8. DirApp - FINAL - CLD Annual Report - cabinet report plus appendix 1 - 20.11.25.docx

North Ayrshire Council · 2 December 2025
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NORTH AYRSHIRE COUNCIL
2 December 2025
Cabinet
Title: North Ayrshire Council Strategic Community Learning and
Development Plan Annual Report 2024-2027
Purpose: To present the North Ayrshire Council Strategic Community
Learning and Development Plan Annual Report 2024-25.
Recommendation: That Cabinet:
a) Approves the North Ayrshire Council Strategic Community
Learning and Development Plan Annual Report 2024-
2025 at Appendix 1; and
b) Authorises officers to take forward the year two Action Plan
set out within Appendix 1.
1. Executive Summary
1.1 The North Ayrshire Council Community Learning and Development (CLD) Plan 2024-
2027 was developed in accordance with the Education Scotland guidance and
continued engagement and professional guidance from CLD Managers Scotland.
1.2 This report provides an overview of progress made through North Ayrshire Council’s
Community Learning and Development service and partnerships during 2024-25, in
line with the governance arrangements of the plan.
1.3 The CLD Plan makes a commitment that communities of North Ayrshire (both
communities of place and communities of interest) will have access to the CLD support
they need. The support is clear within the action plan, with a focus and aim to close the
gap between need and delivery.
1.4 Adult Learning, Youth Work and Capacity Building are the foundation of the CLD
Plan, with crosscutting themes of health and wellbeing (aligned to our Council Plan
priorities and Collaboration for Health Equity in Scotland programme), Community
Wealth Building and workforce development. It also focuses on addressing
inequalities and the targeting of resources, as well as describing unmet need and
governance arrangements.

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1.5 The annual report, provided at Appendix 1, features case studies which demonstrate the
impact of CLD delivery in the communities of North Ayrshire. The voice, experience and
achievements of communities, partners and staff is the foundation of the annual report.
2. Background
2.1 In June 2012, the Scottish Government issued Strategic Guidance for Community
Planning Partnerships (CPPs) on the provision of Community Learning and Development
(CLD) services. This guidance was followed by the CLD Regulations (Scotland) in 2013,
which placed a legislative duty upon Local Authorities to put in place a three-year
Strategic CLD Plan.
2.2 The Scottish Government introduced further legislation in 2015 in the form of the
Community Empowerment (Scotland) Act, designed to give greater powers to local
communities and by December 2016, new guidance was published as part of the Act
which placed CPPs on a statutory footing and imposed a duty on them for the delivery of
a local outcomes improvement plan (LOIP), with the involvement of community bodies at
all stages of community planning.
2.3 North Ayrshire CLD activity supports the Council Plan 2023-2028 priorities, the
Community Planning Partnership’s Local Outcomes Improvement Plan (LOIP) and the
Fair for All Strategy, ensuring that learning opportunities are accessible, inclusive and
community-led.
2.4 Annual reporting to Cabinet provides assurance of progress against the CLD plan 2024-
2027 and support continuous improvement and accountability to the Scottish
Government.
2.5 There is an expectation on authorities to recognise, in their CLD Plan, the integration and
impact of CLD practice across services within the local authority area. This work will
include services provided by the CLD workforce employed and volunteering within the
local authority, as well as CLD provision within schools, colleges, third sector
organisations and other community planning partners. In summary, the expectation is for
authorities to:
• Co-ordinate the provision of community learning and development with stakeholders
• Describe the actions that will be taken to provide and coordinate community learning
and development throughout the life of the plan
2.6 The success of year one of the CLD Plan has been ensured by the collaborative
approach to the delivery of CLD in schools, colleges, third sector organisations and
communities.
2.7 Reducing inequalities and ensuring no one is left behind are integral to achieving equity.
CLD provision is provided through the Marmot approach of ‘proportionate universalism’,
with services targeted to those most in need whilst ensuring communities also have a
universal offer of access to learning opportunities and activities. This is achieved through
a partnership approach and empowering communities and individuals to have their place
within the delivery of services. The CLD Plan has brought together the range of partners
necessary to address the inequalities in our communities.
2.8 There has been substantial progress made in year one of delivery around workforce
development. Building on a “grow our own” approach, in partnership with Glasgow and
University of West of Scotland, seven staff have begun undertaking work-based degree
programmes which lead to a professional qualification.

