Agenda Document Pack - Cabinet - 27/01/2026
North Ayrshire Council · 27 January 2026
Back to Cabinet — 27 January 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet A Meeting of the Cabinet of North Ayrshire Council will be held in the Council Chambers, Ground Floor, Cunninghame House, Irvine, KA12 8EE on Tuesday, 27 January 2026 at 14:30 to consider the undernoted business. Meeting Arrangements - Hybrid Meetings This meeting will be held on a predominantly physical basis but with provision, by prior notification, for remote attendance by Elected Members in accordance with the provisions of the Local Government (Scotland) Act 2003. Where possible, the meeting will be live-streamed and available to view at https://north-ayrshire.public- i.tv/core/portal/home. 1 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 2 Minutes The accuracy of the minutes of meeting of the Cabinet held on 25 November 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 3 Early Years Capacity Review Submit a report by the Executive Director (Education) providing a summary of the Early Years Capacity Review and to outline actions to ensure that North Ayrshire’s Early Years service provision remains aligned to local needs (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 Achievement of Curriculum for Excellence Levels 2025 Submit a report by the Executive Director (Education) providing a summary of achievement levels across the Broad General Education (P1, P4, P7 and S3) in literacy and numeracy and outlining next steps to secure further improvement (copy enclosed). 5 School Attendance Analysis Report 2024-25 Submit a report by the Executive Director (Education) providing Cabinet with a summary analysis of school attendance statistics and trends in North Ayrshire and an update on current and future planned activity to improve attendance and reduce persistent absence (copy enclosed). GENERAL BUSINESS FOR DECISION Report by the Executive Director (Education) 6 Joint Planning Approach for Children and Families Submit a report by the Executive Director (Education) providing an update on progress in developing a joint plan for children and families from 2026 (copy enclosed). Reports by the Chief Executive 7 Our Council Plan Progress Report - Mid Year 2025 to 2026 and LGBF Analysis (October 2025 Data Release) Submit a report by the Head of Democratic Services advising Cabinet on progress in delivering Our Council Plan 2023-2028 as at Mid-Year 2025- 2026 (copy enclosed). 8 Revenue Budget 2025/26: Financial Performance to 30 November 2025 Submit a report by the Head of Finance on the financial performance for the Council at 30 November 2025 (copy enclosed). 9 Capital Programme Performance to 30 November 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). 10 The Future of Council Tax in Scotland – Consultation Response Submit a report by the Head of Finance seeking approval on the North Ayrshire Council response to the Scottish Government’s consultation on the future of Council Tax in Scotland (copy enclosed). Reports by the Executive Director (Communities and Housing) 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 11 Community Asset Transfer – Arran Youth Foundation Submit a report by the Executive Director (Communities and Housing) requesting amending the previously agreed Community Asset Transfer (CAT) to Arran Youth Foundation (AYF) in relation Arran Youth Hut, Arlington, Arran to a 25-Year Lease (copy enclosed). 12 Proposals for Community Investment Fund (CIF) Expenditure Submit a report by the Executive Director (Communities and Housing) on applications by Locality Partnerships on the allocation of CIF funding to proposed projects (copy enclosed). Reports by the Executive Director (Place) 13 Pride in Place Impact Fund Submit a report by the Executive Director (Place) seeking approval for the approach to the Pride in Place Impact Fund (PiPIF) and the geographic allocation of the programme (copy enclosed). 14 Local Growth Fund Submit a report by the Executive Director (Place) on the recently announced Local Growth Fund (copy enclosed). 15 Climate Change Consultation Submit a report by the Executive Director (Place) seeking approval of the proposed response to the Scottish Government on the Draft Climate Change Plan (copy enclosed). 16 Urgent Items Any other items which the Chair considers to be urgent. 17 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 items 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 reports are confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 18 EXEMPT Trust Housing Association – Affordable Housing Account Funding Request Submit a report by the Executive Director (Communities and Housing) seeking approval to allocate grant funding to Trust Housing Association from the Council’s Affordable Housing Account (copy enclosed). 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 19 Exempt Report: Lease to a Nominated Party: The Circuit, Quarry Road, Irvine Submit a report by the Executive Director (Place) on the above (copy enclosed). 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 2 December 2025 IRVINE, 2 December 2025 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Marie Burns, Shaun Macaulay, Tony Gurney, Alan Hill, Christina Larsen and Chloe Robertson. In Attendance R. McCutcheon, Executive Director (Place); S. Anson, Executive Director (Education); D. Hammond, Executive Director and A. Morrell, Senior Manager (Community Development) (Communities and Housing); C. Cameron, Director (Health and Social Care Partnership); L. Cree, Head of Service (Sustainability, Transport and Corporate Property), L. Kirk, Head of Service (Economic Development, Growth & Regeneration) and C. Fitzsimmons, Senior Manager (Regeneration) (Place); M. Boyd, Head of Finance and S. Bignell, Senior Manager (Corporate Procurement) (Finance); A. Craig, Head of Democratic Services, I. Cruickshanks, Senior Manager (Policy, Performance and Democracy), M. McColm, Senior Manager (Communications), J. Hutcheson, Senior Communications Officer (Media and Internal Communications) and C. Stewart, Committee Services Officer (Democratic Services) (Corporate Services). Chair Marie Burns in the Chair. 1. Declarations of Interest In terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors, Councillor Hill declared an interest in Item 7. ‘Community Asset Transfer – Bowencraig Playing Fields’ and agreed to leave the meeting during consideration of this item of business, taking no part in its determination. Councillor Robertson made a transparency statement in relation to Agenda Item 12 ‘Irvine Plan for Neighbourhoods’, being a Member of the Irvine Town Board. Having applied the objective test, Councillor Robertson assessed that it was not an interest in terms of the Councillors’ Code of Conduct. 2. Minutes The Minutes of the Meeting of the Cabinet held on 28 October 2025 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Our Performance Management Strategy 2023-28 (October 2025 Refresh) Submitted a report by the Head of Democratic Services seeking approval of Our Performance Management Strategy 2023-28 (October 2025 Refresh) following an update to reflect changes in legislation since January 2024, attached at Appendix 1 to the report. Agenda Item 2 7
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Officers responded to Members’ questions and the Cabinet agreed to (a) approve Our Performance Management Strategy; (b) approve publication on the Council website; and (c) note that the strategy would be considered at a future meeting of the Audit and Scrutiny Committee. 4. Proposed charging scheme for filming permits on Council land Submitted a report by the Head of Democratic Services on the current picture, both locally and nationally, regarding changes applied to granting filming permits on Council- owned land and the Council’s proposed approach to charging for future filming requests. Officers responded to Members’ questions and the Cabinet agreed (a) to the proposed charging regime for filming permits on council land, subject to a 12-month monitoring period to ensure there are no negative impacts; (b) that the Head of Service (Democratic), in consultation with the Director of Place, can negotiate a location fee for large scale productions on Council land; (c) the continued provision of filming agreements, free of charge, for educational use, by children (under 18), non-commercial promotional events and news items; and (d) that any income generated be reinvested in the promotion of North Ayrshire as a filming and visitor destination. 5. Procurement Annual Activity Report (2024-25) Submitted a report by the Head of Finance providing an update on procurement activity for the period 2024-25. Top 20 Supplier Spend and Local Subcontracting were attached at Appendices 1 and 2, respectively, to the report. Officers responded to Members’ questions and the Cabinet agreed to note the report. 6. Proposals for Community Investment Fund (CIF) Expenditure Submitted a report by the Executive Director (Communities and Housing) on applications by Locality Partnerships on the allocation of CIF funding to proposed projects. Applications from Impact Arts, PRYDE, Cycling Without Age and Ardrossan Bowling Club were attached at Appendices 1 to 4, respectively, to the report. Officers responded to Members’ questions and the Cabinet (a) reviewed the applications from the Irvine, Kilwinning, North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and (b) agreed to approve (i) the CIF application in relation to Impact Arts (Appendix 1 to the report), (ii) the CIF application in relation to PRYDE (Appendix 2 to the report), (iii) the CIF application in relation to Cycling Without Age (Appendix 3 to the report) and (iv) the CIF application in relation to Ardrossan Bowling Club (Appendix 4 to the report). The Senior Manager (Community Development) pointed out a discrepancy in the table at Paragraph 2.1 of the report, where the amount of £50,421 for an application from Saltcoats Vics had been omitted in error, affecting the Three Towns Locality, and the total balance available was therefore £23,938 and not £74,359 as indicated. Councillors Hill and Macaulay left the meeting at this point. 7. Community Asset Transfer – Bowencraig Playing Fields Submitted a report by the Executive Director (Communities and Housing) seeking approval for the transfer of ownership of Bowencraig Playing Fields, Irvine Road, Largs. 8
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The location plan was attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) the asset transfer of Bowencraig Playing Fields, Largs from North Ayrshire Council to Largs Colts Community Football Club, (b) approve the recommended terms of transfer on this occasion at 5% of the property valuation of £16,000 (totalling £800) and (c) authorise officers to conclude the associated legal and community asset transfer processes for Bowencraig Playing Fields. Councillor Hill rejoined the meeting at this point. 8. North Ayrshire Council Strategic Community Learning and Development Plan Annual Report 2024-2027 Submitted a report by the Executive Director (Communities and Housing) on the North Ayrshire Council Strategic Community Learning and Development Plan Annual Report 2024-25 attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) approve the North Ayrshire Council Strategic Community Learning and Development Plan Annual Report 2024- 2025, set out at Appendix 1 to the report and (b) authorised officers to take forward the year two Action Plan set out within Appendix 1 to the report. 9. Good Food Nation Plan Submitted a report by the Executive Director (Communities and Housing) on the requirement of the Good Food Nation (Scotland) Act and seeking approval for a pan- Ayrshire approach to planning and engagement. The Cabinet agreed to (a) note the requirements of the Good Food Nation (Scotland) Act to create a local Good Food Plan and (b) authorise officers to work with the other relevant authorities in the Ayrshire region to undertake planning and engagement on a collaborative basis. 10. North Ayrshire Asset Management Strategy & Plans Submitted a report by the Executive Director (Place) seeking approval of the refreshed North Ayrshire Corporate Asset Strategy and associated Asset Management Plans attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to approve the North Ayrshire Corporate Asset Strategy and Plans set out at Appendix 1 to the report. 11. Pride in Place Programme Submitted a report by the Executive Director (Place) on the Pride in Place Programme funding awards in North Ayrshire and seeking approval to develop both programmes in line with UK Government requirements. Officers responded to Members’ questions and the Cabinet agreed to (a) note and approve the acceptance of the £20m Pride in Place Programme funding allocation, (b) note the request for and approve the submission of the proposed ‘Neighbourhood’ and associated evidence to UK Government to support selection, (c) note and approve the acceptance of the £1.5m Pride in Place Impact Fund allocation, (d) the proposed 9
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approach to the allocation of the Pride in Place Impact Fund allocation and (e) receive a further report in due course detailing proposed expenditure arrangements for the Pride in Place Impact Fund allocation informed by the confirmation of the successful Pride in Place Programme ‘Neighbourhood’. 12. Irvine Plan for Neighbourhoods Submitted a report by the Executive Director (Place) seeking approval to submit the Irvine Plan for Neighbourhood Regeneration Plan submission documents to UK Government. The Irvine Regeneration Plan was attached at Appendix 1 to the report. A presentation on the Irvine Plan for Neighbourhoods was given by the Senior Manager (Regeneration). Officers responded to Members’ questions and the Cabinet agreed to (a) approve the submission of the Regeneration Plan documents to UK Government and (b) otherwise note the update on the Irvine Plan for Neighbourhoods programme. 13. Urgent Items There were no urgent items. 14. Exempt Report: Proposed Lease – Lochshore Park Hub Café, Upper Ground Floor, Lochshore Hub, Caledonia Road, Glengarnock Submitted a report by the Executive Director (Place) on the above. The Cabinet agreed to approve the recommendation as detailed in the report. 15. Exempt Report: Proposed Lease – 4a Riverside Way, i3 Business Park, Irvine Submitted a report by the Executive Director (Place) on the above. The Cabinet agreed to approve the recommendation as detailed in the report. 16. Exempt Report: Disposal to a Nominated Party – Land at Brathwic Terrace, Brodick Submitted a report by the Executive Director (Place) on the above. The Cabinet agreed to approve the recommendation as detailed in the report. The meeting ended at 3.55 p.m. The full meeting proceedings can be viewed at https://north-ayrshire.public-i.tv/core/portal/home 10
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet (Education) Title: Early Years Capacity Review Purpose: To provide a summary of the Early Years Capacity Review and to outline actions to ensure that North Ayrshire’s Early Years service provision remains aligned to local needs. Recommendation: It is recommended Cabinet: • approves the proposal to change Elderbank Early Years from a model 3 to model 2 provision from August 2026 • agrees to give the Education Head of Service ongoing delegated authority to make operational changes in line with capacity versus demand reviews of Early Learning and Childcare provision 1. Executive Summary 1.1 The Early Years Capacity Review highlights the ongoing efforts to align North Ayrshire’s Early Learning and Childcare provision with local needs. While some operational adjustments have already been made to ensure efficient use of existing resources, the review identifies a clear requirement to adjust capacities in the longer term, particularly in the Irvine locality, to meet rising demand. By proactively addressing these challenges through both immediate changes and forward planning, the Council aims to provide high-quality, accessible childcare that supports families. 1.2 A key proposal in this paper is to change Elderbank Early Years from a model 3 (9am– 3pm, term time) to a model 2 (8am–6pm, term time) establishment from session 2026- 27. This change is designed to address ongoing capacity and demand pressures in the Irvine East locality, offering 12 additional places for 3–5-year-olds and increasing parental choice of attendance patterns. The proposal follows engagement with parents and staff, recognising both the need for expanded provision and the importance of supporting families’ preferences. 2. Background 2.1 Early Learning and Childcare Provision 2.1.1 The Scottish Government introduced a policy to increase funded ELC for eligible children from 600 hours per year to 1140 hours per year from August 2020. North Ayrshire Council phased in this programme with full implementation of 1140 hours of Agenda Item 3 11
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funded early learning and childcare for all eligible children from August 2021. There was a delay in full implementation due to the impact of the Covid-19 pandemic. 2.1.2 In line with the national picture, the uptake of children’s ELC places in North Ayrshire was lower than originally estimated, following initial implementation. This led to a national decision to reduce the funding available to local authorities including North Ayrshire. As a result of this decision, a significant review of early learning and childcare service delivery was undertaken in session 2023-24. Cabinet approved a wide-ranging service redesign in February 2024, for implementation from session 2024-25 onwards. 2.1.3 Since implementation of the new early learning and childcare service delivery models in 2024, the Education Service has monitored both capacity and demand on an annual basis to ensure that our provisions continue to be well-matched to the local circumstances and offer a range of different options for families within each locality. To date, some minor operational adjustments have been made to a limited number of establishments without amending the service delivery models. This is increasing the efficiency and responsiveness of our service provision. 2.2 NAC ELC delivery models 2.2.1 Funded ELC is delivered by North Ayrshire Council alongside our funded providers, private nurseries and childminders. The three delivery models operating within North Ayrshire schools and ELC centres since 2024 are outlined in the table below. There are no plans to alter the models themselves. Model Service Provided No. of weeks Number of Establishments 1 8am – 6pm 48 (Full Year) 9 2 8am – 6pm 38 (Term Time) 13 3 9am – 3pm 38 (Term Time) 22 2.2.2 There are no catchment areas prescribed within the Scottish Government ELC guidance, Funding Follows the Child. Parents and carers in North Ayrshire are asked to list their choice of 3 establishments on their online application. The range of North Ayrshire Council model options available to parents and carers is available at establishment level at Appendix 1, and is summarised below on a locality basis: Locality Model 1 Model 2 Model 3 Kilwinning 2 2 1 Irvine 2 4 6 Three Towns 2 4 5 Garnock Valley 1 2 3 North Coast 1 1 2 Arran 1 0 5 Totals 9 13 22 12
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2.2.3 By introducing more flexible attendance patterns in model 2 establishments and making some operational adjustments to the number of spaces available in some locations, in 2025 we have: • successfully increased the percentage of applications being allocated their first choice of establishment from 65.49% in 2024 to 80.67% in 2025; and also • reduced by 55.15% the number of names on our waiting lists for a move to a preferred establishment. 2.3 Increasing early years capacity in the Irvine locality 2.3.1 The graph below outlines Public Health data for birth rates showing that while there will be a slight decrease in demand for early years places across North Ayrshire over the next few years, demand is likely to increase in the Irvine and Kilwinning areas. 2.3.2 The current capacity review has shown that while many early years provisions are already a good fit for the area and are operating well, the demand for ELC places has not been evenly distributed across the service. An analysis of capacity versus demand this year highlighted that Irvine East has limited capacity and most establishments have waiting lists for the second year in a row. These are outlined below. Establishment Model Maximum Capacity Current Numbers Waiting List Elderbank 3 48 48 Yes Dreghorn 3 40 40 Yes Springside 3 16 16 Yes Lawthorn 3 32 32 Yes St John Ogilvie’s 2 50 50 Yes St Mark’s 3 16 16 Yes Annick 2 60 60 Yes Montgomerie Park 2 70 68 No Woodlands 2 80 75 No 0 50 100 150 200 250 300 350 400 450 500 Born 2021-22 Born 2022-23 Born 2023-24 Born 2024-25 Births in NAC Localities 2021-25 Irvine Kilwinning Garnock Valley Three Towns North Coast Arran 13
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2.3.3 Within the area of Springside, Dreghorn and Bourtreehill / Broomlands, all establishments currently deliver a term time, 9am-3pm model. The demand for ELC spaces currently outweighs the capacity and there is a reduced choice of pattern within this locality for families. 2.3.4 Given the current and projected future pressure on early learning and childcare places in the Irvine area in particular, the Education Service made some operational adjustments to service provision in Irvine in 2025-26. An analysis of the supply of 2- year-old places in Irvine identified some surplus capacity in 2025-26. Temporary increases were made to the 3-5-year-old capacities in both Loudoun Montgomery and Montgomerie Park by reducing the availability of 2-year-old places in both establishments. There have been no applications for 2-year-olds in Montgomerie Park this session or last session. All 2-year-olds in session 2025-26 within the Fullarton area of Irvine have been accommodated within Marress House. Birth data shows that we can continue to do this in future years. It would therefore be the intention of the service to make these changes permanent to increase capacity for 3-5-year-olds in Irvine. 2.3.5 From session 2026-27, it is proposed that Elderbank ELC provision changes from a model 3 (9.00am – 3.00pm term time) to a model 2 (8.00am – 6.00pm term time) to address further capacity and demand pressures on a long-term basis within the Irvine East locality. This change would offer 12 additional places for 3–5-year-olds from 2026-27 with scope for further expansion in future years if required, through the supply of additional staffing. 2.3.6 Changing Elderbank to a model 2 establishment would increase parental choice of model and patterns within the Irvine East locality and more specifically the areas of Springside, Dreghorn, Bourtreehill and Broomlands. The 8.00am – 6.00pm term time model will support a broader range of family circumstances, including working families, at the start and end of the day. At present we only offer 9.00am – 3.00pm term time in this area. 2.3.7 Our ongoing work through the Collaboration for Health Equity in Scotland has a focus on both providing every child with the best start in life (Principle 1) and creating fair employment and good work for all (Principle 3). The first of these has a particular focus on the Irvine area. Our objective within this proposal to expand early years capacity while also broadening parental choice to match different employment patterns will support those wider ambitions. 2.4 Engagement with parents and carers 2.4.1 It is acknowledged that any proposed changes to early years delivery models need to be clearly communicated and shaped through engagement with various stakeholders. Engagement with parents and carers was carried out at Elderbank Primary School and Early Years as the proposal for this particular establishment would affect the attendance patterns offered to the current 3-year-olds (13 children) and future children in session 2026-27 and beyond. It is recognised that Elderbank had a previous capacity of 72 with very few spaces. The model change in 2024 decreased this to 48 resulting in a waiting list over the last 2 sessions. An engagement session was held in the school in December 2025 outlining the proposals and written views were gathered following this. Six responses were received from parents of children who currently attend Elderbank Early Years. 14
