in UK Active Awards – Gym of the year. 2018 Circuit opens with state of the art indoor and outdoor synthetic pitches. 2019 2007 North Ayrshire Leisure rebranded as KA Leisure. Big Lottery Funding – expansion of exercise referral programme to all North Ayrshire surgeries & appointment of Exercise Referral Officer. 2003 Activator Mobile Health & Physical Activity Unit purchased & outreach programme rolled out across North Ayrshire. 2006 2011 Extended & Refurbished Ice Rink Opens at Auchenharvie Leisure Centre. Launch our “Recovery and Renewal Plan”, focusing on long-term sustainability and rebuilding membership after the pandemic. 2021 COVID-19 Response: KA Leisure adapts rapidly to the pandemic, launching digital platforms for live class streaming, outdoor programmes and new health and fitness concepts. Our reopening focused on supporting staff wellbeing and community health. 2020 11281
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12 Our Year in Numbers ... 1.2 Million Visits Despite the closure of Auchenharvie swimming pool from January due to Storm Eowyn, we recorded a notable increase in visitor numbers, rising from 1.13 million in 2023–2024 to 1.79 million in 2024–2025. 18 Venues With 18 venues ranging from leisure centres to golf courses and sports pitches, our charity continues to serve communities across North Ayrshire. The upcoming renovation of three tennis courts in Arran in 2025 marks another step in improving local access to active and healthy lifestyles. 490,000 Indoor Activity Attendances Dry sports and events attendances increased by nearly 50,000 compared to the previous year, driven by a rise in bookings at Community Sports Hubs and strengthened partnerships and support for local community groups. 8,742 Fitness Members We seen a rise in our fitness membership across 2024-2025, growing from a 12-month average of 7,881 to 8,580, highlighting the success of our ongoing commitment to providing high-quality fitness services across our venues. 1,889 Learn to Swim Members Our Learn to Swim programme continued to grow in 2024, with average membership rising from 1,757 in 2023 to 1,889, reflecting sustained demand for high-quality aquatic education across our venues. 70,000 Active Lifestyle Attendances Attendances rose to 69,901 in 2024–2025, up from 62,328 the previous year, as the team continued to support individuals with long-term health conditions through tailored physical activity programmes. 72,000 Community Sport Attendances Our Community Sport Team attendances increased by 20%, with activities delivered across schools, communities, and KA Leisure venues, supporting participants from early years through to older adults. 282
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13 218 Birthday Parties Hosted From bouncy castles to pool inflatables, we’ve been part of hundreds of special days for local families. 263,583 Splashes in our swimming pools during lessons, aqua classes, and family fun sessions. 23,524 Coffees Sold in the Portal café in the last 12 months. The café continues to be a vibrant social space which enhances our customer experience. 9,085 Group Fitness Classes Delivered from yoga to spin to Zumba, keeping energy high and friendships strong. 39,177 Rounds of Golf Played across our courses, keeping the social spirit of golf alive while supporting active lifestyles. 17,000 Miles Walked Over 1700 Miles Walked – Our walking groups covered over 1700 miles which is the equivalent of Irvine to London and back, twice! 12,731 Members With a population of 133,570 in North Ayrshire, KA Leisure proudly serves 12,731 active members across our programmes including Golf, Fitness, ANA, Learn to Swim, and Inspire. This means that 1 in every 11 people in North Ayrshire holds a KA Leisure membership, a strong reflection of our commitment to community health, wellbeing, and engagement. Over a Million Smiles From toddlers taking their first splash to older adults finding strength, confidence, and companionship through activity. 283
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14 Making a Difference 284
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15 Making a Difference For 25 years, we have been dedicated to promoting, supporting, and inspiring people to lead more active and healthier lives, a mission that is more vital than ever in these challenging times. Our vision and strategic direction continue to drive our commitment to improving personal, social, and community health outcomes across North Ayrshire. Through innovative and inclusive programmes, we engage with communities in meaningful way, building lasting relationships, inspiring participation, and empowering individuals to take positive steps toward better health and wellbeing. The following section highlights the stories of some of our incredible participants whose determination, resilience, and progress have inspired others on their active journey. 285
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The Active Lifestyles Team focuses on supporting long-term health and wellbeing. From health walks and physical activity referral programmes to condition-specific classes and wellbeing workshops, the team helps people living with health conditions, those recovering from illness or injury, and individuals simply looking to improve their fitness. Referring partners know they can trust KA Leisure to provide safe, effective, and supportive programmes that empower residents to take control of their health. The Active North Ayrshire (ANA) membership, launched in 2023, continues to go from strength to strength. Offering unlimited access to our fitness suites, pools, and classes, alongside specialist condition-specific classes, ANA provides excellent value for money and ensures participants have regular, supported opportunities to stay active. Membership grew again in 2024–2025 to reach 682 members, highlighting its growing importance as part of North Ayrshire’s wellbeing landscape. Active Communities Lifestyles The Active Communities Team continues to play a vital role in delivering KA Leisure’s mission to improve health and wellbeing across North Ayrshire. With two key strands, Active Lifestyles and Community Sport, the team works hand in hand with partners to engage people of all ages and abilities in meaningful physical activity that makes a lasting difference. Active Lifestyles Team 16 286
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Activator The Activator Programme has also maintained its vital role as a mobile health and wellbeing service. It offers early intervention health checks, such as blood pressure, cholesterol, BMI, which often leads to sign posting or referral to a health professional and timely treatment. The Activator also brings health promotion into workplaces and community events, engaging families and children with fun activities while encouraging healthier choices. After receiving a health check from KA Leisure and following their recommendation, I visited my GP for further tests. This led to the diagnosis of a serious blood condition, which is now being treated. I genuinely believe this intervention may have saved my life. Activator Participant Mind and Be Active For several years, the Mind and Be Active (MBA) project has been providing valuable one-to-one and small group physical activity support to individuals seeking to improve their mental health and wellbeing. The programme has made a significant difference, supporting people to build confidence, reduce isolation, and take positive steps toward healthier, more active lives. In March 2024, The North Ayrshire Health and Social Care Partnership concluded its funding for MBA due to budgetary constraints, and while this means we can no longer offer the same level of intensive, specialist support, the positive legacy of MBA continues within the broader Active North Ayrshire (ANA) programme. While capacity for one- to-one and small group interventions has reduced, the breadth of ANA ensures people can engage in regular physical activity, connect socially, and sustain their wellbeing journey. This reflects our commitment to keeping mental health support at the heart of all our wellbeing programmes, ensuring that physical activity on referral remains a trusted pathway for improving both physical and mental wellbeing across North Ayrshire. 17287
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18 I was on the Isle of May trying to photograph puffins and today when I was putting my washing out, I was so thankful for our class and the balance and strengthening exercises we do. This class helps me to live the life I want to. Thank you. Linda Empowered Through Activity: Linda’s Story Linda, living with MS for over 30 years, has faced daily challenges with mobility and balance. Through the ANA programme’s tailored classes, she has strengthened her confidence and ability to stay active: Health & Wellbeing Hub Staying Active Together – The McDowall Family Jane joined Active North Ayrshire to manage stiffness and pain following knee replacements and reduce her risk of falls. She now attends four weekly classes, including Invigor8, Invigor8+, aerobics, and aqua, and values the social connection and enjoyment they bring. Inspired by Jane, her family also got involved. Austin, recovering from a serious illness and 7 ½ months in hospital, now attends Invigor8 classes and no longer requires walking aids. Linda her sister, previously anxious and withdrawn due to dizziness and falls, now participates in four classes weekly and feels more confident and socially connected. Together, the McDowalls demonstrate how staying active as a family can improve physical health, mental wellbeing, and quality of life. The Bridgegate Hub has continued to serve as a valuable base for connecting with communities, offering information, support, and early interventions. As we prepare to relocate to the Trinity Hub, we are excited about expanding our reach further, welcoming more partners, and creating even greater opportunities for collaboration and impact. Active Recovery – Brian’s Story Following a cardiac episode, Brian Haughton (66) was referred to KA Leisure’s cardiac rehab programme by his GP. He began at the active recovery level and progressed to a supported gym class. Today, Brian continues with cardiac rehab and independently follows a bespoke gym routine. Outside of structured sessions, he enjoys regular walking - coastal, forest, and hill walks. Brian credits increased activity with improving both his physical and mental wellbeing. He’s now able to jog, and follow-up hospital tests have shown improved heart function. He values the supportive, good-humoured class environment and appreciates that activities are tailored to individual pace. Looking ahead, Brian is committed to continuing his journey with KA Leisure to further enhance his health. 288
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Once for Scotland – Leading the Way in Physical Activity on Referral. Active North Ayrshire data is shaping Scotland’s approach to wellbeing. In 2023, at the Scotland CLUK members’ meeting, a bold proposal was set out: that every leisure trust in Scotland should unite behind a single wellbeing priority and take a collective step forward. The consensus was clear, physical activity on referral should be that focus, with every trust committing to collect and share a consistent minimum dataset from their Tier 2 Physical Activity Referral Schemes. With Public Health Scotland and Napier University as key partners, this initiative represents a landmark moment for our sector: for the first time, Scotland’s leisure trusts are working together to create a national evidence base that demonstrates the true impact of activity on referral. KA Leisure is proud to be at the forefront of this movement. As one of only 10 leisure trusts selected to shape and pilot the minimum dataset, we have helped design a framework that went live nationally on 1 April 2025. This dataset, aligned to the Physical Activity Referral Standards published by Public Health Scotland in 2022, will provide robust and consistent evidence of the life-changing impact these programmes deliver. For us locally, data from Active North Ayrshire is now feeding directly into this project. Not only will this give us richer insight into how our programmes improve health and wellbeing in our own communities, but it also places North Ayrshire at the heart of a national story. Together, we are setting a new standard, showing that physical activity is not just an intervention, but a cornerstone of Scotland’s public health approach. 19289
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The Community Sport team plays a vital role in promoting participation in sport across North Ayrshire. Through strategic partnerships and targeted programmes, the team ensures that sport is accessible, inclusive, and impactful for individuals and communities. Our work is delivered across three key areas: We deliver inclusive programmes that encourage participation across all ages and abilities. Over 100 classes per week are led by KA Leisure coaches and partner clubs, activities take place in schools and community venues, integrating sport with wider wellbeing opportunities. The addition of art, drama, and music allows children and young people to explore diverse interests, while the Inspire Membership ensures cost is not a barrier to participation. Our commitment to developing community pathways and creating sociable environments for inclusive sport was strengthened this year by the recruitment of our new Racquet Sports Coordinator. They have already increased participation across badminton and pickleball by 40%. The next year will see the development of a new social league and further strengthen our pathways from schools to participation. Strengthening Communities Through Sport Through the Community Sport Hub programme, KA Leisure supports the development of local sports clubs by offering guidance on governance, volunteer training, and capacity building. By connecting clubs with schools and community groups, the hubs strengthen networks and enhance participation. Our Sport Hub programme includes a network of 78 clubs who operate across North Ayrshires and embedded in our communities. Support includes our club grow programme designed to encourage clubs to start new age groups and sections. Across the year we supported the start of 7 new teams across 6 clubs with the programme providing 8 weeks of free lets, coach support and training for new volunteers. KA Leisure uses sport as a tool for social change, with targeted initiatives that engage underrepresented groups, promote inclusion, and support wellbeing. Programmes are tailored to community needs, helping reduce inequalities and ensuring sport contributes meaningfully to local development. As part of this commitment, KA Leisure has distributed over 350 memberships to young people, including those who are Care Experienced, Young Carers, and those supported by social work services. These partnerships help remove barriers to participation and ensure that every young person has the opportunity to benefit from sport and physical activity. We marked Scotland’s Euro 2024 journey with a school’s tour and two community fanzone events. The tour delivered Scotland-themed sessions in schools, combining football activities with cultural engagement to inspire pupils. The fanzones featured live match screenings, interactive sports, food and drink, and family-friendly entertainment, creating a vibrant atmosphere that brought communities together in celebration. (Photo in the Folder) In July 2024 we were proud to launch our Talented Athlete Programme. The initiative was introduced to support and nurture athletes from North Ayrshire who are competing at national and regional levels. The programme offers a range of benefits aimed at helping athletes train effectively including a free membership and workshops to improve their training and mindset. We also use the programme as an opportunity to celebrate the talent we have in North Ayrshire. We currently have 34 supported athletes with the youngest aged 12 and the oldest 74. Community Sport 20 290
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Champions For Change Champions for Change has remained a key part of our delivery supporting the addiction and substance misuse agenda in North Ayrshire. Funded by the North Ayrshire Alcohol and Drug Partnership it has two key delivery strands. Education on substance misuse in schools using sport and physical activity as a tool to engage with delivery in 37 schools across the year. We also support individuals in recovery by providing memberships and physical activity opportunities. In 2024-2025 we distributed 533 3-month memberships through health professionals and key support workers. It stops her from relapsing to alcohol. It benefits her mental health, and she has seen a difference in herself. She utilises the pass more on the days she is struggling with her mental health and uses the gym and swimming as a way to distract and cope with any negative thoughts and thoughts of relapsing. NADARS Support Worker Parkinson’s Walking Football Our new Parkinson’s specific class is delivered at The Circuit, Irvine, through a collaborative effort between our Community Sport and Active Lifestyles teams. It builds on our well-established Parkinson’s programme, which already includes gym sessions, studio classes, spin classes, and walking groups. We deliver this programme in partnership with Parkinson’s UK, Walking Football Scotland, and the Scottish FA, supporting individuals living with Parkinson’s to get back on the pitch. The sessions are designed to improve balance, coordination, and strength, helping to manage the impact of the condition while promoting independence and wellbeing. Most importantly, the programme offers a weekly opportunity for participants to come together, enjoy a game of football, and share a coffee afterwards creating a supportive and welcoming community. Talented Athlete Spotlight – Ethan Rankin Ethan Rankin joined KA Leisure’s Talented Athlete Programme in 2024 and continues to excel in Ice Hockey. In 2025, Ethan represented Scotland at an under-18 international tournament in Finland, helping the team achieve a strong 4th place finish out of 12 nations. His progress has been supported by access to high- quality facilities and resources through the programme. Ethan’s mum, Joyce, highlighted the impact of the support, providing him the extra tools he needed to achieve his best. KA Leisure is proud to support Ethan’s journey and looks forward to his continued success. 21291
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At KA Leisure, our leisure services are at the heart of community life across North Ayrshire. From our vibrant venues and welcoming fitness suites to our scenic golf courses, swimming pools, and flexible spaces for hire, we offer a diverse range of opportunities for people of all ages and abilities to stay active, connect, and thrive. Our facilities are more than just places to exercise, they are community hubs where wellbeing, inclusion, and enjoyment come together. Whether it’s learning to swim, joining a fitness class, playing a round of golf, or attending a local club or event, KA Leisure continues to provide high quality, accessible experiences that support healthier, happier lives. We continue to see strong and growing demand for our programmes, activities, and services across KA Leisure. However, in January, Storm Eowyn caused widespread damage across several venues, including significant roof damage at Auchenharvie, resulting in the swimming pools long term closure. In response, our staff teams acted swiftly and professionally, working tirelessly to minimise the impact on customers and maintain continuity of service. Thanks to their dedication and adaptability, we reduced the impact to our Learn to Swim and other aquatic programmes by reallocating participants across our three remaining pools. Unfortunately, the damage has had a notable impact on income and has constrained membership growth, with reopening not expected until late 2025. KA Leisure continues to invest in the development and enhancement of our facilities to better serve communities across North Ayrshire. This year, £230,000 of external funding supported the redevelopment of grass football pitches at Quarry Road, providing improved infrastructure for local teams as they expand and grow their sections. In addition, £150,000 was secured to redevelop the existing tennis courts in Brodick, Arran, helping to strengthen tennis provision for both residents and visitors to the island. Both projects are scheduled for completion by Autumn/Winter 2025, and will further expand our portfolio of high quality venues, reinforcing our commitment to accessible, inclusive, and community focused leisure opportunities. Community Leisure in Action 22 292
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At KA Leisure, we recognise the vital role that social connection plays in supporting physical activity and overall wellbeing. The adoption of the Portal Café from North Ayrshire Council has created a welcoming space for customers to spend time together before and after sessions, enhancing the overall experience. This has been especially valued by new parents attending gymnastics or swimming lessons, as well as by older adults participating in referral classes. The success of the Portal Café has inspired further investment, with the redevelopment of the Vikingar Café underway and set to open in October 2025, alongside plans for future social spaces at Auchenharvie. In March, KA Leisure was honoured to host the World Wheelchair Curling Championships and the World Wheelchair Mixed Doubles Championships at Auchenharvie Ice Rink, welcoming elite athletes from around the globe to North Ayrshire. The event showcased not only world class sporting talent but also the exceptional dedication and teamwork of our staff, whose preparation helped deliver an unforgettable experience for competitors and spectators alike. This was in despite the recent disruptions caused by storm Eowyn. In partnership with Scottish Curling, this milestone event highlighted KA Leisure’s capability to host international competitions and reinforced our role in promoting inclusive sport at every level. 23293
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24 Golf A wet summer and an extended period of works to public water systems at Auchenharvie contributed to a 3% reduction in attendances at our golf courses this year. While this presented some operational challenges, we remain optimistic about the year ahead, with a renewed focus on junior golf development as a key priority for 2025/2026. The recruitment of a new golf coach and collaborative work with local clubs to build their readiness to support junior players will strengthen our pathway from the driving range to the golf course. Fitness At KA Leisure, we are committed to developing programmes that are inclusive, supportive, and tailored to the diverse needs of our communities. Initiatives such as Elevate 8, Fit Round My Baby, and the Elevate Academy are prime examples of how we create accessible opportunities for individuals to stay active while receiving the additional support they need to achieve their personal goals. In particular, the Elevate Academy has made a significant impact, offering a structured four-week course designed to engage and empower young people through physical activity, education, and confidence building. In 2024/2025, an impressive 856 young people aged 12–15 completed the programme. As part of our ongoing efforts to improve accessibility and simplify customer experience, KA Leisure undertook a successful exercise to streamline our membership options. This initiative has made it easier for individuals to find the right membership to suit their lifestyle and activity needs. Notably, our 12–17 and 18–25 membership categories have emerged as particularly popular choices, reflecting strong engagement from younger age groups. By offering clear, targeted options, we’ve enhanced value for our customers and supported increased participation across our venues. Attendances 2023- 2024 2024- 2025 % Difference Fitness Suite 79,287 94,674 19.41% Fitness Class 83,334 91,231 9.48% The Elevate Academy is a great opportunity which allows under 16’s to use a gym. The instructors were all excellent, very knowledgeable and helpful. I enjoyed getting a good understanding of how the wide range of gym equipment works. I joined the gym after the course, and train regularly with my dad – usually 3 times a week. This training is helping me with my fitness, which in turn helps me with my football and field hockey training. I always feel good after a workout as it helps clear my head. Joshua, Elevate Academy Graduate 294
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Learn to Swim Our Learn to Swim programme continues to thrive, building on last year’s successful transition to fully digitalised reporting. This upgrade has significantly improved access for teachers to record progress and for parents to track their child’s development in real time. In response to growing demand, we’ve expanded our offering to include Parent and Child classes, Adult lessons, and ASN specific sessions, alongside holiday crash courses and 1-to-1 lessons. We anticipate that 1-to-1 lessons will soon become a standard option across our programme. These developments have been achieved despite the loss of one of our busiest pools Auchenharvie due to structural damage caused by January’s storms. Thanks to the dedication and flexibility of our staff, over 200 swimmers were successfully transferred from Auchenharvie to The Portal, where lessons have continued side by side using available space. With demand for swimming lessons continuing to grow, we delivered a training course in December that resulted in eight new swimming teachers, and we are now preparing to launch our own teacher training programme. This will allow us to further develop our current staff and offer qualification opportunities for aspiring teachers, ensuring the long-term sustainability and quality of our Learn to Swim programme. The digital tracking system has been brilliant, it’s allowed to celebrate his progress and work on his weaknesses. We’ve seen a huge boost in his confidence, especially in the water. On our holiday this summer, he was swimming independently and even helping his younger brother. It was amazing to see how far he’s come thanks to the support from Jennifer and the Learn to Swim programme. Paul M, Parent 25295
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North Ayrshire Wellbeing Alliance Opportunity Through Collaboration How it all started North Ayrshire Partnership Plan: Local Outcomes Improvement Plan 2022-30 Outcome - We will reduce inequalities by targeted support to improve individual, family and community wellbeing. Established in September 2022, North Ayrshire’s Wellbeing Alliance builds on the extensive work already undertaken and sets the strategic direction for the wellbeing agenda. How it all started 26 296
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27 Coming Together: March 2024 Partner Pledge This wasn’t just about putting signatures on paper, it was about showing a genuine commitment to working side by side to make North Ayrshire a healthier, happier place. Health, leisure, education, community, and third sector organisations all played their part, making it clear that the Alliance is strongest when everyone pulls together. The energy from that day has carried forward into the work we’re doing now: local pilots, stronger networks, and fresh ideas that connect people to new opportunities. The pledge is still an important reminder of what we can achieve when we act as one, with the wellbeing of our communities at the heart of it all. In March 2024, the North Ayrshire Wellbeing Alliance marked a real turning point. Partners from across the area came together for a special event to show their support for the Alliance’s vision and to sign up to a shared Wellbeing Pledge. 297
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28 The Garnock Valley Task Force was set up as a direct response to concerns about rising anti-social behaviour in the area. KA Leisure was uniquely placed to lead this intervention, drawing on our trusted role locally, our strong partnerships, and our expertise in using physical activity and leisure as tools for positive change. Working alongside Police Scotland, North Ayrshire Council, and local schools, the task force focused on giving young people positive alternatives to anti-social behaviour. It was identified early on that education provided the strongest route to re-engage young people, help them make better life decisions, and encourage them back into the learning environment. Alongside this, structured sport and activity programmes created additional opportunities to build confidence, skills, and a sense of belonging. Although the numbers reached were modest compared to larger scale programmes, the strength of the Garnock Valley Task Force lay in its depth and impact. By responding quickly to identified needs, listening carefully to young people, and testing new approaches, the programme demonstrated how targeted interventions can create real change. The learning from Garnock Valley has directly shaped the ongoing work of the North Ayrshire Wellbeing Alliance, influencing how we design future initiatives such as the Kilwinning pilot. It highlighted the importance of education and wellbeing working hand in hand, and reinforced KA Leisure’s leadership role in reimagining leisure not only as a service provider but as a driver of change and opportunity for young people in North Ayrshire. Our programme with KA has been devised to support young people in our community who find engaging with learning and the life of school a challenge. It is our aim to work in collaboration with KA staff and Youth Services to build confidence in these young people by helping them further develop their existing skills and discover new ones. Mrs Gardner – Depute Head Teacher, Garnock Community Campus Garnock Valley Task Force 298
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29 Partner Engagement: Starting the Conversation In late 2023, we launched a series of Wellbeing Alliance partner drop-in sessions — and they proved to be a fantastic success. Held across venues in Lochshore, Kilwinning, Irvine, and Stevenston, the sessions brought together colleagues from KA Leisure, TACT, Arran CVS, NHS Ayrshire & Arran, and North Ayrshire Council’s Employability Team, alongside many local partners. These informal sessions were all about coffee, conversation, and connection. They gave partners the chance to share ideas, explore opportunities to collaborate, and hear more about the ambitions of the North Ayrshire Wellbeing Alliance. More than just meetings, the drop-ins became the starting point of a genuine community conversation, creating space for honest dialogue, fresh ideas, and the first building blocks of projects that are now taking shape. The energy and feedback from these sessions have directly influenced the development of the Kilwinning pilot and future Alliance activity. They reminded us that the strongest ideas come from listening, connecting, and working together. The Kilwinning Pilot brings the Alliance’s principles of innovation, boldness, and collaboration to life. Building on the success of the Garnock Valley Task Force, it tackles two of North Ayrshire’s biggest challenges: improving wellbeing and reducing unemployment, by linking health, physical activity, and social inclusion with skills, training, and employability pathways. Phase 1 focused on around 450 households in Kilwinning West/Blacklands. An initial workshop with 28 partners set the direction, and a simple communication network, the Kilwinning Partner Network (KPN), has kept everyone connected. Delivery has combined structured opportunities such as accredited job courses, supported by wraparound partner input, with informal activities like family fun days, creating layers of engagement that offered something for everyone. At the same time, the pilot has taken a strengths-based approach, making the most of local assets, venues, partners, and creativity, to maximise reach and impact. This collective voice continues to guide delivery, showing that collaboration and creativity can generate meaningful change even without a dedicated budget. Phase 2 will build on this strong foundation, combining demographic profiling with community insight to design more tailored and targeted support. The pilot has already demonstrated that small, locally driven interventions can deliver big lessons, laying the groundwork for a stronger wellbeing future across North Ayrshire. North Ayrshire Wellbeing Alliance – Kilwinning Pilot 299
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Our commitment to community wellbeing extends equally to our workforce. We are proud to be recognised as a sector leader in health and wellbeing, and that reputation depends on the quality, expertise, and core competencies of our staff. By investing in skills, training, and clear pathways for progression, we ensure our people remain confident, future-ready, and ahead of emerging trends in the sector. We have enhanced our staffing structure by adopting a strengths-based approach, realigning our teams to improve efficiency and effectiveness. In addition, we have strengthened our HR function with the introduction of a new Head of People role and the allocation of additional resources to support the team’s development and capacity. Creating a Culture Where People Thrive At KA Leisure, our people are the driving force behind everything we do. From colleagues on the frontline delivering activities in our venues to the teams behind the scenes shaping innovation, every individual plays a vital role in achieving our mission of keeping North Ayrshire active, healthy, and connected. 30 300
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31 Listening to Our People We are always dedicated to listening to our staff, and this year we introduced the EEDA engagement platform, a significant step forward in how we connect with, support, and empower our workforce. EEDA provides a dynamic and private space for staff to share feedback and engage in meaningful dialogue across the organisation. By embracing this tool, we’re strengthening our culture of transparency, collaboration, and continuous improvement, ensuring that staff voices directly inform how we shape the future. In addition, insights from our Workplace Wellbeing Survey have guided decisions across the organisation, and the refreshed Health, Safety and Wellbeing (HSW) Group has strengthened this further. Acting as a voice for employees, the HSW Group helps shape policies, provides decision-making support, and ensures wellbeing remains at the centre of our organisational culture, enabling us to create practical, campaign- focused improvements that respond directly to what staff say matters most. Learning and Training We continue to place professional development at the heart of our offer to staff. A blended approach to learning now combines traditional training with digital innovation, ensuring that everyone has the tools they need to succeed. Our adoption of the ProCompliance platform provides staff with a clear, accessible, and accountable way to meet training requirements and develop new skills. Alongside our enhanced Professional Development Review (PDR) framework, this ensures consistent, meaningful conversations about goals, progress, and growth, encouraging staff to take ownership of their development while aligning ambitions with organisational priorities. The new training platform has made it so much easier to keep on top of requirements and also explore areas I’m interested in. It feels like an investment in us as people, not just employees. KA Leisure Staff Member 301
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32 Health Safety and Wellbeing Group This year, KA Leisure reestablished its Health, Safety and Wellbeing Group, reaffirming our commitment to creating a safe, supportive, and inclusive working environment. The group plays a central role in coordinating and endorsing the development of our health, safety, and wellbeing strategy, while also contributing to the review and drafting of related policies. Acting as a representative body for all employees, the group provides vital decision-making support to the Health, Safety and Risk Manager and collaborates closely with managers across the organisation to ensure the success of our wellbeing programme. It also serves as a forum for open discussion on issues affecting staff and the wider organisation, with a strong emphasis on managing personal health data and individual views with sensitivity and confidentiality. 302
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33 A Decade of Excellence: KA Leisure’s RoSPA President’s Award We were incredibly proud this year to receive the prestigious RoSPA President’s Award, celebrating our 11th consecutive Gold Award for health and safety excellence! This remarkable achievement is a testament to the unwavering dedication and professionalism of our entire team. It highlights our commitment to maintaining the highest safety standards across all operations throughout 2024. This award not only showcases our robust safety culture but also the collective effort of every single staff member who helps make KA Leisure a safe, welcoming, and responsible organisation for our employees and local communities. I’m so proud of our team for this incredible achievement! Winning the RoSPA President’s Award for an 11th consecutive year is a huge honour. It truly reflects our team’s tireless effort and professionalism in keeping our facilities safe for everyone. We believe that providing top-quality, safe places for our communities to be active is what we’re all about. Lisa Little Health, Safety and Risk Manager Our Culture Underpinning all of this is our culture, rooted in our “Know the Way, Show the Way, Go the Way” values and behaviours. These values guide how we work with one another, how we support our communities, and how we grow as an organisation. They reflect our ambition to be an employer of choice, where staff feel valued, supported, and empowered to thrive, just as we strive to help our communities do the same. By supporting our people in this way, we strengthen the foundations of KA Leisure, creating a culture of care, competence, and collaboration. 303
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Staff Conference This year’s Staff Conference and Awards was a celebration of the passion, dedication, and impact of our incredible team at KA Leisure. Bringing together colleagues from across the organisation, the event provided a valuable opportunity to reflect on our shared achievements, explore future priorities and strengthen connections. The highlight of the day was our Staff Awards Ceremony, where we recognised individuals and teams who have gone above and beyond in delivering excellence, innovation, and community impact. From rising stars to outstanding contributions in customer service, wellbeing, and teamwork, the awards showcased the talent and commitment that make KA Leisure such a special place to work. Award Members: H Community Award: Sharon McIntyre & Celina Graham H Leisure Award: Nicole McDonald & Mark Clark H Community Hero Award: Craig Hamilton H Customer Champion Award: Susan Bell H The Power of Team Award: Active Lifestyles H Additional Team Award: Auchenharvie Leisure Centre H Rising Star Award: Amiee McCluskie H Outstanding Role Model Award: Helen Campbell & Andy Stevenson 34 304
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Active Kindness Our commitment to people also extends to our network of volunteers across North Ayrshire. In 2024, KA Leisure was proud to be selected as one of only ten leisure trusts by Community Leisure UK (CLUK) to take part in the Active Kindness programme, a national project designed to build the capacity of Leisure and Culture Trusts in volunteer management and re-energise the volunteering experience across the charitable trust sector. Active Kindness is a bespoke programme that provides funding, training, and tailored support to strengthen how we engage, recruit, and support volunteers. For KA, it has meant access to high-quality resources and expert input that allow us to both profile our volunteer roles more effectively and better demonstrate the vital impact our volunteers have in keeping the world of KA moving. Our involvement has also given us new tools to enhance delivery locally. We benefitted from bespoke workshops led by the National Council for Volunteering (NCVO), and gained access to CLUK’s online volunteer toolkit, a dedicated resource for the charitable trust sector. This project is more than a training opportunity; it’s an investment in the future of volunteering in North Ayrshire. It enables us to increase volunteer numbers, diversify participation, and re-energise the volunteering experience, ensuring our programmes and venues are welcoming, inclusive, and sustainable. Looking ahead, Active Kindness will support us in developing a comprehensive volunteering strategy for KA Leisure, amplifying the value that volunteers bring across our services. For KA, volunteering isn’t just about giving time, it’s about building stronger communities, empowering individuals, and ensuring that everyone can play a role in delivering wellbeing locally. We can now collaborate more effectively with our Third Sector Interface partners the The Ayrshire Community Trust, and Arran Community and Voluntary Service. Volunteering with KA has given me a real sense of purpose. I’ve met new people, learned new skills, and I feel like I’m making a difference in my own community. It’s great to know that even a few hours of my time helps keep things running and brings people together. Volunteer at KA Leisure 35305
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As we continue to grow, we are placing a strong focus on increasing efficiency across all areas of the organisation. This includes optimising supplier relationships and reviewing staffing levels to ensure we are operating as effectively as possible. These efforts are aimed at streamlining operations, reducing waste, and ensuring resources are aligned with strategic priorities, supporting sustainable growth and improved service delivery. As part of our commitment to enhancing member experience and retention, KA Leisure has introduced the KeepMe platform, a powerful tool designed to support personalised engagement and communication with our fitness members. KeepMe enables us to better understand member behaviour, tailor messaging, and deliver timely support that encourages continued participation. By using data driven insights, we can proactively identify members who may need additional motivation or guidance, helping them stay on track with their health and fitness goals. Evolving with Purpose As an organisation committed to continuous improvement, we have made significant strides in evolving our processes, communication, delivery methods, and overall customer experience. This purposeful evolution reflects our dedication to meeting the changing needs of our community while enhancing operational efficiency and service quality. Through strategic investments in technology, staff development, and customer engagement, we are building a more responsive, streamlined, and user focused service model that supports long term growth and impact. 36 306
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KeepMe has also supported us in gathering the views and opinions of our customers through targeted surveys, providing valuable insights for managers. These insights have helped shape service improvements and ensure our offerings remain aligned with customer needs and expectations. AI now plays a central role in analysing member behaviour, predicting leavers and personalising communication strategies, enabling us to make smarter, data-driven decisions. In addition, we’re further integrating AI into our data collection and reporting to support real time decision making for our managers. We’ve also introduced smart tile access, which brings added convenience and security for both our team and our customers. This technology enables seamless, contactless entry to facilities using digital credentials, reducing reliance on physical key cards or manual check- ins. For customers, it means quicker, hassle free access to services, while for us, it provides real-time insights into usage patterns and helps optimise operational efficiency. The KA Leisure app, alongside ongoing development of our CRM system, has significantly enhanced the customer journey, including targeted messaging and expanded digital booking options. In 2025, we will be introducing additional online services, including pitch bookings, indoor court hire, and golf round reservations, making it easier than ever for customers to access and manage their leisure activities. 37307