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2.9 The priorities for Community Wealth Building, including proactive engagement with our
communities and third sector organisations to develop, co-produce and maximise CWB
opportunities and activities, is outlined in the CWB case study. This reflects the depth of
progress made around these areas in year one of the plan.
2.10 The Annual report includes a summary of progress across all domains of CLD practice.
This shows the scope of the reach of CLD into all communities across North Ayrshire, in
response to their individual needs and abilities, including:
• Continued growth in participatory budgeting, community asset transfers, and local
decision-making forums
• Increased outreach in under-served areas, support for marginalised groups, and
efforts to reduce inequalities in access to learning
• Strengthened relationships with third sector organisations, educational institutions,
and local stakeholders. The CLD service has been instrumental in helping partners
secure additional funding
2.11 There has been good progress on the key areas of unmet need which is featured in the
report. Three key areas are being developed in this regard:
• Pathways for Learning
• Establishing new protocols and process for data sharing by introducing new
management information system
• Celebration of community achievement in CLD events and awards
2.12 Six monthly performance reports on the delivery of the plan have been provided to the
Community Planning Senior Officers Group. A six-monthly report was also presented to
the CPP board, and the locality partnerships receive quarterly reports, ensuring the
governance of CLD 3-year strategic plan are met.
2.13 The year two action plan, included as Appendix 1, outlines the priorities for CLD activity
in the coming year. Key next steps are:
Deepening Equity & Inclusion
• Prioritise support for marginalised or remote communities to close participation gaps
• Introduce or expand outreach, digital inclusion, and flexible delivery models
Strengthening Community Leadership
• Continue investing in capacity building, volunteer development, and community
governance structures
• Enhance mechanisms for community co-production in planning and evaluation.
Innovation & Collaboration
• Co-design and Co-production of Test for change work learning from lived experience
• Leverage external funding and cross-sector initiatives to amplify impact.
Robust Monitoring & Evaluation
• Maximise use of information gathered from new management information system to
ensure delivery is informed by data gathered
• Conduct locality-level performance benchmarking to identify areas for improvement

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Sustainability & Resilience
• Secure multi-year funding commitments, diversify income sources, and embed CLD
into broader Council services.
• Promote “grow your own” staffing and succession planning to maintain institutional
knowledge
3. Proposals
3.1 That Cabinet:
a) Approves the North Ayrshire Council Strategic Community Learning and Development
Plan Annual Report 2024-2025 at Appendix 1; and
b) Authorises officers to take forward the year two Action Plan set out within Appendix 1.
4. Implications/Socio-economic Duty
Financial
4.1 The CLD Plan is delivered from within existing resources, with some external funding for
ESOL (English for Speakers of Other Languages) to support New Scots. An allocation
from the UK Shared Prosperity Fund provides the current funding for the Core Skills team.
Human Resources
4.2 There are no human resource implications arising from the report.
Legal
4.3 The production of an annual report is a statutory governance requirement of the CLD
Strategic Plan.
Equality/Socio-economic
4.4 CLD provision is targeted to those most in need whilst ensuring communities also have a
universal offer of access to learning opportunities and activities, this achieved by the
partnership approach, through empowering communities and individuals to have their
place within the delivery of services. The CLD Plan brings together the range of partners
necessary to address the inequalities and the governance of the plan ensures the voices,
needs and aspirations of the communities inform the operational delivery and targeting of
resources. Reducing inequalities and ensuring no one is left behind are integral to
achieving the equity focus.
Climate Change and Carbon
4.5 The Annual Report sets out our progress towards improving educational outcomes
including actions taken to promote progressive and interdisciplinary outdoor learning
experiences with a focus on sustainable development goals, through Arran Outdoor
Centre and delivery of Duke of Edinburgh Award directly related to the Council’s
Sustainable North Ayrshire Strategy.
Key Priorities

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4.6 CLD work helps support all key priorities of the Council Plan, particularly the Communities
and Local Democracy, wellbeing and climate change priorities, through the range
and diversity of provision to our communities.
Community Wealth Building
4.7 CLD activities support Community Wealth Building aspirations by:
• Creating volunteering and skills development opportunities
• Sustaining local employment through skills development
• Advancing community enterprises, such as food pantries, community centre
ownership, and community sports clubs
• Advancing local ownership of underused land and buildings
Islands Communities Impact Assessment (ICIA)
4.8 No ICIA is required for this report. CLD activity continues to support the aspirations and
development of learners and communities on our own islands in line with their individual
needs.
United Nations Rights of the Child (UNCRC)
4.9 The work of the CLD plan delivers on the UNCRC, particularly through providing routes for
children and young people to participate and to learn.
Consumer Duty
4.10 No impact.
5. Consultation
5.1 The annual report is informed by learner experiences and achievements. A range of
stakeholders and partners contributed to the report content and continue to play an active
role in enabling the service to realise the outcomes of the CLD Strategic plan.
5.2 The requirements of the CLD Plan were outlined to all six Locality Partnerships in June
2024. A stakeholder reference group was established, identifying consultation and focus
groups. A joint approach of targeted and universal engagements for learners was agreed.
5.3 Participants involved in Youth Work, Adult Learning and Community Capacity across the
six localities of North Ayrshire took part in workshops and engagements. This included
the Adult Learners Voice and the Youth Participation Engagement Structure. The results
of both the targeted and universal consultation enabled the identification of gaps and
feedback on the priorities which ultimately informed the Annual Report.
David W. Hammond
Executive Director of Communities and Housing
For further information please contact Rhonda J Leith, Head of Service (Connected
Communities), on 01294 324415.
Background Papers
Appendix 1

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CLD ANNUAL REPORT
OCTOBER 2025

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Executive Summary
This report summarises progress, achievements, challenges, and forward priorities
associated with the North Ayrshire CLD strategic plan 2024-27 over the period of
October 2024 to October 2025. It provides an overview of how CLD (Community
Learning and Development) activity aligns with the Council’s wider ambition of
creating a North Ayrshire that is fair for all.
The governance of the CLD Strategic Plan in North Ayrshire is integrated within the
Community Planning Partnership (CPP). The CPP Board receives a six monthly
progress report, and quarterly reports are provided to each of our six Locality
Partnerships. This important integration was affirmed during the HMIE progress
report in 2023, “CLD is well embedded within local authority and community
structures, with leadership. Evaluation practices and partnerships viewed as
strengths.”
Our communities and our partners ensure that the priorities of the CLD Plan is
realised and the use of case studies in this report provide the evidence of progress
made in the first year of the three-year plan.