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2.4.2 All responses received were from parents whose child currently attends Elderbank Early Years as an ante preschool child (approximately 3 years old). The engagement findings below highlight a small number of families who have expressed that they will be negatively impacted by this change. • 4 parents agreed that the change would improve capacity within the Irvine east area with 2 parents disagreeing. • 3 parents said they would prefer to keep their child in Elderbank within a 9-3 pattern and provided some further comments to explain their reasons. They did not choose an alternative 9-3 establishment or state that they would want the new patterns that would be offered within Elderbank. • 1 parent said they would choose Dreghorn as an alternative 9-3 establishment for next session. • 2 parents did not provide their preference for next session if the changes take place. 2.4.3 Apart from the proposed changes to Elderbank, no significant changes are proposed. Therefore, no engagement has been undertaken within localities where minor operational changes to the supply of early years places could improve provision and would not negatively impact on parental choice. 2.5 Engagement with ELC staff and leadership teams 2.5.1 It is recognised that North Ayrshire Council’s ELC staff and establishment leadership teams play an important role in ensuring the effective delivery of high quality ELC in North Ayrshire. Because of the proposed change of model at Elderbank, a staff engagement session was held in December 2025. No staff members raised any objection to the proposed pattern change. 2.5.2 Elderbank ELC staff also highlighted the particularly high levels of additional support needs within their establishment. In the 2024-25 academic year, 18% of all young people in North Ayrshire early years establishments were identified as having additional support needs. This figure was 27% in Elderbank. In the current year, 39% of the children at Elderbank early years are recorded as having additional support needs. Staff reported that a change to model 2 would provide further opportunities to tailor support to the children’s needs. 2.5.3 The Head Teacher has made multiple submissions to the Early Years Inclusion group and this session they have been allocated two additional temporary full-time members of staff to provide support to meet the needs of the young people. 2.6 Summary of operational changes to early years provisions from 2026-27 2.6.1 The table below summarises the operational changes to the capacity of establishments for 3-5 year olds. Locality Establishment Model Current Capacity Proposed Capacity Decrease Increase Irvine Montgomerie Park (3-5) 2 50 60 Yes 15
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Loudoun Montgomery (3-5) 3 32 40 Yes Three Towns Stanley 2 60 65 Yes North Coast Largs 1 120 112 Yes 3. Proposals 3.1 As outlined above at 2.3.5, it is proposed that Elderbank Early Years becomes a model 2 from August 2026. 3.1.1 In recognition of the views expressed so far by parents and carers at Elderbank, it is proposed that further engagement takes place with families of children already attending Elderbank Early Years who will be going into their pre-school year in 2026- 27. This will enable arrangements to be made for those families. Options would include: • staying at Elderbank with the range of model 2 attendance patterns • moving to an alternative establishment for 2026-27 to retain the same 9am-3pm attendance pattern 3.1.2 In terms of a transition year for 2026-27 only, it may be possible to offer up to 8 places at Elderbank Early Years for existing families to continue to attend from 9am-3pm. The recently updated early years priority banding arrangements would be used to allocate the available places if demand exceeds capacity. Elderbank would effectively be operating with a hybrid of model 2 and model 3 for a transition year. 3.1.3 Any new applications to Elderbank Early Years from now on would be processed as model 2 applications. 3.2 It is proposed that the ongoing authority and responsibility to monitor future early years capacity and demand and make any necessary operational adjustments be delegated to the Head of Service (Education), with the understanding that any significant service redesign proposals would be presented to Cabinet for approval. 16
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4. Implications/Socio-economic Duty Financial 4.1 The costs associated with these proposals can be met from within the existing Early Learning and Childcare budget. Human Resources 4.2 Any workforce implications of proposals outlined in this paper will be supported be Human Resources and Education Resources teams. Legal 4.3 The Children and Young People (Scotland) Act 2014 (Modification) Order 2021 places a statutory duty on education authorities to make provision for 1,140 hours of funded ELC available to all children aged 3-5, and eligible 2-year-olds. The proposals outlined in this paper enable the local authority to more effectively and efficiently deliver on this to provide full access to 1140 to parents and carers and better meet the needs of North Ayrshire families. Equality/Socio-economic 4.4 Proposals contained in this paper will impact the provision of ELC across North Ayrshire with a potential impact on learners residing in North Ayrshire’s areas of highest deprivation. Some of the proposed changes are anticipated to be positive due to the proposed redesign of the service based on patterns of uptake. Regular reviews that currently take place to ensure that ELC capacity and demand are as closely aligned as possible will continue. An Equality and Children’s Rights Impact Assessment (ECRIA) for ELC has been carried out to inform implementation. Climate Change and Carbon 4.5 The revised ELC models provide a range of options to access ELC across each locality, continuing to mitigate where possible the requirement of parents/carers to travel outwith their locality area to access ELC. 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 North Ayrshire’s Education Service works closely with a range of funded providers (private nurseries and childminders) to deliver 1140 through procurement of local services. Implementation of this proposal will also continue to support community wealth building through support for parental employment. 17
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United Nations Rights of the Child (UNCRC) 4.9 Proposals outlined in this report ensure we are considering children’s by improving access, flexibility, and inclusion within localities and specific establishments. These changes embed align with UNCRC principles, promoting the right to relax and play and receive an education through high quality learning experiences. 5. Consultation 5.1 Engagement on the proposal for Elderbank has taken place with staff and parents. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Sharon McDowell, Senior Manager (Education), on 01294 324413 . Background Papers Cabinet Report - Early Learning & Childcare - Redesign of Service 18
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APPENDIX 1 ELC Delivery Models and capacity versus demand in NAC schools and ELC settings 2024-25 and 2025-26: Locality Establishment Model 2024-25 2025-2026 Capacity Spaces Waiting list Capacity Spaces Waiting list Kilwinning Abbey 2 60 Yes No 60 Yes No Blacklands 3 16 No Yes 16 No Yes Corsehill 2 80 Yes No 64 Yes No Pennyburn 2 60 Yes No 60 No Yes St Luke’s 2 64 Yes No 64 No Yes Irvine Annick 2 60 No Yes 60 No Yes Castlepark 1 112 Yes No 112 Yes No Loudoun Montgomery 2 32 No Yes 47 Yes No St Mark’s 3 16 No Yes 16 No Yes Marress 1 80 Yes No 80 Yes No Montgomerie Park 2 50 No No 70 Yes No St John Ogilvie’s 2 50 Yes No 50 No Yes Woodlands 2 80 Yes No 80 Yes No Dreghorn 3 40 No Yes 40 No Yes Elderbank 3 48 No Yes 48 No Yes Lawthorn 3 32 No Yes 32 No Yes Springside 3 16 No Yes 16 No Yes Three Towns Mayfield 3 24 No Yes 24 No Yes Glencairn 1 86 No No 86 Yes No Hayocks 2 50 No No 50 Yes No Ardeer 3 30 No Yes 30 No Yes St John’s 3 16 No No 16 Yes No Caledonia 2 50 No Yes 50 No Yes Springvale 1 120 No Yes 120 Yes No St Peter’s 3 24 No Yes 24 No Yes Stanley 2 60 No Yes 60 No Yes West Kilbride 3 24 No No 24 Yes No Winton 2 20 No Yes 20 No Yes Caledonia 2 50 No Yes 50 No Yes Garnock Valley Beith 2 80 Yes No 80 Yes No Dalry 1 80 Yes No 80 Yes No Garnock 3 24 No Yes 32 Yes No Gateside 3 16 No Yes 16 No Yes Moorpark 3 16 No Yes 16 No Yes St Bridget’s 2 60 Yes No 60 No Yes North Coast Cumbrae 3 16 Yes No 16 Yes No Fairlie 2 40 Yes No 40 Yes No Largs 1 128 Yes No 120 Yes No Skelmorlie 3 16 Yes No 16 Yes No Arran Brodick 3 21 Yes No 21 No Yes Kilmory 3 10 No Yes 10 Yes No Lamlash 1 32 Yes No 32 Yes No Shiskine 3 16 Yes No 16 Yes No 19
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet (Education) Title: Achievement of Curriculum for Excellence Levels 2024-25 Purpose: To provide a summary of achievement levels across the Broad General Education (P1, P4, P7 and S3) in literacy and numeracy and outline next steps to secure further improvement. Recommendation: That Cabinet: a) Notes the content of the report, including the progress being made by learners in literacy and numeracy. b) Notes the measures being undertaken to make further improvements to attainment and achievement levels across the Broad General Education phase in North Ayrshire. 1. Executive Summary 1.1 North Ayrshire Council has high aspirations for all and is committed to securing improved educational outcomes for all children and young people. Two of the current five strategic priorities for the Education Directorate are directly linked to raising attainment: • Improvement in attainment, particularly in literacy and numeracy • Closing the attainment gap between the most and least disadvantaged children and young people 1.2 As part of this ambition, work took place during session 2024-25 to support schools to improve attainment outcomes for their learners. This included steps to strengthen accountability, monitoring and tracking, and facilitate the sharing of best practice. 1.3 Despite these steps, NAC data for 2024–25 shows a continued need to raise attainment across literacy and numeracy, particularly in primary. Attainment levels by S3 are in a notably stronger position, but there is still scope for further improvement, particularly at Fourth level. Our performance relative to the national position saw a negative step change between the period 2019 to 2021, and we have broadly been in the bottom quartile since then. This is part of the rationale behind choosing to present a standalone paper to Cabinet on BGE performance rather than merging this data into a single performance report with leavers’ data later in the school year. 1.4 Given this context, improvement plans for next session will take full account of the messages found from analysing and reflecting upon ACEL data, with a view to seeking improvements in outcomes for children and young people annually. Agenda Item 4 21
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1.5 Further activity being carried out by NAC Education Service and schools in session 2025-26 is comprehensive and includes actions in each of the following categories: • Leadership • Attainment priorities • Moderation and assessment • Playful pedagogy in P1 • National improving writing programme • PLA interventions • Professional learning and networks • Support from Attainment Advisor • Target setting and attainment visits • Data analysis and clinics • Learner profiles • Looking outwards 2. Background 2.1 In 2016, the Scottish Government began to collect statistics on the Curriculum for Excellence levels achieved in Literacy (Listening and Talking, Reading, Writing) and Numeracy by learners in the Broad General Education stages P1, P4, P7 and S3. This is based on teacher judgement about each pupil’s achievement of expected level made at the end of June each session. This data collection by the Scottish Government was suspended in 2020 for all schools due to the impact of the pandemic. Data collection was resumed in 2021 for stages P1, P4 and P7 though not S3. In 2022 all stages were once again collected. 2.2 Schools report whether each learner has achieved the expected level of attainment in literacy and numeracy. The expected levels of attainment are as follows: CfE Level Expected timescale for achievement of this level Early By the end of P1, but earlier or later for some First By the end of P4, but earlier or later for some Second By the end of P7, but earlier or later for some Third/Fourth By the end of S3, but earlier or later for some *Learners recorded as ‘not assessed’ are not included in the percentage calculations. Learners recorded as ‘following individual milestones’ (i.e. for some in our ASN provisions) are included in the percentage calculations. 2.3 Schools submit data to Scottish Government annually on the achievement levels of all learners in P1, P4, P7 and S3. This is published by the Scottish Government each year. The latest national publication of Achievement of Curriculum for Excellence (CfE) Levels 2024-25 was published on 9 December 2025. 2.4 Achievement of CfE levels is based on a holistic judgement of a child’s progress by their teacher, using a range of evidence throughout their journey through the level. As part of a school’s quality assurance process, teacher judgement levels are moderated internally and externally to ensure the national standards are being consistently applied across all establishments. 22
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2.5 Prior to exploring the most recent attainment data in detail, it would be worth noting the approaches which were already in place across the Education Service during session 2024-25, which aimed to support schools to improve attainment outcomes for their learners. Key features of our work to support raised attainment are outlined in the latest North Ayrshire Council Education Standards and Quality Report 2024 to 2025, and are summarised below: • The Education Service is committed to improving attainment for all and narrowing the poverty-related attainment gap. This session the service leadership team has shared consistent messages with all senior leaders across the authority during headteacher meetings, in order to reinforce this continued commitment. • Teachers from the Professional Learning Academy are embedded within target schools for a term and work alongside school staff on an agreed aspect of learning, teaching and assessment identified from their school improvement plans to improve practice and have a positive impact on learning outcomes. In 2024-25, the PLA worked in this way with 16 Primary schools for at least one term on targeted interventions across a range of curricular areas, including literacy, numeracy, play pedagogy and digital learning. • A focus on stretch aims across all sectors at establishment and local authority levels provided opportunity for regular data analysis and professional dialogue around attainment of learners in North Ayrshire schools. • A focus on improving data literacy skills in teachers with regular professional dialogue opportunities and training, including data clinics to support robust analysis of data for improving outcomes for all children. • Working in partnership across the local authority, regional and national networks to support sharing of highly effective practice that reduces the poverty-related attainment gap. • The Power BI Progress and Achievement Analysis tool for Broad General Education (BGE) for literacy and numeracy supports robust and regular analysis of attainment of Literacy organisers and Numeracy at school and authority levels. • Support provided to target schools by the Attainment Advisor on using data effectively for improvement. • The NAC Education Service’s 2-18 Digital Learning Strategy was launched which aims to support the effective use of digital technology to raise attainment. Overall achievement of CfE levels in primary (P1/P4/P7 combined) and secondary (S3) 2.6 The following paragraphs provide an overview of attainment initially by sector (primary P1, P4, P7 combined and secondary at S3). Further detail is then provided for each year stage in all of the individual literacy components and in numeracy for the past 5 years. In summary, NAC data for 2024–25 shows a continued need to raise attainment across literacy and numeracy, particularly in primary. Attainment levels by S3 are in a stronger position, but there is scope for further improvement, particularly at fourth level. 23
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2.7 Primary Literacy Overall (P1,4,7 combined) 2.7.1 In 2025, 68% of primary children in North Ayrshire Council achieved the expected attainment level in literacy. This is 1 percentage point lower than in 2024 and is broadly consistent with the level of achievement over the last 4 years. 2.7.2 At national level, 75% of primary children achieved the expected level of Literacy in 2025, which is an increase of 1 percentage point since 2024. National levels of achievement in primary literacy have been improving steadily over the last 4 years. 2.7.3 North Ayrshire’s relative ranking compared to all other local authorities has declined since before the pandemic, with a notable step change during the period 2019 to 2021. Since 2021, North Ayrshire has remained in the bottom quartile of all local authorities for primary literacy attainment. 2.7.4 The poverty-related attainment gap between the most and least deprived group of learners in North Ayrshire (those living in SIMD Quintile 1 compared to those living in SIMD Quintiles 2-5) has been gradually reducing since the pandemic. In 2024-25, the gap for primary literacy overall was 12 percentage points, down from 13 percentage points the previous year. 69 72 74 59 67 68 69 6869 71 72 67 71 73 74 75 14 15 12 30 24 25 31 32 -3 2 7 12 17 22 27 320 10 20 30 40 50 60 70 80 2016/17 2017/18 2018/19 2020/21 2021/22 2022/23 2023/24 2024/45 Percentage of P1,4,7 achieving expected levels in Literacy NAC Literacy Scotland Literacy NAC Relative Rank Literacy -12.1 -13.3 -11.8 -12.1 -18.3 -14.3 -11.4 -13.0 45% 50% 55% 60% 65% 70% 75% 80% 85% 2016/17 2017/18 2018/19 2020/21 2021/22 2022/23 2023/24 2024/25 Literacy SIMD Gap (percentage points) - P1, P4, P7 combined NAC Q1 NAC Q2-Q5 24
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2.8 Primary Reading: Despite a relatively strong and stable performance at P7 over time, attainment levels in P1 have declined over the last 2 years and P4 has remained consistently lower than the other stages, making P1 and P4 priority areas for improvement in Reading. 2.9 Primary Writing: P1 and P7 performance in writing has been gradually improving since the pandemic, however, P4 writing remains an area of concern because of variability in performance. 2.10 Primary Listening and Talking: In comparison to the above, overall performance in Listening and Talking is relatively strong and is gradually approaching pre-pandemic levels. Individual variations across schools will be addressed through standard quality improvement processes. 2.11 Primary Numeracy 2.11.1 In 2025, 74% of primary children in North Ayrshire Council achieved the expected attainment level in Numeracy, which is 2 percentage points lower than 2024, where performance had been stable for the last 3 years. 2.11.2 At national level, 80% of primary children achieved the appropriate attainment level in Numeracy in 2025, which is in line with the performance in the previous 2 years. 2.11.3 North Ayrshire’s relative ranking compared to all other local authorities has declined since before the pandemic, with a notable step change during the period 2019 to 2021. Since 2021, North Ayrshire has remained in the bottom quartile of all local authorities for primary numeracy attainment with the exception of 2021-22. 2.11.4 The poverty-related attainment gap between the most and least deprived in P1/4/7 numeracy in North Ayrshire is 13 percentage points in 2025. The gap has fluctuated 77 80 79 67 76 76 76 7476 78 79 75 78 80 80 80 12 13 14 30 23 26 29 32 -3 2 7 12 17 22 27 320 10 20 30 40 50 60 70 80 90 2016/17 2017/18 2018/19 2020/21 2021/22 2022/23 2023/24 2024/45 Percentage of P1,4,7 achieving expected levels in Numeracy NAC Numeracy Scotland Numeracy NAC Relative Rank Numeracy 25
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slightly from year to year but has remained between 9 and 13 percentage points over the last 4 years. 2.11.5 The 2-percentage point reduction in the 2025 performance in primary numeracy is as a result of slightly weaker performances at P1 and P4, and this has been identified as a priority area for improvement within the current year. 2.12 Secondary Literacy Overall (S3) 2.12.1 In 2025, 89% of young people in North Ayrshire achieved Third level or better in literacy. This is broadly in line with the national performance (90%). 2.12.2 North Ayrshire’s relative ranking compared to all other local authorities declined following the pandemic, with lower relative rankings in 2021 and 2022. Since 2023, North Ayrshire has been around mid-table when compared with all local authorities for secondary S3 literacy attainment at third level. 2.12.3 The poverty related attainment gap (between Q1 and Q2-5) in S3 Third level or better in literacy in North Ayrshire is 8 percentage points in 2025. -11.4 -9.4 -9.0 -10.0 -17.1 -12.7 -9.0 -10.4 50% 55% 60% 65% 70% 75% 80% 85% 90% 2016/17 2017/18 2018/19 2020/21 2021/22 2022/23 2023/24 2024/25 Numeracy SIMD Gap (percentage points) - P1, P4, P7 combined NAC Q1 NAC Q2-Q5 86 91 93 85 84 90 8987 87 88 86 88 88 90 21 9 10 20 27 16 17 0 5 10 15 20 25 30 0 20 40 60 80 100 2016/17 2017/18 2018/19 2021/22 2022/23 2023/24 2024/25 Percentage of S3 achieving third level or better in Literacy NAC Literacy Scotland Literacy NAC Relative Rank Literacy 26
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2.12.4 In 2025, 63% of young people in North Ayrshire achieved Fourth level literacy. This is in line with the national performance and represents our strongest performance to date for this measure in North Ayrshire. 2.12.5 North Ayrshire’s relative ranking compared to all other local authorities for S3 Fourth level Literacy has remained in the second top quartile of all local authorities in every year except in 2021 and 2022, when the ranking was within the third quartile. 2.12.6 The poverty related attainment gap (between Q1 and Q2-5) in S3 Fourth literacy in North Ayrshire is 14 percentage points in 2025, which is 6 percentage points higher than in 2021. 2.13 Secondary Numeracy Overall (S3) 43 47 50 47 48 62 63 44 46 48 48 56 58 63 15 14 13 17 22 13 15 0 5 10 15 20 25 30 0 10 20 30 40 50 60 70 80 2016/17 2017/18 2018/19 2021/22 2022/23 2023/24 2024/25 Percentage of S3 achieving fourth level in Literacy NAC Literacy Scotland Literacy NAC Relative Rank Literacy 81 92 90 82 84 88 8588 89 90 89 90 90 91 29 12 20 31 30 24 31 0 5 10 15 20 25 300 20 40 60 80 100 2016/17 2017/18 2018/19 2021/22 2022/23 2023/24 2024/25 Percentage of S3 achieving third level or better in Numeracy NAC Numeracy Scotland Numeracy NAC Relative Rank Numeracy 27
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2.13.1 In 2025, 85% of young people in North Ayrshire Council achieved Third level or better in numeracy. This is 3 percentage points lower than in 2024 is below the national attainment level of 91% in this measure. 2.13.2 North Ayrshire’s relative ranking compared to all other local authorities for S3 Third level or better in numeracy has declined since the pandemic. Since 2021, our performance has remained in the bottom quartile compared to all other local authorities for Secondary S3 numeracy attainment at Third level or better. 2.13.3 The poverty related attainment gap (between Q1 and Q2-5) in S3 Third level or better in numeracy in North Ayrshire is 5 percentage points in 2025, which is 7 percentage points smaller than in 2021. 2.13.4 In 2025, 58% of young people in North Ayrshire Council achieved Fourth level numeracy. While this is broadly in line with the historical average level of attainment for Fourth level numeracy, the 2025 figure represents a drop of 7 percentage points compared to the previous year. The most recent attainment levels were discussed as part of attainment dialogues in every secondary school this session and steps have been taken, including the local setting of targets, to ensure that Fourth level attainment in numeracy is maximised for future years. 2.13.5 While the attainment levels in Fourth level numeracy have remained broadly consistent over time, North Ayrshire’s performance as a relative ranking compared to all other local authorities has fluctuated over time and remains a clear focus for future improvement work. 2.13.6 The poverty related attainment gap (between Q1 and Q2-5) in S3 Fourth level numeracy in North Ayrshire is 16 percentage points in 2025, which is 2 percentage points more than in 2021. 55 57 64 57 58 65 5856 56 59 59 63 65 68 20 17 11 20 27 13 28 0 5 10 15 20 25 30 0 10 20 30 40 50 60 70 80 2016/17 2017/18 2018/19 2021/22 2022/23 2023/24 2024/25 Percentage of S3 achieving fourth level in Numeracy NAC Numeracy Scotland Numeracy NAC Relative Rank Numeracy 28