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Our mission is to enhance lives through physical activity, community engagement, and inclusive services, ensuring that everyone, regardless of age, ability, or background, can access opportunities to lead healthier, happier lives. This strategy has been shaped using appreciative inquiry, a strengths-based approach that builds on everything we’ve achieved over the past 25 years. It reflects the values, successes, and energy of our organisation and will be delivered through the collective strengths of our teams across KA Leisure. By focusing on what works well and engaging our people in meaningful collaboration, we are creating a strategy that is both visionary and practical. Leading the Way - Performance Strategy 2025–2027 After celebrating 25 years of service, we are proud to launch our new Performance Strategy for 2025–2027, a bold and forward-thinking plan that builds on our legacy and sets a clear direction for the future. This strategy is rooted in our vision to become a world-class leisure provider, delivering exemplary health, wellbeing, and leisure services across North Ayrshire. 38 308
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39 Our Strategic Vision Over the next two years, we will focus on six key areas: 1. Financial Performance: Ensuring sustainable growth and financial stability. We will continue to explore innovative funding solutions and cost-saving measures to maintain our financial health and support our mission. 2. Digital Transformation: Embracing technology to enhance our services and reach. By investing in digital platforms and tools, we aim to improve user experience, streamline operations, and expand our online presence. 3. The North Ayrshire Health & Wellbeing Alliance: Collaborating to address local priorities – the Alliance is designed to place wellbeing at the heart of North Ayrshires strategic development, build on the great work of our partners and explore bold innovative approaches to make a real difference. 4. Our People – Staff Wellbeing and Policies: Investing in our team to foster a supportive and thriving workplace. We recognise that our staff are our greatest asset, and we are committed to their professional development, mental health, and overall wellbeing. 5. Community Health and Sport: Promoting active lifestyles and community engagement. Through a variety of programmes and initiatives, we will encourage participation in sports and physical activities, contributing to the health and vitality of our community. 6. Board Strategy - Fit for the Future: Strengthening our governance to navigate future challenges. We will ensure our board is equipped with the skills and knowledge needed to guide our organisation through the evolving landscape of the leisure and charity sectors. Special Projects & Innovation We are also investing in key developments to enhance our facilities and services: • Auchenharvie Redevelopment: Preparing to transform the pool hall into a community asset. • Vikingar Development: Enhancing entertainment and community engagement. • Brodick Tennis Courts & Quarry Road Padel: Creating new opportunities for sport and recreation. • Community Sport Hubs: Develop our Community Sport Hubs to better serve local need. • Efficiency Savings: Identify savings and generate additional income to tackle reduced funding and rising costs. A Strategy Built on Resilience and Recovery This strategy reflects not only our ambitions but also our journey through recent challenges. The COVID-19 pandemic, cost of living and energy crises tested our resilience, but it also revealed our strength. Now, we are not just recovering, we are growing. Attendance, membership, and engagement are rising. Our partnerships are stronger than ever and our commitment to inclusion, innovation, and impact continues to guide everything we do. Together, with our staff, partners, and communities, we will lead the way, creating a healthier, more connected North Ayrshire. Scan QR code to read full Performance Strategy for 2025–2027 309
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Performance Attendances The Company reports its Statutory Performance Indicators (SPIs) to North Ayrshire Council every year to assess its performance. SPI 2023-2024 Attendances 2024-2025 Attendances % Difference 2025-26 Target Wetside 288,846 263,583 -1.9% 271,492 Dryside 440,091 489,683 11.3% 504,066 Outdoor 284,462 284,476 0.0% 293,006 Total 1,013,399 1,037,742 2.4% 1,068,564 This year’s attendance figures reflect a positive trend in engagement across KA Leisure’s venues and programmes, with overall attendances rising by 2.4% compared to the previous year. The increase in indoor sport and leisure activity can be attributed to several key developments. A key area of growth was in fitness suite and class attendances, which saw a 19.4% increase. This is driven by a rise in memberships and improved operational delivery. Efforts to reduce class cancellations, alongside the introduction of smart tile technology, have enhanced the accuracy of visit recording and improved customer experience. These changes have contributed to a more consistent and accessible fitness offering across our venues. Dry sports and events attendances have also increased, particularly at our Community Sports Hubs. This growth is linked to an upturn in bookings and strengthened partnerships with local community groups, which have helped expand programme delivery and attract new participants. The improved functionality of our CRM system has further supported this growth by enabling more accurate tracking and reporting of visits. While most areas have shown positive performance, pool attendances were impacted by the closure of Auchenharvie swimming pool in January due to significant roof damage caused by Storm Eowyn. Despite this setback, our teams worked swiftly to reallocate swimmers to other venues, minimising disruption and maintaining service continuity where possible. 40 310
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Venue/Programme 2023-2024 Attendances 2024-2025 Attendances % Difference The Portal 205,889 212,222 3.08% Auchenharvie Leisure Centre 189,251 179,208 -5.31% Vikingar! 125,295 127,278 1.58% St Matthews Community Sport Hub 95,011 102,856 8.26% Garnock Community Campus 92,199 100,196 8.67% Outdoor Sports 98,613 99,615 1.02% Community Sports 59,807 71,631 19.77% Active Lifestyles Team 62,328 69,901 12.15% Greenwood Community Sport Hub 50,467 54,599 8.19% Golf Courses 43,585 42,325 -2.89% Kilwinning Community Sport Hub 36,763 36,357 -1.10% Dalry Community Sport Hub 23,826 25,634 7.59% Largs Community Campus 17,701 18,078 2.13% Walker Memorial Hall 11,526 12,939 12.26% Stanley Community Sport Hub 11,220 10,800 -3.74% KA Campus West Kilbride 2,267 7,861 246.76% Arran Community Sport Hub 9,786 7,772 -20.58% Total 1,135,534 1,179,272 3.85% 41311
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42 2024/2025 Budget 2024/2025 Actual Variance Income NAC Contribution (5,089,288) (4,877,419) 211,869 NAC Funded Projects (142,389) (142,389) 0 Other Funded Projects (572,117) (436,577) 135,540 Trading Income (5,027,847) (5,191,447) (163,600) Total Income (10,831,641) (10,647,832) 183,809 Expenditure Employee Costs 6,747,627 6,763,938 16,311 Administration Costs 382,566 313,758 (68,808) Supplies & Services 581,736 785,491 203,755 Property Costs 2,294,214 2,044,740 (249,474) Third Party Payments 269,062 233,903 (35,159) Capital Financing Costs 168,546 110,425 (58,120) Transport Costs 37,242 27,619 (9,623) Other Expenditure 340,648 267,505 (73,143) Total Costs 10,821,641 10,547,380 (274,261) (Surplus) / Deficit (10,000) (100,452) (90,452) Financial Performance* KA Leisure is a charitable trust and funded through a management contribution from North Ayrshire Council. We do not trade for profit and any profit that is generated is reinvested into the development and continuation of our services to further benefit the people of North Ayrshire through sport and physical activity. *Accounts for 2024/2025 still to undergo audit. 312
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During the 24/25 Financial year we generated income of £10,647,832 and expenditure of £10,547,380 (subject to Audited accounts), this has allowed us to add a considerable surplus to our reserves through an excellent commercial performance in 24/25. 43313
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44 Category Budget Actual Variance Health and Fitness (1,828,906) (2,007,967) (179,061) Swimming (526,140) (464,274) 61866 Learn To Swim (552,300) (492,151) 60149 Ice (301,000) (307,751) (6,751) Golf (317,954) (358,364) (40,410) Other* (783,000) (960,531) (177,531) Income Breakdown Total Trading Income for Leisure was £4,591,038. Trading income predominantly sits within Leisure and comprises the following areas; *Other income consists of Dry Sports, Synthetic Pitch Hire, Café, Retail Total Income for Physical Activity was £1,037,388. Income is broken down into three areas, Project Trading Income, Sports Development Trading Income and Non-Trading income including Grant Funding; Category Budget Actual Variance Projects (171,972) (232,959) (60,987) Sports Development (196,250) (220,862) (24,612) Non Trading Income (587,734) (583,567) 4,167 Looking ahead to 2025/26, despite on-going cost pressures, we remain committed to sustainable growth and financial stability which are key aspects within our new performance strategy (2025-2027). Key focus areas within the financial strand of the performance strategy are aimed around cost saving, financial efficiency and generating new innovative income streams. 314
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45 Company Name North Ayrshire Leisure Limited (Trading as KA Leisure) Company Registration SC202978 Number Charity Registration SC029780 Number Registered Office 22 Quarry Road Irvine K12 0TH Tel: 01294 315120 www.kaleisure.com Trustees Ashley Pringle (Chairman – Retired March 2025) Councillor Jean McClung Councillor Ian Murdoch (Retired March 2025) Councillor Jim Montgomerie Councillor John Sweeney Anne Todd Lorraine Tulloch Ross Glover (May 2024) Helen Campbell (Employee Rep – Retired March 2025) Chief Executive Officer Malcolm McPhail mmcphail@kaleisure.com Auditors Azets Audit Services Ltd 5 Whitefriars Crescent Perth PH2 0PA Bank Royal Bank of Scotland Reference and Administration Details 315
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46 Chief Executive’s Closing Remarks As we reflect on another remarkable year at KA Leisure, I want to take this opportunity to extend my heartfelt thanks to our incredible staff. Your dedication, resilience, and passion continue to drive our success and make a lasting difference in the lives of people across North Ayrshire. Despite the external pressures we’ve faced our organisation has continued to grow, evolve, and deliver with purpose. I am immensely proud of what we have achieved together. From expanding our services and enhancing customer experience, to strengthening our staffing structure and launching our new Performance Strategy, we have laid strong foundations for the future. These accomplishments are a testament to the strength of our team and the values we uphold. Our progress would not be possible without the strong partnerships and collaborative spirit that underpin our work. We are grateful to our partners across the public, private, and third sectors who continue to share our vision and contribute to our mission. Together, we are building a more connected, inclusive, and healthier North Ayrshire. I would like to acknowledge and thank everyone who has contributed to our success over the past 25 years. From our founding members and long-serving staff to our volunteers, partners, and supporters, your commitment has shaped KA Leisure into the trusted and impactful organisation it is today. Your efforts have helped us grow, adapt, and thrive, and we are deeply grateful for your continued belief in our purpose. Also, to our customers, thank you for your continued support, trust, and engagement. Your loyalty inspires us to keep improving and innovating. Looking ahead, I am filled with excitement for the journey we are about to embark on. Our new strategy sets a bold and ambitious direction, one that will see us deepen our impact, embrace innovation, and continue to lead the way in community health and wellbeing. With the continued support of our staff, partners, and communities, I am confident that KA Leisure will not only meet the challenges ahead but thrive in delivering meaningful change. Malcolm McPhail Chief Executive KA Leisure 316
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48 Registered Office: 22 Quarry Road, Irvine KA12 0TH 01294 315120 info@kaleisure.com kaleisure.com 318
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1 LEADING THE WAY KA Leisure’s Performance Strategy 2025 – 2027 Ver 1 June 2025 319
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2 To be a world-class leisure provider for the people of North Ayrshire. By delivering exemplary leisure, health, and wellbeing support throughout our communities, we will strive to be a beacon of excellence for all of Scotland. Performance Strategy VISION The purpose of this two year strategy document is to explore and enhance our capabilities in providing top-tier leisure services. Over this period, we aim to identify our strengths, celebrate our successes, and build on them to achieve our mission of becoming a world-class leisure provider. This process will help us understand what we do best and how we can leverage these strengths to deliver outstanding services that positively impact the health and wellbeing of the communities in North Ayrshire. 20/20 Vision Purpose, Clarity, Commitment We’re on a journey to be the best leisure trust in Scotland 320
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3 02 Vision Strategic Vision Clarifying our Focus & Purpose over next 2 years 04 Foreword by Malcolm McPhail, CEO 06 Our Approach Appreciative Inquiry and Agile Delivery 08 Discovery Understanding Our Present to Shape Our Future 10 Dream Building on Our Strengths to Create a Bright Future 12 Design, Deliver and Destiny Strategic Planning and Innovation 28 Special Projects 30 Monitoring and Evaluation 31 Risk Framework 32 Closing Thoughts by Councillor John Sweeney Chair, Board of Director KA Leisure 33 Appendix 1 2025/2026 Budget 34 Appendix 2 Measuring Success Key Performance Indicators Performance Strategy CONTENTS 321
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4 FOREWORD Performance Strategy by Malcolm McPhail, CEO As we celebrate our 25th year of operation, it is with immense pride and optimism that I present KA Leisure’s delivery strategy for 2025 – 2027. Over the past quarter-century, we have evolved from a traditional leisure operator into a dynamic charity, deeply embedded in our community. Our journey has been marked by resilience, innovation, and an unwavering commitment to enhancing the lives of those we serve. Reflecting on the past year, we have navigated significant challenges, including funding pressures and rising operational costs. Despite these hurdles, we have achieved remarkable milestones. Our facilities welcomed over 1,100,000 visits, and our turnover exceeded £10,000,000. Membership growth continues across all areas, a testament to the trust and value our community places in us. years Our strategy is rooted in appreciative inquiry, focusing on our strengths and the opportunities ahead. We have identified key focus areas that will drive our efforts: 1. Financial Performance: Ensuring sustainable growth and financial stability. We will continue to explore innovative funding solutions and cost-saving measures to maintain our financial health and support our mission. 2. Digital Transformation: Embracing technology to enhance our services and reach. By investing in digital platforms and tools, we aim to improve user experience, streamline operations, and expand our online presence. 3. Wellbeing Alliance and Child Poverty: Collaborating to address critical social issues. We will strengthen our partnerships with local organisations to tackle child poverty and promote overall wellbeing in our community. 4. Staff Wellbeing and Policies (Our People): Investing in our team to foster a supportive and thriving workplace. We recognise that our staff are our greatest asset, and we are committed to their professional development, mental health, and overall wellbeing. 5. Community Health and Sport: Promoting active lifestyles and community engagement. Through a variety of programmes and initiatives, we will encourage participation in sports and physical activities, contributing to the health and vitality of our community. 6. Board Strategy - Fit for the Future: Strengthening our governance to navigate future challenges. We will ensure our board is equipped with the skills and knowledge needed to guide our organisation through the evolving landscape of the leisure and charity sectors. 322
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5 Performance Strategy These focus areas will guide our key projects, each designed to make a tangible impact on our organisation and the communities we serve. We will also outline our Key Performance Indicators (KPIs), enabling us to benchmark our performance and remain agile in our delivery. By setting clear, measurable goals, we can track our progress and make informed decisions to adapt and improve our services. As we look to the future, I am filled with optimism. This is despite continued financial pressures from reductions in both local and national funding. Our commitment to community impact remains steadfast, and our vision for growth is clear. Together, we will continue to build on our legacy, creating a healthier, more connected, and vibrant community. The forthcoming period promises to be an exciting and challenging chapter in our story but I am confident that with the support of our dedicated staff, partners, and community members, we will achieve our ambitious goals. Thank you for your continued support and dedication to KA Leisure. Your trust and engagement are the cornerstones of our success, and we look forward to working together to make a positive difference in the lives of those we serve. Malcolm McPhail Chief Executive Officer, KA Leisure 323
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6 To ensure our Performance Strategy is both visionary and practical, we’ve adopted two complementary methodologies: Appreciative Inquiry (AI) and Agile Delivery. Together, they provide a flexible, strengths-based framework for continuous improvement and community-centred impact. OUR APPROACH: Performance Strategy Appreciative Inquiry and Agile Delivery Appreciative Inquiry: Building on Strengths Appreciative Inquiry is a collaborative approach that focuses on what works well—our successes, values, and core strengths—as the foundation for future growth. At KA Leisure, this means: • Engaging staff, partners, and communities in meaningful conversations about what energises our organisation. • Amplifying our best practices, from inclusive programming to community impact. • Co-creating a bold vision for a healthier, more connected North Ayrshire. • Designing strategies that reflect our shared values. • Sustaining change through shared ownership and ongoing learning. 324
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7 Appreciative Inquiry and Agile Delivery To ensure continued success, we will review and revise this strategy at key intervals: • 2025 – September (Ver 2) • 2026 – January (Ver 3), June (Ver 4), September (Ver 5) • 2027 – January (Ver 6) Each senior manager will lead up to five workstreams, shaping their delivery plans within this agile framework. Agile Methodology: Driving Success Through Flexibility Agile is a responsive, iterative approach to delivering projects and programmes. It enables us to adapt quickly, gather feedback, and make steady progress. In practice, this means: • Breaking down goals into manageable, time- bound workstreams. • Empowering teams to test, learn, and adjust in real time. • Using data and KPIs to guide decisions and track progress. • Encouraging collaboration through regular performance reviews and shared insights. Agile helps us stay responsive to financial, social, and technological changes while remaining focused on delivering meaningful outcomes. Performance Strategy 325
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8 DISCOVERY: Performance Strategy Understanding Our Present to Shape Our Future As we embark on our journey, the discovery phase is a crucial step in our progress. This phase involves taking a comprehensive look at where we are today, identifying our strengths, and uncovering opportunities for growth and improvement. By understanding our present, we can better shape our future. Our community is at the heart of everything we do. With over 1,100,000 visits annually, we have a deep understanding of the diverse needs and preferences of our members, customers and participants. We continuously adapt to ensure our services align with the evolving needs of North Ayrshire. This engagement helps us tailor our programmes and initiatives to better serve our community. Maintaining financial stability is essential for our continued success. Despite the challenges of funding pressures and rising operational costs, we have managed to sustain a turnover exceeding £10,000,000. This financial health allows us to invest in new projects and initiatives. As we move forward, we will explore innovative funding solutions and cost-saving measures to ensure our long-term sustainability. 326
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Performance Strategy The digital landscape is constantly evolving, and so are we. Our investment in digital platforms has enhanced user experience and expanded our reach. The KA Leisure app has nearly 10,000 users with 6,700 of them active every month. The integration of AI continues to be a priority exploring how we can enhance delivery and our customer journey. The recent addition of the “KeepMe” platform provides an exciting opportunity to use AI-powered sales agents are to transform how we generate gym leads and better engage with our customers. At KA Leisure, we are dedicated to harnessing the power of sport and physical activity to tackle social issues, improve community wellbeing, and reduce inequalities in North Ayrshire. We offer a diverse range of activities aimed at helping individuals become more active and adopt healthier lifestyles. Targeted interventions focus on priority groups, including those who are vulnerable, isolated, or at high risk of inactivity, providing early intervention and tailored support to meet their unique needs. Our collaboration with key partners including North Ayrshire Council, North Ayrshire Health and Social Care Partnership, and NHS Ayrshire and Arran ensures that our initiatives reach those who need them most. Our people at KA Leisure are at the heart of everything we do. We value our staff as our greatest asset and are committed to fostering a supportive and engaging workplace. We prioritise employee wellbeing through wellness programmes, offer continuous training and development opportunities, and create a positive, inclusive environment. Key to all our success at KA Leisure are our board of directors. These local individuals deeply care about their community and are dedicated to our mission of delivering an exemplary leisure service. Their commitment and leadership are instrumental in creating a more active North Ayrshire, ensuring that we continue to make a positive impact on the wellbeing of our residents Understanding Our Present to Shape Our Future 2024/2025 At a Glance 1,126,068 ATTENDANCES across all venues and activities 8,580 682 1,150 GOLF SUBSCRIBERS Playing across our 3 courses £755,987 OF EXTERNAL FUNDING SECURED (Excludes NAC Management Fee) Hosted the WORLD WHEELCHAIR CURLING CHAMPIONSHIPS Auchenharvie Ice Rink COMMUNITY SPORT CLASSES Per week covering all localities and ages OVER 100 ANA MEMBERS Our referral scheme membership grew by 28% FITNESS MEMBERS 12-month Average 9 327
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10 DREAM: Performance Strategy We aim to become the employer of choice in North Ayrshire, attracting and retaining talented individuals who share our vision and values. By fostering a supportive and dynamic work environment, we will empower our team to deliver exceptional service and drive our mission forward. KA Leisure will transform into a digitally forward leisure service provider, leveraging technology to enhance the customer experience. Our commitment to delivering personalised, seamless interactions will set us apart, making every visit to our facilities a memorable and enjoyable experience. Building on Our Strengths to Create a Bright Future In the next two years, KA Leisure will navigate the challenging financial landscape with resilience and innovation, ensuring that the quality of our delivery remains uncompromised. We envision a future where our facilities, programmes, and activities are more accessible and inclusive than ever before, welcoming individuals from all walks of life and fostering a sense of belonging and community. Our passion and motivation will inspire and touch everyone in North Ayrshire, encouraging them to engage with our services and embrace a healthier, more active lifestyle. 328
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11 Mission 1. Navigate the difficult financial landscape without compromising the quality of our delivery. 2. Enhance the accessibility and inclusivity of our facilities, programmes and activities. 3. To encourage and inspire everyone in North Ayrshire to be touched by our service provision, passion and motivation. 4. Become the employer of choice in North Ayrshire. 5. To transform KA Leisure into a digitally forward leisure service provider that delivers an exceptional, personalised customer experience. 6. Continue to be at the heart of collaboration and partnership working in North Ayrshire. Performance Strategy We will continue to be at the heart of collaboration and partnership working in North Ayrshire, building strong relationships with local organisations and stakeholders to create a cohesive and vibrant community. Together, we will create a future where KA Leisure is synonymous with excellence, inclusivity, and innovation. Our unwavering dedication to our mission will ensure that we remain a cornerstone of the community, inspiring and empowering individuals to lead healthier, happier lives. 329
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12 DESIGN, DELIVER AND DESTINY: Performance Strategy Dream Phase KA Leisure’s financial strategy aims to robustly support the delivery of our organisational goals and mitigate the external pressures including rising costs and reduced funding. We will focus on achieving a balanced and diversified portfolio of income sources to ensure stability and sustainability. Managing our exposure to volatile income streams will be a priority, allowing us to handle financial uncertainties with confidence. We will optimise our cost base, adopting a prudent yet dynamic approach to resource allocation. Our financial structure and staffing will be strengthened to promote efficiency and excellence. We will enhance our financial management policies, systems, and processes to enable swift and accurate decision-making. Building strong relationships with key financial stakeholders will be crucial, as it will enhance our ability to secure support and investment. Achieving financial autonomy will empower us to innovate and expand our services without undue constraints. By adhering to this strategy, KA Leisure will maintain a high level of financial health and strategic foresight, driving forward our mission with unwavering commitment and effectiveness. Discovery Phase Despite the Covid pandemic and the cost of living crisis, we have achieved growth in both attendance and memberships, demonstrating the link between value that the community places on our leisure service and driving the commercial approach, achieving an overall growth in revenue generation of over £1million in the last 3 years. However continued pressures from rising expenditures include increased staffing costs, higher energy prices, and supply costs requires us to adjust our operations and financial planning. Further pressures include a reduction on external funding including a 2-year forecasted reduction in our management fee of £600,000. Financial Strategy KA Leisure’s two year financial strategy aims to ensure the effective delivery of our organisational goals through a structured approach to financial management. By assessing our current financial position, we will identify areas for improvement and set realistic development targets. Mission of the Financial Strategy: 1. Define where the organisation is now – the current financial position. 2. Where it would like to be – how the finances will be developed over the period and/or the development of new income streams. 3. How it plans to get there – what actions will be taken to achieve the financial objectives. Strategic Planning and Innovation 330
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13 Performance Strategy Catalysts for Change Bringing It to Life Destiny Income & Expenditure Implement site-by-site monitoring and monthly performance meetings to improve income levels, diversify income streams, and enhance cost control to generate a surplus. Through growth in income and reduction in cost base we would save over £100k in purchasing and staffing and increase our income by £210k. Staffing & Training Monitor and review staffing levels, upskill and cross-train staff, and implement succession planning to optimise efficient working hours and reduce costs. Staff will be more confident with an increased ability to make financial decisions and manage budgets. Policies & Systems Introduce new financial procedures, income/expenditure trackers, and financial platforms to streamline financial management and reporting. Increased financial efficiency, ensuring better resource allocation, and enabling more informed decision- making, ultimately supporting sustainable growth and service delivery. Customer Demand & Industry Changes Continuously monitor changes in customer demand and industry trends to adapt strategies and maintain competitiveness. Increased revenue opportunities, reducing wasteful spending, and improving service relevance and competitiveness. For a complete copy of the 2025/2026 Budget, please refer to Appendix 1. Design, Deliver and Destiny 331
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14 Performance Strategy Data-driven decision making is at the forefront of our strategy. By utilising data analytics, we can make informed decisions and optimise resource allocation. This approach allows us to better understand user behaviour and preferences, leading to more effective and targeted services. Dream Phase We are committed to enhancing our software platforms – including finance, HR,, payroll, and CRM systems. These developments will aim to reduce manual processes and minimise errors, creating a more efficient and streamlined operation. Upgrading our financial systems to automate invoicing, payments, and reconciliation is a key priority. Automated financial systems will enhance accuracy and efficiency, allowing for smoother financial transactions and better resource management. We intend to implement a modern HR system to streamline processes and improve overall efficiency. Modernised HR and payroll systems will simplify administrative tasks, making it easier to manage employee information and payroll operations. Achieving seamless integration and real-time data sharing between core systems is vital for better communication and decision-making. This integration will ensure that all departments can access up-to-date information, facilitating more informed and timely decisions. Discovery Phase Investment in digital platforms has been a key focus, with the implementation of the KA Leisure app and online booking platforms. These initiatives aim to streamline operations and significantly improve the user experience, making it easier for individuals to access services and manage their bookings. Dedicated platforms have been adopted for specialised programmes such as Learn to Swim and community sports. These platforms cater specifically to the needs of these programmes, ensuring that participants have a tailored and efficient experience. In the early stages of introducing AI into business support, we have focused on enhancing both internal team operations and customer interactions. AI-driven tools are being utilised to provide more efficient support, automate routine tasks, and offer personalised experiences to our users. Digital Strategy In today’s digital age, businesses must embrace technology to stay competitive, improve efficiency, and meet customer expectations. KA Leisure is committed to evolving through a comprehensive digital transformation strategy aimed at overhauling key operational systems, enhancing customer experience, and leveraging cutting-edge technologies like Artificial Intelligence (AI). Mission of the digital strategy: 1. Integrate Advanced Digital Systems: Implement systems for financial management, HR, payroll, and member management. 2. Leverage AI: Use AI to optimise membership sales, retention, and business operations. 3. Enhance Customer Experience: Improve user experience through digital platforms and personalised, data-driven services. 332
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15 Performance Strategy Catalysts for Change Bringing It to Life Destiny Financial Systems and Integration Automate financial processes with an Integrated Financial Management System, providing real-time financial insights through AI-driven analytics, enhancing customer experience with automated payment processing and membership renewals, and migrating core systems to a cloud-based infrastructure for improved scalability, security, and accessibility. Improved financial management, increased efficiency, and better customer experiences, positioning the organisation for sustainable growth and competitive advantage. HR and Payroll Systems Integration Create programmes for learning, development, and career progression. Implement processes for evaluating and improving employee performance and developing strong leaders. Foster a culture of safety by involving employees in training development and encouraging feedback. We will enhance our employee development and performance management, leading to more accurate and timely data synchronisation, optimal staffing levels through AI- driven recommendations and increased staff satisfaction. Utilise AI for Membership Sales and Retention Use AI to enhance membership sales and improve retention strategies. Increase sales and improve member retention by 3% each year positioning the organisation for sustainable growth and a competitive edge. Data-Driven Insights and Performance Monitoring Implement AI-powered Business Intelligence (BI) tools to provide actionable insights into customer behaviours and operational efficiency, while tracking key metrics such as membership sales, operational efficiency, employee satisfaction, and financial performance. Provide actionable insights into customer behaviours and operational efficiency, while tracking key metrics such as membership sales, operational efficiency, employee satisfaction, and financial performance. Security and Data Protection Invest in cybersecurity measures to safeguard data and ensure compliance with GDPR and other regulations. Achieve industry standards for compliance and digital security safety. Design, Deliver and Destiny 333
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16 Performance Strategy cultivating an innovative and engaging workforce that possesses the necessary skills, and it is an area that we’re committed to investing in. Additionally, the development of a multiskilled HR team has been instrumental in driving our progress. By enhancing our HR capabilities, we have been able to implement more effective processes that support our strategic goals. Staff development remains paramount, and providing our team with the skills and knowledge necessary to deliver high- quality services and programmes continues to be central to all business decisions. Dream Phase Over the next 12 months, our people strategy at KA Leisure will focus on attracting and developing talent to ensure we have the right skills and capabilities to drive the company’s success. By implementing targeted actions to recruit top talent and providing continuous development opportunities, we aim to build a workforce that is both skilled and adaptable. This approach will not only enhance individual growth but also contribute significantly to our overall organisational goals. Supporting employee wellbeing will be a key priority, as we recognise that a healthy and productive work environment is essential for high performance. We will introduce initiatives that promote physical, mental, and emotional wellbeing, ensuring our employees feel valued and supported. This focus on wellbeing will help foster a positive culture, encouraging engagement and retention, and ultimately leading to a more motivated and committed workforce. Additionally, we will continue to prioritise health, safety, and risk management by developing a positive safety culture. By implementing robust safety practices and ensuring all employees and those affected by our activities go home safe, we will create a secure and supportive environment. This commitment to safety will not only protect our people but also enhance their confidence and trust in the organisation, driving their contribution to KA Leisure’s success. Discovery Phase Over the past 12 months, we have made significant progress in our people strategy. A notable development has been the introduction of a revised staffing structure that aligns seamlessly with our strategic priorities and current business requirements. We recognise that a flexible and robust framework establishes a strong base for People Strategy At KA Leisure, our people are the backbone of our organisation, and we continue to nurture a supportive and dynamic environment where our team members can flourish. Building on this success, our strategy will continue to prioritise personal and professional development, fostering a culture of positivity, collaboration, and innovation. By investing in our people and nurturing their talents, we aim to create a workplace where everyone feels valued and empowered to contribute to our collective ambitions. Mission of the people strategy: 1. Attract and Develop Talent: Implement actions to attract and develop our people, ensuring we have the right skills and capabilities to drive the company’s success. 2. Support Employee Wellbeing: Focus on initiatives that support the wellbeing of our employees, fostering a healthy and productive work environment. 3. Engage and Retain Employees: Develop strategies to engage our people, creating a positive culture that encourages retention and high performance. 4. Health, Safety and Risk Management: Support the development of a positive safety culture to ensure our employees and those who may be affected by our activities, go home safe. 334
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17 Performance Strategy Catalysts for Change Bringing It to Life Destiny Employee Engagement and Wellbeing Foster a positive work environment and culture to enhance employee satisfaction, wellbeing and retention. Also further embed our preferred culture and behaviours from Know the Way, Show the Way, Go the Way. An increase in staff retention and improved staff satisfaction and wellbeing scores. Talent Enhance our current programmes for learning, development, and career progression. Implement processes for evaluating and improving employee performance and developing strong leaders. We will achieve improved performance, fostering a culture of excellence and innovation. This will result in higher employee satisfaction, better customer service, and overall organisational growth. Governance Implementation of policies, practices, and processes that guide and oversee the management of our people. Develop a more structured and efficient workforce, enhancing overall performance and productivity. Health and Safety Continue to implement comprehensive health and safety protocols and conduct regular training sessions to ensure a safe working environment for all employees. This will lead to higher employee morale and productivity, as staff feel valued and protected. For customers, it will insure a safe and reliable experience, enhancing their trust and satisfaction with KA Leisure. Design, Deliver and Destiny 335
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18 Performance Strategy Discovery Phase KA Leisure’s Board of Director’s has demonstrated remarkable resilience and strategic leadership in navigating the aftermath of the COVID-19 pandemic, financial pressures, rising costs, and the energy crisis. Through dedicated efforts, the board has ensured the charity’s stability and growth, maintaining a clear focus on its mission to serve the community. They have successfully implemented innovative programmes and initiatives aimed at tackling inequalities in North Ayrshire. These efforts have contributed to creating more active and engaged communities, fostering a sense of inclusivity and well-being among residents. Its composition reflects a diverse range of skills, experiences, and backgrounds, enabling it to provide strategic leadership and governance effectively. The dedication and commitment of board members to the charity’s mission, employees, and customers have been instrumental in driving positive change and achieving sustainable outcomes. Dream Phase In the next 12 months we will update governing documents that reflects current operations, create a comprehensive board-led strategy with clear priorities, and instil a consistent understanding of public benefit across the organisation. This refined purpose will drive sustainable delivery and strategic governance, ensuring the charity’s aims are met effectively. We will also implement a strengthened leadership framework, enabling the Board to govern more effectively. This will foster resilience within the organisation and ensure its long-term success. The Board will embed our charity values creating clear and transparent decision-making protocols which supports our strategic direction. These measures will enhance the charity’s reputation, strengthen public confidence, and ensure KA Leisure continues to act with integrity. Board Strategy The Board at KA play an essential role in guiding strategic direction, ensuring financial sustainability and governance, while upholding our “Know the Way, Show the Way, Go the Way” principles that have made KA Leisure one of the most innovative and effective leisure trusts in Scotland. An external review was carried out in 2024 with a main objective to help build organisational excellence and ensure that KA Leisure gives maximum value to its community. The review included several High-Level Recommendations that will be implemented in a new Board Strategy and phased over the next 24 months. These included – 1. Organisational Purpose: Update governing documents, develop a board-led strategy, ensure public benefit understanding, refine impact measurement, and implement a long- term financial strategy. 2. Leadership: Enforce attendance protocols, improve meeting structures, clarify CEO supervision, conduct diversity assessments, and expand board size and expertise. 3. Integrity: Embed charity values in decision-making, enforce independent decision-making, develop a Code of Conduct, enhance safeguarding policies, and adopt conflict of interest policies. 4. Decision Making, Risk, and Control: Strengthen decision-making frameworks, update delegation processes, reinstate the Risk and Audit Committee, expand audit committee expertise, and establish policy management systems. 5. Board Effectiveness: Streamline meeting agendas, define roles and responsibilities, conduct skills audits, establish a governance committee, and develop ongoing training and performance evaluations. 336
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19 Performance Strategy Catalysts for Change Bringing It to Life Destiny Organisational Purpose Update governing documents, develop a board-led strategy, ensure public benefit understanding, refine impact measurement, and implement a long-term financial strategy. We will nurture a more unified and efficient organisation. This will enhance financial sustainability and strategic resource allocation, benefiting both staff and the communities we serve. Leadership Implement attendance protocols, improve meeting structures and expand board size and Evaluating and improving board diversity and Leadership – Bringing it to life - “expertise.” Leading to more effective decision-making and overall organisational success. Integrity Embed charity values in decision-making, enforce independent decision-making, develop a Code of Conduct, enhance safeguarding policies and adopt conflict of interest policies. We will build trust and safeguard the charities reputation, leading to more effective governance and positive community impact. Design, Deliver and Destiny 337