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Progress on Unmet Need
National guidance for the creation of the three-year CLD Strategic Plan, placed a
requirement on authorities to identify key a requirement on authorities to identify key
areas for unmet need. In year one, there has been significant progress made across
all three areas identified in North Ayrshire.
Pathway for learning
The continued rollout of the Discovery Award is helping develop learning pathways
for the over 50s by offering a nationally recognised award in a community setting. 
The Pan Ayrshire ESOL (English for Speakers of Other Languages) Network has
successfully established a pipeline into college and community-based delivery, within
the community. 
The transition from the Multiply project to a new core skills delivery has further
strengthened pre-employability support, embedding essential skills development within
the community.
Establish new protocols and processes for data sharing by introducing a new
management information.
The CLD service has now introduced and personalised a new management
information system. This is designed to track, understand, and demonstrate the
differences our service makes.
Our evaluation system gives reliable outcome-based monitoring, data collection &
reporting, as well as allowing customisable outcome frameworks aligned with
priorities and evidence of impact. This in turn gives improved accountability: supports
transparent reporting and evidence-based decision-making, enhances collaboration
across teams, reduces duplication, and streamlines evaluation processes.
Celebration of community achievement in CLD events and awards
The CLD service hosted an Awards and Achievement event at Ardrossan Civic
Centre on Thursday 28 March 2025. Over 100 volunteers and learners attended as
did the Leader of the Council and the Provost. The celebration was a chance to mark
the remarkable contribution that community volunteers make day in and day out and
the achievement of learners.

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Key Achievements 2024-25
• Community Participation & Empowerment: Continued growth in participatory
budgeting, community asset transfers, and local decision-making forums.
• Targeted Support & Inclusion: Increased outreach in underserved areas,
support for marginalised groups, and efforts to reduce inequalities in access to
learning.
• Partnership & Collaboration: Strengthened relationships with third sector
organisations, educational institutions, and local stakeholders. The CLD service
has been instrumental in helping partners secure additional funding.
• Evaluation & Improvement: Robust self-evaluation practices at local and
strategic levels have enabled adaptive responses to emerging needs.
Challenges & Risks
• Resource Constraints
• Equity in Locality service delivery: Some localities face more acute
deprivation and demand, making uniform service delivery challenging.
• Sustainability & Scalability: Ensuring continuity of programmes, maintaining staff
capacity, and scaling successful pilots due to funding constraints.
• External Pressures: Cost of living, digital exclusion, and demographic change
(e.g., ageing population) increase demand for community supports beyond
traditional CLD remit.
CLD Strategic Plan – Year 1 Data Highlights Summary
Youth Work
• Health & Wellbeing: Young people engaged in resilience, wellbeing, and suicide
prevention programmes with 2,164 children and young people reported improved
mental health and wellbeing outcomes. Arran Outdoor Centre delivered and
hosted outdoor education residential experiences, to 1200 young people. The
Active Schools team engaged with and supported 5322 male and 4459
female participants, totalling 9781 young people through their programme of
activities, with 13,065 sessions being delivered.
• Attainment & Achievement: Youth work programmes offered curriculum-
enhancing activities and wider achievement awards including Cyber Explorers,
a programme designed to help young people safely use digital opportunities.
Duke of Edinburgh Awards and the SQA youth work PDA (Professional
Development Award) supported 2,833 young people to gain nationally
recognised awards and wider achievement awards.
• Positive Destinations: We have strengthened employability programmes in
partnership with schools and colleges. The Modern Apprenticeship
programme supported 9 young people, with 5 completing SCQF Level 7.
• Youth Voice & UNCRC: Structures like Youth Forums, Joint Cabinet, and Youth
Council engaged 791young people in rights-based participation.
• Poverty & Inequality: All youth work activities were free at point of access.
• Specific initiatives included preloved clothing, food with dignity, and Cost of
the School Day support.
• Climate Action: Youth-led climate initiatives contributed to the creation of the
North Ayrshire Climate Action Plan.