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Current Improvement Actions 2.14 As a result of the analysis of the P147 and S3 Literacy and Numeracy data, the following activity is being carried out by NAC Education Service and schools in session 2025-26: 2.15 Leadership • Senior leaders in schools and in the Education Service will maintain a sustained focus on literacy and numeracy attainment as a core priority. • Improvement will be driven through structured leadership conversations at Head Teacher events, senior leader networks, and Local Authority planning sessions. • Secondary Depute Head Teacher and Principal Teachers of Maths and English will continue to focus on key areas for improvement and closing the poverty- related attainment gap, supported by Head Teachers and Secondary Senior Manager 2.16 Attainment priorities • As highlighted above, key improvement priorities for primary literacy and numeracy focus on P1 and P4 reading, P4 writing and P1 and P4 numeracy. In secondary, work is underway to further strengthen fourth level attainment and make more progress towards reducing the gap at that level. In addition, a targeted approach is being taken to support individual schools to make further progress in raising attainment. By identifying areas requiring improvement, there will be targeted and focused discussions with Head Teachers and Senior Managers, ensuring that improvement strategies are practical and evidence based. • Schools will embed these priorities into their improvement plans, with Local Authority monitoring to ensure consistency and impact. • Authority-level quality improvement activity will track progress and provide additional support where needed. 2.17 Moderation and assessment Confidence in assessment and moderation will be strengthened through revisiting the authority-wide moderation training and development programme with all schools. This work will ensure consistency across schools, reduce variability, and build staff confidence in making accurate judgements. 2.18 Closing the poverty-related attainment gap • Schools will identify attainment gaps for specific groups of learners, using data to pinpoint where interventions are most needed. • Alongside improving learning and teaching for all pupils, schools with higher concentrations of poverty-related barriers will receive tailored interventions. • Support will include targeted resources, differentiated teaching strategies, and closer monitoring of progress to ensure equity. • There will be a focus on numeracy gaps in Secondary S3, in particular with achievement of Fourth level. 29
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2.19 Playful pedagogy in P1 • Play-based learning approaches will be reviewed to ensure they are aligned with CfE levels and attainment expectations. • Effective practice in planning and assessment through play will be shared with senior leaders to build confidence and consistency across schools. • The focus will be on balancing creativity and engagement with clear progression in literacy and numeracy skills. 2.20 National improving writing programme • Schools identified through ACEL national levels and other data sources will take part in this programme. The initial focus will be on improving Writing attainment at First level, using structured improvement methodology and robust data analysis.5 schools are currently engaged in this programme and are already seeing improvements in writing at First Level. A further 5 schools will begin to participate in this programme within the next few weeks. • The programme makes systematic use of data to track progress, refine interventions, and share effective practice. 2.21 PLA interventions • Four blocks of PLA support are planned across 2025–26. • Identified schools and pedagogy leads will engage in structured interventions focusing on classroom practice and leadership in literacy and numeracy. • These interventions will provide both direct support and capacity-building, ensuring improvements are sustained beyond the intervention period. 2.22 Professional learning and networks • Senior staff networks will continue to be used to strengthen data literacy and strategic planning. • Networks will provide opportunities for peer learning, sharing of best practice, and collective problem-solving. • Professional learning will be linked directly to attainment priorities, ensuring relevance and impact. 2.23 Support from Attainment Advisor • The Attainment Advisor will work collaboratively with NAC Education Service on agreed priorities in literacy, numeracy, and health and wellbeing. • Targeted schools will receive direct input, ensuring alignment with national priorities and local needs. • The Advisor will support schools in using data effectively to identify gaps and plan interventions. 2.24 Target setting and attainment visits • Head Teachers have co-created their school’s attainment targets and stretch aims for 2025–26 with the Education Service. • Progress towards these targets will be reviewed through Quality Improvement Visits from link Senior Managers. • Visits will provide both accountability and support, ensuring schools remain on track to meet their aims. 30
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2.25 Data analysis and clinics • Attainment data will be analysed at key points (October, February, June) for all stages from Early Years through to S3. • Messaging and targeted support will follow each analysis cycle, ensuring timely interventions. • Five data clinics are scheduled for 2025–26, building on the successful pilot in 2024–25, providing schools with tailored activity on the use of data for improvement. 2.26 Progress and achievement (P&A) • All schools will update P&A data (levels, progress towards next level, custom measures) in October, February, and June. • This enables schools to use the P&A Analysis tool for self-evaluation, while central staff collate and interrogate the data and monitor progress at authority level. • Data will inform timely interventions and highlight areas requiring additional support. 2.27 Learner profiles • Teachers will be supported in using learner profiles more effectively, with increased differentiation and tailored support for diverse needs. • Profiles will be used to plan interventions, track progress, and ensure that support is personalised and responsive to individual learner circumstances. 2.28 Looking outwards • Continued analysis of national data will inform local priorities and highlight areas for improvement. • Engagement with other Local Authorities will provide opportunities to learn from external practice and share effective strategies. • Active collaboration with Education Scotland will ensure access to national expertise and resources in both literacy and numeracy. Proposed Future Education Service Improvement Plan Priority Actions 2.29 In addition to a focus on improving writing in Primary using Education Scotland’s quality improvement methodology, an authority-wide reading programme will be created and implemented to improve attainment not only in reading (from Early Years to Secondary) but will also impact on other key literacy skills. 2.30 Improved use of data to track and monitor the progress of every learner, stage and cohort should result in a clear understanding of attainment by all staff in NAC schools. 2.31 The continued development of leadership, in particular senior leadership, in our schools will allow for greater support and challenge across the system, with a focus on data analysis for improvement. 31
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3. Proposals 3.1 It is proposed that Cabinet: a) Notes the content of the report, including the progress being made by learners in literacy and numeracy and; b) Notes the measures being taken to make further improvements to attainment and achievement levels across all Primary schools. 32
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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 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 NAC Council Plan 2023-28: Wellbeing: To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people: • Improving educational attainment and achievement and closing the attainment gap This work relates to the following priorities in the Education Service Plan 2023-26: • Improvement in attainment and achievement, particularly in literacy and numeracy • Closing the attainment gap between the most and least disadvantaged children and young people. 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. 33
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5. Consultation 5.1 There is a robust Quality Improvement Framework in place to support schools to evaluate and analyse their performance and plan future improvements. This quality improvement process features regular evaluative visits to schools by Senior Officers. These visits feature evidence-based, challenging discussions to explore how schools are using the analysis of their attainment as a mechanism to inform targets for improvement. Furthermore, as part of our annual review process, we have consulted staff across the service on the improvement priorities for the coming session, and schools have in turn engaged with their school communities on their own priorities for improvement. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Kathleen McCormick, Executive Manager (Education), on 01294 324443. Background Papers 0 34
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet (Education) Title: School Attendance Analysis Report 2024-25 Purpose: To provide Cabinet with a summary analysis of school attendance statistics and trends in North Ayrshire and an update on current and future planned activity to improve attendance and reduce persistent absence. Recommendation: It is recommended that Cabinet: (a) Notes the contents of this report; and (b) Agrees to receive further updates, for example through the Standards and Quality Report and through a subsequent separate annual attendance report, as necessary. 1. Executive Summary 1.1 School attendance rates in Scotland, including North Ayrshire, have yet to recover fully to pre-pandemic levels, with a significant correlation between attendance and deprivation. North Ayrshire’s school attendance rate of 89.6% in 2024-25 reflects a slight improvement on the previous two years but still ranks among the lowest in Scotland. 1.2 Persistent absence remains a critical challenge for North Ayrshire, with 35.6% of pupils missing more than 10% of possible attendances in 2024-25. While this is the second highest rate in Scotland, it represents a 2.3 percentage point improvement from the previous year. 1.3 The Scottish Government has prioritised improving attendance through national programmes, increased data monitoring, and targeted support initiatives. Locally, North Ayrshire has implemented thematic workstreams focused on universal supports, policies and processes, targeted interventions, and partnership working and has developed a new attendance tracking and monitoring tool to support establishments to target interventions to raise attendance levels. 1.4 Recognising that there is still significant scope for further improvement, North Ayrshire aims to build on this progress through continued collaboration with Education Scotland, enhanced professional learning, further support for vulnerable groups, and strengthened partnerships. Attendance improvement will remain a service-wide priority embedded in school and quality improvement plans. Agenda Item 5 35
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1.5 So far in session 2025-26, overall attendance in North Ayrshire is tracking slightly below where it was this time last year. This is consistent with the national picture, which is also slightly lower (0.4 percentage points) than last year at this point. The service is analysing reasons for this and is implementing a range of approaches to secure further improvements throughout the second half of the academic year. 2. Background 2.1 School attendance rates across Scotland remain a significant concern. Attendance rates have not yet recovered to pre-Covid-19 pandemic levels (this trend also exists across the UK more widely) and progress remains slower than anticipated. As a result, improving school attendance has become a significant priority, both nationally and locally. We know that lower levels of attendance can have an adverse impact on a young person’s level of participation, attainment, and ultimately future opportunities; it is therefore vital that schools do all they can to promote and ensure good attendance for all of our children and young people. 2.2 To reflect the increased focus on improving attendance, the Scottish Government (SG) has changed its publication schedule for national attendance data from biennially to annually. The latest national dataset summarising statistics from session 2024-25 can be found here: School attendance and absence statistics 2024-25. 2.3 Attendance rates in both Scotland as a whole and North Ayrshire have decreased compared to the period prior to the pandemic. The recovery of attendance figures to pre-pandemic levels has been slower than initially projected. The graph below presents overall attendance rates from 2016-17 to 2024-25. 2.4 In 2024-25, North Ayrshire’s overall attendance rate was 89.6%. This is an increase of 0.5 percentage points on the previous year. North Ayrshire is ranked 30 out of 32 local authorities for the overall attendance rate across all sectors. Since 2022-23, the rate of attendance has improved by a total of 0.8 percentage points both in North Ayrshire and nationally. There is still significant scope for further improvement. 2.5 There is evidence that areas of relatively higher deprivation, as measured by the Scottish Index of Multiple Deprivation (SIMD), were particularly impacted by the Covid- 19 pandemic, both in terms of academic outcome and school attendance levels. The 92.6 92.1 91.4 88.8 89.1 89.6 93.3 93.0 92.0 90.2 90.3 91.0 88 89 90 91 92 93 94 2016/17 2018/19 2020/21 2022/23 2023/24 2024/25 Overall Attendance Rate (%) 2016-2025 (NAC compared to Scotland) North Ayrshire Scotland 36
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graph below illustrates attendance levels of the nine authorities with the highest levels of deprivation (previously known as Challenge Authorities). In 2024-25, the deprivation- related gap in overall attendance rates persisted: all of the local authorities with an overall attendance rate lower than or equal to North Ayrshire (Dundee City, Glasgow City and East Ayrshire) rank among the most deprived areas of Scotland. 2.6 The table below shows the attendance rate within each individual sector over the last three years in North Ayrshire, compared to the national figures. Attendance levels are improving gradually but the current rate of improvement is slower than we would like. Attendance rate by sector, 2023-2025 Primary Secondary Special 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25 North Ayrshire 91.1% 91.7% 92.1% 86.0% 86.1% 86.7% 88.2% 87.6% 88.7% Scotland 92.2% 92.3% 93.1% 87.7% 87.6% 88.4% 87.1% 87.3% 87.9% 2.7 Since 2022-23, in addition to overall attendance rates, SG now measures and publishes more detailed absence statistics, including levels of “persistent absence”, which is defined as an absence level of more than 10% of attendance openings across the school session (this equates to 19 days or more lost out of the 190 days of school education in each school year). 2.8 In 2024-25, the persistent absence level in North Ayrshire was 35.6%. This is the second highest persistent absence level in Scotland and is significantly higher than the Scotland-wide figure of 28.5%. However, this is a 2.3 percentage point improvement on 2023-24 where persistent absence levels in North Ayrshire were 37.9%. The table below shows how these statistics vary across the different sectors, both locally and nationally. It can be noted that although North Ayrshire is clearly experiencing challenges with this measure, we can see improvements across every sector with an overall reduction in persistent absence of 4.2 percentage points since 2022-23. It is also pleasing to note that our persistent absence rates for Lockhart Campus are significantly better that the national average for special schools. Percentage of pupils who missed more than 10% of possible attendances: All Sectors 2022/23 2023/24 2024/25 Primary 2022/23 2023/24 2024/25 North Ayrshire 39.8 37.9 35.6 North Ayrshire 31.9 28.8 26.8 Scotland 32.5 31.4 28.5 Scotland 25.6 23.9 21.1 88 89 90 91 92 93 94 2016/17 2018/19 2020/21 [note 1] 2022/23 2023/24 2024/25 Overall attendance Rate (%) 2016-2025 (Challenge Authorities) Clackmannanshire Dundee City East Ayrshire Glasgow City Inverclyde North Ayrshire North Lanarkshire Renfrewshire West Dunbartonshire 37
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Secondary 2022/23 2023/24 2024/25 Special 2022/23 2023/24 2024/25 North Ayrshire 49.2 48.1 45.8 North Ayrshire 34.7 38.0 31.6 Scotland 41.0 40.6 37.4 Scotland 38.6 37.7 35.8 Actions to improve school attendance across Scotland 2.9 A national campaign promoting positive attendance ran throughout November. This was widely shared by our establishments, and it was a North Ayrshire pupil who starred in the accompanying video. A link to the resources on the ParentClub website is included here: School attendance FAQs and Help if your child refuses to go to school 2.10 Education Scotland ran a Quality Improvement Programme which five North Ayrshire Establishments were invited to join. 2.11 The Scottish Government shares fortnightly attendance data with local authorities to support improved tracking and monitoring of attendance. 2.12 Education Scotland publishes support materials on the National Improvement Hub to help schools and local authorities consider how to approach Improving attendance effectively. The published resources include good practice from Blacklands Primary School, who have been working on improving attendance, particularly through further improving their transitions processes into school. Education Scotland also leads a National Attendance Network along with the ADES Performance and Improvement Network. Actions to further improve school attendance in North Ayrshire 2.13 Recognising the importance of this issue, improving attendance remains a key area of focus in The Education Service Improvement Plans 2024-25 and 2025-26, with improvement work for school attendance being coordinated by the Attendance Service Improvement Group organised under the following four thematic workstreams: • Universal supports • Policies, processes and data • Targeted interventions and supports for vulnerable groups • Partnership working 2.14 Key improvement activities throughout session 2024-25 were summarised in the Service Standards and Quality Report, approved by Cabinet in September 2025. A summary of progress so far during session 2025-26 is as follows: 2.15 Universal supports This session we launched our local campaign to promote positive attendance. Examples of our posters are included at Appendix 1. Key slogans have been developed in collaboration with parents/carers and children and young people. These have been shared with parents and carers at transition events and more widely: • “Attendance Matters – Every day in school counts right from the start”, and • “Attendance Matters – Building your tomorrow today”. 2.16 Policies, processes and data A new process, guidance and associated tool for monitoring and tracking attendance and interventions has been developed. This is currently being piloted in two clusters 38
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and following evaluation will be launched in March 2026. This tool supports establishment staff to easily identify patterns of attendance and evaluate the impact of supportive interventions. Intensive analysis of SEEMiS attendance data has begun and some patterns identified, particularly among the group of Secondary learners with attendance between 80 and 85%. Key themes identified for further investigation include: multiple incidents of sickness absence; patterns of regular non-attendance on one particular day of the week (often Friday); and the impact of family holidays in term time (with 32% of young people in this group having had at least one family holiday during Term 1). Additional staffing resource will be allocated to the further analysis of this data to inform future actions across the Education Service. 2.17 Targeted interventions and supports for vulnerable groups A Professional Learning package has been developed which will support establishment staff to assess reasons for school non-attendance and to identify appropriate supports. This too will be launched in March 2026, alongside a robust implementation plan to support establishment staff and build confidence and skills to manage emotionally based school non-attendance. 2.18 Partnership working A wide range of multi-agency partners have collaborated with the education service to promote improved school attendance. A working party has been established, and a number of partnership programmes are being evaluated. 2.19 Improving Attendance Quality Improvement Programme Five North Ayrshire establishments were involved in an Education Scotland-led Attendance Quality Improvement Project in session 2024-25. The five schools involved (Hayocks Primary, St. Winning’s Primary, Corsehill Primary, Irvine Royal Academy and Ardrossan Academy) attended a number of sessions which supported them to utilise the quality improvement process to develop tests of change using the ‘plan, do, review’ cycle. Examples of projects include providing pupils with alternative educational provision and positive experiences through outdoor learning to enhance health & wellbeing. This had a positive impact on attendance for a small group of identified pupils, with a 3-percentage point improvement in attendance noted over this short period (May and June). A further project worked with a small group of targeted learners whose attendance was between 80 and 90%. Through the use of reflective tools and discussions, key barriers for some learners and families were identified. The process recognised the importance of early intervention and consistent communication, with some pupils seeing a positive impact on attendance. For those with no improvement, this approach ensured staff had a full understanding of the wider impacts on the individual children’s barriers. 2.20 Examples of Good Practice Two of our establishments have demonstrated significant improvements to pupil attendance levels: Ardrossan Academy and Glebe Primary school. Both case studies will be showcased as part of an Education Scotland national sharing of good practice series. Ardrossan Academy has seen an overall improvement in attendance rates of 4 percentage points. This has been achieved through a holistic monitoring, tracking and intervention programme, recognising that it is every member of staff’s responsibility to promote positive attendance. Glebe Primary has taken a rigorous approach to monitoring and tracking attendance and it is their process which has formed the basis of the newly developed Attendance Tracking and Monitoring tool noted earlier. Glebe Primary has seen a 2-percentage point improvement in attendance and at 94.2% for 39