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20 Performance Strategy Discovery Phase Our venues continue to be the heartbeat of our communities, offering much more than spaces for physical activity. They serve as social hubs where we, alongside our partners and community groups, deliver activities that enhance both the physical and mental wellbeing of our residents. In 2024/2025, we proudly welcomed over 1,100,000 visitors, a testament to the quality of our venues and the dedication of our staff teams. We offer a diverse range of facilities and activities, including fitness classes, swimming pools, sports courts, and wellness programmes, catering to people of all ages and backgrounds. This variety ensures that everyone can find something that suits their interests and needs. Our welcoming environment fosters inclusivity and community spirit, encouraging individuals from all walks of life to come together, engage, and support each other. By providing accessible and affordable options, we strive to create a space where everyone feels valued and can thrive. Dream Phase Over the next 12 months, we will focus on creating a welcoming, friendly, professional, and polite environment to ensure every customer receives a warm welcome. Our staff will be trained to deliver a high standard of customer service and supervision of activities, ensuring that every interaction is positive and supportive. This commitment to excellence will help us build strong relationships with our customers, fostering a sense of community and trust. To enhance the customer experience, we will ensure our staff have a thorough knowledge of our products and services. This will enable them to provide accurate information and recommendations, ensuring customers have a positive and informed experience. We will also prioritise the cleanliness, safety, and maintenance of our venues, creating an environment where customers feel comfortable and secure. Innovation will be a key focus, as we continually strive to offer new products and services driven by technology and fresh ideas. By staying ahead of trends and incorporating customer feedback, we will ensure our offerings remain relevant and beneficial. This proactive approach will help us attract new customers and retain existing ones, contributing to the growth and development of our operations. Operational Performance Strategy The Operations Strategy for KA Leisure aims to deliver consistent, high-quality customer service across all venues, facilities, and programmes. This strategy will focus on enhancing the customer experience by ensuring that every interaction is marked by excellence and reliability. To achieve this, we will implement standardised service protocols, invest in staff training, and utilise customer feedback mechanisms to continuously improve our offerings. Additionally, we will develop a comprehensive events calendar that includes diverse and inclusive opportunities for our communities to engage with our services. This calendar will feature a variety of events tailored to different interests and demographics, ensuring that everyone has the chance to experience the best of what KA Leisure has to offer. By fostering a vibrant and welcoming environment, we aim to strengthen community ties and promote active participation in our programmes. Mission of the Operational Strategy: 1. Enhance Customer Experience: Create a welcoming and professional environment with trained staff to foster strong relationships and community trust. 2. Maintain High Standards and Safety: Ensure staff have thorough product knowledge and prioritise cleanliness, safety, and venue maintenance. 3. Drive Innovation and Customer- Centric Improvements: Offer new products and services driven by technology and customer feedback and improve communication to enhance the overall experience. 338
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21 Performance Strategy Catalysts for Change Bringing It to Life Destiny Customer Experience Create a welcoming, friendly, professional, and polite environment by training staff to deliver high standards of customer service and supervision of activities, and ensuring they have thorough product knowledge. Achieve consistently positive customer feedback and satisfaction, ensure high levels of staff training and competency, and maintain accurate and helpful customer interactions, leading to exceptional service and organisational excellence. Venue Standards Prioritise cleanliness, safety, and maintenance of venues through regular inspections and prompt resolution of maintenance issues. Enhance our venues to be a safe, enjoyable environment for customers and enhance the organisation’s reputation for excellence. Innovation and Communication Continually offer new products and services driven by technology and customer feedback, and improve communication with customer base, groups, clubs, and users by viewing sites through the eyes of customers. This will include the development of a comprehensive events calendar which allows us to engage with participants old and new. Increase our overall customer base which will lead to an annual 3% increase in attendances. Events Programme Build an events programme which highlights our venues, facilities and programmes and increase our reach across North Ayrshire and beyond. We will provide our communities with a comprehensive events calendar creating opportunities for ourselves and partners to engage with a wider customer base. Finally, we will adopt a customer-centric perspective, viewing our sites through the eyes of our customers rather than as staff members. This shift in perspective will help us identify areas for improvement and enhance the overall customer experience. We will also work to improve our relationships with our customer base, groups, clubs, and users by establishing better lines of communication. This will ensure we are responsive to their needs and can provide tailored solutions that enhance their experience with us. Design, Deliver and Destiny 339
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22 Performance Strategy We will continue to enhance community sport delivery through our dedicated teams and network of community clubs and volunteers. Our primary goals are to increase participation in physical activity, reduce inequalities by eliminating barriers to access, and empower communities and volunteers to build capacity within the system. By fostering inclusive and supportive environments. Mission of the Community Sport Strategy: 1. Boost Participation: Expand and diversify programmes to engage more people in physical activities. 2. Reduce Inequalities: Remove access barriers and provide more accessible options for all communities. 3. Empower Communities: Support and train volunteers to lead and sustain local health and sport initiatives. Discovery Phase We continually strive to deliver innovative programmes through collaboration with key partners. Understanding the vital role sport plays in creating healthy and happy communities, our programmes are designed to foster social connections, enhance confidence, and improve physical and mental wellbeing. We believe everyone deserves to enjoy the benefits of sport, regardless of age, ability, or background. Central to this is the strong partnerships we have built across local and national sectors. Partnering with a range of organisations we are proud to deliver sport for change programmes which reduce inequalities and harnesses the unique power of sport to make meaningful change. Our Inspire Membership ensures young people have the opportunity to try new experiences and are not restricted through costs. Community Sport Strategy Our community sport programme continues to expand, providing over 100 classes per week across all localities. These also include arts, drama, music, and dancing, giving young people the chance to experience more than just sport. Additionally, we have partnered with several local sports clubs to deliver introductory classes, providing clear pathways from community to club sport. Dream Phase Our objectives are clear and focused: We will expand and diversify our programmes to engage a broader spectrum of participants. By offering a variety of activities, we aim to ensure that individuals of all ages and abilities can find something that suits their interests and needs. Our programmes and events will be designed to attract and retain participants ensuring that no matter your starting point in sport or physical activity, there will be a place for you. We are also committed to removing barriers to access, ensuring that physical activity is affordable and accessible to everyone. New initiatives will target underserved populations, providing financial support and tailored programmes to address specific needs. By addressing financial, physical, and social barriers, we aim to create an inclusive environment where everyone has the opportunity to participate. We will support and train volunteers to lead and sustain local health and sport initiatives. Our comprehensive training programmes and resources will enable volunteers to take on roles with confidence. Community sport clubs will benefit from robust development plans and support for club-led initiatives, fostering sustainable growth and engagement. 340
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23 Performance Strategy Catalysts for Change Bringing It to Life Destiny Boost Participation We will align pathways for participation from school > community > club ensuring everyone can participate at a level they choose. We will also develop sport specific strategies for our key sports – • Athletics • Badminton/Tennis/Pickleball (Racquet Sports) • Football • Gymnastics • Rugby We will achieve a 3% annual increase in attendances of our community programme, while enhancing community engagement and service quality. Community clubs will also note an increase in participants offering additional opportunities for participation. Reduce Inequalities We will reduce inequalities in access to sport by implementing inclusive programmes, providing affordable options, and ensuring facilities are accessible to all members of the community. An increase in opportunities for targeted groups with sustained participation for those in lower SIMD areas. Empower Communities We will empower volunteers through comprehensive training and resources to lead and sustain local health and sport initiatives, ensuring community sport clubs benefit from robust development plans and support for sustainable growth and engagement. The delivery of a nationally recognised coach and volunteer programme which provides a platform for local communities to enhance participation with their locality. Design, Deliver and Destiny 341
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24 Performance Strategy Health & Wellbeing Strategy The Active Lifestyles Team (ALT) delivers a broad range of activities within local communities to support people in becoming more active and adopting healthier lifestyles. We continually strive to deliver innovative programmes through collaboration with key partners who share our commitment to health and wellbeing. Our Health & Wellbeing Service has four key areas of delivery: 1. Active North Ayrshire (ANA) A physical activity referral programme supporting individuals with medical conditions to become more active through tailored activities and exercises. 2. Community Outreach Delivering various activities within local communities, including care homes, to support healthier and more active lifestyles. 3. ACTIVATOR A mobile health unit providing free health checks and lifestyle advice in local communities. 4. Trinity Health & Wellbeing Hub A welcoming space offering a range of health and wellbeing activities and support services. Discovery Phase We are passionate about supporting people to be more active and are proud to be a sector- leading organisation committed to developing a wellbeing-led model that empowers individuals throughout every stage of their health journey and will continue to deliver innovative programmes through collaboration with key partners who share the same outcomes which support health and wellbeing outcomes that: 1. Engage with priority groups including those who are vulnerable, isolated and at greatest risk of inactivity 2. Prevention and early intervention. Offering the right support at the right time in the local community 3. Target specific health issues including long term conditions and mental health and wellbeing Dream Phase Over the next 24 months, we will deepen our collaboration with partners across health, social care, and community sectors to develop tailored solutions that tackle health inequalities and reduce social isolation. Our experienced team delivers a wide range of health and wellbeing programmes designed to meet the varied needs of our communities. We continue to provide specialist support for complex health conditions, including Parkinson’s, cancer rehabilitation, and falls prevention, ensuring personalised, expert-led care. Through embedding social prescribing, we establish clear and timely pathways that offer holistic, individualised support. At the same time, integrating services strengthens the connections between health, leisure, and local resources by promoting co-location and seamless delivery. Using insights gained from ongoing learning and evaluation, we collaborate with partners to co- produce programmes that are responsive, exceed targets, and create meaningful, lasting impact. 342
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25 Performance Strategy Catalyst for change Bringing it to life Destiny Secure External Funding & Strengthen Income Streams • Explore additional revenue streams and partnerships to enhance and complement our comprehensive range of services. • Develop flexible delivery and membership options to reach a broader audience. • Sustainable funding models supporting long-term service delivery, innovation, and capacity growth • Accommodate more people across all services. • Growth in the number and diversity of partnership initiatives, leading to increased reach and inclusivity across communities. • Expansion in service accessibility for under-represented / vulnerable groups Building stronger networks & partnerships • Strengthen collaboration through purposeful engagement with local organisations, services, and communities—creating a more connected, aligned wellbeing system for individuals and communities • Growth in the number and diversity of partnership initiatives, leading to increased reach and inclusivity across communities. • Expansion in service accessibility for under-represented / vulnerable groups Impact • Focus on process improvement by using robust data, personal stories, and lived experiences to continuously refine and expand initiatives that support health and wellbeing. • Actively track the growth in participant numbers across all service areas. • Measure and communicate the social return on investment to demonstrate the broader value and positive impact of our services on individuals and communities. • Quantitative and qualitative evidence demonstrating measurable improvements in wellbeing. • Exceeding participation targets with clear reductions in inequalities and gaps in access. • Growing numbers of people supported across the full service spectrum Innovating & Testing Change • Pilot new approaches and programmes to address emerging health and wellbeing challenges. • Leverage digital innovation and AI to enhance service delivery, engagement, and accessibility • Scalable, replicable models of innovation that continuously improve outcomes. • Increased reach through digital and community solutions that allow us to support more people efficiently and effectively. Design, Deliver and Destiny 343
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26 Performance Strategy KA Leisure is proud to lead the North Ayrshire Wellbeing Alliance, established in December 2022 as a key driver of the Local Outcomes Improvement Plan (LOIP) 2022–2030 for the North Ayrshire Community Planning Partnership (NACPP). As the lead organisation, we are committed to placing wellbeing at the heart of strategic development across North Ayrshire. The Alliance represents a powerful partnership of local organisations, all working together to reduce inequalities, support prevention, and unlock better outcomes for communities across North Ayrshire. Wellbeing is one of three strategic pillars guiding North Ayrshire’s future—alongside Work and World—ensuring a holistic, joined-up approach. North Ayrshire Wellbeing Alliance Priorities 1. Set a bold and shared strategic vision for wellbeing in North Ayrshire 2. Build on the great work already happening across our communities 3. Improve health and wellbeing outcomes in every town and village 4. Explore bold, creative approaches that drive real, lasting change Discovery Phase Over the next 24 months, the Wellbeing Alliance will place a sharp focus on child poverty - recognising the scale of the challenge but also the power of collective action to create change. We’re uniquely placed to lead this work. From the reach and relevance of our network of wellbeing hubs, to strong partnerships across sectors and a commitment to innovation and prevention, we are ready to act. North Ayrshire Wellbeing Alliance OUR PRIORITIES and Wellbeing - We will reduce lities by targeted support to improve ual, family and community wellbeing. my and Skills - We will address the causes fects of poverty through a strong local my and skills base. e Change - We will work more closely and vely together to reduce carbon emissions tigate the impacts of climate change. Wellbeing Work World The North Ayrshire Partnership: Fair for All THE NORTH AYRSHIRE PARTNERSHIP PLAN local outcomes improvement plan 2022-2030 North Ayrshire Health & Wellbeing Alliance March 2024 Together, we are uncovering and amplifying what’s already working across North Ayrshire—building on tested practices, lived experiences, and community strengths. The hubs, which are already trusted spaces for physical and social connection, will be central to this work, offering inclusive, local support for families. Creating the conditions for shared action with a strong focus on building trust, aligning priorities, and strengthening the infrastructure needed for long-term impact. Key initiatives such as the Garnock Valley Taskforce and the Kilwinning Wellbeing and Employability Pilot are already laying the groundwork - demonstrating how integrated, place-based approaches can drive real change. These interventions are bringing together local partners across health, education, employability, and community sectors to co-design and deliver solutions that meet the unique needs of individuals and families. By fostering strong partner networks and testing collaborative ways of working, this phase is helping to shape a practical and scalable framework for delivery. Dream Phase The Wellbeing Alliance is not just responding to challenges—we’re reimagining what’s possible. Through bold collaboration and the energy of our partners, we’re creating a wellbeing-led model that puts prevention, participation, and community voice at its core. This approach builds on the incredible work already happening in our communities, while daring to challenge outdated systems that no longer serve us. We believe in rethinking leisure—not as a standalone service, but as a gateway to getting active, building social connections, and simply having fun together in ways that boost health and bring communities closer. 344
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27 Performance Strategy Catalysts for Change Bringing It to Life Destiny Profile Elevate the visibility of the North Ayrshire Wellbeing Alliance as a shared platform for partners to showcase wellbeing programmes, amplify voices, and engage the wider community through shared campaigns. • A co-designed “Alliance” brand and narrative, reflecting partner voices and shared purpose • Increased reach and attendance at wellbeing activities • Launch of a child poverty-focused campaign promoting access to fun, inclusive activity opportunities Building stronger networks & partnerships Strengthen collaboration through purposeful engagement with local organisations, services, and communities—creating a more connected, aligned wellbeing system. • Growth in the number and diversity of partnership initiatives • Shared learning opportunities and cross-sector workshops • Partner and participant feedback used to guide development Impact Focus on the process and what works. Use data, stories, and lived experiences to continuously refine and grow initiatives that support children, families, and communities to thrive • More families participating in wellbeing programmes • Evidence of improved physical and mental health outcomes • Reduction in gaps in access and opportunity across family groups Innovating & Testing Change Launch and evaluate small-scale innovations and test-of-change pilots in each of the 6 localities that explore new approaches to wellbeing, social prescribing, and preventative support. • Number of successful pilots integrated into wider delivery • Community co-design sessions feeding into new ideas • Recognition as a learning-led, agile wellbeing system In this Dream Phase, we will: • Align our collective focus to reduce child poverty, starting with the families most at risk • Mobilise wellbeing hubs as engines of community change—accessible, inclusive, and impactful • Strengthen the link between health, leisure, and local assets through co-location and integrated delivery • Embed social prescribing pathways to ensure help is timely, personalised, and holistic Currently, nearly 1 in 4 children in North Ayrshire lives in poverty. We are not content with this. Through physical activity, social connection, and targeted wellbeing support, we will open up new opportunities for families - improving health, raising aspirations, and breaking cycles of disadvantage. Design, Deliver and Destiny 345
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28 SPECIAL PROJECTS Performance Strategy Auchenharvie Leisure Centre Development Auchenharvie Leisure Centre Development With the relocation of Auchenharvie Swimming Pool to the new Ardrossan Academy (Summer/ Autumn 2027) provides with an opportunity to redevelop the swimming pool and adjacent areas to become a community asset. Now is the opportunity to begin preparation through consultation and customer engagement to ensure we meet the needs of our communities. The Auchenharvie redevelopment aims to transform the leisure centre into a community-focused wellbeing hub. Key objectives include working with the community to design the redeveloped pool hall and back office area, which could include the creation of studio spaces, for fitness classes, a family activity area, a café, and consultation rooms for stakeholders. This project will leverage Auchenharvie’s strong community presence and diverse programme offerings to enhance community engagement and support. By fostering relationships with local schools and health partners, the redevelopment will provide tailored services for SEN groups and new parents. The initiative aims to increase site usage, generate additional revenue, and offer new opportunities for local youth and residents. Vikingar Key objectives include enhancing the entertainment programme, developing the Barrfields Pavilion Theatre operations, and reintroducing an in-house café to generate additional revenue. The strategy leverages Vikingar’s strong community relationships, diverse programme offerings, and unique tourist attractions to increase footfall and engagement. By improving facilities and services, the project seeks to boost customer satisfaction, support healthier lifestyles, and foster community wellbeing, ultimately contributing to the centre’s financial sustainability and growth. The Vikingar transformation aims to evolve the leisure centre into a community hub and destination venue. Brodick Tennis Courts Funding of more than £150,000 has been secured which will be used to transform Brodick tennis courts, ensuring they are viable for years to come. Planned improvements include resurfacing, repainting, new fencing, new nets, and a new gate entry system. With works set to be complete in June 2025, our teams will develop a pathway of opportunities for to play casually, join organised classes and also support the establishment of a club. This is part of a broader initiative which includes the redevelopment of the Brodick Bowling Pavilion and Green and the connection of local clubs to develop a new Sports Hub. Quarry Road Padel Tennis Our partnership with Soul Padel for the installation of 4 covered Padel Courts and associated clubhouse continues to gather momentum with agreements now exchanged. The next step will be to survey the area and move forward with planning applications. The Courts will be situated directly behind our indoor and outdoor pitches at the Circuit. The project is part of a wider initiative to develop Quarry Road and the Circuit into a greater community asset and sports village. 346
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29 Performance Strategy Key objectives include understanding usage patterns and demographics, improving income generation, and tailoring services to community needs. Leveraging strong community relationships, experienced staff, and innovative health and wellbeing programmes, the project seeks to increase participation, generate additional revenue, and support healthier lifestyles. By conducting thorough reviews and demographic profiling, the initiative ensures the hubs are accessible, visible, and financially sustainable, ultimately fostering healthier and more engaged communities. The Community Sport Hubs Development Project aims to reposition KA Leisure’s community hubs to enhance their viability and better serve local demographics. Community Sport Hubs KA Leisure’s Wellness Boost is an innovative programme designed to transform health and wellbeing for the North Ayrshire community. It offers comprehensive health checks, personalised support combining human expertise with AI-driven insights, and access to cutting-edge technology. The programme includes exclusive perks such as expert-led webinars and seminars, and a state-of- the-art health app. Wellness Boost aims to enhance overall delivery by promoting holistic fitness, preventative health, and empowering individuals to lead healthier, happier lives. This initiative supports KA Leisure’s commitment to community wellbeing and financial sustainability by increasing engagement and providing exceptional value. In the next 12 months we will aim to increase our reach, develop our offering and expand our customer base. Efficiency Savings This project addresses financial challenges caused by reduced funding and rising costs. It focuses on identifying savings and generating income to support long-term sustainability. Key actions include reviewing operations, improving resource use, and exploring alternative service approaches. Drawing on internal capabilities and local understanding, the project aims to maintain service quality and accessibility. Through careful financial oversight and flexible planning, it seeks to protect essential services, support community wellbeing, and ensure value for money. Wellness BOOST 347
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30 MONITORING AND EVALUATION Performance Strategy KA Leisure’s annual planning and reporting cycle is designed to ensure that we communicate with all stakeholders in a timely and transparent manner. Our KPI framework will play a crucial role in this process, allowing us to consistently monitor and report our performance across various areas. We provide regular updates on organisational performance to the KA Leisure Board, ensuring that our strategic goals are being met and that we remain accountable to our governance structure. Each year, we report our operational performance to North Ayrshire Council’s Cabinet Committee. This ensures that our activities meet the council’s standards and expectations. When necessary, we present additional reports and updates to relevant North Ayrshire Council committees for information or approval, following the council’s committee cycle. This ensures that all necessary oversight and approvals are obtained promptly. We publish the KA Leisure Annual Report each year, detailing the performance of our Business Plan and the impact of our activities. This review is distributed to all stakeholders, providing a comprehensive overview of our achievements and contributions. Our contribution to North Ayrshire Council’s Strategic Plan is reported biannually, including as part of the council’s Annual Performance Report. This ensures that our efforts align with the broader strategic goals of the council and that our impact is clearly communicated. Internally, we monitor and scrutinise the performance of all our service areas every financial period. This rigorous internal review process ensures that we continuously improve and adapt our services to meet the needs of our community. By adhering to this structured reporting framework, KA Leisure maintains a high level of transparency and accountability, ensuring that all stakeholders are well-informed about our performance and contributions. KPI Framework The Key Performance Indicator (KPI) Framework plays a critical role in supporting the strategic oversight of the organisation. The selected KPIs have been tailored to align closely with our strategic objectives and provide structure around Senior Manager and Director communications offering actionable insights that support Board level decision-making. This will enable us to evaluate our achievements, anticipate challenges, and refine our strategies to maximise impact, effectiveness and clarity. The framework provides a balanced mix of data-driven insights and includes: • Current Financial Position • Operational Capabilities • Customer Experiences • Employee Engagement The KPI framework incorporates a blend of quantitative and qualitative measures to ensure a comprehensive evaluation of performance. Quantitative KPIs, such as financial outcomes and operational metrics, deliver clear, measurable data essential for tracking efficiency and profitability. In addition, qualitative KPIs, such as customer testimonials, participant case studies, staff feedback and community insight, capture the broader aspects of our impact. Refer to page 34 for a comprehensive list of our strategic KPIs and corresponding targets. These targets will be regularly reviewed to reflect progress and align with our programme of strategy revisions. 348
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31 RISK REGISTER Performance Strategy This Risk Management Framework sets out KA Leisure’s approach to risk management, assisting the organisation in managing risk effectively. The Framework defines the organisation’s risk appetite, risk tolerance and risk hierarchy. It also sets out the individual responsibilities for managing risk. To ensure it remains current, the Framework and supporting guidance will be reviewed on an annual basis and revised as changes are made to relevant organisational processes and procedures. Importance of Risk Management at KA Leisure At KA Leisure we recognise that pursuing our strategic objectives will inevitably carry risks. Risk is defined as the effect of uncertainty on objectives, and is usually expressed in terms of causes, potential events, and their consequences. Realisation of risks is not inevitable, but risks could have an impact (desirable or undesirable) on the delivery of KA Leisure’s strategic objectives. Equally, the realisation of opportunities could be beneficial to us in the pursuit of our objectives. Risk management is therefore an integral part of good corporate governance. Effective risk management helps us to monitor, transfer, accept and/or mitigate risk and uncertainty. Risk management is the process by which KA Leisure manages both: • The threats the organisation faces in pursuit of its strategic objectives; and • The risks the organisation is prepared to take to maximise opportunities to achieve the strategic objectives. The Chief Executive, and Senior Management Team (SMT) are all committed to a rigorous approach to risk management. Our Audit Committee’s role is to support the Board, and particularly the Chief Executive, in monitoring the adequacy of KA Leisure’s corporate governance and control systems including arrangements for the management of risk. 349
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32 CLOSING THOUGHTS Performance Strategy From The Chair It is with great pride and enthusiasm that I offer this conclusion to KA Leisure’s 2025–2027 Performance Strategy—my first as Chair of the Board of Directors. This strategy is more than a document; it is a shared commitment to the people of North Ayrshire, built on a foundation of ambition, resilience, and community spirit. Our vision—to be a world-class leisure provider— remains bold and ambitious. This strategy outlines how we will continue to deliver on that vision by focusing on what we do best: supporting health, wellbeing, and inclusion through exceptional services and strong partnerships. From digital transformation to tackling child poverty, from staff wellbeing to community sport and health, every element of this plan reflects our values and our belief in the power of leisure, sport and physical activity to change lives. I am especially proud of the progress we have made. Despite financial pressures and a rapidly changing landscape, KA Leisure has continued to grow, innovate, and lead. Our facilities welcomed over 1.1 million visits last year, and our programmes are breaking down more barriers to participation than ever before. These achievements are a testament to the dedication of our staff, the strength of our partnerships, and the trust placed in us by our communities. Our people are at the heart of everything we do. I want to thank our incredible staff teams for their passion, professionalism, and unwavering commitment. Their work is the engine behind every success story in this strategy. As Chair, I am committed to supporting them and ensuring they have the tools, recognition, and environment they need to thrive. Looking ahead, we will remain agile, responsive, and focused on impact. This document sets out a clear course, but it is our people—our staff, partners, and communities—who will bring it to life. Together, we will continue to build a healthier, more connected North Ayrshire. Thank you for your continued support. Councillor John Sweeney Chair, Board of Directors KA Leisure 350
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33 From The Chair APPENDIX 1 Performance Strategy 2025/2026 Budget Projected Outturn* 2024-25 Uplift on Income Growth Other Expenditure Total Increase Budget 2025-2026 Income Trading Income £4,894,150.20 £489,415.02 £185,476.96 - £674,891.98 £5,569,042.18 NAC Core Funding £4,869,068.00 - - - - **£4,671,455.00 NAC Funded Projects - - - - - - Transfer of Core Funding - - - - - - Pay Award £189,000.00 - - - - - Other Projects £286,862.00 - - - - £286,862.00 Sales Fees & Charges - - - - - Investment Income £86,559.00 - - - - £86,559.00 Total Income £10,325,639.20 £489,415.02 £185,476.96 - £674,891.98 £10,613,918.18 Expenditure Employee Costs £6,592,363.74 - - - - £6,592,363.74 Administration Costs £312,189.00 - - £15,109.45 £15,109.45 £327,298.45 Supplies & Services £854,871.23 - - £110,053.56 £110,053.56 £964,924.79 Property Costs £1,838,941.70 - - £163,463.75 £163,463.75 £2,002,405.45 Third Party Payments £238,440.25 - - £11,922.01 £11,922.01 £250,362.26 Capital Financing Costs £119,217.00 - - £5,960.85 £5,960.85 £125,177.85 Transport Costs £25,440.38 - - £997.02 £997.02 £26,437.40 Other Expenditure £302,858.00 - - £15,042.90 £15,042.90 £317,900.90 Total Costs £10,284,321.30 - - £322,549.54 £322,549.54 £10,606,870.84 (Surplus) / Deficit £41,317.90 £489,415.02 £185,476.96 £322,549.54 £352,342.43 £7,047.33 *Projected outturn from period 10 **Overall reduction to core funding of £331,000 but includes 24/25 pay award £191,000 351
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34 APPENDIX 2 Performance Strategy Measuring Success Key Performance Indicators Attendances (Overall Increase in attendances by 3%) 2024-2025 2025-2026 Fitness Attendances Target Fitness Suites 94,674 97,515 Group Exercise excl ANA 91,231 93,967 Golf Attendances Target Golf Rounds Played 39,177 40,349 Driving Range Visits 3,150 3,245 Learn to Swim Attendances Target Learn to Swim Programme* 77,581 79,909 *Excludes Auchenharvie, target will be reassesed when reopening schedule confirmed. Community Sport Attendances Target Communit Sport (Minus Events) 42,026 43,287 Community Sport Events 18,026 18,567 Champions for Change 11,579 11,926 Health & Wellbeing Service Attendances Target ANA Attendances 49,068 50,540 Activator / Community Programme Attendances 20,833 21,458 Other 2024-2025 2025-2026 Memberships (Overall Increase of 3%) Average Target Fitness 8580 8837 Golf 1099 1132 ANA 632 651 Inspire 482 496 Learn to Swim 1760 1813 Health, Safety and Wellbeing 2024-2025 Target Audit Programme - Percentage of audits completed on time NA 85% Completed Employee 2024-2025 Target Overall PDR completion rates NA 90% Average Completion Rate Employee Turnover TBC TBC Marketing and Communication 2024-2025 Target Overall increase in Social Media followers of 10% across main channels (Faecbook/Instagram/X) 23739 26113 Statuatory KPIs (Overall Increase in attendances by 3%) Attendances Target Increase attendances for Wetside activities (SPls)* 211,649 217,999 Increase attendances for Dryside activities (SPIs) 489,683 504,066 Increase attendances for Outdoor activities (SPls) 284,476 293,006 *Excludes Auchenharvie, target will be reassesed when reopening schedule confirmed. 2024-2025 2025-2026 352
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Registered Office: 22 Quarry Road, Irvine KA12 0TH 01294 315120 info@kaleisure.com kaleisure.com 354
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Crown Estates Scotland – Memorandum of Understanding Purpose: To seek approval to update and extend the Memorandum of Understanding with Crown Estates Scotland by a further twelve months. Recommendation: That Cabinet approves the update and extension of the partnership agreement with Crown Estates Scotland for a further twelve months, to support the Council’s regeneration and economic development priorities and the Ayrshire Growth Deal Marine Tourism Programme. 1. Executive Summary 1.1 In March 2020, Cabinet approved the original proposal for North Ayrshire Council to enter into a partnership agreement with Crown Estates Scotland to explore investment opportunities to support North Ayrshire’s regeneration and economic development priorities. 1.2 The renewal of the Memorandum of Understanding for a further two years was approved by Cabinet in August 2023. A further twelve-month extension is now proposed to enable the partnership to continue. 2. Background 2.1 Crown Estates Scotland (CES) was established in 2017 to manage the Crown Estate’s assets, to support sustainable development generally, and economic development, regeneration, social and environmental well-being specifically. 2.2 CES manages the seabed property rights adjacent to and associated with North Ayrshire. They also manage parts of the foreshore of North Ayrshire and manage a series of agreements across the region in relation to ports and harbours, cables and pipelines, aquaculture and outfalls. 2.3 CES are committed to the delivery of their vision of ‘communities and businesses thriving through enterprising and sustainable development of property and natural resources’. To achieve this, they aim to work with local communities on benefits Agenda Item 14 355
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realisation, having regard to the principles of inclusive growth and community wealth building. 2.4 On 20 March 2020, Cabinet agreed to entering into a partnership agreement with Crown Estates Scotland to explore investment opportunities to support North Ayrshire Council’s regeneration and economic development priorities. Cabinet subsequently approved the extension of this agreement on 29 August 2023. 2.5 To date the partnership has explored a range of options for investment opportunities for CES. This included the potential to support Ayrshire Growth Deal projects including the i3 Flex Space industrial programme at Irvine, investment at Hunterston and expansion of the Maritime Museum as part of the Great Harbour Programme in Irvine. No investment opportunities were identified due to the lack of commerciality for CES or financial benefit for NAC. 2.6 Informed by the work to date, it has been established that the main joint working opportunities are now likely to arise through the Ayrshire Growth Deal Marine Tourism Programme. As part of the partnership, CES has funded fifty percent of the Marine Tourism Regeneration Manager post within the Growth and Investment team and has confirmed the continuation of this funding to June 2026. The post is focused on identifying marine tourism investment opportunities in alignment with the Marine Tourism Programme. 2.7 Engagement has been undertaken with CES to refresh the Memorandum of Understanding (MoU). The following objectives are proposed as part of the updated agreement, to: • Engage and consult with communities and stakeholders in Arran and Cumbrae to enable the progress of the Ayrshire Growth Deal marine infrastructure projects and related business cases during 2025/26. • Work with identified community leads within Cumbrae and Arran during 2025/26, to develop an operating model for the successful delivery of community marina and pontoon facilities at these key locations and linked to the Ayrshire Growth Deal. • Identify and secure suitable delivery partners, funding and/ or investment opportunities to maximise benefits for programme outcomes. • Support Crown Estate Scotland’s marine tourism partnership work within the region by facilitating engagement with the sector and local communities. 2.8 While the purpose of the MoU is no longer primarily focused on seeking new capital investment related to new projects, it is recommended that the Council extends the MoU with CES to continue to build on the partnership work around the Marine Tourism Programme which involves projects in relation to the Isles of Arran and Cumbrae. This also provides a framework to continue to support the jointly funded marine tourism post working arrangements. 3. Proposals 3.1 It is recommended that Cabinet approves the update and extension of the partnership agreement with Crown Estates Scotland for a further twelve months, to support the Council’s regeneration and economic development priorities and the Ayrshire Growth Deal Marine Tourism Programme. 356
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4. Implications/Socio-economic Duty Financial 4.1 There are no direct financial implications arising from the proposed updated Memorandum of Understanding. To date, CES have provided a financial contribution of fifty percent of the total cost of the Marine Tourism Regeneration Manager post within the Council and have committed to extend this contribution by a further twelve months. Human Resources 4.2 None. Legal 4.3 The proposal involves the update of the previously agreed Memorandum of Understanding. This has been developed and discussed with Crown Estates Scotland, in line with the terms set out in this report and in conjunction with Legal Services. Equality/Socio-economic 4.4 There are no impacts arising from the proposed renewed agreement to work in partnership with CES to explore further opportunities for investment in North Ayrshire. Any emerging proposals or projects would be subject to future approvals and further considerations would be given at that time to equalities and / or socio-economic implications. Climate Change and Carbon 4.5 CES support the sustainable development of property and natural resources. In addition, the MoU will help support the delivery of the Marine Tourism programme, which will include projects and measures which will contribute to the objectives of the Sustainable North Ayrshire Strategy. Key Priorities 4.6 The continued MoU with CES will contribute towards the priorities in Our Council Plan 2023 to 2028 of Wellbeing, Communities and Local Democracy, Climate Change and a Sustainable Council. Community Wealth Building 4.7 The proposal supports and promotes community wealth building as a key objective of the MoU, with a focus on empowering coastal and island communities through the identification and delivery of place-based projects. In particular, CES are keen to ensure their involvement in North Ayrshire provides positive community wealth building and inclusive growth outcomes. 357
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Islands Communities Impact Assessment (ICIA) 4.8 An ICIA is not required for the MoU. The need for an ICIA of any proposals or projects arising from this will be considered on a case-by-case basis. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 The development of marine tourism proposals and projects will substantially increase the potential for tourism and economic development which will benefit local communities and businesses. The wider impact of such proposals and projects will be considered on a case-by-case basis. 5. Consultation 5.1 Consultation regarding the updated MoU has taken place with the Council’s Legal Services team. Subject to the approval of this report, further engagement will be undertaken to conclude the signing process. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Louise Kirk, Head or Service, Economic Development, Growth & Regeneration, on lkirk@north-ayrshire.gov.uk. Background Papers Cabinet Report: Crown Estates Scotland – Memorandum of Understanding, 29 August 2023 358