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• Digital Connectivity: Cyber Explorers programme enhanced digital resilience.
This supported 603 active participants with 277 young people completing 6
challenges or more, 158 Achieving SCQF 4 and 74 achieving SCQF 5
qualifications. Targeted support addressed digital poverty.
Community Capacity Building & Development
• Participation & Democracy: £171,377 awarded to 190 groups via PB, with 15,882
votes cast. PB Champions network supported inclusive decision-making.
• Food Insecurity: Fairer Food Network expanded to 17 larders, delivering 25,000
shops, saving families £195,000.
• Community Leadership: 144 community groups received capacity-building
support. Volunteer training and leadership development supported through the
Leadership Collective.
• Community Engagement: Increased participation in Chit Chats, forums, and
engagement events. Seldom-heard voices were prioritised. 5,536 adults and
young people took part in influence and engagement activities.
• Networking & Funding: Community anchor organisations supported with funding
workshops, business planning, and CIF applications.
Adult Learning
• Core Skills: Multiply programme supported 122 learners in numeracy and digital
literacy.
• Poverty & Equalities: Targeted adult learning reduced social isolation and
supported New Scots and vulnerable adults. 3,874 adults engaged in CLD
activity overall.
• Adult Voice & Participation: Annual older people’s conference brought
together older residents from all six localities to discuss climate change, service
access, and inclusion.
• Skills for Work: Work with employability pipeline, Education and Local
Employability Partnership enhanced adult pathways to employment. 277 adults
achieved nationally recognised awards and 522 gained wider achievement
awards.
• Digital Learning: digital drop-ins and courses supported adults in
overcoming digital barriers, including online delivery of Community Based
Adult Learning. 11 New Scots learners have been supported with devices to
support access to digital learning.
Community Wealth Building
• Community Asset Transfer: 33 groups supported through various stages of the
CAT process with tailored workshops and guidance.
• CIF & PB: Supported 9 groups with CIF applications; £566,425 being
awarded at Locality Partnerships. PB small grants processes resulted in
£171,377 awarded to 190 groups, with 15,882 votes cast. Our PB Champions
network supported inclusive decision-making.
• Third Sector Involvement: Collaboration with Third Sector Chief Officers Group
(COG) enhanced Community Wealth Building knowledge and initiatives. The
COG has been working closely with the CLD service to co-design the
impactful use of a significant allocation of Child Poverty and Early Intervention
funding.

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Workforce Development
• Training & Support: Staff and volunteers accessed training in digital upskilling,
naloxone, intergenerational working, ESOL and governance.
• Professional Growth: We have increased the number of staff who are
registered with the CLD Standards Council.
• Our Modern Apprenticeship programme continued to grow seeing 9 young
people participating, with 5 completing SCQF Level 7. 4 CLD staff working
towards assessor qualification and 1 towards internal verifier qualification.
• Supporting professional qualification: 7 CLD staff supported to pursue
degrees in Community Education /CLD.
• We are continuing to develop our partnership with local Higher
Education providers.

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Case study 1 - Midweek Meals
A partnership between Community Learning & Development (CLD) and Criminal
Justice services led to the creation of Midweek Meals, a targeted initiative designed
to address social isolation, low literacy, and poor mental health among individuals
engaged with justice services. Initial discussions between CLD and Criminal Justice
staff identified a shared vision for supporting individuals facing multiple barriers to
community engagement. The project adopted a needs-based, person-centred
approach, aiming to build capacity through adult learning and inclusive community
development.
Midweek Meals launched as a six-week cooking and numeracy community-based
adult learning programme, tailored to participants’ preferences, and delivered in a
non-judgmental, supportive environment. The Ardrossan Youth Centre provided a
safe and private space, fostering trust and enabling participants to share personal
experiences. The use of illustrated recipe books was a strategic adaptation to
accommodate varying literacy levels, effectively reducing barriers to participation.
The participants responding positively to the inclusive format. The project not only
enhanced practical skills but also facilitated wider conversations around support
needs, leading to improved signposting and collaboration with third-sector services.
A localised award scheme was introduced to support goal setting, inspired by the
Discovery Award model, further embedding a sense of achievement and
progression. Midweek Meals exemplifies effective inter-agency collaboration and
community-based adult learning. Its success highlights the value of inclusive learning
environments and tailored support in promoting social inclusion and personal
development among isolated groups.

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Case study 2 - The Big Class Experiment
The Big Class Experiment was designed to address the challenge of delivering
ESOL (English for Speakers of Other Languages) education to a widely dispersed
learner population with diverse needs and limited staffing. Inspired by the Glasgow
ESOL Forum’s inclusive strategies, the New Scots team piloted a centralised, multi-
level class format that brought learners together in one accessible location.
Hosting sessions in a central venue improved accessibility for learners from
surrounding towns, boosting weekly attendance to 20–25 participants. Learners were
grouped by proficiency, with tailored materials and tutor support at each table. This
structure enhanced engagement and learning outcomes. A dedicated beginner
literacy table was introduced to support Afghan learners with limited literacy,
ensuring inclusivity.
Volunteers played a vital role in facilitation and planning, reporting increased
connection and satisfaction. Shared digital resources further extended the impact
across other classes. The approach successfully accommodated up to 40 learners
using existing staff and volunteers, demonstrating its effectiveness and sustainability.
Learner feedback highlighted the value of targeted support and engaging materials,
with comments such as “I was at the right table” and “The stories are excellent.” The
experiment has since become a core part of provision, offering a responsive, asset-
based model for ESOL delivery.