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session 2024-25, this school sits well above the NAC overall attendance rate for primary schools of 92.1%, and above the equivalent national figure of 93.1%. Current snapshot of attendance in session 2025-26 2.21 In order to give Cabinet a sense of the attendance picture so far in the current session, the table below illustrates cumulative attendance as at the end of December 2025, compared to where it was this time last year. So far this session, overall attendance in North Ayrshire is tracking slightly below where it was this time last year. This is consistent with the national picture, which is also slightly lower (0.4 percentage points) than last year at this point. School attendance is a complex area and there are likely to be multiple contributing factors to the current position. There has been a slightly higher incidence of seasonal illnesses reported so far this session, both locally and nationally. Further analysis work, as outlined at paragraph 2.16, is underway. Overall NAC attendance rate by December (comparison between Dec 24 and Dec 25) Cumulative, by December 2024 Cumulative, by December 2025 Overall attendance rate 89.8% 89.3% Primary attendance rate 92.3% 91.9% Secondary attendance rate 86.9% 86.4% Planned future work 2.22 A comprehensive programme of planned future work will help to further support our ambitions in this area, and includes: • A launch event for the attendance monitoring and tracking tool and the targeted intervention professional learning package has been organised for March 2026. • The Service Operating Procedures for managing attendance will be updated for use in session 2026-27 to reflect the new processes and guidance developed. • During the remainder of session 2025-26 time will be spent conducting a deeper analysis of attendance data, including data around reasons for absence, and this will be triangulated with available health and wellbeing data and the results of our Pupil Attitudes to Self and Schools survey to support a better understanding of the North Ayrshire context and develop bespoke supports. • We will work with partners to develop a directory of attendance supports available across the authority and collaborate to develop and test additional programmes. • Recognising the impact school non-attendance has on the wellbeing of children, young people and families we have made available funds from the Children and Young People’s Community Mental Health and Wellbeing Supports and Services monies to the third sector and are seeking applications with a focus on improving wellbeing through a promoting school attendance lens. We have received 16 applications which are going through scoring and scrutiny in January 2026, with successful projects starting in April 2026. • A further six establishments have been identified to take part in the next cohort of the Education Scotland attendance quality improvement programme: Garnock Academy, St Matthew’s Academy, Glencairn Primary, Pennyburn Primary, Woodlands Primary and St John Ogilvie Primary. This cohort will begin in late January 2026. 40
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2.23 Overarching all of this specific work will continue to be a strong service-wide focus on improving attendance, which will remain a key feature of the new 2026-29 Service Improvement Plan and a regular discussion point at head teacher meetings and quality improvement visits. Underpinning the service-level work, schools will continue to work on the implementation of attendance improvement activities as identified in their School Improvement Plans. 3. Proposals 3.1 It is recommended Cabinet: (a) Notes the contents of this report; and (b) Agrees to receive further updates, for example through the Standards and Quality Report and through a subsequent separate annual attendance report, as necessary. 4. Implications/Socio-economic Duty Financial 4.1 The funding for the temporary additional staffing resource will be from within the service’s existing overall funding envelope. Human Resources 4.2 Temporary additional staffing resource will be allocated to support the service-wide analysis of attendance data and support senior leaders to develop further focused approaches to improving attendance. This will be funded from within the service’s existing funding envelope. Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 Council priorities: 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. The extent to which this is achieved will be further enhanced through improved attendance levels in our schools. 41
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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. 5. Consultation 5.1 There has been no formal consultation on the overall content of this report, although elements of our approach have been co-designed with partners. Andrew McClelland Head of Service (Education) and Chief Education Officer For further information please contact Eilidh James, Quality Improvement Officer, on 01294 324413. Background Papers (Relevant background papers are provided via embedded links within the document.) 42
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Appendix 1 43
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet (Education) Title: Joint planning approach for Children and Families Purpose: To provide an update on progress in developing a joint plan for children and families from 2026. Recommendation: That Cabinet: • notes the progress made to date in developing a joint plan; • supports the continued development work; and • notes the proposed governance arrangements for the plan. 1. Executive Summary 1.1 This paper sets out progress towards a more integrated approach to formal planning and reporting across Children’s Services and related areas in North Ayrshire. Current arrangements involve multiple plans and reporting cycles managed separately, leading to possible duplication and fragmented oversight. A joint working group has started aligning these plans by reviewing existing strategies, analysing the children and young people data profile, and developing a shared vision with related actions and measures. 1.2 We share a collective responsibility to promote the wellbeing, rights, and outcomes of children and young people in our area. This responsibility is underpinned by key statutory duties, including: • Children’s Services Planning: Every local authority and its Health Board must jointly prepare a Children’s Services Plan for each three-year period. • Child Poverty Reporting: The local authority and Health Board must jointly produce an annual Local Child Poverty Action Report. • Children’s Rights Compliance: Local authorities and Health Boards, as listed public authorities, must act in a way that is compatible with the UN Convention on the Rights of the Child (UNCRC) and embed children’s rights in their decision-making and service delivery. 1.3 While the Council and Health Board hold overall responsibility, these duties require close collaboration with other CPP partners and meaningful engagement with children, young people, and families throughout the development and review of plans. Together, these plans form a suite of strategic documents that guide our shared efforts to improve outcomes and reduce inequalities for children and young people across all relevant partners. Agenda Item 6 47
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1.4 Recognising the links across this suite of children’s services plans and reports, we are taking a phased approach to aligning planning and reporting, supported by a shared set of child and family wellbeing indicators. This will streamline processes, strengthen accountability, and enable more effective targeting of resources to improve outcomes for children, young people, and families. 1.5 The work sits within our wider ambitions of strengthening whole family support. We are one of the Scottish Government’s ‘early adopter’ authorities, with that programme established to address the twin barriers of: i) policy complexity and overlap, and ii) funding and reporting approaches. 2. Background 2.1. Currently, various teams and departments hold individual responsibilities for planning and reporting on services impacting children, young people, and families. This stems from the range of statutory requirements each with their own policy and guidance. These include: • Children’s Services Planning (Part 3 of Children and Young People (Scotland) Act 2014). The legislation sets out a requirement to develop and publish a Children’s Services Plan every three years, reporting annually on its progress. These plans describe how partners will work together and with local communities, to plan and deliver the right types of services and support so these result in improved life experiences and outcomes for the children and families living in that area. • Child Poverty (Scotland) Act 2017. This legislation sets out a requirement to develop and publish an annual report to: describe measures taken and planned to meet 2030 Scottish Government child poverty targets; include income- maximisation supports, advice and financial assistance; and highlight tailored actions for families facing additional challenges due to protected characteristics. • UNCRC Incorporation (Scotland) Act 2024. This legislation sets out a requirement to develop and publish report on actions taken to comply with UNCRC and outline future improvement plans. This supports the integration of children’s human rights into planning, communications, and decision-making. 2.2 Despite the best endeavours of teams to work collaboratively, the current separate reporting structures inevitably results in a degree of duplication, crossover, and complex governance arrangements. 2.3 We are at a critical point in the planning cycle, and there is an opportunity now to integrate some key plans from 2026. In particular, the current Child Poverty Action Plan, the Children’s Services Plan, and the Children’s Rights Plan will all come to a natural end in 2026. In addition, our statutory responsibility to report on Children’s Rights will commence in 2026. Therefore, we are working towards developing a joint plan and report incorporating Child Poverty, Children’s Services and Children’s Rights for the period 2026-2029, the approach adopted will ensure that the Council and other partners continue to meet statutory planning and reporting duties. 2.3 Joining the planning approaches is in line with the Scottish Government’s Whole Family Support (WFS) project, where we are one of seven ‘early adopter’ local authorities. The Whole Family Support approach recognises that reporting complexity and overlap acts as a barrier to local authorities and aims to address this by increasing permissions and reducing reporting and bureaucracy burdens. 48
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2.4 As an early adopter, we are in the process of agreeing with Scottish Government the parameters of a flexible approach to outcomes and aligning reporting with WFS outcomes. The WFS approach further considers the potential flexibility around funding lines including a range of budget areas. We will continue to work closely with Scottish Government colleagues to finalise this detail, with aspirations that FY 2026/27 will be a ‘development year’ ahead of wider rollout for all councils in 2027/28. Current indications are that increased permissions and reduced reporting will be dependent on agreement of an outcomes framework, with a further expectation that councils enable a multiagency approach including local partners. 2.5 By streamlining relevant indicators, we can gain a more coherent and nuanced understanding of the impact of our collective efforts on child and family wellbeing. This would continue to shift traditionally siloed data practices to reveal an interconnected picture of outcomes. With a shared and consistent evidence base, our strategic planning and decision making would become more robust, enabling us to target resources towards where they will have the greatest impact. 2.6 A cross-service working group has been established to prepare for this transition. The group has: reviewed existing plans to identify overlaps and gaps; analysed the children and young people data profile to inform priorities; drawn on professional expertise and knowledge from across services; and developed a shared vision. The group are currently working to develop the related actions and performance framework to support the plan. 2.7 The Children’s Services Strategic Partnership (CSSP), which sits below the CPP, has responsibility for overseeing Children’s Services planning. In November 2025, the CSSP approved a set of draft core values and the direction of travel. The intention is that the CSSP will continue to take on the primary governance role for the integrated plan. To support this, the current CSSP structure, membership and terms of reference will be reviewed as part of new plan arrangements. The Executive Youth Council will be recruiting new members in early 2026 which will have responsibility in holding the delivery of 3-year plan to account, contributing to the review, and creating a child- friendly version of annual action plans. 2.8 In addition, we recognise that the Community Planning Partnership (CPP) also has a significant role in overseeing work that impacts children, young people, and families. We will continue to explore governance options to ensure clarity and alignment continues across these structures. In the CPP workshop in December 2025, partners endorsed the core values, approach, and high-level governance arrangements. 2.9 The process of strengthening alignment across governance, planning and service provision is complex and multi-faceted. The Scottish Government’s WFS approach is underway but is operating on a multi-phase basis with real-time learning integrated into the process. Similarly, we are viewing our own local reform as incremental. The opportunity to align these areas now as a result of natural policy cycles is timely. However, we believe there may be scope to go further than this over time based upon lessons-learned in this initial phase. Key feedback from other councils who have embarked upon this journey has been to move one step at a time rather than attempting to deliver everything at once. Our overarching goal remains to further strengthen our capacity to deliver integrated and holistic support to those residents who require it. 49
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3. Proposals 3.1 Cabinet is asked to: i) Note the progress made to date by the cross-service working group in reviewing existing plans, data and developing a shared vision and core values. ii) Support ongoing development work to align reporting and planning, including a shared set of child and family wellbeing indicators. iii) Note the proposed governance arrangements and provide any comment as desired. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications arising directly from this report. Across plans resources are allocated both on a recurring and non-recurring basis to support priorities, as plans are integrated opportunities may arise to better maximise the use of resource across the system, including opportunities whereby the Scottish Government may support greater flexibility over a number of funding streams that are currently ringfenced. Human Resources 4.2 None. Legal 4.3 The joint planning approach meets our statutory obligations under the Children’s Services Planning (Part 3 of Children and Young People (Scotland) Act 2014); the Child Poverty (Scotland) Act 2017; and the UNCRC Incorporation (Scotland) Act 2024. Equality/Socio-economic 4.4 The joint plan actively seeks to reduce inequality and improve the socio-economic outcomes for North Ayrshire residents through increasing the efficiency of resource deployment and improving the provision of wraparound support for those families / households who stand to benefit most. Climate Change and Carbon 4.5 None. Key Priorities 4.6 The joint plan directly demonstrates activity that contributes to our four Council Plan priorities, with a particular focus on transitioning to a Wellbeing economy. Community Wealth Building 4.7 Over the medium- to long-term, improving support for children and families in this manner will support our wider ambitions around Community Wealth Building. 50
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Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The joint plan explicitly demonstrates our commitment to Children’s Rights and our continued work to ensure children’s rights are being met. Consumer Duty 4.10 None. 5. Consultation 5.1 The joint plan has been developed based on feedback from a range of consultation and engagement feedback, including feedback from children and young people. In creating the plan, we have engaged with the cross-service working group, the Children’s Services Strategic Partnership, and the Community Planning Partnership Board. Ongoing consultation and engagement will inform the Plan over the next three years. Sam Anson Executive Director (Education) For further information please contact Claire Coburn, Project Manager (Child Poverty), on clairecoburn@north-ayrshire.gov.uk. Background Papers N/A 51
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Our Council Plan Progress Report – Mid Year 2025 to 2026 and LGBF Analysis (October 2025 Data Release) Purpose: To advise Cabinet on progress in delivering Our Council Plan 2023-2028 as at Mid-Year 2025-2026. Recommendation: That Cabinet: (i) Approves the Mid-Year Report and notes it will be considered by the Audit and Scrutiny Committee. (ii) Note the status of the Council’s performance indicators within the LGBF Analysis of the October 2025 Data Release. 1. Executive Summary 1.1. Our Council Plan Progress Report Mid-Year 2025-26 (Appendix 1) shows how our council is continuing to progress our priorities in line with Best Value legislation in the six months ending 30th September 2025. It is supported by the Local Government Benchmarking Framework Analysis of the October 2025 data release (Appendix 2), which presents our performance relative to others and enables us to learn from other local authorities. 1.2. When considering the Council Plan performance indicators, LGBF indicators directly relating to our Council Plan and accompanying narrative to demonstrate impact, our performance remains strong in many areas. This is detailed in the key highlights section at 3.3.3 of this covering report and within Appendices 1 and 2. 1.3. Where challenges exist resulting in less positive performance, these are detailed within Appendix 1 for transparency and measures are in place to address these within timescales. 1.4. The recent approval of a refreshed Performance Management Strategy will strengthen our reporting across our council and ensure reporting remains robust and compliant with Best Value legislation. Agenda Item 7 53
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2. Background 2.1. Under the Local Government (Scotland) Act 1992 and Local Government in Scotland Act 2003 we have a duty to demonstrate Best Value. To ensure we support our residents, fulfil our statutory duties and invite scrutiny, we actively manage performance and develop our reporting to make it accessible and engaging. 2.2. The Statutory Performance Information Direction 2024 which determines how we demonstrate Best Value has now taken effect. It applies to the reporting of activity that has taken place since 1st April 2025 for approximately three years. Guidance on the Direction is expected to be released in stages and is being monitored to ensure continued compliance. 3. Assessment of Performance 3.1. Performance Indicators 3.1.1. There are 26 performance indicators within our framework. At Mid-Year, the overall status of the framework is: • 11 x on target (green) • 5 x significantly off target (red). • 4 x slightly adrift of target (amber) • 6 x data only 3.1.2. The status of indicators not previously reported at Year End i.e. “fresh data” as at Mid-Year are: • 3 x on target (green) • 1 x significantly adrift of target (red) • 1 x slightly adrift of target (amber) • 4 x data only 3.1.3. The status of a PI is determined by the following tolerances: Status Description On target Slightly adrift of target (typically this represents a variance ≥ 1% and < 5% from the target). Significantly adrift of target (typically this represents a variance ≥ 5% from the target). Data only (PIs only) – this is where a target has intentionally not been set, usually due to the indicator being a new indicator or where we can only partly contribute to the outcome. Data not available / status unknown - (PIs only) the status is not available either due to data not being available or no target being set. (Source: Our Performance Management Strategy 2023/2028 – October 2025 Refresh) 54
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3.1.4. The details of those adrift of target are below: 3.1.5. CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF) (Red) 3.1.6. The household waste recycling figure for Quarter 2 Calendar Year (April to June 2025) is estimated at 51.2%, which is still subject to verification by SEPA, this is lower than the Quarterly target of 56%. Actions have been taken to improve the separation of Waste Upholstered Domestic Seating (WUDS) from within our bulky waste collection service to help minimise the impact of the change in legislation. Contamination levels within the purple bin for glass, cans and plastics have contributed to a decline in performance and actions to promote the council’s ‘Right Stuff Right Bin’ campaign are ongoing to try and reduce this. An increase in the type of wood being deposited at recycling centres that is only suitable for biomass recovery and not for recycling, is also impacting performance. Actions are being taken to explore the level of source segregation at each recycling centre to identify if there is further scope for improvement. The reduction in performance related to separating WUDS from bulky uplifts will start to improve in Q4 2025 Calendar Year (October to December 2025), following the change to the bulky waste service, with further recovery anticipated in the 2026 calendar year which will contribute to meeting the target. 3.1.7. The Improvement Service published the household waste recycling figures for the 2024 calendar year in October 2025 via the Local Government Benchmarking Framework. The council continues to be a high performer, with a recycling rate of 53% for the 2024 calendar year, achieving 9th out of the 32 Scottish councils, with only 0.3% separating our council and the 5th place council. We manage the largest waste tonnage of the strongest performing nine councils, managing over 8,200 tonnes more waste per year. 3.1.8. The average recycling rate in Scotland for 2024 was 44.3% and we are 8.7 percentage points above the national average at 53%. 3.1.9. CP_48 % of income due from council tax received by the end of the year (LGBF) (Amber) 3.1.10. The percentage of income due from council tax received by the end of the year was 94% for 2024-25. This is below the target of 98% resulting in the amber status for this indicator. Performance represents a slight improvement from the previous year and is relatively consistent since 2022-23. Collection activity in relation to Council Tax debt continues, with the achievement of budgeted recovery levels forecast over the medium term. We continue to support residents throughout the year through repayment plans and where required through directing residents to other money advice supports available. It is also recognised that the ongoing encouragement for residents to use the direct debit payment method should help improve collection levels in future. 55
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3.1.11. Examples of performance indicators meeting or exceeding their target include, CP_36 Number of residents participating in community learning and development activity including youth work, achieved a Quarter 2 value of 7,933, against a target of 7000. In addition, CP_41 Number of empty homes brought back into use (actual), achieved its target of 78 for Quarter 2. 3.1.12. Indicator Amendments and Recommendations 3.1.13. CP_47 Gross rent arrears (all tenants) as a percentage of rent due for the year 3.1.14. The 2023-24 figure has been amended from 5.9% to 7.5% through the Annual Return on the Charter (ARC) Data Corrections 2023-24 submitted to Cabinet 23 September 2025. The amendment was made as some periods had been incorrectly classified as long-term vacancies affecting the rent owed and increasing the rent loss. Updated guidance has been issued and a new process is now in place for recording excluded periods supported by monthly quality assurance checks. The Improvement Service has been informed of this amendment however, as this will not be reflected through the LGBF dashboard until the 28 November Data Release, the 2023-24 rank in the LGBF Analysis as at October 2025 (Appendix 2) has been manually calculated based on this amendment. 3.1.15. CP_25 % of Council dwellings that meet the Scottish Quality Housing Standard (LGBF) 3.1.16. Following the publication of the October 2025 data release from the Improvement Service, the 2024-25 figure has been confirmed as 94% as per the previously reported provisional data. 3.1.17. Targets 3.1.18. 2026 to 2028 targets will be reviewed during Quarter 4 2025-26 to ensure they accurately reflect the current operating environment including legislative changes. This will ensure statuses accurately indicate whether action is required and will in turn support effective scrutiny. 3.2. Actions 3.2.1. There are 47 actions within Our Council Plan, with one reported directly through the Health and Social Care Partnership (HSCP) and excluded from this report. All remaining 46 actions are on target (green) as at Mid-Year. 3.2.2. Our Performance Management Strategy was approved by Cabinet on 2nd December and details how to determine whether an action is on target. This is being used within training to embed a structured approach to performance management across our council at strategic and operational levels. This fulfils the Annual Audit 2024-25 action relating to managing action progress effectively. 56