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Crown Estates Scotland – Memorandum of Understanding Purpose: This report seeks approval to renew a Memorandum of Understanding with Crown Estates Scotland. Recommendation: Cabinet approves that the Council continues the partnership agreement with Crown Estates Scotland, to further explore investment opportunities to support North Ayrshire Council’s regeneration and economic development priorities. 1. Executive Summary 1.1 Cabinet of March 2020 approved the proposal for North Ayrshire Council to enter into a partnership agreement with Crown Estates Scotland (CES) to explore investment opportunities to support North Ayrshire’s regeneration and economic development priorities. 1.2 The Council and CES subsequently signed a Memorandum of Understanding (MoU) following the Cabinet approval of March 2020, with CES having an enabler and co- ordinator role. However, the MoU has now lapsed (as of March 2023) and requires to be renewed to enable the partnership to continue. 2. Background 2.1 CES was established in 2017 to manage the Crown Estate’s assets, to support sustainable development generally, and economic development, regeneration, social and environmental well-being specifically. 2.2 CES manages the seabed property rights adjacent to and associated with North Ayrshire. They also manage parts of the foreshore of North Ayrshire and have numerous agreements across the region in relation to ports and harbours, cables and pipelines, aquaculture and outfalls. 2.3 They are committed to their vision of ‘communities and businesses thriving through enterprising and sustainable development of property and natural resources’. They aim to work with local communities on benefits realisation, having regard to the principles of inclusive growth and community wealth building. Agenda Item 11 139359
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2.4 The partnership during the first MoU explored a range of options for investment opportunities for CES including supporting a number of Ayrshire Growth Deal projects - the i3 Flex Space industrial programme at Irvine, investment at Hunterston and expansion of the Maritime Museum as part of the Great Harbour Programme in Irvine. However, no investment opportunities were identified due to lack of commerciality for CES or financial benefit for NAC. 2.5 CES has also funded 50% of the Marine Tourism Regeneration Manager post within the Council’s Growth & Investment Team for the past two years. The post is focused on identifying marine tourism investment opportunities in alignment with the Ayrshire Growth Deal Marine Tourism Programme and also with progressing the Boat Based Tourism Investment Challenge Fund which CES manage. 2.6 An updated draft MoU has been prepared which has been the subject of discussions between NAC and CES. The main joint working opportunities are now likely to arise through the Ayrshire Growth Deal Marine Tourism Programme and the Boat Based Tourism Fund. CES have indicated that it does not foresee additional capital investment being available at the moment, but CES does continue to see a role for an MoU between CES and NAC, to explore other support mechanisms to achieve priorities shared between both organisations. In addition, CES have confirmed they will continue to fund 50% of the NAC Marine Tourism post for a further two years. 2.7 The Council and CES have provisionally agreed to have regard to the following areas of opportunity as part of the updated MoU: x Projects that have potential to enhance value of the Scottish Crown Estate; x Projects or activities which secure regeneration within North Ayrshire, and/or development of coastal communities and the marine and coastal economy, including marine tourism destination areas; x Projects or activities which maximise sustainability, sustainable and inclusive growth and promote Community Wealth Building; x Support for projects or activities that involve third parties where combined efforts of the parties can unlock new opportunities; and x Support for projects or activities which maximise the impact of the Ayrshire Growth Deal investment, and other major capital investment programmes, and increase capacity to leverage private sector investment and activity, resulting in investment in communities and access to employment opportunities. 2.8 While the purpose of the MoU is no longer primarily about seeking new capital investment related to new projects, it is recommended that the Council renews the MoU with CES as it would help provide a framework for partnership work with CES, particularly around the Marine Tourism Programme and the Boat Based Tourism Fund. It would also provide a framework to continue to support the jointly funded marine tourism post working arrangements. 140360
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3. Proposals 3.1 It is recommended that Cabinet: i) approves that the Council continues the partnership agreement with Crown Estates Scotland, to further explore investment opportunities to support North Ayrshire Council’s regeneration and economic development priorities. 4. Implications/Socio-economic Duty Financial 4.1 There are no direct financial implications arising from the proposed updated Memorandum of Understanding. CES have supported 50% of the funding of a Marine Tourism post within the Council, which they have committed to for a further two years. Human Resources 4.2 None. Legal 4.3 The proposal involves the update of a Memorandum of Understanding, which has been developed and discussed with Crown Estates Scotland, in line with the terms set out in this report and in conjunction with Legal Services. Equality/Socio-economic 4.4 There are no impacts arising from the proposed renewed agreement to work in partnership to explore further opportunities for investment in North Ayrshire. Any emerging proposals would be subject to future approvals and further considerations would be given at that time to equalities and / or socio-economic implications. Climate Change and Carbon 4.5 CES have stated that they support the sustainable development of property and natural resources. In addition, the MoU will help support the delivery of the Marine Tourism programme in North Ayrshire which includes projects that will have a number of measures to reduce carbon emissions. Key Priorities 4.6 The continued MoU with CES will contribute towards the four priorities in Our Council Plan 2023 to 2028, in terms of Wellbeing, Communities and Local Democracy, Climate Change and a Sustainable Council. In particular, CES are keen to ensure their involvement in North Ayrshire provides positive community wealth building and inclusive growth outcomes. 141361
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Community Wealth Building 4.7 The proposal supports and promotes community wealth building as a key objective of the MoU, with a focus on empowering coastal and island communities through the identification and delivery of place-based projects. 5. Consultation 5.1 Consultation regarding the updated MoU has taken place with the Council’s Legal Services team. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Neale McIlvanney, Interim Head of Service, Economic Growth & Employability, on nealemcilvanney@north-ayrshire.gov.uk . Background Papers 0 142362
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Roads Winter Service and Weather Emergencies Plan 2025/26 Purpose: To seek Cabinet approval of the Roads Winter Service and Weather Emergencies Plan 2025/26. Recommendation: That Cabinet (a) approves the Roads Winter Service and Weather Emergencies Plan 2025/26; and (b) notes the preparations and actions taken which are contained in the Winter Preparation Action Plan. 1. Executive Summary 1.1 North Ayrshire Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads which by definition includes carriageways, footways, footpaths, pedestrian precincts, etc. 1.2 The Council is also responsible for the management and operation of the coastal flood protection controls at Largs and Saltcoats. The Council will close the flood gates on the promenades and erect the flood barriers at Largs Pier in advance of predicted severe weather with minimum disruption to promenade users and the Largs to Cumbrae ferry. Coastal flooding can occur at any time and, accordingly, the Council provides this service throughout the year. 1.3 A review of the Council's Winter & Weather Emergencies Service was undertaken over the summer months. The 2025/26 Winter Preparation Action Plan has been developed to ensure adequate preparations and effective arrangements are in place for 2025/26. The Winter Preparation Action Plan is included at Appendix 1. 1.4 The Roads Winter Service and Weather Emergencies Plan 2025/26 is contained at Appendix 2. 2. Background 2.1 In its statutory role as the local Roads Authority, the aim of North Ayrshire Council in respect of its winter service and weather emergencies is to: • provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions. • establish a pattern of working which will keep delays, diversions, or road closures to a minimum during adverse weather conditions. • conduct operations having regard to the requirements of the Health & Safety at Work Act 1974 and any other relevant enactments. Agenda Item 15 363
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2.2 Separately, the Trunk Road Network is the responsibility of Transport Scotland and their management contractor, Amey. The Trunk Road network includes the A78, the A737 from Kilwinning to the Renfrewshire Boundary and A738 from the Pennyburn Roundabout to the A737 Dalry Road, Kilwinning. 2.3 All winter gritting and snow clearing operations on the Trunk Road Network are the responsibility of Amey. The Council’s Roads Team do however liaise on a regular basis with the trunk road operator during periods of adverse weather, to provide the best possible seamless service to the travelling public. 2.4 The Council’s current updated Winter Preparation Action Plan 2025/26 highlights a few key areas where preparation arrangements are being reviewed and refreshed: • Salt supply resilience, storage and capacity • Resilience arrangements • Grit bins/community resilience 2.5 Whilst the Council's primary focus is on our Priority Network, our communities have an expectation of wider assistance during extreme weather, for example in and around schools, in residential streets, car parking areas etc. There are approximately 560 grit bins provided on the road network. Salt is also available from a number of supply points throughout the Council area. Details of planned winter treatments are posted on the Council’s website. In addition, details of disruption to the road network caused by adverse weather are also posted on the website. In periods of severe weather Elected Members are also provided with regular service updates. 2.6 Road hazard weather forecasting is provided through a collaborative contract led by South Lanarkshire Council. Weather Forecast provider, MetDesk Limited, is appointed as the weather forecast provider. During the winter period MetDesk Limited will provide the weather forecasting service and monitor road and weather conditions. 2.7 The Council’s gritting routes have been developed from thermal mapping of the road network. Thermal mapping is a process by which the variation of minimum night-time road surface temperature is measured, and this provides the temperature relationship across the whole network, identifying those sections of the road which are likely to freeze first. Thermal Mapping identifies colder roads and enables selective targeting of those areas in need of treatment. Our gritting routes are unchanged for this winter, details of each Priority route are provided on the Council’s web pages at: http://www.north-ayrshire.gov.uk/roads-and-travel/winter-gritting.aspx 2.8 Priority 1 routes will be treated on receipt of an adverse weather forecast as detailed in the decision-making matrix contained in Appendix C of the Winter Service and Weather Emergencies Plan 2025/26. 2.9 Priority 2 routes will be treated in addition to Priority 1 routes when sub-zero temperatures are forecast to extend beyond midday and will be treated following completion of Priority 1 routes. Generally, the treatment of Priority 2 routes will commence at 8.00am however appropriate treatment may be instructed at any time depending on conditions. 2.10 Priority 3 routes will generally only be treated following severe weather or when sub- zero conditions are forecast to continue over an extended period. They will be treated as resources permit only after all Priority 1 and Priority 2 routes are clear unless identified as an emergency. 364
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2.11 Operational resources from Neighbourhood Services (Roads and Streetscene) will be provided for the Winter and Weather Emergencies Service. The stand-by period for carriageway treatments will be 23 October 2025 until 9 April 2026. This period may be extended beyond the given dates if required. These arrangements include home stand- by which is activated by the designated Winter Supervisor when instructed by the Winter Controller or as the result of hazardous road conditions being reported. Arrangements have also been made with Streetscene to assist with the treatment of priority footways over the winter season and stand-by arrangements are also in place with Streetscene to treat footways, when necessary, at weekends from 22 November 2025 through to 8 February 2026 and over the festive holiday period. Generally, the treatment of footways will commence at 8.00am. 2.12 Last winter season, which was generally a mild winter, the Service used 4,985 tonnes of salt, this was slightly less than the previous year when we used 5,848 tonnes of salt treating the road network. However in winter 2020/21, which was a colder winter, the Service used 8,153 tonnes of salt during the winter. This year a total of 6,000 tonnes of salt will be stored at our Goldcraigs Depot and 2,400 tonnes at our Market Road Depot on Arran. In addition, salt will be distributed to Streetscene Depots to assist with the treatment of footways. Salt usage will be monitored weekly, and stocks will be augmented if necessary. 2.13 The role of communities to provide their own resilience is recognised and grit bins will be replenished to allow communities to self-help during periods of adverse weather within available resources over the winter period. 2.14 Similar to last winter, winter treatment decisions and any road closures due to adverse weather will be provided on the Council’s website. 2.15 A pre-winter planning meeting was held on 3 October 2025 with Managers from across Council Services. This meeting was held to ensure Services are taking the necessary steps to prepare for the severities of winter weather. 2.16 A planning exercise known as the ‘dry run’ was carried out on 10 October 2025 to check our readiness for the forthcoming winter season. 2.17 The weather stations on the A760 at Catburn, between Largs and Kilbirnie, and on the B880 String Road, Arran have been serviced and calibrated and will assist Winter Controllers and Supervisors in monitoring weather conditions. Cameras are fitted on the weather stations and images from the these are available to members of the public through the Council’s website. 2.18 Each year, a Winter Preparation Action Plan is created to ensure adequate and appropriate arrangements are being put in place for the forthcoming winter. The 2025/26 Action Plan detailed at Appendix 1 confirms all planned actions are either complete or are on target. 2.19 In critical situations should our operational resources be impacted; a reduced priority network has been developed to ensure that essential transport links can continue to be treated during adverse weather conditions. This minimum resilience network will assist in maintaining network access for vital services in extreme circumstances. 3. Proposals 3.1 Cabinet is asked to approve the Roads Winter Service and Weather Emergencies Plan 2025/26 and note the preparations undertaken as detailed in the attached 2025/26 Winter Preparation Action Plan. 365
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4. Implications/Socio-economic Duty Financial 4.1 A budget of £0.714 m has been allocated for the delivery of the Roads Winter Service and Weather Emergencies Plan 2025/26. Human Resources 4.2 The Winter Service and Weather Emergencies Plan will be delivered within existing resources. Legal 4.3 The Council has a statutory obligation under Section 34 of the Roads (Scotland) Act 1984 "to take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads". Equality/Socio-economic 4.4 The delivery of the Winter Service maintains accessibility to our towns and communities and supports social and economic activity. Climate Change and Carbon 4.5 This report provides details of operational arrangements in place for responding to Climate and related weather emergency incidents. There are no carbon issues arising directly as a result of this report. Key Priorities 4.6 Delivery of the winter service supports the Council Plan priority of keeping North Ayrshire residents safe. Community Wealth Building 4.7 Delivery of the Winter and Weather Emergencies Service supports Community Wealth Building by maintaining a resilient road network enabling access to employment and movement of goods and services. Islands Communities Impact Assessment (ICIA) 4.8 None United Nations Rights of the Child (UNCRC) 4.9 None Consumer Duty 4.10 None 5. Consultation 366
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5.1 Consultation regarding preparations for the forthcoming winter season and the development of the Winter Action Plan was undertaken with The Ayrshire Civil Contingencies Team, Transport, Streetscene, Waste Services, Communications, Customer Services, North Ayrshire Health and Social Care Partnership, Education, Housing, suppliers, and external organisations. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Neighbourhood Services on 01294 324570. Background Papers Appendix 1 – Winter Preparation Action Plan 2025-26 Appendix 2 – Winter Service 2025-26 367
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1 Appendix 1 NEIGHBOURHOOD SERVICES - 2024/25 WINTER PREPARATION ACTION PLAN Service Improvement Action Existing Operation Proposed Action Timescale Progress 1.0 Policies, Procedures & Guidance 1.1 Review Existing Policy and Procedures document Winter and Weather Emergencies Procedures and Resources Document reviewed on annual basis. Review annually after each Winter Period. September 2025 Complete 2.0 Review of Existing Winter Maintenance Operations 2.1 Existing Priority Gritting Routes Priority 1 routes cover 44% of the network, Priority 2 routes cover 21% of the network. No changes proposed, review annually. September 2025 Complete 2.2 Non-Priority Routes Priority 3 routes are treated following an extended cold spell or following severe weather. No changes. September 2025 Complete 2.3 Footway Gritting Formal arrangement with Streetscene for assisting with reactive delivery of the winter service. Review annually. September 2025 Complete 2.4 Assistance from outside parties Formal arrangement in place with local contractors to assist in the event of extreme weather conditions. Review annually. Arrangements in place for assistance from mainland contractors. Contractor may be required to provide Gritting on Cumbrae for this winter. September 2025 Ongoing Service Improvement Action Existing Operation Proposed Action Timescale Progress 2.5 Gritting of other Council locations Education and Housing have arrangements in place with Review arrangements annually. September 2025 Complete 368
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2 Streetscene and Community Justice for assistance with snow clearing and gritting. 2.6 Network Resilience Resilience network developed should drivers be depleted in extreme situations (eg. The Pandemic) Mutual aid arrangements established with neighbouring authorities Trunk Road Operator. Review annually September 2025 Complete 3.0 Winter Gritting Fleet 3.1 Winter Gritting Fleet The gritting fleet comprise 13 No. 18 tonne Econ Uni-Bodies and 1 No 7.5 Tonne Econ Uni-Bodies and 1 Trailer Gritter. Vehicles to be serviced and gritter units to be calibrated. October 2025 Complete 4.0 Operational Controls 4.1 Weather forecast provision The Council’s weather forecast service is currently procured by means of a collaborative contract with 12 other Local Authorities in the South West of Scotland. A contract is in place for this winter with MetDesk Limited, Contract was awarded for 4 years + 2-year extension option, this contract commenced in May 2023. September 2025 Complete 4.2 Ice Prediction methods North Ayrshire Council has two weather stations installed on the road network and has access to a further two weather stations in the Council area, provided by Transport Scotland, on the trunk road network. We also have access to a number of additional weather stations on our neighbouring authorities’ road network. Stations to be serviced and calibrated for start of winter season. September 2025 Complete 369
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3 Service Improvement Action Existing Operation Proposed Action Timescale Progress 4.3 Winter Gritting Records Records of winter instructions and operations recorded on Vaisala Manager - Winter Roads Management System. Record footway treatments undertaken. Continue to record roads winter actions on Vaisala Manager - Winter Roads Management System. September 2025 Complete 4.4 Business Continuity The provision of Winter and Weather Emergencies Procedures and Resources document is included within the Business Continuity Plan. Review Business Continuity Plan. Review Annually Complete 5.0 Salt 5.1 Salt Storage Ensure salt stock complies with Scottish Government resilience levels prior to the onset of the winter season. 3000 Tonnes of salt to be stored at Goldcraigs Depot and 2400 tonnes to be stored on Arran for start of winter season. Following the rebuild of the salt dome, an additional 3000 Tonnes is on order. Review Annually Complete 5.2 Salt Distribution Procedure implemented for salt distribution throughout Council Services in place at Depot. Review and ensure all staff are aware of procedures annually. Review Annually Complete 6.0 Communication 6.1 Information available to Members, Council Services, general public and other stakeholders Weather forecasts and winter decisions distributed across Services. Roads winter gritting decision posted on Council Website. Details of any road closures due to adverse weather posted on Website. Issue information to Locality Planning Partnerships. Continue to provide information on the Council website. Monitor effectiveness of information provided on the Council website. Promote Roads Winter Service during Customer Services Week Oct/Nov 2025 Review Annually Review Annually On target Complete On target On target 370
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4 and Are You Ready for Winter campaign. Oct/Nov 2025 7.0 Measuring Performance 7.1 Monitor performance of winter actions Performance is currently measured using APSE Performance indicators which measure efficiency in relation to documented procedures. Review annually. October 2025 On target 7.2 Monitor performance on individual routes Gritting routes optimised following thermal mapping exercise undertaken during winter season 2018/19. No changes proposed, review annually. September 2025 Complete 8.0 Training 8.1 Winter Service Training Staff trained in delivery of winter service. Identify training needs of personnel involved with the provision of the winter maintenance service. Arrange appropriate training. Review Annually Complete 8.2 Severe Weather Exercise Ayrshire Local Resilience Partnership arrange Severe Weather tabletop exercises periodically. Appropriate attendance at ALRP exercises as arranged. As arranged. Complete 9.0 Health & Safety 9.1 Toolbox Talks Toolbox talks are delivered to all personnel engaged in the delivery of the winter maintenance service. Review annually and provide toolbox talk at the start of each winter. Annually Complete 371
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APPENDIX 2 Neighbourhood Services Roads Winter Service and Weather Emergencies Plan 2025 to 2026 Cunninghame House Irvine Ayrshire KA12 8EE Phone: 01294 310000 372
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1 | P a g e Contents 1. Introduction ............................................................................................................... 3 2. Priorities For Winter Treatment ................................................................................. 4 2.1.1 Carriageway Priorities ........................................................................................ 4 2.1.2 Carriageway Routes for Proactive Treatment .................................................... 4 2.1.3 Carriageway Routes for Reactive Treatment ..................................................... 4 2.1.4 Carriageway Routes for Snow Clearance .......................................................... 5 2.1.5 Cumbrae ............................................................................................................ 5 2.2 Footway/Footpath Priorities ............................................................................... 5 2.3 Cycle Routes ...................................................................................................... 6 2.4 Response and Treatment Times ........................................................................ 6 3. Organisation .............................................................................................................. 6 4.1 General .............................................................................................................. 7 4.2 Labour ................................................................................................................ 7 4.3 Vehicle Plant and Equipment ............................................................................. 7 4.4 Salt ..................................................................................................................... 8 5. Other Resources ....................................................................................................... 8 6. Weather Forecasting ................................................................................................. 8 7. Decision Making ....................................................................................................... 9 8. Ice Prediction .......................................................................................................... 10 9. Road Condition Reports .......................................................................................... 10 10. Communications .................................................................................................. 10 11. Road Closures ..................................................................................................... 11 12. Liaison With Police Scotland ............................................................................... 11 13. Ayrshire Local Resilience Partnership (ALRP) Disruptive Weather Response Arrangements ................................................................................................................. 12 373
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2 | P a g e 14. Cross Boundary Arrangements ........................................................................... 12 15. Vehicle Routes .................................................................................................... 12 16. Precautionary Salting .......................................................................................... 13 17. Grit Bins ............................................................................................................... 14 18. Largs And Saltcoats Flood Protection Schemes .................................................. 14 19. Sandbag Procedures ........................................................................................... 14 20. Resilience Arrangements .................................................................................... 15 Appendix A - Level of Service ......................................................................................... 16 Appendix B - Decision Making ........................................................................................ 17 Winter Treatment Spread Rate Matrix ............................................................................ 18 Recommended Spread Rates – Dry Salting (g/m2)......................................................... 18 Appendix C - Summary of Available Labour & Plant ....................................................... 20 Appendix D - Community Grit Bins ................................................................................. 21 Appendix E - Summary of Available Materials ................................................................ 22 Appendix F - Salt Resilience Plan (Mainland) ................................................................. 23 Appendix G - Contact Address & Telephone Numbers ................................................... 25 Appendix H - Distribution List .......................................................................................... 26 Appendix I - Bridges with Weight or Height Restrictions ................................................. 27 Appendix J - Arrangements with other Authorities .......................................................... 29 Appendix K - Grit Bin Policy & Procedure ....................................................................... 30 Winter gritting (north-ayrshire.gov.uk) .......................................................................... 30 374
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3 | P a g e 1. Introduction North Ayrshire Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads which includes carriageways, footways, footpaths, pedestrian precincts. In its statutory role as the local Roads Authority, the aim of North Ayrshire Council in respect of its winter service and weather emergencies is to: - 1. provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions. 2. establish a pattern of working which will keep delays, diversions, or road closures to a minimum during adverse weather conditions. 3. conduct operations having regard to the requirements of the Health & Safety at Work Act 1974 and any other relevant enactments. This Plan only relates to the Council’s duties as Roads Authority and does not cover the wider response of the Council during winter and other weather emergencies. North Ayrshire Council has no responsibility for the treatment of trunk roads. From 01 April 2001, the contract for management and maintenance of the trunk roads in Scotland has been awarded by the Scottish Government to the private sector. The successful contractor for the South West of Scotland is Amey and the roads involved in North Ayrshire are as follows: - A78 full length from Meadowhead roundabout, Dundonald to Inverclyde boundary at Skelmorlie. A737 Dalry Road, Kilwinning to Renfrewshire boundary. A738 Pennyburn roundabout to A737 Dalry Road, Kilwinning All winter gritting and snow clearing operations on these roads will be the responsibility of Amey. North Ayrshire Council’s Neighbourhood Services (Roads) and Amey liaise on a regular basis during periods of adverse weather to provide the best possible service to the travelling public. North Ayrshire Council is also responsible for the management and operation of the coastal flood protection controls at Largs and Saltcoats. The Council will close the flood gates on the promenade and erect the flood barriers at Largs Pier in advance of predicted severe weather with minimum disruption to promenade users and the Largs to Cumbrae ferry. Coastal flooding can occur at any time and, accordingly, the Council will provide this service throughout the year. In the event of extreme weather similar to that which was experienced on Arran late March 2013, where major disruption affected large parts of the community, a coordinated response is adopted by the Council to ensure public safety. In dealing with such emergencies, Police Scotland initially lead the emergency or response stage of the emergency. Thereafter, the Council leads the recovery stage. Generally, there are 3 levels of Civil Contingencies response. There is a strategic group at National or Strathclyde wide level, a tactical group at North Ayrshire level and an operational group at local level. 375
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4 | P a g e The Ayrshire Civil Contingencies Team (ACCT) act as lead for the Council and implement the Civil Contingencies Plan liaising with all relevant Stakeholders identified within the Plan. 2. Priorities For Winter Treatment North Ayrshire Council has defined the priorities for carriageway and footway/footpath treatment as follows: 2.1.1 Carriageway Priorities Where slush is formed, this shall be removed as soon as practicable to avoid the risk of rutting should there be a further significant fall in road temperatures which might result in freezing conditions. 2.1.2 Carriageway Routes for Proactive Treatment Priority 1 – Strategic, Main Distributor and Distributor routes, bus routes and certain pre- determined Secondary Distributor routes identified from the Local Transport Strategy (LTS) will be treated when it is forecast that snow or ice is likely to be present on road surfaces. Due to the various climatic domains within North Ayrshire the Priority 1 routes may be adjusted to cover either the four pre-determined Inland Routes or two pre-determined High Routes which all currently form part of our existing Priority Network. Priority 1 gritting routes are available on the Council website here Winter gritting (north- ayrshire.gov.uk) 2.1.3 Carriageway Routes for Reactive Treatment Priority 2 – Remaining Secondary Distributor, local access, and residential distributor roads. Given the presence of ice and snow, Priority 2 routes may be treated during normal working hours as resources permit, when sub-zero temperatures are forecast to continue beyond midday following completion of Priority 1 routes. Priority 3 – The remaining road network including minor rural unclassified routes and remaining residential areas not already covered. Priority 3 routes will be treated as resources permit when sub-zero conditions are forecast to continue over an extended period only after all Priority 1 and Priority 2 routes are clear unless it is identified as an emergency. 376
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5 | P a g e 2.1.4 Carriageway Routes for Snow Clearance On receipt of a weather warning predicting medium (25 - 100 millimetres deep) or heavy (over 100 millimetres deep) snowfalls, the Network & Operations Manager where appropriate, will recall to depots such vehicles capable of being equipped with snow ploughs. While snow is still falling the Strategic and Main Distributor Network will be prioritised for ploughing and treatment in order to target resources and to keep these routes open for traffic. After snow has stopped falling but is lying, the remaining Priority 1 precautionary routes will be ploughed and treated before commencing ploughing and treatment on Priority 2 and Priority 3 routes as resources and conditions permit. 2.1.5 Cumbrae There are no Roads Operatives based on the Isle of Cumbrae, however contract arrangements have been made to carry out gritting operations and assist with weather emergencies on the Island. 2.2 Footway/Footpath Priorities With limited resources available footways and footpaths will only be treated when considered necessary (heavy snowfall or extensive icing). They will normally only be treated during normal working hours (commencing from 8am), but arrangements are in place to undertake emergency work out of normal working hours, weekends, and public holidays in extreme circumstances. Generally, treatment of footways and footpaths will be reactionary and not pre- programmed, and where possible work will be undertaken during normal working hours. When treatment is instructed the following priorities will apply: - Priority 1 Routes will be considered for treatment if it is forecast that ice or snow is likely to be present or where surfaces are wet with temperatures forecast to remain below zero until 10am the next working day. Priority 1 Routes - Urban shopping areas and precincts, footway access to schools, emergency facilities including fire and rescue, police and ambulance services, hospitals, sheltered housing, doctors surgeries and health centres. Priority 2 routes will be treated if it is forecast that ice or snow is likely to be present with temperatures forecast to remain below zero for a prolonged period only after priority 1 routes are clear. Priority 2 Routes - Steep hills on main distributor and residential distributor routes, routes to bus stops, only after all Priority 1 have been cleared: 377
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6 | P a g e Priority 3 routes will be treated if it is forecast that ice or snow is likely to be present with temperatures forecast to remain below zero for a prolonged period only after priority 1 and 2 routes are clear. Priority 3 Routes - Other areas of high pedestrian concentration. Streetscene staff will assist with the treatment of footways. To maximise coverage on footways, generally only one side of a road will be initially treated. It is not possible for the Council to treat all footways and footpaths within North Ayrshire. As such the Council encourages the community to participate in self-help, through the use of grit bins which can be requested through the grit bin application process. Grit bins will only be allocated where it has been assessed and deemed as an appropriate location by the Council. 2.3 Cycle Routes With limited manpower resources no treatment will be carried out on off road cycle routes. 2.4 Response and Treatment Times Routine precautionary salting of priority 1 carriageway routes should be completed within 3 hours of the planned start time. For emergency or unplanned salting, the start time from leaving the depot shall be no more than 1 hour. 3. Organisation The Head of Neighbourhood Services is responsible for specifying the level of winter service required based on approval from the Council. The Network & Operations Manager is responsible for implementing this service. A duty Winter Controller and Winter Supervisor will be appointed by the Network & Operations Manager for the whole of the winter period covered by these procedures (mid- October to early April). 378
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7 | P a g e 4. North Ayrshire Council Resources (Roads) 4.1 General Following approval from the Council, it is the responsibility of the Head of Neighbourhood Services to define the level of service to be provided within their sphere of operations and to issue appropriate instructions to the Network & Operations Manager to provide the necessary labour and plant for winter operations. This level of service will be based on the national Code of Practice for Well Managed Highway Infrastructure (see Appendix A). The level of winter treatment is established utilising the weather forecasts provided by MetDesk Limited in accordance with the winter treatment matrix (Appendix B). The Network & Operations Manager shall thereafter be responsible for advising the Head of Service of any matters which may affect his ability to deal with adverse weather conditions such as. labour disputes, extensive plant breakdowns. Labour resources from Neighbourhood Services (Roads) will be provided for the Winter and Weather Emergencies Service. The stand-by period will be 23 October 2025 until 9 April 2026. This period may be extended beyond the given dates if conditions warrant such action. These arrangements include home stand-by which is activated by the designated Winter Supervisor when instructed by the Winter Controller or as the result of hazardous road conditions being reported. 4.2 Labour A proportion of the roads labour force will be on stand-by for winter service operations out of normal working hours, with the remainder on call out as necessary. This allows evening and early morning precautionary salting to be carried out on our priority carriageway network to undertake treatment before the morning rush hour. In determining the labour resources required for the winter service, cognisance is taken of the key objective to treat all priority routes before the commencement of the morning peak period. 4.3 Vehicle Plant and Equipment Prior to commencement of winter service operations, the Senior Manager (Network) will ensure that all equipment for salting roads and snow clearing is in working order and, where appropriate, that ancillary items can be fitted to vehicles without difficulty, such as ploughs set up on blocks to facilitate assembly. The above procedure should also be applied to vehicles and plant available under contract for the winter service. The Senior Manager (Network) will ensure that all vehicles engaged in the winter service are equipped with radios or other appropriate communication devices to allow contact to be maintained between the depot and operators. Superintendents have mobile telephones. There is also vehicle tracking system fitted and operational in all vehicles to reduce the risk associated with gritting operations. 379
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8 | P a g e A summary of labour, vehicles, plant, and equipment available for the winter service work is detailed in Appendix C. Once per year the Senior Manager (Network), will organise a trial closure of the flood gates and erection of the de-mountable barriers at the Largs and Saltcoats flood protection controls. This is to ensure that the gates and barriers remain in full working order and that all staff are familiar with the process. 4.4 Salt Salt is purchased through a Scotland Excel annual purchase contract. Mainland salt deliveries are stored in the salt barn within the Goldcraigs Depot. Salt on Arran is stored in the open at the Roads Depot in Market Road, Brodick. During the season, the Senior Manager (Network) will arrange for a weekly check to be made on the amount of salt used and for stocks to be augmented as necessary. There is a procedure in place at the depot to strictly control salt distribution. All vehicles are tagged and must cross the weighbridge to accurately record salt usage. This includes salt distributed to Streetscene and contractors assisting with winter service delivery. Small quantities of salt are available for issue free of charge to the public, subject to residents supplying a suitable container. Details of locations of community grit bins where small quantities of salt are available are given in Appendix D The planned salt stock level at commencement of winter is given in Appendix E. In the event of prolonged severe weather, the Council has a salt resilience plan (Appendix F), which will be implemented if conditions require. 5. Other Resources During adverse weather conditions, the Network & Operations Manager, (after consultation with the Head of Neighbourhood Services), shall, if necessary, augment his resources by the use of personnel from Streetscene and external contractors at rates agreed prior to engagement through a framework contract. The Head of Neighbourhood Services should be advised, as soon as practicable, of external resources engaged as a result of decisions made out with normal working hours. The Network & Operations Manager will provide a supply of salt to Streetscene and external contractors where appropriate to permit the treatment of agreed footways/footpaths. This will be managed through a salt management system based at Goldcraigs Roads Depot. 6. Weather Forecasting North Ayrshire Council, through a collaborative contract led by South Lanarkshire Council, has appointed MetDesk Limited, as their weather forecast provider. During the winter service period MetDesk Limited will provide a weather forecasting service and monitor road and weather conditions. 380
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9 | P a g e The forecasters receive, monitor, and interpret, climatic, ice prediction and weather radar information on a continuous basis and provide detailed weather forecasts on a daily basis during the whole winter period. SEPA operate a coastal flood warning system for the Firth of Clyde. If storm surges and coastal flooding are predicted, SEPA provide advance warning to the Council by e-mail and also through their Floodline service which is available on their website or by phone. This service is available all year round. 7. Decision Making The Network & Operations Manager will appoint suitably trained and experienced personnel as Winter Controllers. During the winter season the Winter Controller will receive the weather forecast around 12.00 hours and decide on the treatment to be carried out. The Winter Controller will check the treatment decision of neighbouring authorities for consistency and reconsider if necessary. The weather forecast provider will provide an evening forecast around 18.00 hours and if this update indicates any change in the forecast the Winter Controller will amend the decision accordingly and advise the Winter Supervisor. For out of office hours, Saturdays, Sundays and public holidays the Network & Operations Manager shall provide the weather forecast provider with contact telephone numbers of the on-duty Winter Controller. If the forecast conditions change from good to adverse at any time, then the weather forecast provider will phone the Winter Controller either at work or at home as appropriate. Thereafter, it is the responsibility of the Winter Controller to take action including the calling out of stand-by squads to undertake salting/snow clearing. Winter Controllers have the facility at any time to contact the weather forecast provider for advice or clarification of forecasts. These arrangements will be in place from 6 October 2025 until 23 April 2026 and these dates can be extended if required. The decision-making process is illustrated in Appendices A & B. The Head of Neighbourhood Services will appoint suitably trained staff and experienced personnel to manage the coastal flood prevention schemes at Largs and Saltcoats. During the winter season, this will be the Winter Controller. 381