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Case study 3 - Young Voices Lead the Way: STEM Trail and
regeneration of Bourtreehill Park
Led by North Ayrshire Council and supported by Community Learning and
Development, this initiative brought together residents, local schools, and
community organisations.  It highlights the collaborative efforts of the Bourtreehill
community in regenerating Bourtreehill Park.
The playpark design process was a model of community collaboration, involving:
• Consultation sessions with local families and children
• Partnerships with design experts (e.g., KOMPAN) and NAC Streetscene
• Feedback loops to ensure accessibility, safety, and fun.
• Shared ownership of the final design, fostering pride and stewardship
The regeneration of Bourtreehill Park has resulted in:
• A revitalised park that supports learning through play, outdoor exploration, and
community wellbeing
• Strengthened relationships between residents, schools, and council services.
• A model for co-production and participatory design in future regeneration
projects
Pupils from St John Ogilvie Primary School in Bourtreehill have co-produced a
vibrant STEM-themed woodland trail in Bourtreehill Park, blending science,
creativity, and environmental awareness.
The trail features interactive signs with QR codes linking to digital content created by
young people. Each stop explores a key theme:
• Heritage – uncovering the park’s rich history.
• Biodiversity – discovering local wildlife and ecosystems.
• Environment – promoting sustainability and care for nature.
• Climate & Seasons – observing seasonal changes and their impact.
This project showcases how youth engagement can shape public spaces and
learning experiences. It encourages outdoor exploration, STEM curiosity, and pride
in local heritage — all while amplifying young voices in community development.
This initiative reflects our commitment to co-production, creativity, and
empowering young people to lead change in their communities.

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Case Study 4 – Our Garnock Valley
Seven community organisations across the Garnock Valley came together to
produce a plan for community action and public services & facilities. This plan is
called “Our Garnock Valley” and incorporates a community led action plan, as well
as a Place Plan. Beith, Dalry and Kilbirnie are thought to be the first linked towns in
Scotland to create a local Place Plan for a cluster of communities, rather than each
working in isolation. The result of that work has been described by the community
alliance leading it as “next generation regeneration.”
The plan maps out future priorities for community action and public investment in the
main towns of Beith, Dalry and Kilbirnie, plus the villages of Barrmill, Burnhouse,
Gateside, Glengarnock, Longbar and surrounding countryside. Work has been led
by a working group made up of Beith and District, Dalry, and Kilbirnie and
Glengarnock Community Councils, along with Beith Community Development Trust,
Dalry Community Development Hub, Dalry Community Sports Club and Garnock
Valley Youth Forum.
Over the last year, intensive community engagement, designed and led by the seven
organisations, has seen over 750 local residents give their views on the aspirations
for the area through a survey and pop-up events. Six additional community events
were held during winter 2024/25 in the towns and villages, which gave the local
community an opportunity to have their say in person. Workshops designed by the
working group and Garnock Valley Youth Forum saw fifty young people from the
Garnock Valley contributing their views to the plan.
The result is a comprehensive vision for the Garnock Valley, which has seen the
organisations receive a national award from Scotland’s Town Partnership. The special
prize was presented after award judges heard how the Garnock Valley communities
recognised the power of collaboration - working together to tackle common problems
while also addressing individual issues in each town and surrounding villages.
The plan is aimed at covering everything to do with “place” across the Garnock
Valley, encompassing planning, transport, public spaces, community development
and empowerment, young people, and jobs. Work is now underway for the seven
organisations to formalise their collaboration and develop a new community-led
delivery group which will employ a development worker to help implement the plan.

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Case study 5 - The Power of Partnership Working. Third Sector
COG
The Third Sector Chief Officers Group (the COG) was created by the leaders of
North Ayrshire’s community and voluntary sector to provide a space for strategic
discussions and collective voice. For the last year, a sub-group of the COG have
been working closely with the CLD service at a senior level to co-design a
significant allocation of Child Poverty and Early Intervention funding. Taking the
three direct drivers of child poverty (income from employment; costs of living; and
income from social security and benefits in kind) as the starting point, the sub-
group and CLD staff worked together to identify opportunities to strengthen
existing work and test new, innovative approaches based on the Third Sector’s
unique perspective and experience. The approach enabled creative solutions by
recognising that the Third Sector’s unique position to inform how the locally
authority allocated this resource. By not placing tight restrictions around the fund
before the discussions had even begun, the COG were able to design a
completely fresh take on the funding. As a result, 4 local organisations (TACT,
Beith Trust, CHAP and 1st Alliance) have come together to host 5 new members
of staff in a consortium model. This will support North Ayrshire residents to
increase their financial resilience, access employment and employability
opportunities, and navigate complex social and public services. This work
represents an investment of over £200,000 directly into North Ayrshire’s Third
Sector. It helps ensures that the organisations best placed to work with those
facing the most significant barriers are supported by the local authority to do so.

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Case study 6 - Drama for Wellbeing
Our North Ayrshire Youth Work team worked with our incredible Drama for Wellbeing
recruits in August, who captured our hearts and minds at this year’s showcase
performance at the Harbour Arts Centre, Irvine.
Themed this year around the current climate emergency, the five-day
summer drama programme - with a wellbeing and resilience focus - has been
a tremendous success, culminating in a memorable theatre performance. 38
young people remained committed, energised, and upbeat for the five days,
with some stepping out on the stage with confidence for the very first time!
The audience were wowed by the thought-provoking performance that focused on
key environmental themes of deforestation, plastic pollution, the marine crisis and the
concerns of the young people themselves who provided everyday solutions as to how
we can take responsibility and work together now to tackle climate change for future
generations.
Other highlights included marine-themed arts and crafts using recycled materials –
these eco creations then formed the backdrop for this year’s North Ayrshire Youth
Work Marymass float.