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3.3. LGBF Analysis of October 2025 Data Release 3.3.1. The data release shows 11 of our 15 updated priority indicators are in the top two quartiles, this includes areas such as percentage of invoices sampled that were paid within 30 days, proportion of the highest paid 5% of employees who are women, and proportion of council dwellings meeting Scottish Housing Quality Standards. 3.3.2. Our short term (most recent one year comparison) is showing an improvement in 10 of our 15 updated priority indicators, with only four demonstrating a decline in performance. Improved indicators include CO2 emissions area wide per capita, percentage of income due from Council Tax received by the end of the year, and percentage of A class roads considered for maintenance treatment. 3.3.3. Key Highlights 3.3.3.1. Wellbeing • Working with the Collaboration for Health Equity (CHES), Public Health Scotland and the Institute for Health Equity (IHE) we have reviewed data to better focus resources based on community needs and in line with the Marmot principles. This targeted approach will help design interventions within specific areas of North Ayrshire. • Overall attainment has increased, including literacy and numeracy and the highest rate of S5 leavers achieving fifth level numeracy in the past five years. The poverty related attainment gap has also reduced. • 96% of our school leavers are progressing to higher education, training, voluntary work or education. • Our welfare rights and debt advice service launched as ‘Money Smart’ in May, creating a central comprehensive service for residents. • The Equal supported employability programme has relocated to Lochshore Hub in the Garnock Valley. This offers improved facilities to support people with disabilities and long-term health conditions. • As part of Suicide Prevention Week our Education Service and Health and Social Care Partnership partnered with Shout and launched a text-based Mental Health Service for North Ayrshire residents. The free and confidential service is available to residents of all ages and can be accessed by texting SUPPORTNA to 85258. • Recent new home developments include 29 new homes in Irvine, 19 in Ardrossan and 14 across four sites in Beith and Kilbirnie. In Largs 26 new homes were officially opened in September. 3.3.3.2. Communities and Local Democracy • Following approval of the Locality Planning review, implementation of recommendations to further enable our residents to take part in local democracy have begun. 57
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• 100 young people participated in the 31st Joint Youth Cabinet at Saltcoats Town Hall. • 280 young people gained Gold, Silver or Bronze Duke of Edinburgh Awards this year. • Community Investment Funding has been granted to four groups totalling over £224k. This includes supporting the building of a community and education hub to host events, improvements to venues, supporting the advancement of wind and hydro projects and a minibus which will significantly increase opportunities for our young people. • Island residents and stakeholders were actively involved in the new National Islands Plan for Scotland, participating in two virtual engagement sessions, facilitated by the Scottish Islands Federation. 3.3.3.3. Climate Change • An award for the Levelling Up for Ayrshire – Commercial and Low Carbon Infrastructure under the Levelling Up Fund (LUF) Round 3 of £17.4m was secured from the UK Government, the memorandum of understanding was received April 2025. • We are supporting our local business base in terms of recovery and sustainability. This has already resulted in a reduction of 1,568 Tc2e carbon, £547k energy cost savings and 88 new jobs projected, with 27 already realised. • Active Travel routes continue to be developed including the Brodick to Glen Rosa active travel route and improvements in Beith to Kilbirnie routes. • 50,255 trees have been planted though various projects and via community partners. We are on schedule to achieve the overall target of 108,000 trees planted by 2030. 3.3.3.4. A Sustainable Council • Our annual audit concluded our council has continued to demonstrate a strong culture of continuous improvement. It has robust arrangements in place to secure Best Value and has made good progress with the previous year’s Best Value recommendations. • Our Transformation Programme continues to progress at pace, including energisation of the 7.48MW Nethermains Solar Farm and positive feedback from residents regarding the Household Waste Recycling Centre booking system introduced in April. • Extensive funding proposals were approved by Cabinet as part of the annual Regeneration Delivery Plan. This included £0.761m under the Place Based Investment Programme, £1.561m under the Vacant and Derelict Land Fund and £0.962 under the Active Travel Infrastructure Fund Tier 1. • Ayrshire 5GIR Digital Renewal Manager attended and spoke at the Connected Britain event, raising Ayrshire’s profile on a national stage and winning the Industrial Innovation award. With 8,000 attendees over two days, this is a significant achievement for the A5GIR. 58
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3.3.4. Key Next Steps 3.3.5. As per the Annual Audit 2024 to 2025 regarding managing action progress and next steps, where next steps don’t relate to the six-monthly period following the report (31st March), dates for completion are included. • We will progress recommendations from recent Best Value audit work inline with the timescales confirmed with Audit Scotland. • We will establish a formal agreement with the Smart Data Foundry to facilitate improving the use of our information to address poverty in North Ayrshire in line with GDPR. • By June 2026, we will have co-designed and launched a short, accredited entrepreneurial course in partnership with Ayrshire College and our Third Sector Interface, enrolling at least 10 parents in the first cohort. • We will host a CHES workshop for a range of partners to understand key priorities and opportunities to improve health outcomes in the area, while working with national partners to support the second publication by the Institute of Health Equity (IHE). • We will progress the findings from the Locality Planning Review 2.0. • We will review community grants and funding processes, aiming to implement changes by the end of 2026. • Following analysis of the results of the North Ayrshire Community Transport Survey, we will work with partners and communities to design and implement a pilot Community Transport project by the end of 2026-27. • We will develop a new Housing Acquisition Strategy, consolidating existing acquisition programmes and funding streams, and investigating new opportunities, to ensure any homes purchased from the second-hand market, and off-the-shelf from developers, deliver maximum impact in addressing current and projected social housing needs and demands across North Ayrshire. (Expected target date 30 of June 2026) • We will review the Council’s Scheme of Assistance, including consideration of the evidence base for any further interventions, such as the potential for a means-tested support fund for common repairs in council factored housing blocks. • We will continue to progress our comprehensive Transformation Programme. • We aim to plant an additional 13,000 trees during the financial year 2025 to 2026. • We will progress a programme of Active Travel and sustainable transport projects. • Building on the success of Climate Action Week and the Climate Chemistry Workshop, we will create new climate change education resources for Biodiversity Week in May 2026. 59
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4. Proposals That Cabinet: (i) Approves the Mid-Year Report and notes it will be considered by the Audit and Scrutiny Committee. (ii) Note the status of the Council’s performance indicators within the LGBF Analysis of the October 2025 Data Release. 5. Implications/Socio-economic Duty Financial 5.1. None. Human Resources 5.2. None. Legal 5.3. These reports demonstrate how we meet our statutory duty of Best Value through compliance with the Statutory Information Direction 2024. Equality/Socio-economic 5.4. None. Climate Change and Carbon 5.5. None. Key Priorities 5.6. The Council Plan Progress Report outlines how we will actively manage the delivery of Our Council Plan priorities. Community Wealth Building 5.7. None. Islands Communities Impact Assessment (ICIA) 5.8. None. United Nations Rights of the Child (UNCRC) 5.9. None. Consumer Duty 5.10. None. 60
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6. Consultation 6.1. The ELT have scrutinised this report. Aileen Craig Head of Service (Democratic) For further information please contact Isla Cruickshanks, Senior Manager (Policy, Performance and Democracy). Email IslaCruickshanks@north-ayrshire.gov.uk Background Papers None. 61
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Our Council Plan Six Monthly Progress Report 1 April 2025 to 30 September 2025 Appendix 1 62
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Contents Our Performance at a Glance ................................................................................................. 1 Welcome ................................................................................................................................. 2 Wellbeing ....................................................................................................................... 4 Communities and Local Democracy ............................................................................ 14 Climate Change ............................................................................................................ 20 A Sustainable Council .................................................................................................. 25 Our Transformation Programme .................................................................................. 28 Our Workforce Strategy 2024 – 2028 .......................................................................... 33 Audits, Inspections and Accreditations ........................................................................ 35 Performance Summary ......................................................................................................... 38 Performance Indicators Adrift of Target ....................................................................... 38 Indicator Amendments and Recommendations .......................................................... 39 Actions Adrift of target ................................................................................................. 39 Performance Indicators ........................................................................................................ 40 Action Tracker ....................................................................................................................... 43 63
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 – 2026 Page 1 of 48 Our Performance at a Glance Online Household Waste Recycling Centre booking system well received by residents £0.761m Place Based Investment Funding allocated for 2025 to 2026 ‘Money Smart’, our welfare rights and debt advice centre launched £17.4m funding secured from UK Government for Levelling Up for Ayrshire Text based mental health service SHOUT launched. Text SUPPORT NA to 85258 Gold SCQF School Ambassador Award achieved by St Matthews Academy We started construction on our new state-of-the-art Ardrossan Community Campus 25 Community Projects supported through the £2.67m Shared Prosperity Fund Programme 96% of school leavers are going on to higher or further education, training, voluntary work or employment Equal Programme, our supported employment service, relocated to Lochshore Participatory Budgeting Programme opened in August 2025 with £204,157 community funding available 280 pupils were recognised for their hard work and dedication at this year's Duke of Edinburgh’s Awards 64
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 – 2026 Page 2 of 48 Welcome Welcome to our Mid-Year Progress Report on our Council Plan 2023 to 2028. This report covers the period 1 April 2025 to 30 September 2025. Our Council Plan is our contract with our residents and this report details how we are progressing our four priorities of Wellbeing, Communities and Local Democracy, Climate Change, and A Sustainable Council: Our Vision: A North Ayrshire that is fair for all Our Mission: Working together to improve the lives of our people in North Ayrshire Delivery of our Council Plan is progressing positively; 58% of indicators where the status is known are either on target or slightly adrift of target and 100% of our actions are on target. We regularly compare our performance to other local authorities with similar demographic traits through the Local Government Benchmarking Framework (LGBF) and include information on this within the attached LGBF Report. There are 33 LGBF indicators that link closely with our Council Plan priorities. Of these, 15 have been updated since our Year-End report and 11 are in the top two quartiles. The latest publication of ‘Achievement of Curriculum for Excellence Levels (ACEL)’ has highlighted the positive impact raising attainment work has had. Amongst other highlights, achievement for S3 pupils has increased for Third and Fourth Level in both Literacy and Numeracy since 2021 to 2022. The poverty-related attainment gap has reduced by 10 percentage points in Third Level Literacy and nine percentage points for Third Level Numeracy in S3 pupils. 65
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 – 2026 Page 3 of 48 Cabinet approved the recommendations of our Locality Planning review. These are being implemented and include supporting the partnerships, improving the content of meetings, a renewed focus on the locality plans and Community Investment Fund guidance. We launched Money Smart, linking to our new Financial Inclusion Strategy 2025 to 2030 and closely aligned to the Council Plan Wellbeing priority and the Health and Social Care Partnership’s strategic ambitions of enabling communities, developing and supporting our workforce, providing early and effective support, improving health and wellbeing, and tackling inequalities. The strategy provides a holistic overview of the financial services available to enable our residents to take positive, independent steps financially. Our new booking system for Household Waste Recycling centres is now available, meaning our Recycling Centre teams can assist residents with waste disposal more efficiently and safely. Currently 53% of household waste is recycled making the council the 9th highest performing in Scotland (based on the 2024 calendar year data). Though our Supporting our 2030 Woodland: A Tree Planting Strategy, 50,255 trees have been planted creating new or extending existing woodland areas across North Ayrshire and we are progressing well to reach our overall target of 108,000. To give context to the environment in which we deliver our services, some key measures are highlighted below. These are monitored as part of a wide range of measures within our Wellbeing Economy Dashboard, which examines trends in North Ayrshire. Together we will ensure a North Ayrshire that is fair for all. Population of North Ayrshire: 134,010 (June 2024) 24.3% of our children live in poverty after housing costs (2023-24) 28% of our households live in fuel poverty (2021-22) 63.1% of working age population is in employment (January - December 2024) 12.2% of people earn less than the living wage (2024) Area wide CO2 emissions are 540.1kt CO2e (July 2025) 66
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 4 of 48 Wellbeing To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. Key Activities Child Poverty A key focus of our Child Poverty Strategy Team (CPST) is developing and delivering place-based tests of change in partnership with communities and third sector partner organisations. Place-based tests of change are methods of working with communities in specific areas to understand and address key issues such as child poverty. Due to the complexities involved, place-based tests of change tend to be long term approaches to help establish solutions within and alongside our communities. We are working with our communities to ensure that support is accessible and informed by lived experience. As part of the tests of change, two new roles will be introduced in areas of highest need, identified through data mapping and partner organisations. These roles will act as connectors, helping individuals navigate and access existing services, while building confidence and capability. To support this work, the CPST has secured access to the Smart Data Foundry, which uses data to drive positive social change. For example, in the Fairer Futures Partnership co-design initiative with Beith Community Development Trust in Kilbirnie South and Longbar, the data has helped shape a collaborative response that will include financial inclusion support through the local credit union and welfare rights officers. It will also include community-led efforts to strengthen numeracy and literacy outcomes. In response to staff feedback, the CPST developed and launched an e-learning module for colleagues to support professional learning around poverty. The module covers perceptions and impact, relevant legislation, language and terminology. The module has since been made available to external partners following multiple requests from colleagues in the third sector and NHS. Additionally, the CPST is working with Ayrshire College and the Third Sector Interface (TSI) to design a short, accredited entrepreneurial course for parents. On completion, participants will be eligible to apply for a small business start-up grant. Both initiatives are supported by the Child Poverty Early Intervention Fund (CPEIF). We continue to develop the Collaboration for Health Equity (CHES) programme alongside national partners (Public Health Scotland and the Institute for Health Equity). Our local steering group reviewed data produced at North Ayrshire, Locality and Intermediate Zones. As a result an ‘enhanced focus’ within the programme have been agreed: • Marmot Principle 1: Give every child the best start in life: Irvine – Fullerton, Castlepark South, Bourtreehill. • Marmot Principle 3: Create Fair employment and good work for all: Three Towns – 67
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 5 of 48 Ardrossan Central, Saltcoats Central, Stevenston Hayocks. • Marmot Principle 6: Strengthen the role of ill health prevention – Garnock Valley. Attainment & Achievement The Achievement of Curriculum for Excellence Levels (ACEL) data was presented to Cabinet on 3 June 2025 and showed that: • The overall achievement level of S3 learners has increased for third and fourth levels in both literacy (five percentage points) and numeracy (seven percentage points) since 2021 to 2022. • For fourth level literacy and numeracy, the achievement figures are the highest since 2019 – up by 12 percentage points and two percentage points, respectively. • For S3 pupils, the poverty-related attainment gap has reduced by 10 percentage points in third level Literacy and by nine percentage points for Third Level Numeracy. • At 60%, the percentage of S5 leavers achieving fifth level numeracy is the highest in the last five years. • 96% of school leavers are progressing to higher education, further education, training, voluntary work or employment. This shows work being achieved around raising attainment, specifically in literacy and numeracy and closing the attainment gap between our most and least disadvantaged children and young people, is having a positive impact. As part of the release there has also been a modest narrowing of the attainment gap related to care experienced learners. With support from the Corporate Parenting Team, five secondary establishments completed the Keeping the Promise Award (KTPA). This award empowers those working within an educational setting to learn what they can do, both individually and collectively to Keep the Promise by raising awareness and supporting practice. Education teams attended The Promise Champions Network on 18 September 2025 and were updated on the new Progressions data base which will track care experienced learners as they move on to college. Each secondary school now has an active Champions Board with 68 young people regularly taking part in activities. This session will see more involvement for our primary aged care experienced learners. Within the Service Improvement Plan, we have identified actions to strengthen partnerships with Health and Social Care Partnership (HSCP) colleagues to include those who work with our care experienced learners. Education and HSCP colleagues meet monthly to facilitate joint planning for care experienced learners in external education and care placements. Our joint delivery of the Performing Engineering Operations (PEO) Units Scottish Credit and Qualifications Framework (SCQF) Level 5 have commenced. They are delivered in Ardrossan Academy and Ayrshire College enabling our young people from a number of our secondary schools to engage in the programme. Cabinet endorsed the further development of the Ayrshire Growth Deal (AGD) tool within North Ayrshire educational 68
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 6 of 48 establishments. The tool is a way of learning more about the AGD in terms of the careers and opportunities available to our young people within these sectors and skills required. The following sectors of employment are focused on as key growth areas: • Aerospace and space • Tourism • Communities and energy • The environment • The circular economy Designed for our young people, feedback from our schools in June 2025 suggests finalisation of the tool along with the inclusion of some further information and media contact would be beneficial. Our Education Service has already shared the tool with a wide range of colleagues and partners for feedback. Catchment Areas In June, Cabinet approved, where possible, the reservation of up to two places at each year stage throughout the primary schools of Fairlie, Mayfield and Montgomerie Park. Due to the number of new build homes being constructed in the catchment areas for these schools, it was prudent to get ahead of the demand for places and to ensure children moving into these areas would have a place within their catchment primary school. Additional benefits will include reducing potential transport and staffing costs of children being educated at a school out with their catchment area. United Nations Convention on the Rights of the Child (UNCRC) Our Early Years Centre in Largs was awarded a Silver Rights Respecting School Award by UNICEF UK in April 2025. The Largs UNCRC coordinator said: “As one of the UNCRC leads, it is a joy to see children not only receiving their rights but harnessing these for themselves which can be seen through children assessing risk in their own environment. It also supports children in advocating the rights of others by utilising our Makaton communication signs (a communication program that uses a combination of speech, hand signs, and picture symbols to help people with learning and communication difficulties) which support our children in becoming ambassadors towards their own learning.” This builds on the prior position of 16 primary schools and one secondary school being awarded the UNICEF UK Gold Rights 69