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10 | P a g e 8. Ice Prediction In addition to the weather forecast information, the Council has available further information from sensors which have been installed at the locations listed below: - • A78 Ardrossan • A78 Sharphill • A737 Highfield • A760 Catburn • A735 Near Dunlop • B880 Arran, summit of The String The sensors provide current details of road and air temperatures and indicate the presence of moisture, thereby identifying locations that icing has occurred or where there is a risk that icing will occur. By utilising the data from these sensors, the weather forecast provider is able to supplement their forecast by producing site specific forecasts. The above information is available to the Winter Controller via computer link 24 hours a day throughout the winter period. 9. Road Condition Reports During periods of adverse weather, the Network & Operations Manager shall receive reports on road conditions from the Winter Supervisor by 9.45am. These reports should be updated as necessary depending on changing circumstances. 10. Communications The Head of Neighbourhood Services or nominated senior manager will deal with statements to the Press, Radio, and Television regarding road conditions throughout the area. The Council’s Communication team will assist and may take the lead role depending on the nature of any significant event. General advice and information, along with timeous service updates, will be placed on the Council’s website. The Head of Neighbourhood Services (or nominated senior officer) will ensure that all staff involved in communication with members of the public are fully briefed with consistent and accurate information. A protocol has been agreed by the West of Scotland Regional Resilience Partnership (WoS RRP) and Ayrshire Civil Contingencies Team (ACCT) for the transfer of information in relation to Winter and Weather Emergencies. 382
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11 | P a g e The Council’s daily winter decisions are available for the public and can be accessed via the Council’s website. Any winter and weather emergencies can be reported to North Ayrshire Council and the Trunk Road Operators using the contact information contained within Appendix G. The distribution list for winter weather emergencies can be found under Appendix H. 11. Road Closures Where it is considered that a road is rendered unsafe due to adverse winter conditions then Police Scotland or persons acting on behalf of the Chief Constable will arrange to have the road closed and advise the on-duty Winter Supervisor as soon as possible of their actions. The Winter Supervisor will advise the Winter Controller/Network & Operations Manager of any road closures. Appropriate measures will also be taken to re- direct traffic and to ensure that the necessary signs are put in place. When the road affected is a through route the adjoining Councils will be kept informed. Police Scotland will advise the other emergency services (Ambulance & Fire) of the closures. Prior to signing diversionary routes, the capacity of the roads and the headroom and weight restrictions of structures should be checked with the Winter Controller to ensure that they are adequate (see Appendix I). 12. Liaison With Police Scotland Neighbourhood Services (Roads) will ensure close liaison with Police Scotland, particularly during periods of severe weather. Where practicable, Police Scotland will be informed in advance of North Ayrshire Council’s proposed operations. Similarly, arrangements have been made for exchanging information on proposed actions with neighbouring authorities and the trunk road operating company. Where necessary the service will request appropriate assistance from Police Scotland when moving equipment, arranging road closures, and dealing with abandoned vehicles. Reports from Police Scotland regarding dangerous road conditions should be acted upon by the Winter Supervisor as soon as practicable, having regard to priorities in this document and the conditions pertaining throughout the area. 383
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12 | P a g e 13. Ayrshire Local Resilience Partnership (ALRP) Disruptive Weather Response Arrangements There have been several occasions when severe weather including high winds, heavy rain and snow has caused disruption to communities and services in Ayrshire. Arrangements are in place where partner organisations can trigger the ALRP Disruptive Weather Response Arrangements. The purpose of these arrangements are: - • To protect human life, property, and the environment • To implement a professional and coordinated multi-agency response to the incident in conjunction with our communities. • To maintain wider public confidence in the multi-agency response and minimise general community and infrastructure impact. • To ensuring that all possible measures are in place to protect vulnerable or displaced members of the community. • To support effective public communication regarding the incident along the principles of warning and informing. • To ensure awareness of the potential impact of events out with Ayrshire on the local multi-agency response. • To ensure that organisational and partnership learning points are captured to ensure a continuing focus on safeguarding the public. 14. Cross Boundary Arrangements Because the Council boundaries do not always coincide with convenient turning points at the end of gritting routes, arrangements have been drawn up with all adjacent authorities for the gritting routes to be continued short distances to appropriate turning points. See (Appendix J). 15. Vehicle Routes A thermal mapping exercise was undertaken on North Ayrshire’s road network over winter season 2018 to 2019 and routes have been developed by the Roads Service on the basis of the priorities listed in Section 2. However, in order to minimise unproductive mileage, some roads in a lower category may be treated out of sequence. This may also occur when conditions vary throughout the area. A complete set of route cards will be kept in the Neighbourhood Services (Roads) offices, with a duplicate set being held in Goldcraigs Depot. Treatment of precautionary carriageway salting routes should be completed within three hours of planned start time under routine conditions. When the Winter Controller instructs immediate winter service operations, the response time to start treatment should be within one hour. 384
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13 | P a g e It should be noted that gritting routes are either at or close to capacity and it is unlikely that any additions to routes could be considered without additional finance and human resources. 16. Precautionary Salting On receipt, within normal working hours, of a forecast from the weather forecast provider warning of frost, freezing or snow conditions, the Winter Controller in consultation with the Network & Operations Manager, shall consider precautionary salting of main roads. Where such a warning is received out with normal working hours, the Winter Controller has delegated authority to activate call-out procedures as indicated in Section 7. Extensive and accurate records of weather forecasts, winter treatment decisions and actions taken will be kept demonstrating our compliance to our Winter and Weather Emergencies Plan. 385
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14 | P a g e 17. Grit Bins There are approximately 560 grit bins distributed across North Ayrshire. These are located at areas of particular difficulty such as dangerous bends, steep gradients. The policy and procedures for siting of grit bins, and requests for additional bins is shown in Appendix K. Grit bins will be refilled prior to the start of winter and as considered necessary during the winter season and following periods of severe weather when resources are available. The locations of Community Grit Bins are listed in Appendix D and are also show on the council website here Winter gritting (north-ayrshire.gov.uk) 18. Largs And Saltcoats Flood Protection Schemes On receipt of a severe weather warning predicting a combination of strong winds, high tides, or tidal surges the Winter Controller will, when necessary, instruct the closure of the flood gates on the promenade at Largs and/or the erection of the flood barriers at the Largs Pier and/or Saltcoats promenade. 19. Sandbag Procedures The deployment of sandbags to prevent or contain floodwaters can be an effective way of mitigating the effect of a flood, however the lead time for filling and deployment can be lengthy, as a large number of bags cannot be filled in advance due to storage problems. Therefore, an early decision must be taken to sandbag, to avoid a subsequent waste of time and effort. The deployment of sandbags will be decided with regard to the following priorities: 1. To prevent loss of life or serious injury 2. Maintenance of access for the emergency services 3. Protection of vital facilities within the community 4. Protection of transportation routes 5. Protection of NAC property 6. Protection of private dwelling houses 386
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15 | P a g e The decision to deploy sandbags will be made by the Winter Controller / Supervisor or appropriate officers in Building Services, Cleansing or the Island Officer on Arran in accordance with the Services' callout/emergency procedures. Notes: 1. Sandbags will not normally be deployed to protect commercial property; 2. Appropriate stocks of empty and filled sandbags will be held by the Services mentioned above, based on previous usage and experience. The above procedure mainly relates to tidal, fluvial and watercourse flooding. Where flooding occurs as a result of a blocked, damaged, or ineffective Council owned drainage systems, sandbags will be deployed as required to mitigate the effects of flooding (and reduce the likelihood of claims against the Council) including the protection of commercial property. Sandbags are not readily available for collection by either residents nor commercial property owners in the event of heavy rain being forecast, they should make their own arrangements to ensure that their properties are protected from potential flooding. During an emergency situation, the Council will deploy sandbags to protect transportation routes and properties as far as is possible where flooding occurs in line with priorities outlined above. 20. Resilience Arrangements In critical situations should our operational resources be reduced, a minimum resilience network for winter gritting has been prepared. Should we have to reduce our level of service due to an extreme situation our priority gritting routes will reduce from six to three. On Arran we may require reducing from two to one gritting vehicle covering the island routes and the treatment time for gritting operations will increase accordingly. The Head of Service will decide if the level of service has to be reduced due to extreme situations. Details of our resilience network are attached as Appendix L. 387
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16 | P a g e Appendix A - Level of Service Road Surface Temperature Precipitation Predicted Road Conditions Wet / Wet Patches Predicted Road Conditions Dry Temperature Forecast between +1.5oC and +0.5oC No Rain No Hoar Frost No Fog High Route Patrols No action likely Temperature Forecast below +0.5oC No Rain No Hoar Frost No Fog Priority 1 Routes Salt before frost No action likely Temperature Forecast below +0.5oC Expected Hoar Frost Expected Fog Priority 1 Routes Salt before frost Priority 1 Routes Salt before frost Temperature Forecast below +0.5oC Expected rain BEFORE freezing Priority 1 Routes Salt after rain stops Priority 1 Routes Salt after rain stops Temperature Forecast below +0.5oC Expected rain DURING freezing Priority 1 Routes Salt before frost, as required during rain and after rain stops Priority 1 Routes - Salt before frost, as required during rain and after rain stops Temperature Forecast below +0.5oC Possible rain Possible hoar frost Possible fog Priority 1 Routes Salt before frost Monitor weather conditions Temperature Forecast below +0.5oC Expected Snow Fall Priority 1 Routes and footways Salt before snow fall Priority 1 Routes and footways Salt before snow fall The decision to undertake precautionary treatments should be adjusted, where appropriate, to take account of residual salt. All decisions should be evidence based, recorded, and continuously monitored and reviewed. 388
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17 | P a g e Appendix B - Decision Making Note: • Rate of spread for precautionary treatments may be adjusted to take account of local variations along the routes such as residual salt, temperature variations, surface moisture (air or road surface) road alignment and traffic density. • All decisions should be evidence based, recorded and require continuous monitoring and review. • Ice refers to all ice on the road surface, including black ice. • The level of service generally complies with the recommendations laid down in “NWSRG best practice guide for Winter Salt” as recommended in the Well Managed Highway Infrastructure Code of Practice and takes account of recommendations by the SCOTS Winter Group following a review of the Code of Practice and consultation with the National Winter Service Research Group (NWSRG). 389
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18 | P a g e Winter Treatment Spread Rate Matrix Recommended Spread Rates – Dry Salting (g/m2) Road Surface Temperature (RST) when frost/ice is predicted and road wetness. Poor Cover (salt stored uncovered) Medium Traffic Normal Loss Good Cover (salt stored under cover) Medium Traffic Normal Loss Comments RST at or above -2 deg and dry or damp road conditions 10 10 None RST at or above -2 deg and wet road conditions 15 10 None RST below -2 deg and above - 5 deg and dry or damp road conditions 15 or 20 10 or 15 Spread rate dependent on residual salt on road surface RST below -2 deg and above - 5 deg and wet road conditions 1 x 20 & monitor & treat as required 20 None RST at or below -5 deg and above -10 deg and dry or damp road conditions 1 x 20 & monitor & treat as required 20 Spread rate dependent on residual salt on road surface RST at or below -5 deg and above -10 deg and wet road conditions 1 x 20 & monitor & treat as required 1 x 20 & monitor & treat as required None 390
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19 | P a g e Salt Type Precautionary Treatments Before Snow or Freezing rain Light or Medium Traffic Heavy Traffic Dry Salt Light Snow Forecast 20g/m2 20g/m2 Pre-wet Salt Light Snow Forecast 20g/m2 20g/m2 Treated Salt Light Snow Forecast 15g/m2 15g/m2 Dry Salt Moderate/Heavy Snow Forecast 20g/m2 40g/m2 Pre-wet Salt Moderate/Heavy Snow Forecast 20g/m2 40g/m2 Treated Salt Moderate/Heavy Snow Forecast 15g/m2 30g/m2 Dry Salt Freezing rain Forecast 1 x20g/m2 then monitor 1 x20g/m2 then monitor Pre-wet Salt Freezing rain Forecast 1 x20g/m2 then monitor 1 x20g/m2 then monitor Treated Salt Freezing rain Forecast 1 x15g/m2 then monitor 1 x15g/m2 then monitor 391
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20 | P a g e Appendix C - Summary of Available Labour & Plant Type Of Plant/Labour Goldcraigs Arran Other NAC Total 18 Tonne Uni-body Gritter 10 3 0 13 7.5 Tonne Uni-body Gritter 1 0 0 1 Trailer Gritter 0 1 0 1 Footway Gritter 1 0 7 8 18 Tonne Uni-body Lorry 10 3 0 13 26 Tonne Multi-lift Lorry 1 0 0 1 7.5 Tonne Uni-body Lorry 1 0 0 1 Tractor 0 0 9 9 JCB 3CX 0 1 0 1 Telehandler 1 1 0 2 Fixed V Plough 3 2 0 5 Small Blade Plough 1 1 0 2 Large Blade Plough 12 3 0 15 Drivers 27 13 0 40 Pickup Drivers 4 4 22 30 Operatives 5 1 29 35 Note When necessary, labour, vehicles, plant and equipment from other Council Departments, plant hirers and contractors will be used to supplement above resources. This also applies for non-winter related emergency responses. 392
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21 | P a g e Appendix D - Community Grit Bins Small quantities of salt are available for issue free of charge to members of the public, subject to their supplying a suitable container from the Community Grit Bins sited at the following locations. Ardrossan – Car park, North Crescent Road Beith – Community centre, Kings Road Brodick – Household waste recycling centre Dalry – Car park, Kirk Close Fairlie – Car park, Pier Road Irvine – Bartonholm civic amenity site Kilbirnie – Cleansing depot, Paddockholm Road Kilwinning – Byrehill Place (off Pennyburn Road) Lamlash – Council office Largs – Cleansing depot, Alexander Avenue Millport – Kepple Pier Saltcoats – Cleansing depot, Mid Dykes Road Skelmorlie – Toward View (opposite fire station) Stevenston – Car park, Garnock Road West Kilbride – Community Centre, Corse Street 393
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22 | P a g e Appendix E - Summary of Available Materials The following salt, grit and sand stocks will be in place at commencement of winter: - Goldcraigs (salt barn) • 6000 tons of salt • 100 tons of sand for sandbags Arran • 2400 tons of salt • 300 tons of sand for sandbags Cumbrae • 20 tons of salt • 500 filled sandbags Note: Approximately 4000 sandbags are located at Goldcraigs, and 500 on Arran. 394
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23 | P a g e Appendix F - Salt Resilience Plan (Mainland) Level 1 (Green) Service – Stock Levels 2500 Tonnes and above • Service levels as detailed in NAC Winter and Weather Emergencies Plan. • Typical daily salt usage (snow conditions) 470T – resilience 8 days or • Typical daily salt usage (frost & ice only) 235T – resilience 16 days Level 2 (Amber 1) Service – Stock Levels 1800 Tonnes – 2500Tonnes • Only Priority 1 carriageway routes treated with pure salt, remaining priority carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • All footway routes reduced to salt/sand mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50. • Typical daily salt usage (snow conditions) 330T – resilience 2 days. or • Typical daily salt usage (frost & ice only) 165T – resilience 4 days Level 3 (Amber 2) Service – Stock Levels 1000 Tonnes – 1800 Tonnes • All carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • Priority 1 footway routes treated with salt/sand mix at 50/50 • Remaining footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix at 50/50 • Typical daily salt usage (snow conditions) 150T – resilience 5 days. or • Typical daily salt usage (frost & ice only) 75T – resilience 10 days Level 4 (Red) Service – Stock Levels less than 1000Tonnes • Priority 1 carriageways reduced to half the normal spread rate or salt/grit mix at 50/50 • Treat remaining carriageway routes with sand/grit mix at 50/50 • All footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix. • Typical daily salt usage (snow conditions) 100T – resilience 10 days or • Typical daily salt usage (frost & ice only) 50T – resilience 20 days Assuming 7000 tonnes in stock at start of winter our total resilience would be either: • Total Resilience during periods of heavy snow - 27 days or Total Resilience during periods of frost & ice conditions - 54 days 395
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24 | P a g e Salt Resilience Plan (Arran) Level 1 (Green) Service – Stock Levels 1000 Tonnes and above • Service levels as detailed in NAC Winter and Weather Emergencies Plan. • Typical daily salt usage (snow conditions) 52T – resilience 28 days or • Typical daily salt usage (frost & ice only) 26T – resilience 56 days Level 2 (Amber 1) Service – Stock Levels 550 Tonnes – 1000Tonnes • Only Priority 1 carriageway routes treated with pure salt, remaining priority carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • All footway routes reduced to salt/sand mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50. • Typical daily salt usage (snow conditions) 44T – resilience 10 days. or • Typical daily salt usage (frost & ice only) 22T – resilience 20 days Level 3 (Amber 2) Service – Stock Levels 250 Tonnes – 550 Tonnes • All carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • Priority 1 footway routes treated with salt/sand mix at 50/50 • Remaining footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50 • Typical daily salt usage (snow conditions) 30T – resilience 10 days. or • Typical daily salt usage (frost & ice only) 15T – resilience 20 days Level 4 (Red) Service – Stock Levels less than 250 Tonnes • Priority 1 carriageways reduced to half the normal spread rate or salt/grit mix at 50/50 • Treat remaining carriageway routes with sand/grit mix at 50/50 • All footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix. • Typical daily salt usage (snow conditions) 20T – resilience 12 days or • Typical daily salt usage (frost & ice only) 10T – resilience 24 days Assuming 2,400 tonnes in stock at start of winter our total resilience would be either • Total Resilience during periods of heavy snow - 60 days or Total Resilience during periods of frost & ice conditions - 120 days 396
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25 | P a g e Appendix G - Contact Address & Telephone Numbers During working hours North Ayrshire Council Neighbourhood Services (Roads) Cunninghame House Irvine KA12 8EE Telephone: 01294 310000 Arran Local Office Lamlash Isle of Arran KA27 8JY Telephone: 01770 600338 Trunk Roads A78, A737 and A738 Amey Network Control Centre 150 Polmadie Road Glasgow G5 0HD Control Room telephone: 0800 0420188 Email: OCCR-southwest@amey.co.uk Outside of working hours North Ayrshire Council Call centre – road and lighting faults 24 hours, seven days a week Telephone: 01294 310000 397
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26 | P a g e Appendix H - Distribution List Copies North Ayrshire Council Chief Executive 1 Executive Director: Place 1 Executive Director: Communities & Education 1 Head of Neighbourhood Services 1 Head of Housing and Public Protection 1 Head of Democratic Services 1 ACCT 1 All Elected Members of North Ayrshire Council 33 Police Scotland Divisional Commander, Kilmarnock 1 Traffic Management, Ayr 1 Strathclyde Partnership for Transport 1 Scottish Fire & Rescue Service – Divisional Commander 1 Scottish Ambulance Service 1 MetDesk Limited 1 Amey 1 Ayrshire Roads Alliance 1 Renfrewshire Council - Head of Roads 1 East Renfrewshire Council – Head of Roads & Planning 1 Inverclyde Council – Head of Transportation & Roads Service 1 Contact Centre, Building Services, Stevenston 1 Contact Centre, Bridgegate House, Irvine 1 398
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27 | P a g e Appendix I - Bridges with Weight or Height Restrictions Height Restrictions Bridge Location Grid Reference Signed Height Metric Signed Height Imperial B714/50: Dalry, Railway Bridge 229960 649702 3.8 12’ – 6” B706/40: Barrmill 236834 651392 4.0 13’ – 0” B7047/10: Meadowfoot Road, West Kilbride 220791 647032 4.6 15’ – 0” C6/10: West Balgray 235333 642491 3.9 12’ – 9” C26/10: South Kilruskin 220541 650473 4.4 14’ – 6” C26/20: North Kilruskin 220423 650868 5.0 16’ – 6” U67/10: Dubbs 228508 642006 3.0 9’ – 9” U67(A78 280): Todhill (Dubbs Road, under A78, Kilwinning Bypass) 229175 642250 4.0 13’ – 0” U67/30: Nethermains 230059 642199 3.7 12’ – 0” C56/30: Moor Road 220639 652980 4.7 15’ – 6” C67/20: Tandelhill 238174 651683 4.4 14’ – 3” C99/20: Cockenzie 230694 646241 3.0 10’ – 0” Unc.TG/230: Garnock View, Glengarnock 231875 653191 3.8 12’ – 6” Unc.TI/70: Old Church Street, Irvine 213571 638800 4.0 13’ – 3” 399
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28 | P a g e Weight Restrictions Bridge Location Grid Reference Signed Weight B781/30: West Kilbride, Dalry Road 221015 649062 7.5T C129/20: Floors, north of Kilmaurs 240866 641921 17T C99/30: Dusk Bridge, near Dalry 230599 646882 7.5T Unc.TL/30: Largs, May Street 220711 658602 7.5T U16/10: Dalgarven Mill Bridge, north of Kilwinning, (formerly Unc.NC/30) 229571 645847 26T U23: Fairliecrevoch Bridge, Perceton, Irvine 236065 642011 3T Unc.NT/10: Barrmill 236472 650997 3T (Not Adopted) U54/30: Sevenacres Mill Bridge, Kilwinning 233123 643810 Currently being replaced. 400
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29 | P a g e Appendix J - Arrangements with other Authorities Roads to be treated by North Ayrshire South Ayrshire – U107 from the South Ayrshire Council boundary at the railway bridge to A759 Auchengate Interchange. East Ayrshire - A736 – from Caldwell Bridge southwards to Lugton, A736 – from B778 junction south eastwards to Torranyard, C24 - from Greenhill Terrace, Knockentiber to boundary at Plann Bridge, C126 from Montgreenan Bridge to North Lodge and Knockentiber Road from boundary near Springside to junction with C24. Renfrewshire Council - A760 – from boundary to Kerse Road junction and Kerse Road – from boundary to A760 junction. Roads to be treated by adjacent authorities Ayrshire Roads Alliance (East Ayrshire) A71 – from boundary westwards to Corsehill Roundabout, A735 – that section within North Ayrshire boundary, B769 – from boundary south westwards to Chapeltoun junction, C129 – that section within North Ayrshire boundary, C20 – that section within North Ayrshire boundary, B706 – from boundary to A736, C117 – from Chapeltoun Bridge to Wheatrig Bridge. Ayrshire Roads Alliance (South Ayrshire) B730 from the North Ayrshire Council boundary at the railway bridge south of Drybridge to junction Shewalton Road, Drybridge. Note: There are no cross-boundary arrangements with East Renfrewshire Council. 401
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30 | P a g e Appendix K - Grit Bin Policy & Procedure 1. North Ayrshire Council shall provide grit bins for self-help by members of the public. These shall be sited locally in accordance with this policy. 2. Grit bins shall only be located where the following criteria are met: - • The location is not on a precautionary carriageway route. • The gradient is greater than 1 in 10, or at a junction with a known history of accidents. • The location shall not obstruct the passage of pedestrians, a minimum of 1.5m clearance on the footway is required. • The location shall not obstruct sight lines. • The location is not within 200m of another grit bin location. • The location is within an urban area. • The location is within the boundary of the public road. Neighbourhood Services will not provide grit bins in private areas or car parks for internal use by either the Council or any other public or private property such as schools, parks, hospitals, old people’s homes, etc. unless a service level agreement is in place. 3. Grit bins will only be located where they can be filled from a lorry. The grit bins shall be refilled prior to the start of winter and as considered necessary during the winter season and following periods of severe weather when resources are available. 4. Grit bins will generally be left in place during the summer months unless there is a history of vandalism at a particular location. 5. The location of grit bins will be recorded in an electronic database, which will be made available on the North Ayrshire Council website. 6. Only written requests on the Council’s Grit Bin Application Form will be considered, these are available from the Head of Neighbourhood Services, Cunninghame House, Irvine, KA12 8EE, and on the Council’s website. 7. A request will not be accepted unless a location to site the grit bin has been agreed. Therefore, even if the criterion for locating a grit bin is met, a grit bin will not be provided if the adjacent residents cannot agree a position. The signed agreement of adjacent residents must be included on the submitted application form, otherwise the application will not be considered. 8. Grit Bin Application forms are available on the Council’s website at Winter gritting (north-ayrshire.gov.uk) 402
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31 | P a g e Appendix L – Winter Minimal Resilience Network 403
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NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: Public Bodies Climate Change Duties Report Purpose: To update Cabinet on the Council’s Public Bodies Climate Change Duties Report 2024/25 submission. Recommendation: It is proposed that Cabinet notes the prepared Public Bodies Climate Change Duties Report and approves its submission. 1. Executive Summary 1.1 There is a statutory requirement to report on the Council’s action on climate change to the Scottish Government. A standard template is used for all participating public bodies, and the proposed North Ayrshire 2024/25 report is attached at Appendix 1. 1.2 The report considers emissions released from Council services, along with evidence of governance, adaptation and procurement arrangements to support action on climate change. 1.3 Scope 1, 2 and 3 emissions have been recorded and analysed to produce the overall emissions for North Ayrshire Council for 2024/25 which are 20,325 tCO2e. This is a reduction of 382 tCO2e on the previous year. However, it should be noted that ‘Working from home’ emissions have been included this year as we strive to include more Scope 3 emissions in the report. This added 449tCO2e to the total, therefore the like for like performance compared against last year is actually an improvement of 4%. 2. Background 2.1 Public bodies have statutory climate change duties under the Climate Change (Scotland) Act 2009 to reduce greenhouse gas emissions, prepare for the impacts of climate change and to act sustainably. 2.2 The Climate Change (Duties of Public Bodies Reporting Requirements) (Scotland) Order 2015 requires all public bodies to report on compliance with climate change duties outlined in the Climate Change (Scotland) Act 2009. This is actioned by completing the Public Bodies Climate Change Duty (PBCCD) reporting template, for submission to the Scottish Government via the Sustainable Scotland Network (SSN). Agenda Item 16 405
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2.3 The SSN administers the submission and analysis of reports to help guide future strategic reports, support mechanisms and policy. The Council has submitted PBCCD reports to SSN annually, since the first required reporting year 2015/16. 2.4 The PBCCD report seeks a range of climate action information relating to the previous financial year, from the reporting body. A standard reporting template is used for all public bodies to populate, with sections dedicated to the following topics: • Profile of body • Adaptation • Governance • Procurement • Emissions and Projects 2.5 Emission sources are categorised within three ‘scopes’ and these emission sources which are also mirrored within the Council’s internal estate emission reporting. Scope emissions were established through the Greenhouse Gas Protocol, as a way of measuring emissions arising from different sources. Scope 1 emissions are direct emissions from activities owned or controlled by the Council for example fuel use for heating and fleet vehicles. Scope 2 emissions are indirect emissions from the consumption of purchased electricity, heat, steam and cooling. Scope 3 emissions are all other indirect emissions (not included in scope 2), arising from the procurement of goods and services from a third party or contractor, for example business travel in staff cars, waste, water use and procured goods or services. 2.6 Table 1 below provides a summary of the sources of emissions reported, and their scope. Table 1. Source emissions Source Fuel Scope Council non-domestic estate For example: • Schools (inc. PPP) • Libraries • Community Centres • Sheltered Housing Units • Offices • Depots Electricity • Purchased • Transmission & Distribution • Scope 2 • Scope 3 Gas • Scope 1 Water • Supply • Treatment • Scope 3 • Scope 3 Biomass • Scope 1 Oil • Scope 1 406
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KA Leisure estate LPG • Scope 1 Street Lighting Electricity • Purchased • Transmission & Distribution • Scope 2 • Scope 3 Waste • Waste to Landfill • Energy from Waste • Scope 3 • Scope 3 Transport • Diesel • Unleaded • HVO • Scope 1 • Scope 1 • Scope 1 Staff Travel • Average petrol • Scope 1 2.7 Scope 3 emissions are considered the most complex to monitor and report on. We currently report Scope 3 emissions for electricity (transmission and distribution), water (supply and treatment), municipal waste (to landfill and to combustion), and transport. This year, we have also included ‘working from home.’ 2.8 An area of future focus for 2025/26 will be on calculating emissions associated with procurement of goods and services, and supply chain emissions. This is a complex area and SSN are working on behalf of the public sector to identify a consistent approach to accurately calculate these emission sources for future reporting. Public Bodies Climate Change Duties Report 2024/25 2.9 The PBCCD template for the 2024/25 reporting year has been completed with input from a number of Council services. The Council’s report requires to be submitted by 30th November 2025. The submission will be circulated amongst the Climate Change Steering Group members and be peer reviewed by East Ayrshire Council. The PBCCD submission will also be published on SSN’s website. 2.10 The reporting template can be viewed as Appendix 1, and some key highlights from the 2024/25 PBCCD report are as follows: Governance 2.11 With Climate Change being one of the Council’s key strategic priorities, governance on climate action is robust in North Ayrshire. The Sustainable North Ayrshire (SNA) and North Ayrshire Nature Network (NANN) strategies are the Council’s route map to net zero, with progress on actions reported to Cabinet and Audit and Scrutiny Committee as part of regular Council Plan progress updates, and monitored via the Council’s corporate performance platform. The SNA strategy sets out what we have achieved so far in our journey to net zero, and how we aim to achieve net zero by 2030. There are five areas of focus to help drive action on climate change, these are Energy, Nature, Transport, Waste and Adaptation. The strategy also contains nine strategic priorities, such as developing local low carbon energy generation schemes and taking a nature-based approach to protect our habitats and species. The two solar farm developments and community renewable energy projects demonstrate the Council’s commitment to decarbonisation. The NANN is the first local authority nature 407
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network strategy to be published in Scotland and is used as a best practice example with NatureScot. 2.12 The Climate Change Steering Group also acts as a sounding board and critical friend to support and challenge the implementation of the Sustainable North Ayrshire Strategy. Chaired by our Cabinet Member for Green Environment and Economy, the steering group brings together various stakeholders from the emergency services, volunteer sector and local businesses to share and explore opportunities for area- wide decarbonisation. The five themes of the SNA strategy are used as discussion points, and the Improvement Service’s new Scottish Climate Intelligence Service will also be delivered in partnership with the CCSG. The North Ayrshire Biodiversity Partnership offers the same area-wide support and participation for the Nature Network strategy. 2.13 A number of climate action related strategies are referenced in the submission, demonstrating the breadth of action being undertaken across various services, for example the Ayrshire Shoreline Management Plan, Corporate Procurement Strategy and Local Island Plans. Emissions 2.14 Emissions are calculated by converting fuel used into tonnes of carbon dioxide equivalent (tCO2e), using conversion factors published by the Department for Energy Security and Net Zero. For 2024/25 the final outturn of emissions was 20,325tCO2e. This was calculated from the sources noted in Table 2 below: Table 2 – 2024/25 final outturn of annual emissions from Council estate. Source tCO2e Non-domestic estate (including PPP) 12,930 KA Leisure 1,858 Street Lighting 990 Waste 439 Transport 3,597 Staff Travel 62 Working from home 449 Total emissions 20,325 2.15 Emissions reported for PBCCD 2024/25 are a reduction of 382tCO2e from the previous year. 2.16 Please note that a new fuel source has been included in this year’s report which was not present in last year’s submission. ‘Working from home’ emissions have now been included as we strive to include more Scope 3 emissions in the report. This has added 449tCO2e to the total, therefore the like for like performance against last year is an improvement of 4%. 2.17 The Council have reduced carbon emissions by 70% since the baseline year of 2005/06 from 67,719tCO2e to 19,876CO2e, when excluding working from home. 408
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Adaptation 2.18 The Council has assessed current climate related threats as being one of our priority risks as reflected in our Strategic Risk Register. In the return, control measures for identified risks, such as flood protection and winter maintenance, have been highlighted along with the relevant strategies. 2.19 Examples are provided in this section of how the Council manages climate risk. The Local Development Plan 2 is evidenced as it aims for a North Ayrshire which is successful, sustainable, natural, resilient, more connected and low carbon. Flood protection schemes in the Upper Garnock Valley, Millport coast and the Largs Seawall are further examples given of adaptation measures in action. Procurement 2.20 Sustainable procurement is embedded within the Council’s procurement processes which has been highlighted within this section of the reporting template. The Procurement Strategy has an objective to tackle climate emergency and embrace a circular economy on our net-zero journey. There are actions to support this objective with performance reported within the Council’s Annual Procurement Report. 2.21 The Council adheres to the Scottish Government’s Sustainable Procurement Duty, utilising the Sustainable Procurement Tools and we procure contracts that reduce climate change impact and support adaptation. These contracts include renewable technologies, flood protection schemes and electrical vehicle charging infrastructure. 2.22 Evidence has been provided throughout the Council’s PBCCD 2024/25 Report, highlighting the successful delivery of a range of carbon reduction strategies and actions. Graph 1 below shows the journey of carbon emission reduction across the Council’s estate since 2005/06. Projected emissions for the remaining years to 2030 are shown in green. Works continue to be developed and carried out to reduce emissions as far as possible, whilst also contributing to carbon sequestration, through for example extensive tree planting, in order to achieve net zero. Graph 1 – Emissions from Council estate 2.23 As mentioned previously, the two solar farm developments are a significant move 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 tCO 2e Year tCO2 from estate emissions 409
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towards decarbonisation of our local electricity network, as well as providing income to the Council. Supporting communities and the local environment are further benefits arising from this project. 4,000 trees will be planted on the Nethermains solar farm site, supporting the Tree Planting Strategy, which has seen the addition of 50,255 new trees to North Ayrshire. This not only helps to remove carbon dioxide from the atmosphere, but enhances our green spaces, supporting nature and realising the co- benefits of health and wellbeing. 2.24 The domestic energy efficiency programmes being delivered across North Ayrshire, such as the Area Based Scheme, Carbon Neutral Islands, ECO4 Flex and Energy Smart continue to support households to achieve affordable warmth and help reduce instances of fuel poverty. Energy audits undertaken across the non-domestic estate identify financial savings in utility costs, as well as carbon savings, and the promotion of sustainable behaviours in the workplace are often then practiced at home. A programme of Carbon Literacy training is also underway following the appointment of volunteer Climate Champions from various services across the Council. 2.25 The Council’s Reuse Partnership has proven to be extremely successful and has received funding via a successful bid to Scottish Government’s Recycling Improvement Fund. 2.26 Progress continues with decarbonising transport, with a partnership project with East and South Ayrshire Council, to deliver a further 307 EV charge points across Ayrshire, commencing in 2026. The officer Fleet Decarbonisation Group also seeks ways to effectively reduce emissions from essential transport vehicles, whilst maintaining high quality services to our communities. 2.27 Through our commitment to be net zero by 2030, we will continue to identify opportunities to reduce carbon emissions, increase financial savings and maximise the multiple co-benefits to be realised by undertaking action on climate change. 3. Proposals 3.1 It is proposed that Cabinet notes the prepared Public Bodies Climate Change Duties Report and approves its submission. 4. Implications/Socio-economic Duty Financial 4.1 The Council is investing significantly in the journey to net zero, taking action on climate change and addressing the Climate Emergency. As we progress through 2025/26, the Capital Programme and allocated funds support a variety of decarbonisation projects and external funding is sought to enhance and complement existing finance, for both the non-domestic and domestic sectors. Human Resources 4.2 Action on climate change is undertaken using existing resource. Climate champions are being recruited from across Council services to support the delivery of climate information, share ideas and opportunities, and increase the level of carbon literacy throughout the Council. 410
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Legal 4.3 Under the Climate Change (Emissions Reduction Targets) (Scotland) Act 2019, all public bodies in Scotland have a duty to contribute to the delivery of the net zero emissions target. The recently proposed Climate Change (Emissions Reduction) (Scotland) Bill will introduce carbon budgeting instead of an emissions reduction target. Equality/Socio-economic 4.4 The ambition to decarbonise heating systems and improve energy efficiency in all buildings contributes to our socio-economic duty by ensuring our homes and buildings are well insulated and energy efficient, making them cheaper to heat and reducing their emissions. Climate Change and Carbon 4.5 The PBCCD report provides evidence of the Council’s net zero ambition and aspiration to tackle the issue of ‘heat and fleet’ whilst also addressing area-wide emissions and scope 3 reporting. Key Priorities 4.6 The works undertaken are in keeping with the aim ‘To achieve net-zero by 2030’ within the Council Plan 2023-28. Community Wealth Building 4.7 Community Wealth Building is at the heart of the Climate Change Steering Group and supported across its key stakeholders in the development and delivery of the Sustainable North Ayrshire Strategy with opportunities to work collaboratively being identified and actioned. Islands Communities Impact Assessment (ICIA) 4.8 The report considers climate action undertaken on the Isle of Arran and Great Cumbrae. United Nations Rights of the Child (UNCRC) 4.9 None Consumer Duty 4.10 None 411
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5. Consultation 5.1 Progress updates have been provided from across various services for this report. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Laurence Cree, Head of Sustainability, Transport and Corporate Property, on (01294) 324514. Background Papers 0 412
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1 North Ayrshire Council 2024/25 PBCCDR Boundary Info Please answer all questions below with respect to the public body’s reporting boundary for the reporting period. The information is intended to improve data coverage and inform analysis, to help identify data gaps. There are 3 response options: YES – where data is available and is reported NA – where a category is irrelevant but no data is available NO – the category is not relevant Any points of clarification can be added in the comments field for the corresponding emission sources (s) in Table 3b on the Emissions tab. Category Select from drop down list Owned estate Are any buildings owned by the public body? Yes Natural Gas Is natural gas used to heat any of the owned estate Yes Other heating & fuels Are other heating fuels used on any of the owned estate Yes Managed services Are building services managed on behalf of another public body that shares or leases space? Yes Leased premises – public Are building services managed and provided by another public body? No Leased premises – private Are building services managed and provided by a private landlord? No Purchased heat and steam Is heat or steam purchased to supply any of the owned estate No Fleet and equipment Are any vehicles or fossil-fuelled machinery or equipment owned or leased, excludes short-term or infrequent hires? Yes Refrigerants/F-gases Are there any air conditioning or refrigeration systems that require refrigerant gas top-ups? No Medical gases Are medical gases used? Yes Business travel – private Do staff undertake business travel by private car? Yes Business travel – flights Do staff undertake any business travel by plane? No Homeworking Do staff work from home – including hybrid? Yes Supply chain Are any goods or services purchased? Yes Land use Are more than 10 hectares of land owned or managed for public services provision, including for research or recreation? Yes PART 1 Profile of Reporting Body 1a Name of reporting body Provide the name of the listed body (the ”body”) which prepared this report. North Ayrshire Council 1b Type of body Select from the options below Local Government 413