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Case study 7 – Kilwinning Discovery Award
F came to the Kilwinning Discovery Award group to undertake her Bronze award last
year. Before coming along to the group F had lost her husband and had found
herself in the house, lacking confidence to get out and meet new people. When F
started within her group, it was apparent that her confidence was really low, and her
self-belief was non-existent. With encouragement from the rest of the group, F has
found herself through participating in different activities. She has thrown herself out
of her comfort zone and become an established and valued member of the
Kilwinning Discovery Award group.
F has completed her Bronze Discovery award. The sheer emotion she displayed is
the epitome of what this award is all about. F, for the first time in a while, has felt a
sense of pride in her achievement. The confidence this award has given F has
reinstated the belief within herself that “at 77 years old” she can still achieve new
things.
The award has instilled self-confidence within F, and she has visited places with
friends out with the group. After initially struggling with the portfolio side of the award,
she has now built an understanding and confidence with it, to the extent that she is
now able to support new members coming into the group with their award, sharing
advice and guidance about how she created her own. F is very much looking forward
to continuing on her learners’ journey and working towards completing her silver
award.

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Case study 8 – Work Force Development
The grow your own culture has been evident in the North Ayrshire Councils CLD
service for several years, with a focus on work-based learning opportunities for all
staff at all levels. This culture has nationally been recognised as a strength by
Education Scotland.
This year saw a partnership develop with University of West of Scotland and their BA
Community Education degree. A number of staff were invited to apply through a
work-based approach with a significant focus on accrediting prior learning.
It was this focus on prior learning that made the applications by staff possible. This
has resulted in 7 staff being offered places at appropriate stages of the degree
programme.
They will undertake their various projects and programmes of learning  starting in
September 2025 within their work commitments, ensuring workforce development
and retention of staff is a priority as detailed in the CLD strategic plan.
This important commitment to ensuring a highly skilled workforce, that is equipped to
meet the challenges of CLD in its modern context, will develop as the learning
progresses.

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Strategic Priorities & Next Steps for 2025
1. Deepening Equity & Inclusion
• Prioritise support for marginalised or remote communities to close
participation gaps.
• Introduce or expand outreach, digital inclusion, and flexible delivery
models.
2. Strengthening Community Leadership
• Continue investing in capacity building, volunteer development, and
community governance structures.
• Enhance mechanisms for community co-production in planning and
evaluation.
3. Innovation & Collaboration
• Co-design and Co-production of Test for change work learning from
lived experience.
• Leverage external funding and cross-sector initiatives to amplify impact.
4. Robust Monitoring & Evaluation
• Maximise use of information gathered from new management
information system to ensure delivery is informed by data gathered.
• Conduct locality-level performance benchmarking to identify areas for
improvement.
5. Sustainability & Resilience
• Secure multi-year funding commitments, diversify income sources, and
embed CLD into broader Council services.
• Promote “grow your own” staffing and succession planning to maintain
institutional knowledge.
Outlook & Conclusion
In 2024-25, CLD in North Ayrshire has demonstrated solid progress in embedding
community learning, empowerment, and inclusion within the local governance
landscape. While resource pressures and local disparities pose challenges, the
foundations laid in leadership, partnership working, and evaluation provide a strong
platform going forward. By focusing on equity, innovation, adaptability, and
sustainable structures, the CLD function is well positioned to contribute meaningfully
to the Council’s strategic priorities of Wellbeing, Communities and Democracy, a
sustainable Council and Climate Change.
North Ayrshire Council extends thanks all volunteers, learners and community
partners who have contributed to the delivery of year one of our CLD strategic plan.
Your collaboration, commitment and shared vision have been vital in helping us
strengthen communities, promote lifelong learning and supporting individuals to
achieve their potential. Together we have made meaningful progress in tackling
inequalities, building skills, and creating opportunities across North Ayrshire. Your
ongoing Partnership and dedication continue to make a real difference in the lives of
local people.
We look forward to building on this success as we move into Year Two of this
important plan.

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Year 2 Outcomes – Youth Work
What we will do
What we aim to
improve How will we measure
We will continue to strengthen our
employability programmes in
partnership with schools and
further learning establishments to
offer a range of educational
experiences, with a focus on
accredited learning.
Improve and promote CLD
contribution to positive
destinations for 16–19-
year-olds.
Local Employability Partnership
Plan data.
Participant engagement data; Case
studies; Impact statements; Number
of accredited learning achievements
Priority: Attainment and Wider Achievement
We will continue to provide a wide
variety of youth work opportunities
to young people based on local
need and in partnership with
young people.
Working in partnership with
schools and Youth organisations,
we will provide a menu of
curriculum enhancing activities.
Increase young people’s
access to various awards
and wider achievement and
certiﬁcation.
Participant data through our
management information system;
Learner’s journey; Learners’ awards;
Active Schools data; D of E data
Youth Scotland data
Priority: Health and Wellbeing
We will continue to develop our
health and wellbeing speciﬁc work
across localities by delivering
issue-based resources, projects
and programmes including early
intervention, resilience and positive
wellbeing, suicide prevention and
promoting wellbeing groups, tools,
and resources.
Continued focus on delivery of
progressive outdoor learning
experiences.
Increase the number of
young people accessing
health and wellbeing
support and ensure there
are opportunities for lived
experience to inform
delivery.
Participant data through our
management information system;
Learner’s awards
Priority: Positive Destinations for 16-19 Year Olds