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 7 of 48 Respecting School Award (RRSA) in recognition of having fully embedded children’s rights throughout their policies, practice and ethos. North Ayrshire Active Schools North Ayrshire Active Schools, part of our council’s Community Learning and Development Service, held a Young Ambassador’s Conference at the Portal in Irvine in September, welcoming 175 secondary school pupils. Arran High School, Ardrossan, St Matthew’s, Auchenharvie, Kilwinning, Irvine Royal, Largs, Garnock and Greenwood academies were all in attendance. The event provided an opportunity for our young people to discuss and shape sport opportunities within their educational establishments, and also develop communication, leadership and influencing skills. Just one of several programmes run within North Ayrshire Schools, the Active Schools programme provides our young people with an inclusive platform to promote and encourage participation in sport across our educational establishments and the wider community. Financial Inclusion – Money Smart Our welfare rights and debt advice service for North Ayrshire residents launched as ‘Money Smart’ on Thursday 1 May. North Ayrshire Health and Social Care Partnership’s Money Smart service incorporates the former Money Matters and Welfare Reform Advice teams, and will provide free, confidential and impartial welfare rights advice for: • All North Ayrshire Council housing tenants • Non-council tenants, including homeowners, housing association tenants, those living in private lets, and anyone without a fixed address, who: o Is engaged with and referred by North Ayrshire Health and Social Care Partnership, NHS Ayrshire and Arran or council services or third sector agencies such as foodbanks, Citrus or Women’s Aid. o Has dependent children or is pregnant. o Has a disability. o Is a carer. o Is from a minority ethnic background. Our new Financial Inclusion Strategy for 2025 to 2030 was approved by the Integrated Joint Board in September. The strategy is closely aligned to the Health 70
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 8 of 48 and Social Care Partnership’s strategic ambitions of: • Enabling communities. • Developing and supporting our workforce. • Providing early and effective support. • Improving health and wellbeing. • Tackling inequalities. This strategy will allow 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 be more confident in making informed life choices. Employability The Equal Programme has relocated from the Trinity Church, Irvine to Lochshore Hub in the Garnock Valley. This initiative is part of the Your Next Move, Working North Ayrshire Programme and aims to provide person centred training and employment support for individuals with long-term health conditions, helping them take the next step toward sustainable work. The relocation offers more space and improved facilities to provide enhanced support for people with disabilities and long-term health conditions as well as providing a Specialist Employability Support hub in the Garnock Valley. It was opened by the Social Justice Secretary on 3 September 2025. Our third annual Employability Week ran from 26 to 30 May and featured a series of community events to help showcase services that are available through the council and various partners. Information about job vacancies, new careers, training and volunteering were made available. It included: • A Modern Apprentice recruitment session where young people were able to talk to council services recruiting for apprenticeships, discover more about the roles and get support to apply. • CEIS Ayrshire’s first birthday celebration at the Youth Hub in Stevenston Library. This offered an opportunity to find out about CEIS employment support programmes for those aged 16 to 24 years. • A family celebration day with games at the We Work For Families (WWFF) Parent Hub in the Frank Sweeney Centre for Enterprise in Ardrossan. Attendees explored the variety of support the WWFF Team offer to parents. • A Department for Work and Pensions (DWP) jobs fair in Saltcoats Town Hall. This was an opportunity to meet local employers, discuss job vacancies and seek support from employment services. • A barbecue and open day at Eglinton Community Gardens, Eglinton Park, Kilwinning, hosted by the Employability Team. This gave an opportunity to learn more about the council’s supported employment service. The Modern Apprentice event resulted in more than 280 young people applying for positions while at the DWP Jobs Fair almost 40 people filled in applications or arranged interviews. A Business Breakfast was held by Your Next Move, Working North Ayrshire programme at the Riverside Lodge on Tuesday 30 September. The event was free to attend and a chance to discuss local 71
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 9 of 48 recruitment, training and retention provided by our council and partner agencies. The event was attended by over 30 local businesses, which led to follow up visits to employers who were looking for support to upskill existing employees and seeking to recruit new staff. Mental Health As part of Suicide Prevention Week in September, our Education Service and Health and Social Care Partnership teamed up with Shout, and launched a text-based Mental Health Service for North Ayrshire residents. The free and confidential service is available to residents of all ages and can be accessed by texting SUPPORTNA to 85258 where you will be connected to a trained Shout Volunteer. Overseen by a clinical supervisor, Shout volunteers are able to provide short term text-based assistance and also signpost residents to further support services where required. Housing Our council continues its ambitious plans to build over 1,600 new homes across North Ayrshire. Recent Council home developments include: • 29 new homes built on the site of the former Stanecastle School in Irvine (17 general needs homes, as well as eight homes suitable for wheelchair living and four amenity bungalows). • 19 new homes on the site of the former James McFarlane School on Dalry Road, Ardrossan. • 14 new homes created across four sites at Laburnum Avenue, Beith, and Newhouse Drive, Kilbirnie. Twenty-six new council homes were officially opened on Thursday 18 September at the former St Mary’s Primary School site in Largs. A mixture of two and three bedroom modern and energy-efficient affordable homes were constructed at the site. The £6m project was supported by a grant of £4m from the Scottish Government and completes the 72
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 10 of 48 regeneration of former school sites in Largs. Our Arran Housing Taskforce conducted a survey seeking opinions on the current housing provision on the island as well as future aspirations. More than 600 responses were received including more than 450 submitted by island residents. The survey results will be analysed and a report produced in the near future. At Cabinet in September, the addition of three new actions within the Local Housing Strategy (LHS) 2023 to 2028 were approved. The first of the new actions will continue to steer and enhance the focus of the LHS towards meeting community needs whilst also balancing affordability and sustainability. The second action will cement our collaborative approach to working with the Scottish Government towards ending the national housing emergency. Our council is actively working towards negating pressures to prevent the declaration of a housing emergency in North Ayrshire in the future. And finally, the third action will embed the Housing (Scotland) Bill 2024 within all council policies and procedures. Our North Ayrshire Housing Allocations Policy 2025 to 2030 was approved at Cabinet in September. Developed in accordance with the Housing (Scotland) Act 1987 and aligning with the Scottish Government’s Scottish Housing Allocations Practice Guide 2019, the policy which will be implemented from November 2025 sets out how social housing across North Ayrshire will be allocated. Amongst other objectives, the policy aims to maximise the use of the North Ayrshire Housing Register (NAHR) when addressing local housing needs, prioritise applicants assessed as having the greatest need for accommodation and continue to ensure that housing is allocated by fair and transparent means. Regeneration Extensive funding proposals were approved by Cabinet as part of the annual Regeneration Delivery Plan. This included £0.761m under the Place Based Investment Programme, £1.561m under the Vacant and Derelict Land Fund and £0.962 under the Active Travel Infrastructure Fund Tier 1. The plan focuses on the delivery of physical regeneration across North Ayrshire through an ambitious project- based rolling programme. It informs our priorities for securing and delivering against external funding sources including Scottish and UK Government funds. Further details and specific projects can be found in the ‘A Sustainable Council’ section. Ardrossan Community Campus Construction of the ‘state-of-the-art’ new Ardrossan Community Campus began in July. The campus will feature shared community facilities – including a library, learning hub, and indoor sports facilities featuring a swimming pool, sports hall, gymnasium, dance studio and fitness studio. It will also have outdoor sports facilities including two sports pitches and a multi-use games area, an outdoor learning landscape, recreational and growing spaces, along with associated parking and infrastructure. Islands Island residents and stakeholders were actively involved in the new National Islands Plan for Scotland, 73
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 11 of 48 participating in two virtual engagement sessions, facilitated by the Scottish Islands Federation. These sessions provided an opportunity to review the outcomes of the public consultation previously undertaken to inform the review of the first National Islands Plan and to understand how these findings are shaping the new Plan. Participants were also able to learn about the proposed priorities and themes for the updated Plan and contribute their views to help shape its content. Progress updates will be shared at the North Coast and Cumbraes and Arran Locality Partnership meetings. Visitor Management Plan Our North Ayrshire Visitor Management Plan for 2025 was approved by Cabinet in May. The annual plan outlines our approach to overseeing the impact that tourism has across North Ayrshire. It addresses the challenges and opportunities that tourism brings, setting out priorities for the year ahead as well as taking into account issues identified in the previous plan. Priorities for 2025 include: • Ensuring our Strategic Tourism Infrastructure Development Plans underpin and support applications for tourism-related projects • Quarterly meetings of the Tourism Forum to support visitor economy activity, and • Enhancing the promotion of events taking place across North Ayrshire in 2025. Next Steps We will achieve the following by 31st March 2026 (unless other timescales are detailed below). • We will establish formal engagement with Smart Data Foundry and complete an initial feasibility assessment for integrating internal datasets with the platform. This will include identifying priority datasets, integration pathways and producing a succinct summary of the potential benefits for evidence-informed decision-making. • By June 2026, we will have co- designed and launched a short, accredited entrepreneurial course in partnership with Ayrshire College and our Third Sector Interface (TSI), enrolling at least 10 parents in the first cohort. We will utilise funding from our Child Poverty Early Intervention Fund to enable graduates access to small business start-up grants. • By December 2026, we will co-design and implement a place-based initiative with third sector partners in at least two communities, including recruitment of connector roles to help families access services and build resilience and self-efficacy in navigating available financial and wellbeing supports. As part of the co- design process, we will develop an impact assessment framework and identify opportunities for wider application and scaling up to best serve our communities. • We will host a CHES workshop for a range of partners and stakeholders to understand key priorities and opportunities to improve health outcomes in the area, while also working with national partners to support the 74
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 12 of 48 second publication by the Institute of Health Equity (IHE). • We will further develop the Equal Programme Lochshore Park Hub. • We will finalise plans to collaborate with the community and voluntary sector to provide a whole system and person-centred approach to early intervention and child poverty. • We will co-create with senior leaders a Raising Attainment and Achievement strategy, which will include: o Effective use of tracking and monitoring as well as attainment discussions. o Improved data literacy skills across all staff groups. • We will continue capacity building in the leadership skills of middle and senior educational establishment staff. • We will further increase direct links within the curriculum to the Ayrshire Growth Deal and design further opportunities for skills development in a range of contexts. • We will support the delivery of the Promise Education Award with a pilot group of schools. • We will support care experienced learners through joint planning, improved guidance and the development of a new Service Operating Procedure which will detail how to deliver the Education Service consistently and efficiently. • Following analysis of the results of the North Ayrshire Community Transport Survey, we will work with partners and communities to design and implement a pilot Community Transport project by the end of 2026 to 2027. • We will develop a new Housing Acquisition Strategy, consolidating existing acquisition programmes and funding streams, and investigating new opportunities, to ensure any homes purchased from the second- hand market, and off-the-shelf from developers, deliver maximum impact in addressing current and projected social housing needs and demands across North Ayrshire. (Expected target date 30 of June 2026) • We will review the Council’s Scheme of Assistance, including consideration of the evidence base for any further interventions, such as the potential for a means-tested support fund for common repairs in council factored housing blocks. 75
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Our Council Plan Six Monthly Progress Report – Mid-year 2025 – 2026 Page 13 of 48 Case Study – Drama for Wellbeing In August, our Youth Work Team worked with the Drama for Wellbeing recruits on a five-day summer programme themed around the climate emergency. It focussed on wellbeing and resilience, culminating in a showcase performance at the Harbour Arts Centre, Irvine. During one of the hottest weeks of the summer, a total of 38 children and young people aged between five and 13 years old remained committed, energised and upbeat. Some were stepping out onto the stage for the very first time, yet showed great confidence as they educated and inspired their audience to take the urgent environmental actions needed now to build a better, greener and more optimistic future. At the drama workshops, supported by our sessional youth workers and Youth Work Modern Apprentices, everyone had the unique opportunity to learn alongside our dedicated mental health and wellbeing youth worker and a talented drama professional to discover their own talents and express their bravery. The performance focused on key environmental themes of deforestation, plastic pollution, the marine crisis and the concerns of the children and 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. 76
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 14 of 48 Communities and Local Democracy We will have active, inclusive and resilient communities. Key Activities Participatory Budgeting Our 2025 to 2026 Participatory Budgeting Programme opened in August 2025, inviting applications for Locality, Community Wealth Building and Youth Participatory Budgeting grants. By the closing date on 22 September, we received 263 applications from groups across North Ayrshire. Grants ranging from £1,000 to £2,000 will be awarded to local community and voluntary organisations. A total fund of £204,159 will be shared among successful applicants. Members of the community will take the lead in deciding where the funding is allocated, casting their votes for the projects that matter most to them and shaping positive change in their communities. Locality Planning At Cabinet in May, the implementation of proposals stemming from the locality planning review across our six localities were approved. We undertook self- assessment work and explored best practice for the future of locality planning, particularly the involvement of communities in local democracy across North Ayrshire. Following a large consultation involving surveys with all locality representatives, Elected Members, community planning partners and locality partnerships, the following recommendations were determined and themed around key areas: Support for the Partnership • Support for the partnership will be developed using the concept of the “Team Around the Partnership”. • We will review the membership of Locality Networks which meet regularly to deliver on actions related to the priorities and look at how we can drive participation and representation through existing channels. • A key action will be to continue to strengthen and develop the role of Locality Networks with the support of the council and HSCP Strategic Leads. • A place-based approach to locality planning is key, and a clear understanding amongst stakeholders of the assets within our localities (people, buildings, skills, capacity, funding etc) will be key to improving outcomes. • The role of Local Place Plans and engagement as part of the new Local Development Plan and through our Tenant and Resident Associations will be an important aspect of locality discussions in the coming months. Format and content of partnerships meetings • A formal decision-making section at the start of each meeting, followed by interactive discussions around an agreed locality priority. • The co-production of agenda items and the role of the community representative who is 77
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 15 of 48 Vice Chair will be emphasised. • Alternative formats for reporting will reduce the time spent on “show and tell” style feedback at the meetings which survey respondents indicated could be more effectively communicated. • We will further develop the Community Voice agenda item which is already implemented in Garnock Valley across all partnerships. Focus on the locality plan and addressing inequalities • We will refocus the locality plan to emphasise its centrality to all work related to Locality Partnerships. • Actions to address priorities will be developed further with partners and community representatives. • Plans will clearly articulate the golden thread which runs upwards and downwards from locality plans to the LOIP and the Council Plan. • We will also clearly articulate links to Community Wealth Building in communities. • In parallel to the implementation of Locality Planning 2.0, officers will work with partners across the council, Third Sector Interface (TSI) and KA Leisure to understand how we can better attract, support, recognise and retain volunteers locally and improve the overall volunteer experience. Community Investment Fund (CIF) processes • We will update the CIF guidance which is provided to applicants and strengthen the checklist which Locality Officers’ complete and supply to assist with decision making. This will help to ensure that applications which reach our Partnerships are as robust and aligned to local priorities as possible. • As CIF funding is expended and the approach reaches its natural conclusion across the various localities, we will work with communities and partners to ensure a smooth transition to new ways of co- production. Community Investment Fund The following Community Investment Fund (CIF) projects were approved following applications from Locality Partnerships: • Radio City Association (£65,000), Garnock Valley Partnership: Supporting the employment of a Community Development Manager and a Project Manager, initiating stage one of their Knox Institute Project, advancing wind and hydro energy projects. • Clyde Coast and Cumbraes Men’s Shed (£47,500), The North Coast and Cumbraes Partnership: To carry out various improvements and alterations to the centre providing a more user- friendly venue. • Three Towns Growers (£49,240), The Three Towns Partnership: Supporting the building of a Community and Education Hub which will host events including farmers’ markets and those promoting good mental health and wellbeing. The approval of a Community Investment Fund (CIF) application by Largs Thistle Football Club was granted in September. Funding of £63,000 was sought to purchase a new minibus which 78
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 16 of 48 would be used by all educational establishments at the Largs Community Campus and Largs Thistle Youth teams. Costly private hire coupled with teachers having to use their own cars as well as children missing educational opportunities due to a lack of transport has led to the application and its subsequent approval. The Ayrshire Rural and Islands Ambition Fund empowers local communities to address their unique challenges. Following a successful application, IT equipment awarded during 2024 to 2025 included: 156 laptops; 132 iPads; 79 printers; and 79 keyboards Community Councils In line with legislation, at a Special Meeting of North Ayrshire Council in May, Council agreed to proceed with a formal review of the Scheme of Establishment which details the creation and governance of community councils. An initial consultation was held between June and August with formal consultation responses received from three community councils and six individuals. These were shared at a Special Meeting of Council in September and included suggestions to review the boundaries of Irvine and Dreghorn community councils, requests for further engagement and opinions on whether Community Council elections should be paused or proceed during the review. To allow for a further period of direct engagement prior the next formal period of consultation, it was agreed by Council that the formal engagement process should be paused to enable Community Council elections in the autumn. These elections are being supported by our council’s Election Team. Duke of Edinburgh’s Award (DofE) Two hundred and eighty pupils were recognised for their hard work and dedication across the Bronze, Silver and Gold Awards at this year's Duke of Edinburgh’s Awards held at St Matthew’s Academy. We currently 79
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 17 of 48 have nine secondary schools and six youth and community groups involved with the Duke of Edinburgh’s Award. Joint Youth Cabinet April saw our 31st Joint Youth Cabinet meeting where almost 100 young people met with our key decision makers at Saltcoats Town Hall. This was the latest in a series of joint meetings involving our own Cabinet, senior education managers alongside members of the Scottish Youth Parliament and Youth Council Executive. The discussions centred around key themes that had been decided upon by young people prior to the event including: • Equalities in Health, where pupils identified their top three health priorities. • Community Wealth Building, where attendees shared their views on how to try to create a sustainable and inclusive local economy. • The United Nations Convention on the Right of the Child (UNCRC) and the legislation protecting and upholding young people’s rights. • Positive Relationships, and how to maintain them with friends, schools and beyond. • Cyber Resilience, including the pathways to a digital career, how to tackle online challenges and become more cyber-aware. Community Safety Approval was granted at Cabinet in May for the establishment of a Firework Control Zone (FCZ) Stakeholder Group to administer the Firework Control Zone Applications Policy. The policy was established to handle FCZ applications in North Ayrshire with the aim of negating the dangers fireworks can pose to communities whilst still allowing controlled celebrations to take place. The policy provides communities with a clear process to establish FCZs in North Ayrshire. The FCZ Stakeholder Group will comprise of representatives from Scottish Fire and Rescue Service, Police Scotland and various council officers. Social Media Training In September, we launched our Social Media Training for local Community Groups through the Irvine Locality Partnership. With five members in attendance, the session focused on looking at various social media platforms to build on digital skills and learn how to utilise them effectively to promote their community group. Following the 80