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2 1c Highest number of full-time equivalent staff in the body during the report year 6,560.81 1d Metrics used by the body Specify the metrics that the body uses to assess its performance in relation to climate change and sustainability. Metric Units Value Comments Other Tonnes 20,325tCO2e. North Ayrshire Council assesses its performance based on carbon emission reduction (tonnes). The Council's target, following the declaration of its Climate Emergency in 2019, is to be net zero carbon by 2030, in both the Council estate and region. This figure is an estimate and will be confirmed at the next data release. 1e Overall budget of the body Specify approximate £/annum for the report year. Budget Budget comments £455,788,000 Link to: Annual accounts 2024 to 2025 1f Report type Specify the report year type Report type Report year comments Financial/Calendar/Other 2024/25 1g Context Provide a summary of the body’s nature and functions that are relevant to climate change reporting. North Ayrshire covers an area of around 886 sq.km (mainland 441 sq.km, islands 445sq.km) and has a coastline of 225km (mainland 67km, islands 158km). North Ayrshire Council has a population of 133,570 based on National Records of Scotland Mid-2023 Population Estimates by Council Area in Scotland. North Ayrshire Council delivers public services throughout the region. There are 474 operational properties, 178 commercial/ industrial property assets and 296 non-housing property assets within the Council, together with a social housing stock of 13,410. The Council operates a fleet of 565 vehicles and plant registered for the road along with many other plant and machinery to support the delivery of services. North Ayrshire Council (NAC) spends approximately £300.5m each year across 30 different categories of goods, services and works, with over 3,400 suppliers, resulting in over 85,000 invoices. The Corporate Procurement Unit procures all contracts over £10K for supplies, services and works. PART 2 Governance, Management and Strategy Governance Management 2a How is climate change governed in the body? Provide a summary of the roles performed by the body’s governance bodies and members in relation to climate change. If any of the body’s activities in relation to climate change sit outside its own governance arrangements (in relation to, for example, land use, adaptation, transport, business travel, waste, information and communication technology, procurement or behaviour change), identify these activities and the governance arrangements. Provide a diagram / chart to outline the governance structure within the body. 414
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3 - The Chief Executive of North Ayrshire Council is the most senior official and, along with members of the Executive Leadership Team, oversees delivery of all Council services. (Link to Chief Officers structure) - The Council's Cabinet is the main decision making body of the Council, which is Chaired by the Leader of the Council. Decisions of Cabinet may be subject to a call in to the Audit and Scrutiny Committee. - There is a Cabinet Member responsible for Green Environment and Economy, link to committee details: North Ayrshire Council Committees - North Ayrshire Community Planning Partnership (CPP) has Our Partnership Plan - Northayrshire Community (Local Outcomes Improvement Plan), which brings together public agencies to work in partnership with local communities, private and voluntary sector organisation to plan and deliver better services. The priorities of the CPP are Wellbeing, Work and World. There are six Locality Partnerships in North Ayrshire, link to six localities details Northayrshire Community which cover the whole local authority, aiming to reduce inequalities and enable communities to participate in decision making process. - Within the Place Directorate, the Sustainability Team has an Executive Director as the strategic lead for Climate Change and a Head of Service for Sustainability, Transport and Corporate Property. The Sustainability Team contributes to the creation of a cleaner and greener North Ayrshire by reducing the Council's carbon emissions. The Team manages, controls and monitors energy and water usage throughout the Council to promote efficiency. This Team leads on driving forward the sustainability agenda, working closely with a variety of Services across the Council and benefitting from support through all levels of the organisation. The sustainability agenda is across all Services, be that in engaging with young people in schools, the community and local businesses, or the financial impact on social health and wellbeing through reducing fuel poverty and enhancing our environment. - The Council established the Climate Change Steering Group in 2021, to act as a sounding board and critical friend to support and challenge the implementation of the fourth Sustainable North Ayrshire Strategy 2024-27 (link to strategy: Document.ashx) - The Council Plan 2023-28 (link to: Council Plan) sets out North Ayrshire Council’s mission: “Working together to improve the lives of our people in North Ayrshire” and aims to achieve this through four Strategic Priorities: Wellbeing, Communities and Local Democracy, Climate Change and A Sustainable Council. The aim of the Climate Change priority is “To achieve net zero by 2030”. - Greater Cumbrae carbon neutral island has developed its own community climate action plan which is a community record of existing knowledge and data and prioritises key actions towards achieving a carbon neutral and sustainable future by 2040. The project aims to demonstrate the climate-resilience to improve quality of life, create employment and improve the sustainability of the island. (Link to plan Draft 3 Great Cumbrae - Carbon Neutral Islands_CES_Victoria) - The Arran and Cumbrae Local Island Plans were developed with, and for, the island communities to drive the development of community, economic and environmental wellbeing with one aim, to support the transition towards Net Zero. (link to plans: Islands recovery and renewal) 2b How is climate change action managed and embedded in the body? Provide a summary of how decision-making in relation to climate change action by the body is managed and how responsibility to the body’s senior staff, department heads etc. If any such decision-making sits outside the body’s own governance arrangements (in relation to, for example, land use, adaptation, transport, business travel, waste, information and communication technology, procurement or behaviour change), identify how this is managed and how responsibility is allocated to the body’s senior staff, department heads etc. - The fourth Sustainable North Ayrshire Strategy 2024-27 was approved at Cabinet in December 2023 (link to strategy: Document.ashx ) We have five workstreams: Energy, Nature, Transport, Waste and Adaptation. The Action Plan forms part of the Strategy and requires input and leadership from different Services across the Council. Progress on the Action Plan is co-ordinated and monitored by the Sustainability Team within the Place Directorate and reported to the Sustainability Board. The Strategy acts as a single source for a number of different responsibilities and commitments in relation to sustainability, both within the Council's estate and North Ayrshire area wide. The Strategy highlights our target to be net zero by 2030 (based on a 2005 baseline year). 415
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4 - In response to the Climate Change and Nature emergency, the Council has an Executive Director as the strategic lead for Climate Change and a dedicated Head of Service for Sustainability, Transport and Corporate Property which brings together buildings and fleet as two key elements of our emissions. We have a Cabinet Member responsible for Green Environment and Economy. The Council's Chief Executive is SOLACE lead for climate change and the Chief Executive and Senior Manager, Sustainability are members of the Sustainable Scotland Network steering group. - The Council monitors progress on climate change activities through a performance management system, Pentana Risk. Performance reports are provided to the Executive Director (Place) and Head of Service (Sustainability, Transport & Corporate Property) on a quarterly basis for scrutiny and bi-annually to the Chief Executive and elected members. Six Monthly Council Plan information is made available on the Council’s website, link to: Council performance. Each action within the Sustainable North Ayrshire Strategy is reported on a quarterly basis, internally to the Head of Service (Sustainability, Transport & Corporate Property). - Our Climate Change Steering Group meets three times a year to oversee implementation of our Sustainable North Ayrshire Strategy. Within the Climate Change Steering Group there are five subgroups, one for each of our workstreams, which meet three times a year. Progress is also reported to the Sustainability Board. -A Project Board is in place as an important part of the Council's governance of capital projects with direct implications for sustainability. Action on climate change is further embedded within the organisation with our #SustainableNA campaign. - North Ayrshire Council Committee Meetings and Minutes, link to: North Ayrshire Council Committees & Meetings - Our Committee Reports include a consideration in the covering report on climate change and carbon. 416
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5 2c Does the body have specific climate change mitigation and adaptation objectives in its corporate plan or similar document? Provide a brief summary of objectives if they exist. Wording of Objective Name of Document Document Link The Council Plan 2023-28, sets out North Ayrshire Council’s our Mission Working together to improve the lives of our people in North Ayrshire and our Vision A North Ayrshire that is fair for all and aims to achieve this through four Strategic Priorities: Wellbeing, Communities and Local Democracy, Climate Change and A Sustainable Council. The Strategic Aim of the Climate Change priority is “To achieve net zero by 2030”. Council Plan 2023-28 Council Plan Acts as a single source for a number of different responsibilities and commitments in relation to sustainability, both within the Council's estate and North Ayrshire area wide. The Strategy highlights our target to be net zero by 2030 (based on a 2005 baseline year). The Strategy provides an overview of work that has taken place to tackle climate change and sets out the journey ahead through implementation of nine strategic priorities, five workstreams, specific project actions and a Carbon Footprint and Project Register. Sustainable North Ayrshire Strategy 2024-27 Document.ashx To take action on decarbonising heat, improving levels of energy efficiency, investigating heat network options to assist in the delivery of net zero emissions and reduce fuel poverty across North Ayrshire. Local Heat & Energy Efficiency Strategy and Delivery Plan Local Heat and Energy Efficiency Strategy Local Heat and Energy Efficiency Strategy Appendix Local Heat and Energy Efficiency Strategy - delivery plan 2024 to 2029 To deliver on our ambitions to become a carbon neutral Council and ensure a green and Just Transition for North Ayrshire. Utilise our land and property assets to support a green transition including active travel routes and developing low carbon and renewable energy schemes and networks, such as Nethermains and Shewalton Solar PV farms. Community Wealth Building Strategy 2024-27 north-ayrshire.gov.uk/Document- library/cwb-strategy.pdf The Council will support electric vehicle adoption. Encouraging the uptake of EVs is fundamental to tackling climate change issues and reducing traffic pollution and improving the quality of life of people who live, work and visit North Ayrshire. Electric Vehicle Strategy 2021-25 Electric vehicle strategy 2021 to 2025 Electric Vehicle Charging Infrastructure Investment in Ayrshire. Utilising external funding, a ‘pathfinder’ business case, jointly undertaken with East and South Ayrshire Councils, has been prepared which provides recommendations on the scope, locations, delivery model and funding arrangements for a significant expansion of the public EV charging network in Ayrshire. Electric Vehicle Charging Infrastructure Investment in Ayrshire (EV Pathfinder Project) Document.ashx Building wealth for everyone in Ayrshire by creating opportunities for those who want to live, work, learn and invest in the region. Ayrshire has the potential to take a leading role in Scotland's economy. One of the six priorities is: Enhancing Natural Capital to meet Scotland’s commitments to net zero and protection of biodiversity. Ayrshire Regional Economic Strategy 2023- 33 Ayrshire Regional Economic Strategy 417
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6 Wording of Objective Name of Document Document Link Vision: Arran has responded to the diverse and unique challenges faced over the last decade, demonstrating resilience, passion and innovation in achieving a successful island in balance of economic, community and environmental wellbeing. The Mission is that Arran will be an inclusive and green island economy with a vibrant, engaged, ambitious and resourceful island community who are pioneering in the transition of Arran to net zero by 2030. Three key themes are Economy, Community and Environment. Arran 10 year Strategic Island Plan arran-local-island-plan Vision: Cumbrae is a more sustainable and accessible island with improved infrastructure, transport and housing provision. Three key themes are Economy, Community and Environment. Key priorities include climate action and sustainability, protection of the natural environment, flood protection and build& natural environment. Cumbrae 10 year Strategic Island Plan cumbrae-local-island-plan Carbon Neutral Island. The community climate action plan prioritises key actions towards achieving a carbon neutral and sustainable future by 2040. The project aims to demonstrate climate-resilience and low carbon potential of islands. The Plan is to improve the quality of life, create employment and improve the sustainability of the community. Cumbrae Community Climate Action Plan Draft 3 Great Cumbrae - Carbon Neutral Islands_CES_Victoria Actions include regenerating the natural environment, empowering communities to play their part and improving habitat quality for wildlife. The objective is to halt biodiversity loss and be nature positive by 2030. Nature Networks connect nature-rich sites, restoration areas and other environmental projects through a series of areas of suitable habitat, habitat corridors and stepping stones. North Ayrshire Nature Network Strategy north-ayrshire-nature-network-nann- strategy Vision for improving transport and travel in North Ayrshire. Enhancing the transport network is a key driver for: improving the local economy, improving the environment, increasing social inclusion, and delivering health benefits for all. Contributes to addressing climate change and reducing inequalities. Local Transport and Active Travel Strategy (LTATS) 2023 – 2028 Local_Transport_Active_Travel_Strategy_ NAC_2528 The strategic ambition is for people to live in the right homes, in great places, with access to any support services they need. Four overarching outcomes have been established which have been agreed with local people and align to the four key strategies in the Scottish Government’s ‘Housing to 2040’ strategy: More homes at the heart of great places, Affordability and choice, Affordable warmth and zero emissions and Improving the quality of our homes. Local Housing Strategy 2023-2028 Document.ashx North Ayrshire Community Planning Partnership (CPP) brings together public agencies to work in partnership with local communities, private and voluntary sector organisation to plan and deliver better services. The priorities of the CPP are Wellbeing, Work and World. The World priority objective is we will work together to reduce carbon emissions and mitigate the impacts of climate change. We will increase active travel. We will increase carbon literacy within our organisations and communities. One of the three key North Ayrshire Partnership Plan 2022-30 (Local Outcomes Improvement Plan) Our Partnership Plan - Northayrshire Community 418
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7 Wording of Objective Name of Document Document Link themes of the North Ayrshire Partnership Plan (Local Outcome Improvement Plan) is "World." This theme represents the commitment of the Community Planning Partnership to collaborate more closely and effectively in efforts to reduce carbon emissions and address the impacts of climate change. Within this priority, there are three key themes: • Collaborating to reduce carbon emissions, with annual reporting on the number of publicly available electric vehicle charging points and the total carbon emissions (measured in tonnes). • Promoting Active Travel, with annual reporting on participant numbers in activities via the active travel hub and feedback from the peoples panel survey. • Enhancing Carbon Literacy, with annual reporting on training opportunities provided across the partnership organisations. Together, these outcomes reflect our shared commitment to creating a sustainable and resilient North Ayrshire. The Strategic Housing Improvement Plan (SHIP) mirrors the format of Housing to 2040 and sets out four overarching outcomes which align to the four key strategies in Housing to 2040. One of the key strategies is that our homes are energy efficient and release less emissions. Strategic Housing Improvement Plan 2025 - 30 Strategic Housing Investment Plan 2d Does the body have a climate change plan or strategy? If yes, provide the name of any such document and details of where a copy of the document may be obtained or accessed. Sustainable North Ayrshire Strategy 2024/27: link to strategy: Document.ashx 2e Does the body have any plans or strategies covering the following areas that include climate change? Provide the name of any such document and the timeframe covered. Topic area Name of document Link Time period covered Comments Adaptation Council Plan 2023-28 North Ayrshire Partnership Plan (Local Outcome Improvement Plan) 2022-30 Local Development Plan2 2019-39 Council Plan LOIP 2023 ldp2 2023-28 2022-30 2019-39 419
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8 Topic area Name of document Link Time period covered Comments Local Place Plans SEPA Ayrshire Flood Risk Management Plan Ayrshire Local Flood Risk Management Plan (Ayrshire Local Plan District) 2022-28 Ayrshire Shoreline Management Plan 2018 Local Place Plans Flood Risk Management Plans | SEPA Local Flood Risk Management Plan ayrshire-smp ongoing 2021-27 2022-28 2018+ The Ayrshire Flood Risk Management Plan identifies area-wide and location-specific measures that responsible flood authorities should lead on in order to: avoid increasing flood risk, improve understanding of flood risk, prepare for current flood risk and future flooding, and to reduce the risk of flooding. The Ayrshire Local Flood Risk Management Plan (2022) provides further information about the implementation of the measures contained in the Ayrshire Flood Risk Management Plan (2021) A successful funding application to the Coastal Change Adaptation Programme in 2024 will allow for the Shoreline Management Plan to be updated to take account of the interim guidance issued by the Scottish Government on Coastal Change Adaptation Plans. Two Local Coastal Change Adaptation Plans (CCAP) are expected to be published in 2025 before further areas are considered. This follow-on work is planned to be delivered in conjunction with South Ayrshire Council. Staff Travel Travel Hierarchy Flowchart Car Club northayrshirecouncil.sharepoint.com/sites/ PayExpensesPensions/Shared Documents/Forms/AllItems.aspx?id=%2Fs ites%2FPayExpensesPensions%2FShare d Documents%2FTravel- Flowchart%2Epdf&parent=%2Fsites%2FP ayExpensesPensions%2FShared Documents Car Club Ongoing Ongoing 420
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9 Topic area Name of document Link Time period covered Comments Worklife Balance Policy Workstyles and Agile Working Staff Green Car Scheme Staff Cycle to Work Scheme https://www.north- ayrshire.gov.uk/documents/work-life- balance-policy Workstyles Employee benefits Employee benefits April 2024 onwards July 2024 onwards Ongoing Ongoing Business Travel Travel Hierarchy Flowchart Car Club Worklife Balance Policy Workstyles and Agile Working northayrshirecouncil.sharepoint.com/sites/ PayExpensesPensions/Shared Documents/Forms/AllItems.aspx?id=%2Fs ites%2FPayExpensesPensions%2FShare d Documents%2FTravel- Flowchart%2Epdf&parent=%2Fsites%2FP ayExpensesPensions%2FShared Documents Car Club https://www.north- ayrshire.gov.uk/documents/work-life- balance-policy Workstyles Ongoing Ongoing April 2024 onwards July 2024 onwards Energy Efficiency Council Plan Sustainable North Ayrshire Strategy Local Housing Strategy 2023-28 Strategic Housing Investment Plan (SHIP) 2025- 2030 Council Plan Document.ashx Local Housing Strategy Strategic Housing Investment Plan 2023-28 2024-27 2023-28 2025-30 421
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10 Topic area Name of document Link Time period covered Comments Local Heat & Energy Efficiency Strategy and Delivery Plan Local Heat and Energy Efficiency Strategy Local Heat and Energy Efficiency Strategy Appendix Local Heat and Energy Efficiency Strategy - delivery plan 2024 to 2029 23/1/24 – 31/12/28 Fleet Transport Local Transport and Active Travel Strategy (LTATS) 2023 – 2028 Fleet Asset Management Plan Electric Vehicle Strategy 2021-25 Local_Transport_Active_Travel_Strategy_ NAC_2528 Internal document Electric vehicle strategy 2021 to 2025 2023-28 2024/25 2021-25 ICT Digital North Ayrshire Strategy 2023- 28 Digital Strategy 2023 to 2028 2023-28 Renewable Energy Council Plan 2023-28 Sustainable North Ayrshire Strategy 2024-27 Policy for Community Benefits from Renewable Energy Development Council Plan Document.ashx Policy for community benefits from renewable energy development 2023-28 2024-27 Ongoing Sustainable / renewable heat Council Plan 2023-28 Sustainable North Ayrshire Strategy 2024-27 Council Plan Document.ashx 2023-28 2024-27 Waste management Council Plan 2023-28 Zero Waste Strategy 2018-22 Implementation Update Council Plan Document.ashx 2023-28 2018-22 Officers are working closely with COSLA, SOLACE and Scottish Government through a co-design process, to develop the key policy and actions, including a revised statutory Code of Practice for Household Waste Recycling, which are being taken forward as part of a new Circular Economy and Waste Route Map for Scotland. The Route Map and the revised Code of Practice (expected by the end of 2026) will be key in informing the development of the Council's new Zero Waste Strategy to explore further opportunities for improving reuse and recycling performance. 422
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11 Topic area Name of document Link Time period covered Comments Plastic Waste Prevention Action Plan 2018 report-template-general 2018 onwards The Single-Use Plastic Prevention Strategy continues to progress. The Waste Service continues to work alongside the Energy and Sustainability Service and other key council services to implement initiatives to reduce single-use plastics across the council. Water and sewerage Ayrshire Local Flood Risk Management Plan Ayrshire Local Plan District 2022- 28 Water Safety Policy Saltcoats, Ardrossan, Stevenston & Kilwinning (SASK) Surface Water Management Plan (2021) and the Irvine Surface Water Management Plan (2020) Local Flood Risk Management Plan Water safety policy 2022-28 Ongoing 2020+ The Ayrshire Local Flood Risk Management Plan describes the implementation of flood risk management measures by responsible flood authorities including Scottish Water and North Ayrshire Council. The purpose of this plan is to reduce and manage surface water flood risk in the ‘SASK’ area. Some of the recommendations can be prioritised as measures in the Flood Risk Management Plan (2021) and Local Flood Risk Management Plan (2022) but there is also scope for recommendations to be delivered by prospective developers, existing occupiers etc. Land Use Council Plan Local Biodiversity Action Plan Opens Space Strategy North Ayrshire’s 2030 Woodland: A Tree Planting Strategy Adopted Local Development Plan 2 Local Place Plans Core Paths Plan Council Plan Document.ashx Open space strategy North Ayrshire's 2030 Woodland ldp2 Local Place Plans Core paths plan 2023-28 2019-31 2016-26 to 2030 2019-39 ongoing 2009 onwards 423
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12 Topic area Name of document Link Time period covered Comments Adaptation Community Wealth Building Strategy 2024-27 Vacant and Derelict Land Strategy (Draft) Ayrshire Regional Economic Strategy Regeneration Delivery Plan 2021-26 Arran Local Island Plan 2022-32 Cumbrae Local Island Plan 2022-32 Corporate Procurement Strategy 2023-26 north-ayrshire.gov.uk/Document- library/cwb-strategy.pdf vdl-strategy Ayrshire Regional Economic Strategy Document.ashx arran-local-island-plan cumbrae-local-island-plan Procurement Strategy 2023 to 2026 2024-27 2023-27 2023-33 2021-26 2022-32 2022-32 2023-26 The Annual Procurement Report 2024/25 sets out how the Council meets the objectives within the Corporate Procurement Strategy. The report includes a dedicated section on Climate Change and Sustainability, link to report: Annual Procurement Report 2024/2025 Land Use Ayrshire & Arran Forestry and Woodland Strategy Ayrshire Local Flood Risk Management Plan (Ayrshire Local Plan District) Ayrshire Shoreline Management Plan 2018 North Ayrshire Nature Network Strategy Vacant and Derelict Land (DRAFT) Local Development Plan Scheme 2024 Tree and Woodland Management Policy Ayrshire and Arran Forest and Woodland Strategy 2014 Local Flood Risk Management Plan ayrshire-smp north-ayrshire-nature-network-nann- strategy vdl-strategy Development Plan Scheme Tree and woodland management policy 2014 onwards 2022-28 2018 onwards 2024-45 2023 – 27 Ongoing Ongoing The Ayrshire Local Flood Risk Management Plan (2022) includes an area-wide action on 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. The Ayrshire Shoreline Management Plan (2018) identifies the preferred policies for shoreline management over the short, medium and long term and describes the actions required to support the preferred policies. This is a material consideration in the determination of planning applications and 424
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13 Topic area Name of document Link Time period covered Comments Strategic Flood Risk Assessment (SFRA) National Planning Framework 4 National Planning Framework 4 2025+ should also help to inform Local Development Plan spatial strategies etc. The North Ayrshire Strategic Flood Risk Assessment was completed in 2025 and was accepted by SEPA. This plan should help support the development of the 3rd Ayrshire Local Development Plan. 425
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14 2f What are the body’s top 5 priorities for climate change governance, management and strategy for the year ahead? Provide a brief summary of the body’s areas and activities of focus for the year ahead. Our priorities for the year ahead include: - Implementation of North Ayrshire Nature Network Strategy throughout North Ayrshire including taking part in the pilot project with Green Action Trust for Ayrshire’s Pollinator Network by issuing free Pollinator Packs for residents and mapping the Council’s nature network. - Nethermains solar farm to produce electricity by the end of 2025. - Undertake a heat network feasibility study identified from our Local Heat & Energy Efficiency Strategy Development Plan. - Launch our energy consumption dashboard to highlight high users and implement energy saving measures to help reduce consumption and costs. - Complete community climate change action plans for each locality, building on the Stevenston Climate Action Town Project including the islands and deliver community carbon literacy training. - Conclude the North Ayrshire biodiversity audit which will help deliver a bespoke GIS Map with polygons which will highlight provide evidence and context for the 2026 refresh of the Local Biodiversity Action Plan and cross boundary working. - Develop a battery storage pilot scheme in non-domestic buildings to maximise the use of existing roof mounted solar PV, helping support local energy networks - Investigate of the feasibility of a green hydrogen generation project using landfill gas, through the Energy Technology Partnership. - Prioritise actions through project pathfinder approaches for decarbonisation of domestic and non-domestic buildings and vehicles to bring scale and pace to emissions reduction 2g Has the body used the Climate Change Assessment Tool (a) or equivalent to self-asses its capability / performance? If yes, please provide the details of the key findings and resultant action taken. (a) This refers to the tool developed by Resource Efficient Scotland for self-assessing an organisation’s capability / performance in relation to climate change. In 2024/25 the Climate Change Assessment Tool was completed. The results were as follows: - Governance: 96% (2024 result was 93%, 2023 result was 96%, 2022 result was 96%, 2021 result was 93%, 2020 result was 75%, 2019 result was 71%, 2018 result was 64%, 2017 result was 54%, 2016 result was 36%) - Emission: 93% (2024 results was 97%, 2023 result was 90%, 2022 result was 87%, 2021 result was 83%, 2020 result was 73%, 2019 result was 73%, 2018 result was 73%, 2017 result was 67%, 2016 result was 57%) - Adaptation: 93% (2024 result was 93%, 2023 result was 96%, 2022 result 93%, 2021 result was 86%, 2020 result was 79%, 2019 result was 61%, 2018 result was 39%, 2017 result was 18%, 2016 result was 11%) - Behaviour: 70% (2024 results was 65%, 2023 result was 65%, 2022 result was 50%, 2021 result was 45%, 2020 result was 35%, 2019 result was 50%, 2018 result was 50%, 2017 result was 40%, 2016 result was 25%) - Procurement: 56% (2024 result 56%, 2023 result was 44%, 2022 result was 31%, 2021 result was 31%, 2020 result was 25%, 2019 result was 25%, 2018 result was 25%, 2017 result was 25%, 2016 result was 25%) - Overall: 85% ( 2024 result 84%, 2023 result was 83%, 2022 result was 77%, 2021 result was 73%, 2020 result was 62%, 2019 result was 60%, 2018 result was 53%, 2017 result was 43%, 2016 result was 32%) 426
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15 It is evident that there are areas for improvement within Behaviour and Procurement. The Council’s overall score of 85% has improved since the 2024 survey which achieved 84%, compared with 83% in 2023, 77% in 2022, 73% in 2021, 62% in 2020, 60% in 2019, 53% in 2018, 43% in 2017 and 32% in 2016. In 2025, we undertook our third Adaptation Capability Framework assessment using the new framework. This involved collection of information across the Council and a cross Council workshop. The evidence gathered, scores and RAG Status of tasks were collated and reviewed by attendees at a cross Council workshop. Following the workshop, final evidence, scoring and RAG Status for the actions were recorded on the Framework and the Benchmarking Tool. This helped us identify how well we are progressing adaptation actions and also to highlight potential areas for improvement. As this is the first year using the new framework, the scoring for each capability at each progressive level, together with the overall score will be used as the baseline figure to monitor and track our adaptation progress. 2h Supporting information about best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to governance, management and strategy. -Our Chief Executive is the Climate Change Lead for SOLACE and the Council’s Chief Executive and the Senior Manager, Sustainability are members of the Sustainable Scotland Network Steering Group. - We actively participated and promoted World Environment Day 5th June 2024, Enviromenstrual Week 21 to 25 October 2024, Earth Hour 22nd March, Great Big Green Week 8th to 16th June 2024, Outdoor for Wellbeing 18 & 19 July 2024 and Earth Day 22nd April. We attended Cumbrae Climate Festival 24th April 2024. We held a workshop for Biodiversity & Sustainability Week (energy day) at Eglinton Park 16th October 2024. -The Energy & Sustainability team joined Youth Services and attended the Outdoors for Wellbeing camp week in July 2024. The Team ran two successful sessions, and 26 young people were involved and got to enjoy and learn the benefits of our outdoor spaces in Eglinton Park. The event helped raise awareness and learning of issues surrounding sustainability with young people whilst enjoying the outdoor space. This included a number of interactive activities such as: Sustainability scavenger hunt around the park, timeline of biodegradability activity, what goes in each bin? (to learn about waste and recycling) and an outdoor sustainability & climate change group quiz. - The Council continues to provide vital support to help residents access vital grants and receive money-saving energy advice and measures within the Energy Smart (emergency response) projects. - As part of the Energy & Sustainability Team’s ambition to support carbon reduction and increase awareness of climate change action, we have been delivering energy and sustainability lessons to primary schools. The lessons consist of topics such as: Energy, Sustainability, Climate Change, Global Warming, Biodiversity, Waste and Transport. We have a range of interactive activities: Renewable Energy Kit - this demonstrates the production of electricity using solar and wind power. Schools and pupils create their own ‘Climate Change Action Plan.’ 16 schools were involved, we delivered 37 lessons and worked with 887 pupils. Delivered an online Climate Change Live Lesson to primary schools 7th October 2024. - The NAC Corporate Procurement Unit develop sustainability case studies to showcase the positive effects procurement has on the environment and society. These case studies include Millport Coastal Flood Protection Scheme, Modular Construction for Bungalows and HVO Fuel which are available on the Scottish Government Sustainable Procurement Tools website link: Sustainable Procurement 427
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16 - NAC Procurement also develop sustainability case studies, which are included in Annual Procurement Reports: Annual Procurement Report 2024/2025 and includes: Construction of 50 New Build Council Houses at the Site of the Former Garnock Academy, Construction of Council Houses at the Former Ayrshire Central Maternity Hospital and Supply, Installation and Maintenance of Electric Charging Equipment. - Flood Team’s consultants (Royal HaskoningDHV) presented their findings from the coastal studies for Irvine and Stevenston at the Scotland's Flood Resilience Conference in 2025. - Irvine Royal Academy and Millport PS pupils took part in Scotland’s Flood Resilience Conference on 28 & 29 January 2025 by giving their experiences of flooding / sustainability / climate change and how it impacts them and how they feel about the future. Session was led by NAC’s STEM co-ordinator. -North Ayrshire parents were able to learn about sustainability to enhance job opportunities by supporting local businesses with the net Zero Nation Accelerator programme. Step into Sustainable Business created carbon account administrator roles which offered a 6-month placement. Recruits worked towards and SVQ in Business and Administration. - Cumbrae Primary School participated in the first round of ‘Climate 180’ training with Learning through Landscapes. This is an initiative to empower children and young people with the knowledge and skills necessary to actively participate in positive changes in relation to climate change. - Keep Scotland Beautiful and the Climate Ready Classrooms Primary programme, 437 Primary 5 to 7 learners participated the programme and created climate action plans. - A 1km Woodland Trail co-created by North Ayrshire Ranger Service, supported by North Ayrshire Neighbourhood Services and the North Ayrshire STEM team opened and includes finding five topic boards that help local people connect with nature, explore the outdoors and learn about the world around them. - Energy Support Grant offers payments of up to £500 to residents who are at risk of being cut off, have a low income and are at risk of fuel debt. - Energy Smart aims to improve the energy efficiency of privately owned properties of those on a low income by funding and installing efficiency measures. Measures include free loft insulation, cavity wall insulation, LED bulbs, draft proofing, temperature controls, or electric storage heaters. - West Kilbride PS wildflower meadow to protect bees and support the Scottish Wildlife Trust’s Ayrshire Nature Network. - Allotments and growers across North Ayrshire continued to supply the 16 community larders with fresh fruit and vegetables from their annual harvests. This is part of the Fairer Food network in North Ayrshire and helps alleviate food poverty and reduce food waste in the local area. In addition, this year saw the creation of six pilot community growing spaces within the Three Towns locality which was developed and supported by The Three Towns Growers. - Trees and plants that are native to North Ayrshire are being grown through an ambitious partnership project. A plant and tree nursery has been established within Eglinton Country Park, as part of the Ayrshire Nectar Network to ensure that the future of many local plant and tree species are being protected. - Scottish Government published the national household waste recycling performance figures for the 2023 calendar year on 29th October 2024, and the Council continues to be one of the top performing councils with a recycling rate of 56.1%, making the council the 3rd highest performing in Scotland. Recycling performance has increased from 55.3% in 2022 (4th place). The average recycling rate in Scotland for 2023 was 43.5%. 428
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17 - Staff were offered free trees to help support the Council’s climate change priority to achieve net zero. The Council’s Arboriculture Officer chose a native sapling for planting in staff’s gardens or to donate it to a community woodland. Home planted trees can be registered on the North Ayrshire’s 2030 woodland portal: North Ayrshire's 2030 Woodland - Over 2,000 trees were planted at Milgarholm Park as part of the Council’s initiative to plant 108,000 trees by 2030. Tree planting is part of the Council’s wider North Ayrshire Nature Network (NANN) Strategy, driving actions like regenerating the natural environment, empowering communities to play their part and improving habitat quality for wildlife. - The Council’s Biodiversity Officer captures volunteer time attending meetings and events which is then used as Return on Investment, In kind. Calculation of volunteer/participants time follow the National Lottery Heritage Fund calculation valued at a standard rate of £20 per hour. PART 3 Corporate Emissions, Targets and Project Data Emissions 3a Emissions from the start of the year which the body uses as a baseline (for its carbon footprint) to the end of the report year Complete the following table using the greenhouse gas emissions total for the body calculated on the same basis as for its annual carbon footprint / management reporting or, where applicable, its sustainability reporting. Include greenhouse gas emissions from the body’s estate and operations (a) (measured and reported in accordance with Scopes 1 & 2 and, to the extent applicable, selected Scope 3 of the Greenhouse Gas Protocol (b). If data is not available for any year from the start of the baseline year to the end of the report year, provide an explanation in the comments column. (a) No information is required on the effect of the body on emissions which are not from its estate and operations. (b) This refers to “The greenhouse gas protocol. A corporate accounting and reporting standard (revised edition),” World Business Council for Sustainable Development, Geneva, Switzerland / World Resources Institute, Washington DC, USA (2004), ISBN: 1-56973-569-9 SELECT APPROPRIATE BASELINE YEAR. TOTAL EMISSIONS IN THE MOST RECENT FOOTPRINT YEAR IN THIS QUESTION SHOULD EQUAL TOTAL EMISSIONS IN Q3B Reference Year Year Year Type Scope 1 Scope 2 Scope 3 Total Units Comments Baseline Year 2005/06 Financial/Calendar/ Other - - - - - Year 1 Carbon Footprint 2006/07 Financial/Calendar/ Other 22,518 14,778 29,995 67,291 tCO2e Year 2 Carbon Footprint 2007/08 Financial/Calendar/ Other 23,428 14,469 28,892 66,789 tCO2e Year 3 Carbon Footprint 2008/09 Financial/Calendar/ Other 21,938 15,480 25,889 63,307 tCO2e Year 4 Carbon Footprint 2009/10 Financial/Calendar/ Other 21,517 18,508 23,309 63,334 tCO2e Year 5 Carbon Footprint 2010/11 Financial/Calendar/ Other 21,083 18,390 22,014 61,487 tCO2e Year 6 Carbon Footprint 2011/12 Financial/Calendar/ Other 19,006 18,415 19,808 57,229 tCO2e Year 7 Carbon Footprint 2012/13 Financial/Calendar/ Other 20,617 18,862 18,411 57,890 tCO2e 429
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18 Reference Year Year Year Type Scope 1 Scope 2 Scope 3 Total Units Comments Year 8 Carbon Footprint 2013/14 Financial/Calendar/ Other 20,057 19,415 17,802 57,274 tCO2e Year 9 Carbon Footprint 2014/15 Financial/Calendar/ Other 17,834 17,539 17,405 52,778 tCO2e Scope 1 includes 6tCO2 for biomass Year 10 Carbon Footprint 2015/16 Financial/Calendar/ Other 18,694 15,827 16,343 50,864 tCO2e Scope 1 includes108tCO2 for biomass Year 11 Carbon Footprint 2016/17 Financial/Calendar/ Other 16,551 13,983 16,538 47,072 tCO2e Scope 1 includes 202tCO2 for biomass Year 12 Carbon Footprint 2017/18 Financial/Calendar/ Other 16,956 11,410 15,394 43,760 tCO2e Scope 1 includes 262tCO2 for biomass Year 13 Carbon Footprint 2018/19 Financial/Calendar/ Other 14,334 8,644 15,557 38,535 tCO2e Scope 1 includes 135tCO2 for biomass Year 14 Carbon Footprint 2019/20 Financial/Calendar/ Other 13,451 7,213 6,349 27,013 tCO2e Scope 1 includes 123tCO2 for biomass Year 15 Carbon Footprint 2020/21 Financial/Calendar/ Other 13,186 5,589 1,967 20,742 tCO2e Year 16 Carbon Footprint 2021/22 Financial/Calendar/ Other 14,058 5,948 1,788 21,794 tCO2e Includes KA Leisure and PPP emissions Year 17 Carbon Footprint 2022/23 Financial/Calendar/ Other 13,809 5,524 1,406 20,739 tCO2e Includes KA Leisure and PPP emissions Year 18 Carbon Footprint 2023/24 Financial/Calendar/ Other 13,763 5,634 1,310 20,707 tCO2e Includes KA Leisure and PPP emissions Year 19 Carbon Footprint 2024/25 Financial/Calendar/ Other 13,081 5,729 1,515 20,325 tCO2e Includes KA Leisure and PPP emissions 3b Breakdown of emission sources Complete the following table with the breakdown of emission sources from the body’s most recent carbon footprint (greenhouse gas inventory); this should correspond to the last entry in the table in 3 (a) above. Use the “Comments” column to explain what is included within each category of emission source entered in the first column. If there is no data consumption available for an emission source enter the emissions in kgCO2e in the “consumption” column of one of the “Other rows” and assign the scope and emission factor of 1. (a) Emission factors are published annually by the UK Department for Energy Security and Net Zero. Emission Factor Year 2024 You can filter emission sources by “type” in column C to enable quicker selection of emission source in column D. See the list in the Emissions Tab. User defined emission sources can be entered in rows 131 onwards. Please only use these if you cannot find a relevant emission source in the dropdown list or you have a bespoke emission factor or non-standard derivation of emissions e.g. based on a survey/consumption data. If you require extra rows in the table please send the template to ccreporting@ed.ac.uk Emission Type Emission source Scope Consumption Data Units Emission Factor Units Emissions (tCO2e) Comments Electricity Electricity: UK Scope 2 27,670,231 kWh 0.20705 kgCO2e/kWh 5,729.12133 430