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Priority: Young Peoples Voice and UNCRC
We will continue to ensure a rights-
based approach to all of our
Programme delivery by the
promotion of participation including
a Programme of strengthening the
voice of seldom asked young
people.
We will implement the key
outcomes of The Promise. We will
work with young people, ensuring
that their right to reply on how we
are upholding their rights are fir for
purpose. We will refresh of the
Young people Citizenship and
participation strategy.
Ensure all young people
have access to the
structures in place to use
their voice through our
Youth Participation and
Citizenship Strategy.
Young people understand
the UNCRC and the
reporting mechanism that
upholds these rights.
Participant numbers in engaging in
rights-based work; Youth Forums;
Youth Council; Joint cabinet;
UNCRC surveys and reporting;
refreshed Citizenship and
Participation Strategy
Priority: Climate Action
We will continue to implement a
Programme of opportunities to
ensure that young people are
informed, involved, and engaged at
all stages of our climate change
journey, where our climate action
work is co-produced and
co- delivered with our young people.
Young people’s views and
aspirations for a greener
North Ayrshire inform the
climate change journey.
North Ayrshire Climate Action Plan;
Participation in climate change
opportunities; Participation and
achievement of relevant awards
Priority: Poverty and Inequality
All youth work opportunities are free
at the point of access. We will work
on ensuring equality of
opportunities and activities. We will
support the implementation of Cost
of School Day actions.
Young people are able to
access our range of offers
including Preloved
clothing. Food with dignity
Support for transport
Cost of School Day action plan
reporting; Postcode participation data
across all CLD programmes
Ensure Young people have
the necessary tools, skills,
and support to access digital
services and the crucial
connectivity to their peers.
Enable young people to be
digitally secure and resilient
through cyber resilience.
Cyber Explorer reporting;
Participant  data; Award
achievements; Case
studies; Impact
statements
Priority: Digital Connectivity
We will work with partners to target
young people most disproportionately
affected by digital poverty. We will
provide training, accreditation, and
information for young people. We will
use a variety of digital platforms and
tools enabling young people to
engage with our service, partners,
and their peers safely. This will
continue to be further enhanced with
funding from the UK Government for
its ﬁrst-of-a-kind community-led Cyber
Explorers Programme.

Page 23

Year 2 Outcomes – Community Capacity and Development
What we will do What we aim to
improve
How will we measure
We will extend our participatory
approaches, offering communities
more opportunities to lead in local
decision making, including grant
making and mainstreaming PB.
We will build on the projects
funded via the devolved
Community Investment
Fund.
The active participation and
co-production of PB
process for communities.
The range of experiences
and learning for our
Community PB
Champions.
Evaluations of PB processes
through the PB champion’s
network; Number of PB applications;
Number of votes cast
Priority: Food Insecurities
We will continue to develop our food
with dignity approach to food
poverty/insecurity – working in
partnership with the Fairer Food
Network. We will support access to a
range of funding options and models
to support the network.
Improved access to the Fairer
Food Network offer and the
sustainability of the models.
Cost of basket offer across larder
network; Footfall of each offer;
Locality partnership quarterly
reports; Impact statements; Case
studies
Priority: Community Leadership
We will continue to support
volunteers, individuals, and
community groups, to develop the
required skills and knowledge to
achieve their ambitions, through
opportunities co-produced and
offered through our ‘Leadership
Collective.’ We will continue to
support opportunities co-produced
and offered through our partnership
with Third Sector Chief
Officers Group.
Improve the promotion of
the learning offer,
representing all partner’s
contributions and aim to
meet the need with sharing
of resources through
increased joint planning with
all partners.
Participation levels recorded
through the management
information system Awards and
accreditation achieved
Priority: Participation and Democracy

Page 24

We will continue to develop and
enhance opportunities for
community
engagement/involvement through
the completion and promotion of
the Participation and Citizenship
Strategy.
Increase the involvement of
the seldom heard in our
participation models of
delivery. Increased
participation in community
chit chats.
Management and information data
will identify postcode and
participants, which will be reported
through the quarterly locality
planning reports; Case studies;
Impact statements
Year 2 Outcomes – Adult Learning
What we will do
What we aim
to improve How will we measure
Priority: Core Skills
We will work with our partners and
organisations in localities to ensure
adult literacy, numeracy and core
skills support given is learner
centred, using a collaborative
approach to develop staff,
volunteers, and programmes to
best support learners.
Pathways to provide
bespoke core skills support
are accessible to learners.
Core skills needs and
achievements will feature within
new participant registration and
progress system; Case studies;
Impact statements; CLD KPI’S;
Quarterly LPP reports
Priority: Poverty and Equality
Adult education offer will promote
social inclusion by targeting
resources and learning to those most
in need.
Reduce social and economic
disparities across
communities of North
Ayrshire.
Participation levels and learner
journey data; Case studies; Impact
statements; CLD KPI’S; Quarterly
LPP reports
Priority: Adult Voice and Participation
We will ensure pathways to engage
in adult learning offer and civic
activities are promoted and co-
produced with learners.
Learning pathways and civic
opportunities to engage are
evident to learners and
potential learners.
Participation levels and co-produced
offers recorded in registration and
management information system;
Case studies; Impact statements
Priority: Community Engagement