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 18 of 48 success, a further session is planned to take place in Irvine and consideration is being given to delivering these wider across all locality areas. Islands Whilst working with our island communities, our Islands lead attended Locality Partnership meetings to ensure alignment with the Local Island Plans and the Locality Planning Partnership 2.0 review. Our island stakeholders were encouraged to participate in a range of consultation events in the development of the new National Islands Plan for Scotland to ensure the needs and voices of our island communities were heard. North Ayrshire was also represented at the inaugural Islands Economy Showcase at the Scottish Parliament in April. This event brought together island businesses, community leaders and policymakers. It aimed to highlight the economic potential of Scotland's islands and address their unique challenges. Next Steps We will achieve the following by 31st March 2026 (unless other timescales are detailed below). • We will review the membership of Locality Networks. • We will continue to strengthen and develop the role of Locality Networks. • We will develop a clear understanding amongst stakeholders of the assets within our localities (people, buildings, skills, capacity, funding etc). • We will progress the findings from the Locality Planning Review 2.0. • We will refocus the locality plan to emphasise its centrality to all work related to Locality Partnerships. • Actions to address priorities will be developed further with partners and community representatives. • We will review community grants and funding processes, aiming to implement changes by the end of 2026. • We will clearly articulate links to Community Wealth Building in communities. • We will continue work with partners across the council, TSI and KA Leisure to understand how we can better attract, support, recognise and retain volunteers locally and improve the overall volunteer experience. • We will update the CIF guidance which is provided to applicants and strengthen the checklist which assists Locality Officers with decision making. • As CIF funding is expended and the approach reaches its natural conclusion across the various localities, we will work with communities and partners to ensure a smooth transition to new ways of co- production. • We will continue to monitor pupil numbers at Fairlie, Mayfield and Montgomerie Park primary schools to ensure the reservation of two places at each year stage remains effective. 81
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Our Council Plan Six Monthly Progress Report – Mid-year 2025 – 2026 Page 19 of 48 Case Study – Adult Learning - ‘The Discovery Award’ The Discovery Award is a nationally recognised programme for people aged over 50 years designed to promote a healthy and active lifestyle. It works by encouraging participants to take on personal challenges through a series of activities with different levels to achieve (bronze, silver and gold status). The programme encourages lifelong learning and active participation, providing opportunities for adults often excluded from community learning opportunities to develop new skills, strengthen local connections through shared experiences and reduce social isolation. The group, often described as the ‘Duke of Edinburgh’s Award for over 50s’ comprised of 12 members and was launched to support individuals in the community wishing to reconnect, learn, and engage with others. Working towards bronze level through weekly group sessions and monthly trips to places of interest that have been researched and planned by the group. Participants are encouraged to take ownership of their personal learning journey by documenting their journey, providing a sense of progress and achievement while also benefitting from the support of the group. The group format allows participants to work at their own pace, while peer support fosters a sense of community and has helped several members to form friendships beyond the group whilst increasing confidence in participating in new activities. The group has created a supportive and inclusive environment where every individual feels valued, providing opportunities for individuals who may have felt isolated to reconnect with community life. Skills development and personal growth are central to the program and support learners to achieve accredited awards. One member shared their experience, following the sudden loss of both parents they found themself feeling isolated, withdrawing from friends and family, and struggling to cope day to day and expressed hope that becoming part of the group might help them “find a bit of myself again.” The participant engaged openly and with determination from the beginning and quickly noticed a shift in mindset where every thought was no longer a negative one. Having the group to look forward to each week provided focus, purpose, and something positive to build on, describing the group as a safe space where they felt supported, included, and the shared learning journey helped them feel less alone whilst also improving their mental health with a greater sense of hope and purpose. This participant’s story highlights how community-based adult learning is not only about skills development, but also about healing, resilience, and connection. By combining the Discovery Award with wraparound support, the group has become a catalyst for meaningful change in their life. 82
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 20 of 48 Climate Change To achieve net-zero by 2030. Key Activities Biodiversity In line with our 2030 Woodland: A Tree Planting Strategy, 50,255 trees have been planted through various projects and by community partners. The total number of trees planted is on schedule to achieve the overall target of 108,000 trees planted by 2030. Further tree planting opportunities are being progressed in the following areas: • 7,000 trees in the Annick Valley Park, which is scheduled during the 2025 to 2026 tree planting season. • Quotes are currently being obtained for the planting of approximately 4,000 trees at Nethermains Solar Farm. • A plan to plant approximately 23,000 trees at Montgomerie Park, Irvine is currently being assessed. • The Almswall Park area of Kilwinning is being assessed for suitability for planting between 2,000 and 3,000 trees. Our Streetscene Strategy Team, in partnership with Nature Scotland and our Biodiversity Officer, continue to work to implement areas of naturalised open space to create habitats for wildlife and encourage bees and insects through diverse seeding in our wild meadows. This includes allowing tree debris to be left on site (where safe to do so), to help promote natural habits. Through funding from regeneration by way of NatureScot, our Streetscene service has purchased specialist machinery with the specific purpose of managing areas for biodiversity and nature regeneration. Plans for new wildflower meadows collectively covering over two hectares are being developed for the Irvine and Garnock areas. We officially opened our Ardrossan Coastal Path in August 2025. The path is part of a wider network of regeneration plans and active travel improvement to make travelling around Ardrossan and the surrounding areas easier. The path route alongside the new community campus being constructed. Throughout August, our Energy and Sustainability Team attended community events across all six localities offering free packs of plants to residents to encourage bees, butterflies and other pollinators within North Ayrshire. One thousand pollinator packs were given away equating to 7,000 plants and 2,000 seed packets – all part of our council’s ongoing work through the North Ayrshire Nature Network (NANN) aimed at responding to the nature emergency and climate change locally. Sustainability We have developed a comprehensive Recovery and Sustainability support offer for our business base. This will continue to be our main method of business engagement and will continue as part of Recovery and Sustainability funding. Projects that businesses have started to deliver on are showing tangible results with some notable impacts: • 1,568 Tc2e carbon reduction. • £547k energy cost savings. • 88 new jobs projected (27 already realised). • 35 staff members trained. • £190k external funding realised. Sustainable Travel Following Cabinet approval of the 83
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 21 of 48 Regeneration Delivery Plan proposals, the following projects will be progressed as resources permit: Active Travel (AT) Route Construction and Improvements • Fairlie Bowling Club Route Re- alignment. • Brodick to Glen Rosa AT Route. • AT Route improvements in Beith and Kilbirnie. • AT Route improvements in Largs. • Local Authority Direct Award works. • Blacklands Recreation Ground Active Travel Improvements. • Bannoch Road from Irvine Road to Corsehill, Kilwinning AT Improvements. • Auchenharvie Road to Canal Street (Plantation) Pedestrian Improvements. Active Travel Facilities • EBike infrastructure on Arran and Cumbrae. • Pedestrian Accessibility Audit on Arran. Future Years Feasibility Studies and Design Development including preparing projects for Tier 2 funding applications: • Cumbrae Active Travel Route. • Sharphill to National Cycle Network (NCN) Saltcoats. • Drybridge to i3 AT Route. • Girdle Toll to Irvine AT Route. Transportation Projects: • Real Time Passenger Information Signs (RTPI). Levelling-Up Fund (LUF) Active Travel Improvements: • Long Drive, Irvine. • Riverside Way, Irvine. • Strategic Investment Route (River Irvine Path), Irvine. • Heatherhouse Road, Irvine. Regarding promotional work, officers are undertaking the following activities: • Improving knowledge about sustainable transport choices by continuing to promote the knowledge of sustainable transport choices in North Ayrshire through the Travel Smart Programme and Trinity Active Travel Hub; working with workplaces, organisations and volunteers to provide active travel activities across the area. • Through the Net Zero Accelerator Programme, helping North Ayrshire businesses work alongside each other to measure, manage and reduce emissions. • Helping people develop more positive attitudes towards sustainable transport choices by continuing with workplace engagement including creation of travel plans and bike maintenance classes. • Updating and promoting the council’s Trinity social media pages where people can gather information on Active Travel choices. • Carrying out a Beat the Streets behaviour change programme in Irvine. Waste and Recycling Our new booking system for Waste Recycling Centres is now in place. The new system aims to make visits smoother and quicker, allowing customers to book slots at recycling sites at a time convenient to them. Furthermore, the change should enable staff to assist customers to dispose of their household waste safely and correctly, minimising contamination and improving recycling. Our council continues to perform well with a recycling rate of 53%, making the council the 84
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 22 of 48 9th highest performing in Scotland, based on the 2024 calendar year data. The average recycling rate in Scotland for 2024 was 44.3% and North Ayrshire Council is therefore 8.7 percentage points above the national average. Climate Change Education At the start of the academic year, schools are provided with a range of curricular opportunities to support and enhance pupil entitlement to Learning for Sustainability. This includes access to on request and bespoke professional learning, signposting to professional opportunities with national partners such as West of Scotland Development Education Centre and Keep Scotland Beautiful (KSB) and promotion of SCQF accredited short courses such as Biodiversity Action and Climate Emergency Training available through KSB. Work between our Education and Sustainability services has resulted in the creation of a series of lessons for first and second level learners focusing on climate impacts. Actions and adaptations in North Ayrshire were created for Climate Action week as well as a hands-on Climate Chemistry Workshop attended by over 190 pupil participants. These resources will be reviewed to keep them current and increase uptake in 2026. A similar set of lessons will be created for Biodiversity week in May. Volunteering Community groups and young people across North Ayrshire are actively embracing low-carbon initiatives and climate-based volunteering, leading practical projects that reduce environmental impact and raise local awareness. Some examples are captured below: • In Kilwinning the ‘Choose Kilwinning’ group has successfully secured UK Shared Prosperity Funding to convert the town’s Christmas lights to solar power. In a further move towards 85
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 23 of 48 sustainability, they are replacing annual real trees with large, reusable trees crafted by the Kilwinning Community Shed. • In Irvine, the Fullarton community group has registered with Business Energy Scotland, making them eligible for a potential cashback grant of 75% (up to £20,000) for energy efficiency measures and the installation of renewable heat technologies like heat pumps and solar thermal. • Further tailored camps, including ‘Outdoors for Wellbeing’ for 31 primary children and ‘Gardening for Wellbeing’ for 15 primary and secondary pupils, have successfully connected young people with nature and environmental volunteering. We offer environment volunteering and education across North Ayrshire. In the Garnock Valley, groups like the Friends of Lochshore Park and Youth Synergy, who are linking with The Conservation Volunteers, are empowering residents to take ownership of their local green spaces. Kilbirnie and Glengarnock Community Council is sourcing local volunteers to maintain the town’s planters. In Irvine, a dynamic partnership between Greenwood Academy, University of the West of Scotland and other partners is underway to renovate two skiff boats. This project provides young people with practical skills while educating them on marine pollution and climate change through activities like testing local water quality. Electric Vehicle (EV) Charging Points Currently, there are 56 EV Charging Points owned by our council, and 57 privately- owned EV charging points across North Ayrshire. We also continue to work with our partners at South and East Ayrshire Councils to procure a concession contract for the delivery of 307 new EV charging points across the whole of Ayrshire. It is anticipated that the contract will commence in March 2026. Next Steps We will achieve the following by 31st March 2026 (unless other timescales are detailed below). • We aim to plant an additional 13,000 trees during the financial year 2025 to 2026. • We will progress a programme of Active Travel and sustainable transport projects. • Building on the success of Climate Action Week and the Climate Chemistry Workshop, we will create new climate change education resources for Biodiversity Week in May 2026. • We will aim to increase pupil engagement, improving on 2025, and in conjunction with national partners, develop new learning sessions. • We will continue to support and empower community groups and our young people through community-led low-carbon initiatives across North Ayrshire. • Our Business Development Team will offer additional workshops alongside the Net Zero Accelerator Programme to help businesses cut carbon and adopt circular economy practices. 86
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Our Council Plan Six Monthly Progress Report – Mid-year 2025 – 2026 Page 24 of 48 Case Study – Robin Dam Located on the River Garnock to the north of Kilbirnie, Robin Dam forms a flood storage reservoir constructed as part of our Upper Garnock Valley Flood Protection Scheme. The reservoir stores water during periods of heavy rainfall resulting in decreased peak river flows further downstream. The Robin Dam, together with the construction or improvement of other flood defences has increased flood protection in Kilbirnie, Glengarnock and Dalry. Flooding in the area has been recorded since the 19th century and onwards. One particular flood event in 2008 resulted in considerable damage to property. The highest recorded water level in the River Garnock was at Kilbirnie town centre on 4th August 2020. The Scottish Environment Protection Agency’s (SEPA) first flood risk management plan for Ayrshire (2015) indicated that approximately 810 residential properties and 100 non- residential properties were at risk of flooding from both rivers and surface water sources. The development and implementation of the Upper Garnock Flood Protection Scheme was included as a measure in the 2015 Plan and the accompanying Local Flood Risk Management Plan (2016), as a flood scheme would help to reduce flood risk and flood impacts to people and property from the River Garnock, the Powgree Burn and the Rye Water. However, the scheme would not remove the risks and impacts completely. Construction commenced in March 2020 and completed in 2023. The initial value of the awarded contract was £12.6 million. 80% of the project costs qualified for Scottish Government grant funding with the remaining 20% to be funded by North Ayrshire Council. Following an online public poll, the Dam was named ‘The Robin’ due to connections with a former pool in the River Garnock where local people visited to swim, fish and walk. The Flood Protection Scheme has reduced the risk of flooding from the River Garnock in Kilbirnie and Glengarnock, has provided more robust protection from flooding from the Powgree Burn to properties on Burnside Street, Glengarnock and has reduced the risk of flooding from the River Garnock and Rye Water in the Mill Park housing estate in Dalry. The Upper Garnock Valley Scheme and the Robin Dam reservoir are an example of how the Council is preparing and adapting to climate change. The risks of flooding to people, property and infrastructure were identified in the first and second Flood Risk Management Plans and adaptation actions were developed and implemented to reduce the impacts of flooding and included the construction of a flood storage reservoir, flood embankments and flood walls. These actions ensure that communities are prepared for and have an increased resilience to flooding and climate change. Information story boards including before and after images will be placed on the public walking path around Robin Dam explaining why the Dam was built and how this benefits and protects the local area. It is hoped this will encourage visitors. The story of the Flood Protection Scheme will be included in Council’s Sustainability Team primary school lessons as an example of adapting to climate change and also within internal training materials. 87
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 25 of 48 A Sustainable Council A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Key Activities Regeneration Delivery Plan Place Based Investment Programme The 2025 to 2026 allocation has been confirmed as £0.761m. This includes: • £0.250m - Dockhead Street, Saltcoats - Public realm improvements including full replacement of the blocked paving, replacement drainage full length, upgraded lighting installation and new street furniture. This includes providing new lighting provision to enable easier installation of Christmas lights. • £0.250m - Community Project Fund Grant scheme to support community led place-based project development and implementation across North Ayrshire. This provides 50% match funding to the UK Shared Prosperity Fund allocation, recognising over subscription to previous schemes. • £0.170m - Repurposing Property Grant Fund. To continue the implementation of the Repurposing Property Grant Fund which supports landowners and community groups to bring vacant land and properties into positive use by funding feasibility studies, investigation work, detailed designs, statutory approvals and delivery. • £0.050m - Public Space Camera – A re- deployable camera to support public safety and project delivery. • £0.041m - Beith Kirk - Supporting sustainable repairs to the historic grade C listed building to preserve the asset and ensure it is available for future generations. Vacant and Derelict Land Fund The Scottish Government has advised that North Ayrshire Council’s Vacant and Derelict Land (VDL) Fund allocation for 2025 to 2026 is £1,562,056. This includes: • £0.432m - Levelling Up for Ayrshire: Commercial and Low Carbon Infrastructure. Funding to contribute to the North Ayrshire Commercial and Low Carbon Infrastructure Levelling- Up Fund (LUF) project. This project aims to address market failure in the delivery of new energy efficient commercial property alongside the provision of associated low carbon and active travel infrastructure at Kyle Road, Annickbank and i3 sites. • £0.650m - Lochshore Garden, Activity Hub and Associated Works. To support works to conclude Phase 1 of the Lochshore Masterplan, including detailed design and delivery of access, green space, infrastructure, facilities and environmental improvements. • £0.250m - Repurposing Property Grant Fund. To continue the implementation of the Repurposing Property Grant Fund as detailed above. • £0.150m - Ardrossan North Shore Residential Masterplan. A masterplan to re-establish the residential development capacity, market interest and associated value of land adjacent to the Ardrossan Campus. • £0.079m - Maintenance 88
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 26 of 48 Works to VDL Sites. Maintenance works associated with sites that are unlikely to be developed in the short and medium term. Scottish Government approval of the delivery plans is pending to enable project delivery. Shared Prosperity Fund The £2.67m programme will run in line with the previously approved investment plan, albeit under the new priorities of the UK Government. A round of competitive community grant funding has concluded with 25 projects supported. Grant awards are currently being processed. Additional funding through the Place Based Investment Programme boosted the funding pot to mitigate the reduction in funding this year. Council-led projects are also progressing, with support for the public space cameras, Lochshore Hub, Dockhead Street public realm improvements, Seagate Castle and Kilwinning public realm improvements. Local Business and People and Skills Themes continue to be delivered in line with forecasts. Irvine Plan for Neighbourhoods We are working with the Irvine Neighbourhood Board to develop the required Regeneration Plan for submission to the UK Government in Autumn 2025. Smart Infrastructure Pilot Project (SIPP) A SIPP Stakeholder workshop is in development with Scottish Maritime Museum to showcase the SMART Places potential of poles, Wi-Fi and Internet of Things (IoT). Digital Infrastructure and Connectivity Plan The Digital Infrastructure and Connectivity Plan (DICP) stakeholder engagement workshops are complete. Outcomes from the workshops will be shared with stakeholders for scoring in late 2025 and a roadmap and recommendations developed thereafter. This work continues to guide future digital infrastructure investment decisions. A short-term working group has been established to co-ordinate delivery, align requirements and support future-ready digital infrastructure. The framework will underpin a smart place approach, enabling consistent, scalable solutions for future technologies and connectivity needs. 5G Innovation Region (5GIR) – Driving Regional Impact The Ayrshire 5GIR continues to make strong progress in driving regional innovation and digital adoption. The programme was directly invited by the UK Government’s Department of Science, Innovation and Technology (DSIT) to submit a second extension bid. The Ayrshire Digital Economy Ecosystem group (ADEE) completed their tours of the three innovation hubs. Our Digital Renewal Manager attended and spoke at the Connected Britain event, raising Ayrshire’s profile on a national stage and winning the Industrial Innovation award. With 8,000 attendees over two days, this is a significant achievement for the A5GIR. 89