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19 Emission Type Emission source Scope Consumption Data Units Emission Factor Units Emissions (tCO2e) Comments Electricity Transmission and distribution – Electricity: UK Scope 3 27,670,231 kWh 0.01830 kgCO2e/kWh 506.36523 Fuels Natural gas Scope 1 50,326,926 kWh 0.18290 kgCO2e/kWh 9,204.79477 Fuels Gas oil Scope 1 52,077 Litres 2.75541 kgCO2e/litres 143.49349 Water Water supply Scope 3 241,250 Cubic metres 0.08000 kgCO2e/cubic metres 19.30000 Water Water treatment Scope 3 229,188 Cubic metres 0.17000 kgCO2e/cubic metres 38.96196 Bioenergy Wood chips Scope 1 8,730,625 kWh 0.01132 kgCO2e/kWh 98.83068 Bioenergy Wood pellets Scope 1 1,528,401 kWh 0.01132 kgCO2e/kWh 17.30150 Waste Household/ Municipal / Domestic waste – Landfill Scope 3 526 Tonnes 497.04416 kgCO2e/tonnes 261.44523 Waste Household/ Municipal / Domestic – Combustion Scope 3 27,738 Tonnes 6.41061 kgCO2e/tonnes 177.81750 Fuels Diesel (average biofuel blend) Scope 1 1,355,813 Litres 2.51279 kgCO2e/litres 3,406.87335 Fuels Petrol (average biofuel blend) Scope 1 89,996 Litres 2.08440 kgCO2e/litres 187.58766 Transport – car Average car – Petrol Scope 3 231,067 Miles 0.26860 kgCO2e/miles 62.06460 Fuels LPG Scope 1 12,767 Litres 1.55713 kgCO2e/litres 19.87988 Homeworking Homeworking (office equipment & heating) Scope 3 1,345,665.9 FTE Working hours 0.3378 kgCO2e/FTE working hours 449.15636 1841.36 FTE x 52.2 weeks x 35 hours / 5 days x 2 days Other Other (please specify in comments) Scope 1 71,939 Litres 0.0355800 kgCO2e/litres 2.560 HVO used in fleet vehicles as a replacement for diesel Total emissions 20,325.553 3c Generation, consumption and export of renewable energy. Provide a summary of the body’s annual renewable generation (if any), and whether it is used or exported by the body Technology Renewable Electricity Renewable Heat Total consumed by the body (kWh) Total exported (kWh) Total consumed by the body (kWh) Total exported (kWh) Comments Biomass 10,259,026 Biomass boilers are installed in Council owned properties, including schools, sheltered housing complexes and outdoor education centres. Solar PV 754,123 48,218 Roof-mounted solar PV supports the Council's objective to decarbonise our non-domestic buildings. 431
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20 3d Organisational targets List all the body’s targets of relevance to its climate change duties. Where applicable, targets for reducing indirect emissions of greenhouse gases, overall carbon targets and any separate land use, energy efficiency, waste, water, information and communication technology, transport, travel and heat targets should be included. Where applicable, you should also provide the body’s target date for achieving zero direct emissions of greenhouse gases, or such other targets that demonstrate how the body is contributing to Scotland achieving its emissions reduction targets. Name of target Type of target Target Units Boundary / scope of target Year used as baseline Baseline figure Units of baseline Target completion year Progress against target Comments Overall carbon Emissions (Tonnes) Annual Net zero tCO2e reduction All emissions 2005/06 67,719 Tonnes 2029/30 20,325 Actual is 20,325tCO2e against a 2024/25 target of 19,953tCO2e. This figure is an estimate and will be confirmed at the next data release. Though slightly adrift of target the overall trend is a steady decrease in emissions. Emissions from Council owned buildings (electricity, gas, water, oil, LPG and biomass), street lighting, waste, transport and staff travel. KA Leisure buildings’ energy use and PPP schools’ energy use is also included. Total installed capacity of low carbon heat and electricity generation across the Council’s estate Annual 28,499 Other (please specify in comments) Energy use in buildings 2017/18 9,029 kWh 2027/28 17,630 Our council had aimed to have two solar PV farms energised in December of 2024, however this has not been possible due to extended development �me required by the Distribution Network 432
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21 Name of target Type of target Target Units Boundary / scope of target Year used as baseline Baseline figure Units of baseline Target completion year Progress against target Comments Operator. The solar farms have been built and are due to be commissioned in the summer of 2025. CO2 emissions area wide per capita Annual - Tonnes reduction All emissions 2010/11 7.75 Tonnes 2022/23 4.64 Latest figure is 2022/23 CO2 emissions area wide: emissions within scope of LA per capita Annual - Tonnes reduction All emissions 2010/11 8.09 Tonnes 2022/23 4.97 Latest figure is 2022/23 CO2 emissions from Transport per capita Annual - Tonnes reduction Scope 3 2017/18 35.01 Tonnes 2023/24 29.54 Latest figure is 2023/24 CO2 emissions from electricity per capita Annual - Tonnes reduction Scope 2 2017/18 84.67 Tonnes 2023/24 45.83 Latest figure is 2023/24 CO2 emissions from natural gas per capita Annual - Tonnes reduction Scope 1 2017/18 87.36 Tonnes 2023/24 72.20 Latest figure is 2023/24 No of electric vehicle charging points publicly available Annual 112 Other (please specify in comments) Transport 2017/18 25 Other (please specify in comments) 2024/25 115 54 North Ayrshire Council owned and 61 privately owned % of Council house that are compliant with the Energy Efficient Standard for Social Housing Percentage - Other (please specify in comments) Scope 1 & 2 2016/17 94.70 Other (please specify in comments) 2024/25 97.90 The energy rating based on EESSH was reported in the return as part of the Scottish Housing Quality Standard. A voluntary return was requested in which we provided a breakdown of the EESSH compliance. We reported a pass rate of 97.9% against EESSH. CO2 emissions (tonnes) per streetlight Annual 0.094 tCO2e reduction Scope 1 2014/15 0.179 Tonnes 2024/25 0.09 This performance indicator is measured annually on a rolling basis. % of streetlights which are LED Annual 83 Other (please specify in comments) Scope 1 2014/15 9.5 Other (please specify in comments) 2024/25 87.8% This performance indicator is measured annually on a rolling basis. 433
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22 Name of target Type of target Target Units Boundary / scope of target Year used as baseline Baseline figure Units of baseline Target completion year Progress against target Comments Number of trees planted under the North Ayrshire 2030 Tree Planting Strategy Annual 47,000 Other Other 2022/23 35,627 Other 2024/25 49,026 Number of trees Reduction in Council fleet produced emissions Annual 3,800 Tonnes reduction Transport 2013/14 5,282 Tonnes 2024/2025 3,461 This performance indicator measures the reduction in Council fleet produced emissions. The indicator is measured both quarterly and on an annual rolling basis. This includes pool cars. The team are monitoring the reduction in c02 following the rollout of HVO to all RCV vehicles on the mainland. Over a 12- month period, there is potential for our council to save around 2,529 tonnes of carbon emissions % of total household waste that is recycled (calendar year as per SEPA) Annual 56.0 Other (please specify in comments) Waste 2017/18 55.8 Other (please specify in comments) 2024/25 52.8 Total % increase Target was amended to 56% to consider the impact of new SEPA guidance requiring the incineration only of Waste Upholstered Domestic Seating. % of recovery of energy from waste collected (MSW) Percentage 44.5 Other (please specify in comments) Waste 2019/20 19.53 Other (please specify in comments) 2024/25 47.16 Total % increase Changed target from 48 to 44.5%. Changed Baseline figure from 47.05 (this is the value for Q1 2020/21) to 19.53% (2019/20 actual performance). 434
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23 Name of target Type of target Target Units Boundary / scope of target Year used as baseline Baseline figure Units of baseline Target completion year Progress against target Comments Percentage of all waste recycled, household, commercial and industrial Percentage 56.0 Total % reduction Waste 2019/20 54.82 Other (please specify in comments) 2024/25 52.02 Total % increase Changed target from 55.6% to 56%. Changed baseline figure from 54.97 to 54.82%. Percentage of waste reused (MSW) Percentage 0.7 Other (please specify in comments) Waste 2019/20 0.68 Other (please specify in comments) 2024/25 0.76 Total % increase Changed baseline figure from 0.66 (figure for 21/22) to 0.68% (2019/20) 3da How will the body align its spending plans and use of resources to contribute to reducing emissions and delivering its emission reduction targets? Provide any relevant supporting information that is not already included elsewhere in this report. -All democratic decision making within the Council must consider climate change impacts and clearly articulate this so that implications are at the forefront of policy and project decisions and implementation. The impact on Climate and Carbon is now included as an integral part of the Council's reporting requirements for each committee report: link to committees and reports: North Ayrshire Council Committees -Budget spend is monitored on a bi-monthly and quarterly basis with each team together with Financial Services. Outturn reports are generated to highlight over and underspends against allocated budgets. The Council produce quarterly budget reports for both revenue and capital which go to committee for review and approval, and annual accounts, link to: Annual accounts 2024 to 2025. The Council has a consultation tool which allows communities, public and businesses to have a say in how our budgets should be spent. -Revenue, Capital and Housing Revenue Account (HRA) budgets and expenditure supports investment in buildings, infrastructure and regeneration, focussing on roads, schools and our commitment to a green and sustainable future to become carbon neutral by 2030, link to committee meeting recordings: Webcast library - North Ayrshire Council Webcasting -Internal Audit undertake planned audits throughout the year which includes financial monitoring and compliance. Audit investigation reports and improvement actions are reported to committee: link to North Ayrshire Council Committees > Audit and Scrutiny Committee -Audit Scotland (External Auditors) undertake an annual audit of the Council to ensure Financial Management; Financial Sustainability; Vision, Leadership, and Governance; Use of Resources to Improve Outcomes, link to report: 2023/24 Annual Audit Report North Ayrshire Council - The Corporate Procurement Unit ensure that the Sustainable Procurement Duty is adhered to, and appropriate sustainability measures are embedded in procurements. This includes specifying climate impact reduction and adaptation actions and using selection and award criteria to reduce climate impact. Link to: Sustainable and Ethical Procurement - The Corporate Procurement Unit use the Scottish Government Sustainable Procurement Tools, including: the Prioritisation Tool to map out spend for the categories and their associated risk and scope to influence, Life Cycle Mapping to consider sustainability at all stages of a product/service lifecycle and Sustainability Tests to embed relevant selection and award criteria and include climate reduction and adaptation measures in specifications. 435
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24 - The Corporate Procurement Unit maintain a Corporate Procurement Unit Net Zero Roadmap which is aligned to the Sustainable North Ayrshire Strategy/net-zero roadmap. This ensures the Corporate Procurement Unit support NACs net-zero journey. - Climate Change reduction contracts awarded are included within the Annual Procurement Report. These projects support reduction of climate change impact and sustainable procurement. -Link to the Council Plan which has a Climate Change Strategic Theme has a priority: Embedding our net-zero ambition in all democratic decision-making. 3db How will the body publish, or otherwise make available, it’s progress towards achieving its emission reduction targets? Provide any other relevant supporting information. In the event that the body wishes to refer to the information already published, provide information about where the publication can be accessed. Our Council Plan 2023-28 is a substantial step towards addressing significant challenges and the impact of climate change. The Climate Change priority has the strategic aim to achieve net zero by 2030. Council Plan progress on our priorities, performance indicators and actions are reported mid-year and year end at our Cabinet and Audit & Scrutiny Committees, link to: North Ayrshire Council Committees. The Council Plan reports, provide current and historic performance measured against target and priority outcomes. The Council Plan reports can be found at this link: Council performance 3e Estimated total annual carbon savings from all projects implemented by the body in the report year. If no projects were implemented against an emission source, enter “0”. If the body does not have any information for an emission source, enter “Unknown.” If the body does not include the emissions source in its carbon footprint, enter “N/A” Emissions source Total estimated annual carbon savings (tCO2e) Comments Electricity 19.4 Lighting upgrade projects during the 2024/25 financial year - 19.4 tonnes CO2e per annum. Natural gas 531 64.43 1.3 74.73 0.6 EWI (per property) 0.9 PV (per property) = 531 Area Based Scheme for Privately-owned homes. Measure installed include internal wall / loft insulation, air source heat pump and storage heating. Energy Smart for Privately-owned homes. Measures installed include cavity wall insulation. ECO4 Flex for Privately-owned homes Various energy efficiency measures installed inc. internal wall / cavity wall / loft /room in roof insulation and air source heat pumps / storage heating. 436
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25 Emissions source Total estimated annual carbon savings (tCO2e) Comments 14.17 Carbon Neutral Island – Capital Funding. Privately-owned homes. Measures installed include Solar PV and Battery storage. Other heating fuels Waste 60.194tCO2e 458.328 tCO2e The Council’s reuse partnership) incorporates a project to sanitise mattresses for reuse, as part of an initiative to promote opportunities for their reuse, funded through a successful bid to Scottish Government’s Recycling Improvement Fund. The mattress reuse project diverted just under 24 tonnes of mattresses from final disposal and reused and recycled 1,301 mattresses in the year 2024/25. In the year 2024/25, the wider reuse partnership reused and recycled over 206 tonnes of furniture and mattresses during the year, supporting over 1,780 North Ayrshire households to furnish homes, as well as 16 full-time staff and 3 volunteer roles within the project. The project distributed 886 items free of charge to North Ayrshire residents. Water and sewerage Travel Fleet transport 214 214 Tonne reduction in fuel emissions From 3,675 in 2023/24 to 3,461 in 2024/25 Other (please specify in comments) TOTAL 1,438 437
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26 3f Detail the top 10 carbon reduction projects to be carried out by the body in the report year Provide details of the 10 projects which are estimated to achieve the highest carbon savings during report year. Project name Funding source First full year of CO2e savings Are these savings figures estimated or actual? Capital cost (£) Operational cost (£/annum) Project lifetime (years) Primary fuel/emission source saved Estimated carbon savings per year (tCO2e/annum) Estimated costs savings (£/annum) Behaviour change Comments LED light replacement Council budget provision 2024/25 Actual £69,313.35 £53,000.18 rolling Electricity UK 19.4 £26,775.48 Yes For the financial year 2024/25 we have undertaken 14 lighting upgrade projects across our non- domestic estate. This included Schools, Community Centres, Offices, Libraries, Day Care Centre and Depots. The CO2e savings for 2024/25 was 19.4 tonnes. Council House Improvements Council spend EWI £1,680,943 and PV £1,844,206 2024/25 Estimated Council spend EWI £1,680,943 and PV £1,844,206 £0 EWI £0 PV rolling Natural gas 0.6 EWI (per property) 0.9 PV (per property) = 531 £161 EWI £242 PV No In 2024/25 we have installed central heating in 657 properties, renewed electrical rewiring in 200 properties, EWI in 66 properties, roofing on 109 properties and solar panels on 546 properties. Area Based Schemes (Private Homes) Scottish Government, Heat & Energy Efficient Scotland Area Based (HEES:ABS) Scheme Grant 2024/25 Estimated £135,306.57 (funding drawn) Managing Agent cost £144,593.20 Annual funding All fuel types 64.43 £7,267.10 Yes – by installer Extension to energy efficiency and decarbonisation projects for Privately-owned homes in Irvine and Kilwinning. Kilwinning homes had 438
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27 Project name Funding source First full year of CO2e savings Are these savings figures estimated or actual? Capital cost (£) Operational cost (£/annum) Project lifetime (years) Primary fuel/emission source saved Estimated carbon savings per year (tCO2e/annum) Estimated costs savings (£/annum) Behaviour change Comments external wall insulation installed and in Irvine Solar Panels were installed. Over the last ten years, the Council’s HEEPS:ABS have delivered 1963 energy efficiency measures to homes in fuel or facing poverty and hard-to- heat. Energy Smart (Private Homes) North Ayrshire Council funding 2024/25 Actual £3,155.25 spent Managing Agent cost £41,227.20 Funding until March 2026 All fuel types 1.3 £480 Yes – advice line Home Energy Scotland Energy Smart for Privately- owned homes. Measures installed include cavity wall insulation. ECO4 Flex (Private Homes) Energy Company Funding (UK Government legislative requirement 2024/25 Actual £340,928 (funding drawn) N/A Council time not charged Current phase ends 31.04.2026 Electricity, Oil, LPG (some natural gas) 74.73 £36,059 (annual bill savings) Yes – by installers ECO4 Flex for Privately-owned homes Various energy efficiency measures installed inc. internal wall / cavity wall / loft /room in roof insulation and air source heat pumps / storage heating. Carbon Neutral Islands (Cumbrae) Scottish Government – CNI Capital Funding and CNI direct allocation 2024/25 Actual £166,500 (funding drawn) N/A Council and CNI time not charged Annual funding Electricity, Oil, LPG 14.17 £12,514.50 (annual bill savings) Yes -CNI- Cumbrae Carbon Neutral Island – Capital Funding. Privately-owned homes. Measures 439
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28 Project name Funding source First full year of CO2e savings Are these savings figures estimated or actual? Capital cost (£) Operational cost (£/annum) Project lifetime (years) Primary fuel/emission source saved Estimated carbon savings per year (tCO2e/annum) Estimated costs savings (£/annum) Behaviour change Comments installed include Solar PV and Battery storage. Cunninghame Furniture Recycling Company and North Ayrshire Council (Mattress recycling) Scottish Government Recycling Improvement Fund 2024/25 Actual rolling Landfill gas 60.194 tCO2e Yes The Council’s reuse partnership) incorporates a project to sanitise mattresses for reuse, as part of an initiative to promote opportunities for their reuse, funded through a successful bid to Scottish Government’s Recycling Improvement Fund. The mattress reuse project diverted just under 24 tonnes of mattresses from final disposal and reused and recycled 1,301 mattresses in the year. Cunninghame Furniture Recycling Company and North Ayrshire Council (Furniture recycling) 2024/25 Actual rolling Landfill gas 458.328 tCO2e Yes In the year the wider reuse partnership collected and reused over 182 tonnes of furniture during the year, supporting over 1,780 North Ayrshire households to furnish homes, as well as 16 440
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29 Project name Funding source First full year of CO2e savings Are these savings figures estimated or actual? Capital cost (£) Operational cost (£/annum) Project lifetime (years) Primary fuel/emission source saved Estimated carbon savings per year (tCO2e/annum) Estimated costs savings (£/annum) Behaviour change Comments full-time staff and 3 volunteer roles within the project. The project distributed 886 items free of charge to North Ayrshire residents. EV and fleet decarbonisation working group established. This group will report to the Climate Change Steering Group. Agreement made at Cabinet in May 2023 that the purchase of new passenger and Light Commercial Vehicles (LCVs) will be zero emission vehicles only. The use of Hydrotreated Vegetable Oil (HVO) in Heavy Fleet was agreed. Additional / Revised Investment was approved in February 2024 in support of the Council’s Sustainable North Ayrshire Strategy 2024- 27, an additional investment of £5.430m in the decarbonisation of the Council’s fleet was included. This investment will support the Council’s Fleet Decarbonisation Route Map through the replacement of fossil fuelled vehicles with electric vehicles and more environmentally sustainable fleet solutions 2024/25 N/A N/A N/A 2030+ Diesel / Petrol 214 N/A Yes Diesel & Petrol fuel emission source saved. Transformation Team providing Project Management and Data Analysis support for Decarbonisation of Fleet project. The Council operate a fleet of 565 fleet vehicles of which 76 of these are now fully electric vehicles. The Transport Team successfully rolled out the use of HVO in January 2025 as an alternative low emission fuel for 36 RCVs within our Waste Services HGV fleet. This has the potential to support the 441
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30 Project name Funding source First full year of CO2e savings Are these savings figures estimated or actual? Capital cost (£) Operational cost (£/annum) Project lifetime (years) Primary fuel/emission source saved Estimated carbon savings per year (tCO2e/annum) Estimated costs savings (£/annum) Behaviour change Comments Further enhance and deliver educational compliance training for fleet drivers Councils reduction of fleet produced emissions by some 2,500 tonnes per annum. Driver behaviour and vehicle familiarisation training continues Ayrshire EVIF (Electric Vehicle Infrastructure Fund) Project. Pan Ayrshire Project Transport Scotland Electric Vehicle Infrastructure Fund & Private Sector Funding 418 tCO2e in 2029/30 Estimated £1,889,600 15 years Diesel and Petrol 418 tCO2e unknown N/A Diesel and petrol fuels. 418 tonnes of CO2 saving per annum. CO2 only applies after the 104 EV chargers are installed and these chargers will be installed over a 3year period. Anticipated that the EVIF Contract will be awarded in April 2026 and installations will be completed by April 2029 with first full year of savings being 2029/30. 442
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31 3g Estimated decrease or increase in the body’s emissions attributed to factors (not reported elsewhere in this form) in the report year If the emissions increased or decreased due to any such factor in the report year, provide an estimate of the amount and direction Emission source Total estimated annual emissions (tCO2e) Increase or decrease in emissions Comments Estate changes Increase There are 474 operational properties, 178 commercial/ industrial property assets and 296 non-housing property assets. This is an increase of one property over the reporting year. Montgomerie Park PS opened during 2024/25. Montgomerie Park consumption during 2024/25 = 153137kWh x (EF 0.20705 +EF 0.01830) = 34509 Service provision No change Staff numbers No change. Staff numbers remained the same. 6,560.81 FTE 3h Anticipated annual carbon savings from all projects implemented by the body in the year ahead If no projects are expected to be implemented against an emissions source, enter “0” If the organisation does not have any information for an emissions source, enter “Unknown” If the organisation does not include the emissions source in its carbon footprint, enter “N/A” Emissions source Total estimated annual carbon savings (tCO2e) Comments Electricity 13.20 The Council recognise the need for a centralised approach to managing carbon management projects. The Sustainable North Ayrshire Strategy has an action to utilise SSN’s Carbon Footprint and Project Register tool. This will not only help us to identify and manage projects but also calculate the carbon savings associated. We are also undertaking a review of the Council’s non-domestic estate to identify the measures required, carbon savings and investment needed in order to achieve our net zero ambition. Some projects likely to feature will be as follows: • Progress the actions within the Local Heat and Energy Efficiency Strategy and Delivery Plan, including a heat network feasibility study. • Energy production from our two Solar Farms totalling 12MW capacity during 2025. • Undertake review of non-domestic estate to decarbonise by 2038. 443
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32 Emissions source Total estimated annual carbon savings (tCO2e) Comments • Progress the fleet decarbonisation route map. • Continue the roll of our EV charge points for public use through our regional pathfinder project. • We have plans to develop our energy consumption dashboard to highlight high users and implement energy saving measures and costs where possible. • We will also use the Scottish Climate Intelligence Platform to plot emission reductions for potential projects. 2025/26 Projects: • Lawthorn PS – LED, 29% reduction in kWh consumption per year, equates to 4.83tCO2e reduction per year • St Peter’s PS – LED, 23% reduction in kWh consumption per year, equates to 4.01tCO2e reduction per year • Arran Outdoor Education Centre – LED, 16% reduction in kWh consumption per year, equates to 3.67tCO2e reduction per year • Fairlie PS – LED, 10% reduction in kWh consumption per year, equates to 0.69tCO2e reduction per year Natural Gas 184.25 A feasibility study has been undertaken to identify the finance required to decarbonise heat in non- domestic buildings. In 2024/25, this work will be explored in more detail through partnership with Hub SouthWest. • We have plans to develop our energy consumption dashboard to highlight high users and implement energy saving measures and costs where possible. • We will also use the Scottish Climate Intelligence Platform to plot emission reductions for potential projects 2025/26 Projects: • Garnock Campus – BMS, 20% kWh annual savings, equates to 92.06tCO2e reduction per year • Glencairn PS – BMS, 20% kWh annual savings, equates to 1.91tCO2e reduction per year • Elderbank PS – BMS, 20% kWh annual savings, equates to 43.04tCO2e reduction per year • Dykesmains PS – BMS, 20% kWh annual savings, equates to 10.75tCO2e reduction per year • Castlepark PS – BMS, 20% kWh annual savings, equates to 22.95tCO2e reduction per year • Abbey PS – BMS, 20% kWh annual savings, equates to 4.07tCO2e reduction per year • Woodlands PS – BMS, 20% kWh annual savings, equates to 9.47tCO2e reduction per year Other heating fuels Water and Sewerage 444
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33 Emissions source Total estimated annual carbon savings (tCO2e) Comments Travel • Progress the fleet decarbonisation route map. • Continue the roll of our EV charge points for public use through our regional pathfinder project. Other (please specify in comments) TOTAL 197.45 3i Estimated decrease or increase in emissions from other sources in the year ahead If the body’s corporate emissions are likely to increase or decrease for any other reason in the year ahead, provide an estimate of the amount and direction. Emissions source Total estimated annual emissions (tCO2e) Increase or decrease in emissions Comments Estate changes 286 Decrease Closure of Bridgegate House, Trinity Church, Greenwood Conference Centre, Galt House and Quarry Road (phased approach to 2027) New school opened at Montgomerie Park and is fully electric and is the Council’s first Passivhaus school. Moorpark Primary School was replaced. (474 operational properties, 178 commercial/ industrial property assets and 296 non- housing property). The employee moves from identified buildings are expected to be complete by May 2026 with rationalisation providing the following benefits: reduction of carbon emissions by an estimated 286tCO2e Service provision No change Staff numbers No change Other (please specify in `comments) Total 286 445
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34 3j Total carbon reduction project savings since the start of the year which the body used as a baseline for its carbon footprint. If the body has data available, estimate the total emissions savings made from projects since the start of that year (“the baseline year”). Total Savings Total estimated emissions savings (tCO2e) Comments Total project savings since baseline year 3k Further Information Supporting information and best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to corporate emissions, targets and projects. - Two solar farms at Nethermains and Shewalton landfill sites will produce Council owned electricity during 2025. They are expected to generate £400,000 of revenue per year over 25 years resulting in a gross income of approximately £10million as well as reducing our carbon footprint. - Continue to provide vital support to help residents access vital grants and receive money-saving energy advice and Energy Smart (emergency response) - Energy & Sustainability have been working with PMI Maintenance Officer on lighting upgrade projects. Energy & Sustainability provided funding to replace fluorescent tubes for more energy efficient LED lamps, where significant savings could be made. The same size LED lamp can last significantly longer, and the wattage can be around ½ or more energy consumption compared to a fluorescent tube. For the financial year 2024/25 we have undertaken 14 lighting upgrade projects across our non-domestic estate. This included Schools, Community Centres, Offices, Libraries, Day Care Centre and Depots. The CO2e savings for 2024/25 was 19.4 tonnes. - The NAC Corporate Procurement Unit develop sustainability case studies to showcase the positive effects procurement has on the environment and society. These case studies include Millport Coastal Flood Protection Scheme, Modular Construction for Bungalows and HVO Fuel which are available on the Scottish Government Sustainable Procurement Tools website link: Sustainable Procurement -NAC Procurement also develop sustainability case studies, which are included in Annual Procurement Reports. The latest case studies for 24/25 included: Construction of 50 New Build Council Houses at the Site of the Former Garnock Academy, Construction of Council Houses at the Former Ayrshire Central Maternity Hospital and Supply, Installation and Maintenance of Electric Charging Equipment. - Waste and Recycling team through the partnership project with Cunninghame Furniture Recycling Company (CFRC), in Irvine, collect, sanitise and redistribute mattresses through a bulky waste reuse service. This is part of an initiative to promote opportunities for their reuse, funded through a successful bid to Scottish Government’s Recycling Improvement Fund. The mattress reuse project diverted just under 24 tonnes of mattresses from final disposal and reused and recycled 1,301 mattresses in the 2024/25 year. - Our recycling performance is the third strongest in Scotland, improving from 55.3% to 56.1% in 2023 (data recently released from SEPA). - The Regeneration Team has a performance indicator to deliver 2,000m of new or improved Active Travel routes per year. In the financial year 25/26 we delivered 2,500m. Improving active travel infrastructure reduces the reliance on cars, lowering overall emissions. By promoting walking and cycling we help the community to shift towards greener commutes, supporting NAC’s emissions targets and long-term sustainability aims. - The Council are currently partnering with Zero Waste Scotland (ZWS) to implement the Islands Net Zero Accelerator (NZA) through our Business Recovery and Sustainability fund in addition to attracting £25,000 of match funding from ZWS. This island specific programme will help local businesses embrace new technology and reduce their environmental impact. Through their transition to Net-Zero by 2030, the programme closely aligns to the Local Island Plans priorities. - 15 small enterprises have been supported through a 12-month Net Zero Accelerator programme. It is designed to help companies in their transition to Net-Zero, providing advice and support associated with reducing their carbon footprint, making energy efficiency improvements, adopting renewable energy sources 446
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35 and using carbon accounting tools. 16 small and medium sized enterprises (SMEs) have enrolled for a first of its kind islands Net Zero Accelerator programme. - Montgomerie Park is eco-friendly and is North Ayrshire Council’s first ‘Passivhaus’ school. The school can accommodate up to 342 pupils in the primary and 47 in the early learning and childcare facility. Key features include: an effective natural ventilation strategy which provides natural, fresh air throughout the year, solar panels to provide free, renewable electricity for the school building and a seven-a-side all weather pitch. The new school has also been commended for its sustainable and engaging external spaces, which use many of the natural features of the land and also include swathes of wildflower planting. -The Council’s Equal Service initiative, refurbishes donated bikes and provides them free to residents who cannot afford one, supporting sustainable transport and reducing landfill waste. The supported employment service also provides cycle maintenance training to participants with disabilities, who then restore the bikes before they are distributed to community members for travel, leisure, and health. - 15 households on Cumbrae and 25 in Kilwinning have been identified for improvements via the Energy Efficient Scotland: Area Based Scheme. This will help address the impact of energy costs and address fuel poverty. - Four community renewable projects have been awarded £130,000 in funding through the Community Renewable Energy Generation Fund. - Community Woodland Grant Fund Scheme was launched with a total of £25,000 available in the fund with a maximum of £5,000 per applicant to support local tree and community orchard planting. PART 4 ADAPTATION - please do not include information on measures that solely reduce emissions with no implications for climate adaptation. These are climate mitigation measures which should be reported in the Emissions tab. Assessing and managing risk. 4a Has the body assessed current and future climate-related risks? If yes, provide a reference or link to any such risk assessment (s) The Council has assessed current climate related threats resulting in climate change being one of the Council's strategic priorities to be Net Zero by 2030 and this is within the Council Plan and our Sustainable North Ayrshire Strategy. All papers to committee have a climate change and carbon consideration. Climate Change risk within our Strategic Risk Register. Control measures and actions are in place for identified risks from various plans and actions and include but not limited to flood prevention, shoreline management, winter maintenance, tree planting. Strategies and plans to mitigate and minimise risks include: - Sustainable North Ayrshire Strategy 2024-27link: Document.ashx - North Ayrshire Council jointly funded Scottish Water’s Integrated Catchment Studies for Stevenston Point and for Irvine. These studies assess the flood risk from sewers and small watercourses. -Under the first and second flood risk management planning cycles, hydraulic modelling has been completed for: The Lower River Irvine, The Upper Garnock Valley, The Keppen Burn in Fairlie, Brodick, Lamlash, Largs, West Kilbride, The Three Towns Locality, and Millport -The draft Local Coastal Change Adaptation Plans have assessed the future risk from the changing shorelines at Stevenston and Irvine. Wave overtopping studies have been completed for Brodick, Lamlash and Largs. -Natural Flood Management (NFM) studies have been completed for the Upper Garnock, Largs, Brodick and Lamlash. - Roads Winter Service and Weather Emergencies Plan 2024-25 link: Document.ashx - Millport Coastal Flood Protection scheme: Millport Coastal FPS - Millburn, Millport Flood Protection Scheme: Mill Burn Flood Protection Scheme - Ayrshire Shoreline Management Plan: Ayrshire Shoreline Management Plan - Ayrshire Flood Risk Management Plan (2021): Flood Risk Management Plans | SEPA - Ayrshire Local Flood Risk Management Plan: Local Flood Risk Management Plan - Flood management nature based solutions Largs and Kilbirnie: Flood management - The Flood resilience plan update for ‘Kilbirnie & Glengarnock,’ ‘Dalry’ and ‘Irvine’ have now been completed and incorporated into the overall NAC flood resilience plan during 2024/25. Detailed studies were undertaken 447
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36 to identify property flood resilience measures for the Council buildings at Cunninghame House & Marress House. These options are currently being considered by the appropriate Council teams. - Ayrshire Civil Contingencies Team – link to Integrated Emergency Management (IEM) - Emergency Planning link: Emergency planning - Link to West of Scotland Regional Resilience Partnership Community Risk Register, 2024 | Scottish Fire and Rescue Service - Strategic Risk Register 2024/25 link: Document.ashx Within the Strategic Risk Register there are actions and plans to mitigate and minimise the impacts of this risk including the five workstreams within the Sustainable North Ayrshire Strategy – Energy, Nature, Transport, Waste and Adaptation detailing the road map to achieve net zero carbon emissions. Plans and actions to mitigate climate change risk include Core Paths Plan, Outdoor Access Strategy, Local Biodiversity Action Plan, Tree and Woodland Management Policy, North Ayrshire’s 2030 Woodland: A Tree Planting Strategy and Weather and Winter Emergencies Plan. Asset management plans are in place which are regularly reviewed for our Roads, Fleet, Housing, Property and Open Spaces. Adaptation actions are identified within the Ayrshire Flood Risk Management Plan (2021), the Ayrshire Local Flood Risk Management Plan (2022), the Ayrshire Shoreline Management Plan and the Climate Adaptation Capability Framework assessment. Flood studies are undertaken to help the Council identify areas that are at risk of flooding and to appraise options to reduce flood risk to communities and infrastructure. Studies and modelling will be undertaken to identify and prioritise vulnerable areas where financial damage and risk to life are most likely. There is ongoing programme of monthly inspections of debris screens which have been installed to prevent vulnerable culverts from blocking and causing flooding. CCTV inspections of culverts are also undertaken to identify blockages and deterioration of assets that might cause flooding. This has been effective in reducing flooding. The Upper Garnock Valley Flood Prevention Scheme has been completed and is currently providing flood protection. The Shoreline Management plan (adaptation plan) will enable the Council and other stakeholders to effectively plan our future actions whilst allowing for flexibility in response to future changes. The Ayrshire Civil Contingencies Team are emergency planning arrangements in place in the event of severe weather and flooding conditions causing major disruption and damage to the area or to individual communities within it. -The Corporate Risk Management Group undertake regular reviews of risks and undertake horizon scanning to identify potential new climate related risks. Lead Services hold detailed risk registers on climate change e.g. in team or service Risk Registers and report to Extended Leadership Team as appropriate. These would be integral to forward strategy and action plans. Risks are scrutinised by Senior Officers and Elected Members. Strategic risks are noted as the highest level of risk. Underlying strategy, plans, projects and actions are the responsibility of service level risk management/objective by services themselves. - Local Biodiversity Action Plan 2019-31link: Approved local biodiversity action plan 2019 to 2031 - Local Development Plan 2 link: ldp2 - National Planning Framework 4 sets out our spatial principles, regional priorities, national developments and national planning policy link: National Planning Framework 4 - Climate Action Town, Stevenston Project link: https://www.ads.org.uk/blog/climate-action-towns- conversations-in-stevenston - Arran Local Island Pla linkn: arran-local-island-plan - - Cumbrae Local Island Plan link: cumbrae-local-island-plan -Cumbrae Carbon Neutral Island link: carbonneutralcumbrae.co.uk/lander 4b What arrangements does the body have in place to manage climate-related risks? Provide details of any climate change adaptation strategies, action plans and risk management procedures, and any climate change adaptation policies which apply across the body. The Council has assessed current climate related threats resulting in climate change being one of the Council's strategic priorities to be Net Zero by 2030 and this is within the Council Plan and our Sustainable North Ayrshire Strategy. Climate Change is a risk within our Strategic Risk Register. Control measures and actions are in place for identified current and future risks from a variety of different plans and actions, which include but are not limited to flood prevention, shoreline management, winter maintenance (snow and ice), , tree planting (shade, flood management and carbon sequestration) and energy efficiency property retrofit and renewable heat technologies (for cooling and heating buildings) 448
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37 ‘- Sustainable North Ayrshire Strategy 2024-27has five key themes including Adaptation link: Document.ashx - Approved local biodiversity action plan 2019 to 2031 incorporates woodland expansion and habitat restoration will benefit biodiversity while serving important social and economic objectives, such as flood risk management. - Local development Plan 2 - ldp2 includes the following outcomes to be delivered through the land use planning policy frameworks: A successful, sustainable North Ayrshire; A natural, resilient North Ayrshire; A more connected place and A low carbon North Ayrshire. - National Planning Framework 4sets out our spatial principles, regional priorities, national developments and national planning. -The flood resilience plans for the Upper Garnock Valley and for the Irvine locality were updated in 2025. These plans will support Category 1 and 2 responders to help protect people and property during flood events. Following the completion of the Irvine flood resilience plan, an options appraisal to identify property flood resilience measures at the Council’s offices at Cunninghame House and Marress House was undertaken. When implemented, the identified flood resilience measures will help to protect the both the fabric of the buildings and to limit the disruption of Council services from the impacts of flooding. There are flood resilience plans covering other towns and villages. - Local Flood Risk Management Plan Ayrshire Local Plan District (2022-2028) provides details on the actions identified in the Ayrshire Flood Risk Management Plan, published by SEPA in 2021. - Ayrshire Shoreline Management Plan provides an assessment of the risks associated with coastal processes and informs the management of these risks over the short, medium and long term. - Roads Winter Service and Weather Emergencies Plan 2024 Document.ashx takes steps to prevent snow and ice endangering the safe passage over public roads. - The actions in the vdl-strategy 2023-27 prioritise the allocation of brownfield land as opposed to new greenfield release. The redevelopment of vacant and derelict land should support the creation of sustainable places. It recognises the contribution of brownfield land to nature recovery and realise opportunities for its use as productive greenspace. - West of Scotland Community Risk Register link: Community Risk Register | Scottish Fire and Rescue Service (co-ordinated by Scottish Fire and Rescue Service highlights risks that have the highest likelihood and potential to have significant impact, causing disruption to the region. It details the highest risks and consequences and encourages steps that can be taken to be prepared and resilient - The Council Plan 2023-28 - A North Ayrshire that is fair for all, sets out North Ayrshire Council's mission "Working together to improve the lives of our people in North Ayrshire. The Strategic Aim of the Climate Change priority is “To achieve net zero by 2030”. - north-ayrshire.gov.uk/Document-library/cwb-strategy.pdf Community Wealth Building Strategy 2024-27 will deliver on our ambitions to become a carbon neutral Council and ensure a green and Just Transition for North Ayrshire. Utilise our land and property assets to support a green transition including active travel routes and developing low carbon and renewable energy schemes and networks, such as Nethermains and Shewalton Solar PV farms. - Strategic Risk Register 2024/25, Document.ashx includes actions and plans to mitigate and minimise the impacts of this risk. Adaptation actions are identified within the Ayrshire Flood Risk Management Plan (2021), the Ayrshire Local Flood Risk Management Plan (2022), the Ayrshire Shoreline Management Plan and the Climate Adaptation Capability Framework assessment. Flood studies are undertaken to help the Council identify areas that are at risk of flooding and to appraise options to reduce flood risk to communities and infrastructure. Studies and modelling will be undertaken to identify and prioritise vulnerable areas where financial damage and risk to life are most likely. There is ongoing programme of monthly inspections of debris screens which have been installed to prevent vulnerable culverts from blocking and causing flooding. CCTV inspections of culverts are also undertaken to identify blockages and deterioration of assets that might cause flooding. This has been effective in reducing flooding. The Upper Garnock Valley FPS has been completed and is currently providing flood protection. The Shoreline Management plan (adaptation plan) will enable the Council and other stakeholders to effectively plan our future actions whilst allowing for flexibility in response to future changes. - The Council has Business Continuity Plans which are written with a set varied invocations in mind. - The Council Manages resilience related risk via the North Ayrshire Resilience group and maintains situational awareness via local and national resilience partnerships and working groups. 449