Page 25

Year 2 Outcomes – Community Wealth Building
What we will do What we aim to improve How will we measure
Priority: Community Asset Transfer Support to Grow Community Ownership
We will continue to provide support
for co-produced CIF applications
based on locality need and gaps
identiﬁed by lived experience.
Response to community need
identiﬁed at a locality level based
on locality priorities.
Reporting on CWB Strategy action
plan; CWB Board minutes; CIF
applications and monitoring
reports; Cabinet reports;
Quarterly locality reports; Case
studies;
Impact statements
Priority: Continue to develop our progressive Participatory Budgeting approaches
We will provide information
workshops to partners in terms of
mainstreaming opportunities and
implement PB planning for the future.
Learning pathways and civic
opportunities to engage are evident
to learners and potential learners.
Reporting on CWB Strategy action
plan; CWB Board minutes;
Participation levels and co-
produced offers recorded in
registration and management
information system; PB national
reporting
Priority: Third Sector Involvement in Community Wealth Building
We will work with Third Sector
Chief Ofﬁcers’ Group and other
community organisations to
identify opportunities to build CWB
knowledge and co-develop CWB
initiatives.
Increase the knowledge,
understanding and co- production
opportunities for Third Sector
organisations in Community
Wealth Building activities.
Reporting on CWB Strategy
action plan; CWB Board
minutes; Participation levels
and co- produced offers
recorded in registration and
management information
System; Case studies; Impact
statements
Priority: Skills for Work
Priority: Digital Learning Connectivity
Local Employability
Partnership quarterly
reporting; Participation
journey data; and
accreditations achieved
identiﬁed through our
management information system
Active participation of partners
delivering adult education in the
Local Employment Partnership.
We will ensure the learning offer
for adults will focus on skills
development to enable adults to
adapt to changing job markets.
We will support learners to have
access to equipment and learning
opportunities that equip them to
develop digital skills.
Digital learning offer provided by
all partner’s will be jointly
planned and gaps identiﬁed.
Participation levels and learner
journey data; Case studies;
Impact statements; CLD KPI’S;
Quarterly LPP reports

Page 26

Year 2 Outcomes – Unmet Need
What we will do What we aim to improve How will we measure
CLD partners will work together to
co-produce with learners an offer
to ensure that prospective and
current adult learners are clear
about the programmes and
pathways available and evident to
them. We will use a range of
methodologies to promote the
pathways and the offer.
We will improve the pathway to
the learning offer to current and
new learners to increase their
knowledge of the offer which is
co-produced based on expressed
need and the range of
methodologies.
Participation levels and
learners’ journeys data; Case
studies; Impact statements;
CLD KPI’S; Quarterly Locality
Partnership reporting
Priority: Establish New Protocols and Process for Data Sharing by
Introducing New Management Information System
We will continue to develop our
management information system to
maximise the opportunities for data
sharing where permitted.
Learning pathways and civic
opportunities to engage are
evident to learners and potential
learners.
Participation levels and co-
produced offers recorded in
registration and management
information system
Priority: Third Sector Involvement in Community Wealth Building
We will create approaches to
extend data sharing, analysis,
and reporting across all CLD
partners. We will continue to
create approaches to extend data
sharing, analysis, and reporting
across all CLD partners.
CLD partners will make
improvements to better
demonstrate their collective
impact and progress over
time.
Quarterly Locality
Partnership reports; 6-
month reviews of the
new management
information system
Priority: Pathway for Learning

Page 27

Year 2 Outcomes – Unmet Need
What we will do What we aim to
improve
How will we measure
CLD partners will adopt a
collective approach to the
promotion and recognition of CLD
in North Ayrshire and the impact of
the work. We will continue to
provide a clearer picture of the
difference CLD is making in North
Ayrshire for senior leaders,
funders, staff, and volunteers.
We will improve the proﬁle of the
impact of CLD and the offer
provided by partners. CLD will be
more visible and recognisable to
learners and partners.
Participation levels in CLD
across all domains of practice,
through the management and
information data; Annual
celebration and awards event
Priority: Staff and Volunteer Development
We will ensure that our
workforce, including our
volunteers, are supported to
know and understand the
community in which we work and
develop and support collaborative
working approaches. We will
encourage and promote the
opportunities that registration with
the CLD standards Council
provides to members.
Provide a menu of training
opportunities as identiﬁed in the
workforce survey.
Managing challenging behaviour
Intergenerational working
Digital upskilling
Naloxone Training
Men’s health and wellbeing
Governance for Community
Neurodiversity
Ideologies
To improve staff and volunteers’
confidence and skills development.
The opportunity for personal and
professional growth.
Training offer and participation;
Number of staff and volunteers
accessing further and higher
education; Number of CLD staff
and volunteers registered with
CLD Standards Council
Year 2 Outcomes – Workforce Development
What we will do What we aim to improve How will we measure
Priority: Celebration of Community Achievement in CLD events and Awards