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38 - Ayrshire Civil Contingencies Team - Integrated Emergency Management (IEM) Integrated Emergency Management ensures that the Council will be able to respond in the event of a major emergency and is a shared service between the three Ayrshire Councils - Emergency planning ensures that the council will be able to respond in the event of a major emergency. - Ayrshire & Arran Forestry and Woodland Strategy 2014, provides a key resource for biodiversity and deliver a wide range of environmental benefits that help to support the region’s communities Ayrshire and Arran Forest and Woodland Strategy 2014 - North Ayrshire's 2030 Woodland: A Tree Planting Strategy aims to contribute to the Council’s wider efforts to reach net-zero carbon emissions by 2030 - Tree and woodland management policy - North Ayrshire Community Planning Partnership (CPP) Our Partnership Plan - Northayrshire Community priorities are Wellbeing, Work and World. - Ayrshire Regional Economic Strategy link: Ayrshire Regional Economic Strategy - Regeneration Development Plan (link: Document.ashx) will seek to make more of existing assets such as property within town centres or derelict land, as well as facilitating the Council’s planting proposals and incorporating sustainable energy provision within major development projects. Active proposals include the development of a Low Carbon Hub in Ardrossan. 4c What action has the body taken to adapt to climate change? Include details of work to increase awareness of the need to adapt to climate change and build the capacity of staff and stakeholders to assess risk and implement action. The body may wish to make reference to the Scottish Climate Change Adaptation Programme (the Programme”) -We undertook our third Climate Adaptation Capability Framework and Benchmarking assessment, which included a cross service workshop. As this is a new framework we will use this year’s results as the baseline year to monitor progress and our actions over the next five years. - International Marine Science and Environmental Centre | Ayrshire Growth Deal (IMSE) project based at Ardrossan on the Firth of Clyde for the Blue Economy and marine sustainability. North Ayrshire’s Blue Economy helps capitalise as a key player in the national Blue Economy. - The Capital Budget supports investment in buildings, infrastructure and regeneration projects and focuses on improving roads, investing in the school estate and fulfilling commitment to a green and sustainable future and becoming carbon neutral by 2030. Expenditure includes fleet decarbonisation. Link nac-capital-budget - Strategic Risk Register 2024/25 (Document.ashx): the aim of risk management is to reduce the likelihood and/or impact of risk by identifying and controlling risks to the Council. If risk is to be managed appropriately, and Services are aware of these risks, risk management can contribute positively towards the organisation's decision-making processes, making the Council more innovative and effective in its approach to service delivery. Within the Strategic Risk Register there are actions and plans to mitigate and minimise the impacts of this risk. These are fully detailed in the responses to questions 4a & 4b. Monitoring and external reporting on the Council’s website for climate change mitigation and adaptation projects and actions, takes place on a six monthly basis within the Council Plan and also the Council’s Annual Performance Report (Council performance). -Flood protection schemes have recently been completed in the Upper Garnock Valley and at Millport coast. Construction of a further Flood Protection Scheme at the Mill Burn in Millport is expected to start in 2025/26. -The Council operates and maintains the earlier flood schemes at Largs, Saltcoats and at Irvine. -Part of the Seawall in Largs was replaced as it had become significantly undermined due to changing beach levels. - Roads Winter Service and Weather Emergencies Plan 2024-25 link: Document.ashx -The Council has continued the development of flood protection schemes in Ayrshire. Ayrshire Shoreline Management Plan link: Ayrshire Shoreline Management Plan which identifies short, medium and long term policies for managing the coastline and coastal processes. Local Flood Risk Management Plan Ayrshire Local Plan District 2022-28 provides details on the actions identified in the Ayrshire Flood Risk Management Plans | SEPA 450
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39 - In terms of flood risk and coastal management, the Council commenced the Millport Scheme in 2025. This included public consultation on the Cumbrae, Millburn Flood Protection Scheme: link to consultation Mill Burn, Millport Flood Scheme - Northayrshire Community - Cumbrae, Millport and Millburn Flood Prevention Schemes: Millport is at risk from coastal flooding due to wave overtopping which occurs during storms originating to the south or southwest within the Firth of Clyde. There is also a risk of erosion due to potential failure of the existing coast protection structures. There is a history of flooding due to overtopping of the sea wall, particularly in the areas close to the harbour, with minor to moderate flooding occurring most years. Many residents have taken individual action to reduce flood damages, such as installing flood boards to their doors and storing sandbags in case of need. Flooding also affects use of the coastal road and promenade, as well as impacting on revenue from visitors. A total of 595 residential properties and 62 commercial properties in Millport were at risk from flooding and erosion. If nothing was done to provide improved protection to Millport’s residential and commercial properties and infrastructure located within the flood risk zone, flooding and erosion has been predicted to cause economic losses in excess of £67 million over the next 100 years. The Millport Coastal Flood Protection Scheme provides a standard of protection of 1 in 200 per year (0.5% AEP), with 657 properties benefiting from the scheme. - Flood Management Nature Based Solutions at Largs and Kilbirnie link: Flood management - Findings on the Three Towns flood study were received which provides an understanding of existing and future flood risk from the Stevenston Burn and the Stanley Burn, Ardrossan. - Reports completed on coastal management at Stevenston link: PowerPoint Presentation) and Irvine link: Irvine-Summary.pdf to identify existing and future risks from sea-level rise and erosion. The reports identified options to respond to the risks. - Inspections of critical coastal and natural protection assets to continue to monitor conditions. The Council’s flooding team secured £99k in 24/25 from the Coastal Change Adaptation Programme to update parts of the Shoreline Management Plan (2018) in accordance with the recommendations of interim Scottish Government guidance on coastal change adaptation plans. A further £200k was secured from the same programme in 25/26 to deliver specific actions at Stevenston beach and Irvine beach. Additionally, a survey of the Arran Coastline was secured by NAC Flooding. The survey will be procured centrally and funded by the Coastal Change Adaptation Programme. The budget estimate for this survey is around £120k. - Around £4.6million was spent by the Council to create a new precast concrete seawall in front of the existing seawall structure in Largs. The new seawall runs along a 325m stretch of the promenade. It has also allowed for the promenade to be extended to the line of the new wall, while the steps to the beach have also been replaced, improving accessibility for visitors. The old seawall, constructed in the 1970s had deteriorated due to repeated exposure to seawater. The replacement provides the town with optimum protection and support against wave activity and coastal erosion. The promenade was also resurfaced. The seawall protects the environment and ensures residents living in our coastal communities have protection from any future coastal erosion. Flood study work has been completed in Largs to investigate the adaptation of the existing coastal flood scheme. The Benefit Cost Ratio for the preferred option is over 5. This option will include a small wall or embankment behind the existing seawall. The economic assessment has been undertaken using the multicolour manual. - Local Biodiversity Action Plan 2019-31 (link: Document.ashx) outlines specific actions to conserve and enhance species and habitats that are at greatest risk and take a precautionary approach to avoid loss and damage. - Tree and Woodland Management Policy link: Tree and woodland management policy - North Ayrshire’s 2030 Woodland: A Tree Planting Strategy (link: North Ayrshire's 2030 Woodland) aims to contribute to the Council’s wider efforts to reach net-zero carbon emissions by 2030 - Local Development Plan 2 link: ldp2 4d Where applicable, what contribution has the body made to helping deliver the Programme? Provide any other relevant supporting information. From April to August 2024: - N1-8, N1-10, B1-13 and B1-19: The Council works closely with SEPA, Scottish Water and other local authorities to produce national strategies and local plans. These set out how flooding will be tackled in the future and how we will reduce the impact of our unpredictable weather. North Ayrshire is the lead local 451
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40 authority for the Ayrshire Local Plan District, publishing the Ayrshire Flood Risk Management Plan, a delivery plan, identifying specific flood protection schemes and required studies. - N2-2, Local Development Plan 2 recognises the multiple benefits of the green network for North Ayrshire’s economy and environment and the role it plays in improving the quality of life and place for local communities. The plan has mapped elements of the green network for protection and enhancement, including core paths, public parks and sensitive landscape. Our Community Wealth Building pillars includes "Land and Assets" where we will support the wider regeneration of our communities by maximising all of our land and assets. - N2-11 The Ayrshire & Arran Woodland and Forestry Strategy guides woodland management and expansion across the three Ayrshire local authority areas. The Strategy provides guidance on the economic, environmental and social benefits of woodland planting and management and timber processing. The Council allocated funding for tree planting to provide carbon absorption to meet the net-zero aspirations as well as providing a wealth of other benefits - North Ayrshire’s 2030 Woodland: A Tree Planting Strategy. North Ayrshire Tree and Woodland Management Policy sets out how the Council will effectively manage trees and woodlands by ensuring that they contribute to the area and achievement of the corporate priorities of the Council. The Local Biodiversity Action Plan 2018-31 outlines actions to conserve and enhance species and habitats that are at greatest risk. In order to protect the well-being of present and future generations consideration must be given as to what might be irreversible changes to our environment. - N2-20: One of the objectives within the Local Biodiversity Action Plan is to restore our coastal habitats through improved management regimes. The Flood Risk Management Plan (Ayrshire Local Plan District) 2021, The Local Flood Risk Management Plan (Ayrshire Local Plan District) 2022 – 2028 and the Ayrshire Shoreline Management Plan 2018 identify areas that are potentially vulnerable to flooding and from coastal erosion. The Council has continued the development of flood protection schemes including the Upper Garnock Flood Prevention Scheme, the Millport Coastal Flood Prevention Scheme, the Mill Burn, Millport Flood Prevention Scheme and the Largs Seawall Replacement Project. -The Ayrshire Shoreline Management Plan sets out the plan for the future management of the Ayrshire shoreline and is a broad-scale assessment of the risks associated with coastal processes and helps to inform the management of these risks to people and the built and natural environment. Following a successful bid to the Coastal Change Adaptation Programme’s case study fund, part of the Ayrshire Shoreline Management Plan will be superseded by detailed coastal change adaptation plans. -Work commenced on Coastal Change Adaptation Plans for Irvine and Stevenston Beaches following investigation and reports that will be finalised in 2024/25 using the results of public consultation at this link: Share Your Views on the Management of Irvine and Stevenston Beaches - Northayrshire Community From September 2024 – SNAP3: ‘- Nature Connects (NC1, NC2, NC3, NC4, NC5 & NC6) The Council has its International Marine Science and Environment Centre project for the Blue Economy and marine sustainability. North Ayrshire’s 2030 Woodland: A Tree Planting Strategy and Tree and Woodland Management Policy. We have active flood resilience projects in place and flood risk and shoreline management plans. North Ayrshire Nature Network Strategy includes nature based solutions, including soil restoration and our green environment. We have our Local Place Plans, Open Space Asset Management Plan, Local Development Plan and Vacant and Derelict Land Strategy. We are developing our North Ayrshire Nature Network. We have our Local Biodiversity Action Plan (LBAP). The Ayrshire Regional Economic Strategy has a priority to Enhancing Natural Capital: Preserving and enhancing Ayrshire’s natural capital, meeting Scotland’s commitments to net zero and protection of biodiversity. The Council has a Food Growing Strategy. - Communities (C1, C2, C3, C4, C5 & C6) The Council are members of the Public Sector Climate Adaptation Network (PSCAN), Sustainable Scotland Network, Adaptation Communities of Practice and the Ayrshire Climate Hub. The Council are progressing locality climate action plans, building on the Stevenston Climate Action Town Project. The Council has registered Local Place Plans for West Kilbride, Seamill, Portencross, Stevenston, Largs and Cumbrae. The Council has an Arran and Cumbrae Islands Plan. The Council has Cumbrae Carbon Neutral Islands. We have active flood resilience projects in place and flood risk, local flood risk and shoreline management plans. The Council issue regular relevant communications on wildfire risk, flooding and adverse weather across its media channels to inform our communities. We have been preparing Coastal Change Adaptation Plans for Irvine and Stevenston. 452
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41 - Public Services & Infrastructure (PS1, PS2, PS3 & PS4) The Council submit their annual PBCCDR which includes reporting on Adaptation, which includes the Climate Change Assessment Tool (Adaptation) results. North Ayrshire Council undertake an annual Climate Adaptation Capability Framework assessment and benchmarking tool, and in 2024/25 we undertook our 3rd assessment. The Council were members of the Task & Finish Group to refresh the Climate Adaptation Capability Framework and delivered one of the capabilities at the National launch event in January 2025. The Council is a member of the PSCAN network. The Sustainability Senior Manager is a member of the SSN Steering Group as is our Chief Executive. Emergency Services are members of our Community Planning Partnership, Climate Change Steering Group and sub-groups. Our Local Transport and Active Travel Strategy is our vision for improving transport and travel in the local authority area. Enhancing the transport network will improve the local economy, environment, deliver health benefits and contributes to addressing climate change and reducing inequalities. - Economy, Business & Industry (B1, B2, B3, B4) The Council's Business Development Team works with businesses to help them become more sustainable and adapt to a low-carbon economy. The Council encourages businesses to adopt sustainable practices through its procurement processes and by promoting the circular economy and by following the Sustainable Procurement Duty. We have active flood resilience projects in place and flood risk and shoreline management plans. We have our Local Biodiversity Action Plan (LBAP).The Council were the first local authority to implement a Community Wealth Building Strategy. The Ayrshire Regional Economic Strategy has a priority to Enhancing Natural Capital: Preserving and enhancing Ayrshire’s natural capital, meeting Scotland’s commitments to net zero and protection of biodiversity. The Council has a Food Growing Strategy. Review, monitoring and evaluation 4e What arrangements does the body have in place to review current and future climate risks? Provide details of arrangements to review current and future climate risks, for example, what timescales are in place to review the climate change risk assessments referred to in Question 4 (a) and adaptation strategies, action plans, procedures and policies in Question 4 (b) - As noted in question 4a,4 b & 4c, the Council maintains a Strategic Risk Register 2024/25 where actions are updated, monitored and reported bi-annually and the risks are reviewed annually. Risk register actions from plans and strategies at a service, corporate and strategic level and are updated 6 monthly and risks are reviewed on an annual basis. -The Corporate Risk Management Group undertake regular reviews of risks and undertake horizon scanning to identify potential new climate related risks. Lead Services hold detailed risk registers on climate change e.g. in team or service Risk Registers and report to ELT as appropriate. These would be integral to forward strategy and action plans. Risks are scrutinised by Senior Officers and Elected Members. Strategic risks are noted as the highest level of risk. Underlying strategy, plans, projects and actions are the responsibility of service level risk management/objective by services themselves. - Our Sustainable North Ayrshire Strategy (SNA) 2024-27 link: Document.ashx is where progress towards tackling climate change issues is measured, with actions identified to achieve net-zero carbon emissions. One of these workstreams is Adaptation which includes completing Adaptation Scotland's Capability Framework, which we undertook assessments in 2023 and 2024. Our SNA action plan is monitored internally on a quarterly basis. Our Climate Change Steering Group was established in 2021 with key stakeholders involved to act as a sounding board and critical friend to support and challenge the implementation of the SNA. The Steering Group meets every four months. The Sustainability Board monitor progress of the SNA actions and projects. - The Council Plan 2019-24 sets out North Ayrshire Council’s mission: “Working together to improve the lives of our people in North Ayrshire” and aims to achieve this through four Strategic Priorities: Wellbeing, Communities and Local Democracy, Climate Change and A Sustainable Council. The aim of the Climate Change priority is “To achieve net zero by 2030”. - Progress of plans and strategies are reported to Cabinet and Audit & Scrutiny committees at this link: North Ayrshire Council Committees 453
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42 4f What arrangements does the body have in place to monitor and evaluate the impact of adaptation actions? Please provide details of monitoring and evaluation criteria and adaptation indicators used to assess the effectiveness of actions details under Question 4 (c) and Question 4 (d) - The Council currently takes account of climate change risk within our Council Plan and operational plan actions. Performance indicators are used internally and externally across the Council to monitor progress against actions on a quarterly / annual basis. Reports at this link: Council performance Some of the indicators that we measure progress on include: - Number of trees planted under the North Ayrshire 2030 Tree Planting Strategy -Adaptation is one of our workstreams within our Sustainable North Ayrshire Strategy 2024-27(link to strategy: Document.ashx and the action plan, including adaptation actions (flood prevention, flood management plan, shoreline management and Climate Adaptation Capability Framework annual assessment are monitored and reported on quarterly on an internal basis. -We undertook our third Adaptation Capability Framework assessment. This involved collection of information across the Council and a cross Council workshop. The evidence, scores and 2023 actions which were collated was reviewed by attendees and then recorded on the Framework and the Benchmarking Tool. This helped us identify how well we are progressing adaptation actions and also to highlight potential areas for improvement using a Red, Amber, Green status. An action plan was created and was progressed over the following year. - We undertake a Climate Change Assessment Tool annual assessment, as part of our Public Bodies Climate Change Reporting which helps us monitor our progress over the topics, which includes Adaptation. The assessment is completed by officers from across Council Services. -We will continue to support the actions in the Ayrshire Flood Risk Management Plan (2021) and the Local Flood Risk Management Plan (2022). In accordance with statutory requirements, North Ayrshire Council as lead local flood authority for the Ayrshire Plan District, will publish an interim progress report on the actions by the end of 2025. -Adaptation actions are also monitored in the Strategic Climate Change Risk (link to register: Document.ashx) on a six monthly basis as mentioned in detail in responses to questions 4a, 4b & 4c. -The Corporate Risk Management Group undertake regular reviews of risks and undertake horizon scanning to identify potential new climate related risks. Lead Services hold detailed risk registers on climate change e.g. in team or service Risk Registers and report to ELT as appropriate. These would be integral to forward strategy and action plans. Risks are scrutinised by Senior Officers and Elected Members. Strategic risks are noted as the highest level of risk. Underlying strategy, plans, projects and actions are the responsibility of service level risk management/objective by services themselves. - Progress reports for plan, strategies and priorities are provided at committee meetings for review and approval e.g. Cabinet Committee at this link: North Ayrshire Council Committees > Cabinet - Our Climate Change Steering Group was established in 2021 with key stakeholders involved to act as a sounding board and critical friend to support and challenge the implementation of the Sustainable North Ayrshire Strategy (SNA). The Steering Group meets every four months who review and monitor progress of the five workstreams, including Nature and Adaptation. We have five SNA sub-groups including Nature and Adaptation. These sub-groups meet three times per year and monitor progress of the SNA actions. The group identifies opportunities for collaboration for both Council and community actions. - The Sustainability Board, consisting of internal stakeholders monitor progress of the SNA actions and projects. - An internal Adaptation Working Group consisting of key services was formed in 2024. Future priorities for adaptation 4g What are the body’s top 5 climate adaptation priorities for the year ahead? Provide a summary of the areas and activities of focus for the year ahead. - We will undertake a Local Climate Impact Assessment to understand how current weather affects the Council, to assess vulnerability and raise awareness of the impacts. - We will prepare and publish personal and community resilience guidance for our residents, communities and businesses. 454
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43 - We will support the development of the coastal climate adaptation plans that were undertaken for Stevenston and Irvine. - We will undertake our fourth Climate Adaptation Capability Assessment and develop an action plan to be progressed over the next year. We will measure and monitor the overall score as a KPI introduced in 2025/25. - We will produce case studies based on real life examples of Council climate adaptation initiatives. Further Information 4h Supporting information and best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to adaptation. -The Council is the lead authority for the Local Flood Risk Management Plan Ayrshire Local Plan District. - Irvine Royal Academy and Millport PS pupils took part in Scotland’s Flood Resilience Conference on 28 & 29 Jan 2025. Giving their experiences of flooding / sustainability / climate change and how it impacts them and how they feel about the future. Session was led by NAC’s STEM co-ordinator. - Flood Team’s consultants (Royal HaskoningDHV) presented their findings from the coastal studies for Irvine and Stevenston at the Scotland's Flood Resilience Conference in 2025. -A locally constituted community group has agreed to help monitor coastal change at Stevenston Beach. To support this action, North Ayrshire Council is planning to install fixed camera viewpoints to track coastal change. - The Council were part of the Task & Finish group to review and refresh the Climate Adaptation Capability Framework and Benchmarking Tool and took part in the National launch in January 2025. PART 5 PROCUREMENT 5a How have procurement policies contributed to compliance with climate change duties? Provide information relating to how the procurement policies of the body have contributed to its compliance with climate change duties. The Procurement Strategy has an objective to tackle climate emergency and embrace a circular economy on our net-zero journey. There are 9 actions to support this objective and performance against the objectives is reported annually within the Annual Procurement Report 2024/2025. 5b How has procurement activity contributed to compliance with climate change duties? NAC adhere to the Sustainable Procurement Duty, utilise the Scottish Government Sustainable Procurement Tools and procure all contracts that reduce climate change impact and adaptation. These contracts include renewable energies, flood protection schemes and electrical vehicle charging infrastructure. All Corporate Procurement Unit staff have completed eLearning on: Introduction to Sustainable Public Procurement, Climate Literacy, Circular Procurement and Supply and Fair Work First and Procurement. Additionally, the Corporate Procurement Unit: • Maintain a net-zero roadmap, aligned to NAC’s Sustainable North Ayrshire Strategy to ensure adequate resource is available to procure sustainable projects. • Complete From Now To 2030 Templates for Fleet, Waste (including Streetscene), ICT, Building Services and Sustainability to monitor and track services progress to becoming net zero by 2030. 5c Supporting information and best practice NAC adhere to the Sustainable Procurement Duty, utilise the Scottish Government Sustainable Procurement Tools and procure all contracts that reduce climate change impact and adaptation. These contracts include renewable energies, flood protection schemes and electrical vehicle charging infrastructure. All Corporate Procurement Unit staff have completed eLearning on: Introduction to Sustainable Public Procurement, Climate Literacy, Circular Procurement and Supply and Fair Work First and Procurement. Additionally, the Corporate Procurement Unit: 455
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44 • Maintain a net-zero roadmap, aligned to NAC’s Sustainable North Ayrshire Strategy to ensure adequate resource is available to procure sustainable projects. • Complete From Now To 2030 Templates for Fleet, Waste (including Streetscene), ICT, Building Services and Sustainability to monitor and track services progress to becoming net zero by 2030. PART 6 VALIDATION AND DECLARATION 6a Internal validation process Briefly describe the body’s internal validation process, if any, of the data or information contained within this report? We validate all utility data prior to reporting, by using a third party utility management system. All data has been collated from various Services, each with their own validation systems. The Council uses a performance management system, Pentana, to record progress of actions and performance indicators on a quarterly basis. This data is reported regularly to Senior Managers, the Executive Leadership Team and Elected Members, for visibility and challenge and ensures a robust internal monitoring and reporting process. Council Plan actions and performance indicators progress are published bi-annually on our website. Finally, approval for this report return is sought from the Head of Service, Sustainability, Corporate Property and Transport and our Cabinet Committee. 6b Peer validation process Briefly describe the body’s peer validation process, if any, of the data or information contained within this report. In 2022 & 2023, we peer reviewed Argyll & Bute Council’s PBCCDR and vice versa. We held a feedback session following the peer review of each Local Authority’s annual PBCCDR. For the 2025 reporting period we are in early discussions with East Ayrshire Council on the potential opportunity to peer review assessments. 6c External validation process Briefly describe the body’s external validation process, if any, of the data or information contained within this report. External validation of utility data used in this report is provided on a monthly basis. Validation is provided by SystemsLink (Inspired). 6d No Validation Process If any information provided in this report has not been validated, identify the information in the question and explain why it has not been validated. N/A 6e Declaration I confirm that the information in this report is accurate and provides a fair representation of the body’s performance in relation to climate change. Name: Laurence Cree Role in the body: Head of Service, Sustainability, Corporate Property & Transport Date: 30/11/2025 456
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45 RECOMMENDED REPORTING: REPORTING ON WIDER INFLUENCE Wider Impact and Influence on GHG Emissions Q1 ) Historic Emissions (Local Authorities Only) Please indicate emission amounts and unit of measurement (e.g. tCO2e) and years. Please provide information on the following components using data from the links provided below. Please use (1) as the default unless targets and actions relate to (2). Please note: territorial emissions of carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O) are provided, but fluorinated gases, which are also included in the UK territorial greenhouse gas emissions statistics. Prior to the 2005 to 2020 publication the statistics covered emissions of carbon dioxide only. (1) UK local and regional CO2e emissions: subset dataset (emissions within the scope of influence of local authorities ): (2) UK local and regional CO2e emissions: full data set: https://data.gov.uk/dataset/723c243d-2f1a-4d27-8b61-cdb93e5b10ff/emissions-of-carbon-dioxide-for-local-authority-areas Local Authority: (Please State) North Ayrshire DESNZ Dataset: (full or sub-set) Full Source Sector 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Units Comments DENZ Sectors Total Emissions 1046.2 1018.9 924.1 893.3 848.7 744.5 753.0 744.9 631.6 726.8 675.3 610.8 ktCO2e Industry and Commercial 550.8 536.2 488.9 465.3 443.5 341.6 362.8 365.8 293.1 361.6 345.2 285.2 ktCO2e Domestic 327.4 318.6 269.0 262.4 236.6 230.1 223.9 218.9 207.7 211.5 175.7 172.1 ktCO2e Transport total 168.0 164.0 166.2 165.6 168.5 172.7 166.3 160.2 130.8 153.7 154.4 153.4 ktCO2e Per Capita 9.2 8.9 8.1 7.90 7.5 6.7 6.5 6.6 5.8 6.5 6.1 5.4 ktCO2e Other Sectors 457
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46 2a ) Targets Please detail your wider influence target Sector Description Type of Target (units) Baseline value Start year Target Target / End year Saving in latest year measured Latest year Measured Comments Overall reduction target Overall Carbon Emissions Percentage Emissions (%) 1453.7ktCO2e 2005 Net zero 2030 2024 Actual is 20,325tCO2e against a target of 19,953tCO2e. This figure is an estimate and will be confirmed at the next data release. Though slightly adrift of target the overall trend is a steady decrease in emissions. 2b) Does the organisation have an overall mission statement, strategies, plans or policies outlining ambition to influence emissions beyond your corporate boundaries? If so, please detail this in the box below. Sustainable North Ayrshire Strategy 2024-27 has set an ambitious target to be net zero area wide by 2030. Link to Strategy: Document.ashx Q3 Policies and Actions to Reduce Emissions Please details any of the specific policies and actions which are underway to achieve your emission reduction targets. Sector Start year for policy / action impleme ntation Year that the policy/action will be fully implemented Annual CO2 Saving once fully implemented (tCO2) Latest Year measured Saving in latest year measured (tCO2) Status Metric/ Indicators for monitoring progress Delivery role During project/ policy design and implem entatio n, has ISM or an equival ent behavi our change tool been used? Please give further details of this behaviour change activity Value of Investment (£) Ongoing Costs (£/year) Primary Funding Source for Implementatio n of Policy/Action Co mm ent s 458
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47 Please provide any detail on data sources or limitations relating to the information provided in Table 3 The Council’s Sustainable North Ayrshire Strategy (SNA) 2024-27 was developed to support the delivery of the Council’s Climate Change Strategic Priority, with the strategic aim to be Net Zero by 2020. The SNA has nine key principles, five workstreams and 46 detailed actions. The Council declared a Climate Emergency in June 2019 and consequently committed to reduce and remove emissions for North Ayrshire to achieve net-zero carbon status by 2030. The strategy provides direct actions to deliver on the Council’s aspirations to become net-zero carbon by 2030, halt biodiversity loss by 2030, and implement the key activities within the Council Plan 2023-28. In order to accomplish this, we must make a real shift in operational culture and social behaviours, lead the way in reducing emissions from buildings, transport and waste, whilst increasing the use of renewable technology and implementing methods to remove carbon dioxide from the atmosphere. Q4 Partnership Working, Communications and Capacity Building Please detail your Climate Change Partnership, Communication or Capacity Building Initiatives below. Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments Partnership Working Ardrossan Community Campus Lead Carbon Futures University of Strathclyde A new Education campus, marine, residential and commercial development, built on derelict land. This included the STEM event – net Zero to Superhero. It involved a series of interactive workshops on topics like solar energy and nuclear fuel for 200 pupils: https://www. north- ayrshire.go v.uk/news/st em-event- success-as- 459
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48 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments part-of- campus- developme nt Partnership Working Cunninghame Furniture Recycling Supporting Cunninghame Furniture Recycling Cunninghame Furniture Recycling Diverting reusable furniture and mattresses from landfill and donated or sold at a low cost to NAC residents in need. Partnership Working Generation of clean, green, council-owned renewable energy Lead Ameresco University of Strathclyde i3 Strategic Investment Campus proposals to generate clean, green council- owned renewable energy at a key strategic site which are for three wind turbines and a solar farm to be developed. Solar Farms at Nethermains and Shewalton, that were previously vacant and derelict land. Partnership Working The Council’s Blue Economy Plans working with the Participant Peel Ports Peel Ports University of Strathclyde Hunterston PARC is part of the Ayrshire Growth Deal to 460
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49 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments University of Strathclyde, Peel Ports, Enterprise Scotland. Earmarked as one of the UK’s key investment sites for the development of the blue and green economy. Supporting the blue and green economy Our vision is to establish a nationally significant energy and marine campus, uniting leading industry operators, world- class universities, and pioneering innovators to deliver technological breakthroughs in power generation, aquaculture and more. Enterprise Scotland develop centres of excellence in key areas of innovation, advanced technologies and applied research with a particular focus on the blue and green economies including low carbon energy /circular economy/aquacu lture/advanced manufacture and the servicing of assets for the offshore wind and renewable energy sector. Partnership Working Climate Change Steering Group with local Lead Booth Welsh GSK Stagecoach NHS Ayrshire & Arran Clyde Porpoise Friends of Stevenston Act as a sounding board and critical friend 461
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50 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments organisations and business to progress the actions within the Sustainable North Ayrshire Strategy 2024-27 Ardagh Glass Green Home Systems Scottish Fire & Rescue Police Scotland Keep Scotland Beautiful Ayrshire College Beith Trust The Ayrshire Community Trust K A Leisure to support and challenge the implementation of the Sustainable North Ayrshire Strategy. Bring ideas, lessons learned and best practice from elsewhere in the UK and internationally around climate change mitigation and adaption. Advise on approach to achieving net zero carbon by 2030. Contribute wider policy knowledge on the sustainability and climate change agenda. Promote North Ayrshire’s actions on climate change. Contribute to the review and refresh of the North Ayrshire Council Sustainable North Ayrshire 462
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51 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments Strategy as required. Partnership Working Ayrshire Energy Masterplan Participant North, South and East Ayrshire Councils lead collaboratively Faithful and Gould Will help Ayrshire to deliver on each Local Authority's net zero aspirations by providing the opportunity to plan for robust low carbon energy infrastructure that will support Ayrshire's clean growth aspirations by helping to transform energy systems towards net zero. The report is currently being produced. Partnership Working EV Pathfinder Project Participant The Three Ayrshire Local Authorities are participants / leads in this project Scottish Futures Trust Transport Scotland To develop a business case which supports future funding applications for the installation of electric vehicle charging infrastructure. Partnership Working Preparation of a feasibility study on a potential heat network Lead Ricardo AEA Opportunity to identify a potential Heat Network in the 463
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52 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments identified in our LHEES. local authority area. Partnership Working From 2022-2027, as part of the Scottish Government’s Rural and Environment Science and Analytical Services (RESAS) Strategic Research Programme 2022-27 (link to research: Environment, natural resources and agriculture strategic research - gov.scot) Scotland’s Rural College researchers are working on two inter-related projects: Novel Insights on Scotland’s rural and island economies (Link: NISRIE | Rural Exchange | SRUC): North Ayrshire Council are Participant Scottish Government NAC Waste Services Rural & Environment Science & Analytical Services (RESAS) Scottish Rural College (SRUC) Zero Waste Scotland Highlands & Islands Enterprise (HIE) Skills Development Scotland Edinburgh University South of Scotland Enterprise (SOSE) Waste Resources Action Programme (WRAP) Results will assist the Council in prioritising Circular Economy (CE) and waste reduction approaches building onto our net zero agenda. This work package - ‘Building the circular economy: sustainable technologies, green skills and upscaling behaviours’ includes taking a ‘Living Lab’ style approach, whereby the researchers work with the local communities on Arran and Cumbrae to identify the drivers and barriers to behaviours of people and businesses e.g., 464
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53 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments supporting one of the research work packages on the Stakeholder Group for the circular economy project and will be involved in case studies development (incl. Arran & Cumbrae). main industries including the construction sector, and the interventions most suitable to local circumstances towards behavioural change i.e., uptake of a co- designed CE model on the island/s. Partnership Ayrshire Climate Hub Participant Energy Agency Ayrshire Chambers of Commerce Business Energy Scotland Home Energy Scotland Local Energy Scotland South Ayrshire Council East Ayrshire Council NHS Ayrshire & Arran Dumfries & Galloway Council Ayrshire College Community Energy Scotland Energy Savings Trust Scottish Fair Trade Scottish Renewables Galloway and Southern Ayrshire Biosphere Stop Climate Chaos Scotland EEA Energy Efficiency Association Existing Homes Alliance Scotland Energy Action Scotland Living Wage Foundation The Ayrshire Climate Hub is part of the Scottish Government’s new national network of Climate Hubs, which are designed to support community climate action on a regional basis. We celebrate and support a range of grassroots community activity across a diverse spectrum of climate action. 465
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54 Key Action Type Description Organisation’s project role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments Partnership Islands Net Zero Accelerator (NZA) Lead SME’s Zero Waste Scotland Implement the Islands Net Zero Accelerator (NZA) through our Business Recovery and Sustainability fund. This programme will help local businesses embrace new technology and reduce their environmental impact. Through their transition to Net-Zero by 2030, the programme closely aligns to the Local Island Plans priorities. 16 small and medium sized enterprises (SMEs) have enrolled for a first of its kind islands Net Zero Accelerator programme. 466
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55 Other Notable Reported Activity Q5) Please detail key actions relating to Food and Drink, Biodiversity, Water, Procurement and Resource Use in the table below Key Action Type Key Action Description Organisation’s Project Role Impacts Comments Biodiversity The Local Biodiversity Action Plan includes actions to enhance and support biodiversity in North Ayrshire up to 2031. Lead The Local Biodiversity Action Plan is intended for anyone who lives, works or visits North Ayrshire. We are all stakeholders in our shared local and global biodiversity. Water We have a statutory duty to ensure that public water supplies are wholesome and adequate. Environmental Health monitors supplies by taking samples for bacteriological and chemical analysis and by working with Scottish Water and the Drinking Water Quality Regulator. Sampling is done both routinely and following complaint where there may be a public health dimension to the complaint. Supporting The Council has a duty to ensure that water supplies are wholesome and adequate for use in North Ayrshire. Food & Drink North Ayrshire actively engaged in carrying out a range of innovative and valuable food-based initiatives. It is through these partnerships that the Food Growing Strategy has developed and will provide many benefits including: Looking after the environment, linking to the Council Plan, North Ayrshire Local Biodiversity Action Plan, Local Development Plan 2, Allotment Policy, Open Space Strategy and Sustainable North Ayrshire Strategy. Participant This initiative supports community food larders and partnership working within the Local Authority area. Food & Drink Food Growing Strategy outlines the steps and actions through which partners will support and increase the opportunities for community food growing across North Ayrshire. It identifies how this can contribute to the North Ayrshire Food System and help to provide food with dignity in local communities. Lead Increasing local food production contributes to the climate change emergency through a reduction in food miles. The impact is to enhance the well-being of individuals and communities through access to good food and specifically to engage with partners to improve and 467
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56 Key Action Type Key Action Description Organisation’s Project Role Impacts Comments increase activities related to the production and distribution of good food. Q6 Please use the text box below to detail further climate change related activity that is not noted elsewhere within the reporting template. N/A 468