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 27 of 48 Ayrshire Growth Deal (AGD) In April several representatives of local businesses took part in a unique three-day training course which aimed to help upskill engineers in the region to fill the current skills gap. The course was launched at the National Manufacturing Institute Scotland (NMIS) Digital Process Manufacturing Centre, located at Booth Welsh in the i3 area of Irvine, and was funded by the Ayrshire Skills Investment Fund (ASIF). ASIF is a £3.5m Ayrshire Growth Deal project. As part of the Great Harbourside Programme to regenerate our harbour as a fantastic place to live, work and visit, we consulted with our residents in September on the Maritime Mile, (phase two of the project). The ambition of the Maritime Mile is to improve the design and presentation of Harbour Street and Montgomery Street, upgrading connections between Irvine railway station and the Beach Park. A Maritime Heritage Hub, Marine Arts Hub, and Coastal Hub will also be created providing new spaces for communities and visitors to enjoy the Harbourside. Accessibility A new accessibility tool was introduced on our website to provide users with options for accessing and customising information. The tool includes features such as font size adjustment, a dyslexia-friendly font, high contrast mode, and translation into multiple languages. During September, workshops were held in libraries throughout North Ayrshire to inform residents about these features. The Accessibility tool support video explains how to access council services more easily. Budget Consultation 2026 to 2027 We have commenced preparations for our budget engagement for 2026 to 2027. The medium-term financial outlook, which details the proposed savings, will be presented to Council on 5 November 2025. Pending approval, this will initiate our budget engagement from 6 November to mid-December. 90
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 28 of 48 Our Transformation Programme Our current Transformation Programme was approved in 2023 and developed alongside our Council Plan 2023-2028 so fully aligns with our priorities. We drive change and transformation, using technology and innovation to deliver efficient services for the benefit our residents and address the financial challenges faced by our council. The Transformation programme helps support our embedded culture of continuous improvement. Audit Scotland completed a Best Value Thematic Audit on how councils are redesigning and delivering more efficient services to achieve planned outcomes, the findings of the audit were presented to our Audit and Scrutiny Committee in May 2025. Our Transformation programme is progressing at scale and pace. This section provides an update on our main Transformation themes and areas of service review. Digital Workstream Our Digital Working Group continues to make progress on key digital projects agreed as part of the national transformation project teams for Housing, Waste and Fleet Management. This includes strategic activity across our council and nationally through the Scottish Government, Improvement Service (IS), SOLACE and Digital Office. To date the following progress has been made: • Parents Portal: A national online portal has been created to enable parents to communicate digitally on a range of services with schools. Since its launch in the Largs cluster, 78% of parents and carers completed their annual data check online, removing the need for paper forms. Further rollout with secondary schools is expected to begin in November 2025, with primary schools to follow. • Artificial Intelligence (AI): The introduction of our AI Policy provides staff with guidance on appropriate use of a version of CoPilot AI being used across the council. We are preparing to trial the licenced version of CoPilot for additional functionality. Testing of Magic Notes is underway within the HSCP. • National Digital Strategy refresh: A refresh of the National Digital Strategy has been approved by the Scottish Government, COSLA and SOLACE and will be launched at the FutureScot event in Edinburgh in November 2025. • Purchase to Pay Review: A comprehensive review of the purchase to pay process including ordering, receipting and invoicing is currently underway. The discovery phase of the project has been completed, with resources temporarily redirected to support the upgrade of the Financial Management System. The upgrade remains on schedule for implementation by mid November 2025 and the purchase to pay review service review is due to commence in January 2026. • Digital economy: To shape North Ayrshire’s digital future, collaborative working across our services has continued. Through the Digital Infrastructure and Connectivity Plan, work to identify priorities for potential future investment are in progress and the new Digital 91
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 29 of 48 Connectivity Procurement Framework is being developed to support smarter, scalable solutions that meet evolving connectivity needs. We’re also exploring innovative co- funding models to maximise impact and ensure long-term value for our communities. • East Ayrshire Digital Access Network (EA DAN): The East Ayrshire Digital Access Network is made up of representatives from local and national organisations working together to close the digital and data divide. Our Library Service will participate in the network to explore opportunities to support digital exclusion priorities. • Blue Badge Applications: We will promote the review of the Blue Badge application process with a view to producing a more streamlined ‘Once for Scotland’ digital system. Irvine Locality Property Review The Irvine Locality Property Review continues to be progressed as part of the Land and Property workstream. The main purpose of the review is to align our operational property estate to complement modern ways of working, leading to a carefully managed rationalisation of our property estate and to support Community Wealth Building through greater community use of council owned property. This programme aligns closely to our strategic priorities. The focus of the first phase of the property review has been Irvine which has our most significant concentration of property assets, taking a whole locality approach. Phase 1 works completed include: • Trinity Church lease signed by KA Leisure in June 2025. • Relocation of our Employability Team to Lochshore Hub. • Work commenced on the new Training Suite at Cunninghame House with expected completion in December 2025. Customer Service Centre works will follow immediately after the training suite is handed over. • Work commenced on construction changes at Quarry Road with expected completion in February 2026. Phase 2 of the works is also now underway with a review of the remaining localities and land being undertaken: • Sessions have been held with service areas within the remaining localities to identify potential property proposals. • Service areas have been consulted regarding land requirements and mapping of land areas has commenced. 92
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 30 of 48 Nethermains and Shewalton Solar PV Farm Energisation of the new 7.48MW Nethermains Solar Farm is now complete and the site will see an additional 4,000 trees planted supporting our council’s Tree Planting and Nature Network strategies. Construction works are also complete on the Shewalton Solar PV Farm with energisation expected to follow in December 2025. The new solar farms will make a major contribution to renewable energy generation and carbon reduction, as well as bringing sterile land back into productive use. The programme of works for the next six months includes: • Energisation of Shewalton Solar PV Farm. • Upgrading of track roads around Shewalton site. • Completion of CCTV security at Shewalton site. • Operational practices for both solar farms. • Feasibility study for future off taker (parties purchasing the electricity) provision for Nethermains. Commercial Property The Commercial Property workstream’s vision is of a more efficient property portfolio across three themes. Progress across each workstream includes: 1. Maximise occupancy from the current estate portfolio With our Property Management and Investment (PMI) Team now leading on commercial estate, a performance review was undertaken with a range of improvement actions being developed to maximise income and support Community Wealth Building. Recommended actions emerging from the review include: • Review the repossession process of abandoned units. • Early engagement in relation to arrears. • Realign rental levels with market conditions. • Amending fee charges. • Undertake physical improvements to units and estates. • Explore flexible lease durations. • Repurposing or disposal of units that are not viable as commercial properties. 2. Maximise opportunities from Economic Development, Growth & Regeneration and Ayrshire Growth Deal investment (existing projects) The following activities have been progressed during this period to maximise the opportunities from investment: • Annickbank Pavilion Phase 3 – Following completion of the project in March 2024, a tenant took occupation of the building on 1 September 2025. • Montgomerie Park Sites E to G – Following a successful marketing strategy, a preferred bidder has been identified for all three sites. 93
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 31 of 48 Legal Services have been instructed to conclude missives, following Cabinet approval in June 2025. • Portland Road Land Sale - Legal Services has been instructed to conclude missives of a partial land sale, following Cabinet approval. Regeneration Services will undertake cross service engagement to identify options for the remaining land. 3. Develop proposals for new investment and securing ROI (future projects) An award for the Levelling Up for Ayrshire – Commercial and Low Carbon Infrastructure under the Levelling Up Fund (LUF) Round 3 of £17.4m was secured from the UK Government, the memorandum of understanding was received April 2025. Informed by market feedback, the North Ayrshire proposal aims to address market failure in the delivery of new energy efficient commercial properties alongside the provision of associated low carbon infrastructure at key employment areas in Irvine. The Irvine investment concentrates on Kyle Road, Annickbank and i3 sites with the following progress made to date: • Kyle Rd Phase 2, Irvine: Additional design work is underway to enable a tender to be issued early 2026. • Annickbank Innovation Campus, Irvine: Following additional design work, it is anticipated that a tender will be issued winter 2025. Household Waste Recycling Centre – Booking System Since the introduction of the new online Household Waste Recycling Centre (HWRC) booking system in April, feedback from customers and employees has been positive. Visitors have praised the smoother booking process and improved on site experience with several compliments received through our social media and customer contact channels. Site staff have also welcomed the system, highlighting how it has streamlined operations and waiting times. An anonymous customer satisfaction survey currently shows an average rating of four out of five, based on early responses. To further enhance the process, a new check-in app has been introduced to help HWRC teams register visitors quickly on arrival. Daily and weekly reports are produced to track booking activity across our sites, together with ongoing monitoring of customer services calls to ensure the system continues to run efficiently. “I would like to say how easy it was to book a slot with the new booking system for the HWRC it is such a simple process. My husband visited to deposit some wood and was amazed to see there was no queues (never before has he arrived and got in straight away). He arrived for his scheduled time and was back out within 10 minutes. It used to be a thought to visit the site previously, we would keep putting it off due to there always being long queues. He said it was such a straightforward/organised process. Thank you.” – Resident “I would like to say well done to NAC - Waste team for implementing the new booking system. We have made our first booking which was such an easy process. When we visited the site, we arrived for our allocated time, we were in/out in 10 mins. No tail back of 94
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 32 of 48 queues. It is now a pleasure to take our rubbish to the HWRC, thank you.” – Resident “Would just like to say how amazing it was going to Bartonholm today via the booking system. So easy to do, no waiting to enter, straight in to be greeted by two lovely gentleman who directed me to skips. Once moved round I was met by a young guy who was also friendly and helpful. I would just like to thank you for a much more organised system.” – Resident Phase 2 of the project (October 2025) will see: • Exploring the potential for electronic payment of existing tip permits for commercial customers on Arran. • Improving and streamlining the renewal process for tip permits. • Increased flexibility for customers with the 1-day hire permit process for those with hire vans. Special Uplifts Due to updated Persistent Organic Pollutants Regulations and new guidance issued by the Scottish Environment Protection Agency (SEPA), North Ayrshire Council is required to have Waste Upholstered Domestic Seating (WUDS) collected and managed separately from other bulky waste items. WUDS includes items such as sofas, sofa beds, chairs, stools etc. The new uplift process and online booking form launched on 1 September 2025 on our website, streamlining the booking process for customers. Since its launch, over 250 customers have placed special uplift orders successfully using the new form. The next phase will introduce mobile devices for waste collection crews to support automated integration with our CRM system and quicker updates on special uplift orders for customers and advisers. 95
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 33 of 48 Our Workforce Strategy 2024 – 2028 The Workforce Strategy 2024–2028 aligns with both our Council Plan and the Medium-Term Financial Outlook, outlining how our workforce will contribute to achieving our council’s priorities within the framework of available financial resources. Audit Scotland completed a Best Value Thematic Audit on workforce innovation and how councils are responding to workforce challenges, the findings of the audit were presented to our Audit and Scrutiny Committee in August 2024. This section provides a summary of progress across our four main themes within the associated action plan. Theme 1: Embedding Workforce Planning Workforce Plans All services have workforce plans that are reviewed on a six-monthly basis. These reviews ensure workforce plans are live documents, responsive to business demand and include PESTLE analysis, change planning and succession planning. Key initiatives include ‘grow our own talent’ initiatives, leadership development and adapting to statutory changes. These plans support the delivery of our Council Plan priorities. Development interventions A variety of development interventions have been progressed to support workforce planning such as a Connected Leadership session aimed at Senior Managers which focused on the workforce strategy and action plan and tools available to embed and assist with effective workforce planning. Within the Communities and Housing Directorate, opportunities have progressed for additional qualifications in Housing as part of the Leadership Academy (employee training) approach, recruitment of Modern Apprentices and in-work vocational training for Building Standards. Integration with Transformation Workforce planning is incorporated into transformation programmes to consider workforce benefits, resource and impact. Theme 2: Enhancing Workforce Information Workforce Information Toolkit This digital toolkit has been developed for Managers to provide easy access to live workforce information which supports effective planning and management. This is currently being rolled out across our council. Performance Dashboard The Workforce Strategy has a series of performance indicators to ensure effective performance management of the strategy. These indicators have been surfaced on a Workforce Strategy Performance Dashboard offering a user-friendly overview to support workforce planning. 96
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 34 of 48 Theme 3: Building Workforce Capacity Digital Skills Survey We recently conducted a Digital Skills Survey to assess digital confidence and skills. Results show strong digital proficiency but highlighted areas for improvement in document collaboration and troubleshooting. An action plan has been implemented to address these areas through targeted training, workshops and peer support. Agile Workstyle Wellbeing Survey Employees deemed to have an agile workstyle were surveyed on wellbeing and productivity, with positive findings on recruitment and retention, engagement and collaboration, work-life balance and uptake of wellbeing initiatives. An action plan is in place to address improvement areas. Apprenticeships and ‘Grow Your Own’ Programmes 67 Modern Apprentices and 11 Graduate Apprentices are currently completing qualifications whilst working in various teams across our council. With links to schools, colleges and universities, these programmes support our talent pipeline. Theme 4: Health, Safety & Wellbeing A range of wellbeing activities are available to support the health and wellbeing of our workforce. This is hosted under the banner of our Livewell Programme that promotes activities such as mindfulness, meditation and health checks as well as canoeing, paddleboarding etc. Access to occupational health support is available for all employees. This provides a variety of services including physiotherapy, counselling, Cognitive Behavioural Therapy (CBT), bereavement and trauma support. Health and Safety Initiatives The Health and Safety Team continues to monitor and report all RIDDOR instances across our council and advisors work with Services to ensure each case is adequately assessed and appropriate action is taken. Directorate Planning Group meetings provide the opportunity for advice and guidance on a variety of health and safety related matters. Quarterly health and safety stats for each directorate and the council as a whole are reported to the Corporate Health and Safety Group, which is attended by officers and Elected Members. This encourages cross-service learning and continuous improvement across our council. Ongoing monitoring, reporting, and CALM training are in place to support a zero-tolerance culture. 97
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 35 of 48 Audits, Inspections and Accreditations Best Value We have continued to strengthen our commitment to delivering Best Value across our services with a focus on ensuring good governance, effective use of resources and continuous improvement in order to deliver positive outcomes for our communities. Audit Scotland included details of the findings of a Best Value audit at the Audit and Scrutiny Committee meeting of 23 September 2025. This is integrated within annual audit work and focussed on previous audits and current performance management arrangements. The main conclusions presented included: • Our council has continued to demonstrate a strong culture of continuous improvement. It has robust arrangements in place to secure Best Value. The council has made good progress with prior year Best Value recommendations. • Our council’s transformation programme planning and programme management arrangements are clear. • Officers are clear that future recurring savings will not be sufficient from purely transformation and workforce changes, reductions in services as well as increases in council tax, fees and charges increases are also needed. There is scope for our council to consider opportunities for more radical transformational change with partners. • Our council is systematically measuring and reporting on its performance across its strategic priorities. Good progress has been made in completing actions in year two of the Council Plan. • Our council actively works with partners to identify better ways of delivering its ambitions for North Ayrshire. • Our council complies with the requirements of the Statutory Performance Information Direction Following this work undertaken by Audit Scotland, the Accounts Commission is expected to publish the findings of the Best Value Report in October 2025. Annual Audit Report 2024 to 2025 The Annual Audit Report 2024 to 2025 was presented to the Audit and Scrutiny Committee on 23 September 2025. The report from Audit Scotland included details of the Audit of the Annual Accounts for 2024/25 and the council’s performance in meeting our Best Value duties and the wider scope areas of: • Financial Management • Financial Sustainability • Vision, Leadership and Governance • Use of Resources to Improve Outcomes The recommended actions arising from the report are detailed on the next page: 98
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 36 of 48 Recommendation Agreed Management Action The council should review its arrangements for preparing the Annual Accounts. This should include a review of capital accounting processes and procedures. A full review of capital accounting year end procedures will be carried out during 2025-26. This will include the procedures for reviewing information provided by the council’s valuation team and the use of external valuers. An impairment review should be conducted whenever there is an indication that an asset might be impaired such as physical damage, obsolescence or restructuring. The existence of an impairment indicator may also suggest that the remaining useful life needs to be adjusted even if no impairment loss is recognised. Under current procedures, an impairment review is carried out for all assets valued within the financial year. In addition, the valuation team undertakes an annual impairment review to determine if any assets not revalued in year are subject to material change. The Accounting Policies in relation to asset impairment will be reviewed and enhanced to provide clear reference to the impairment review process The council needs to set out in advance what criteria have to be met for an ‘on target’ judgement to be made for each action in the Council Plan. The Performance Management Strategy is being revised and will be presented to the Audit and Scrutiny Committee on 20th November 2025. This public facing strategy will contain details of how to determine the status of Council Plan actions based on existing strategies and next steps. This approach will be supported by additional training for teams providing updates during 2026. The Council Plan Progress Reports will include SMART next steps. These next steps will be recorded within our performance management system to track their status transparently and inform the status of Council Plan actions. 99
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 37 of 48 Recommendation Agreed Management Action The council should ensure its plans are sufficiently ambitious to respond to its financial challenges. It should clearly set out the extent to which savings from transformation will help address the budget shortfalls set out in its Medium- Term Financial Plan. It is recognised that the level of financial efficiencies should be commensurate with the scale of the financial challenges. Further work will be progressed as part of the council’s medium-term financial planning to set out clearly how the council plans to address budget gaps through further transformation and reform activity and through a broader package of measures, including areas of service review and possible reduction, opportunities for further revenue generation and an ongoing planned use of council reserves. To provide assurance to Elected Members and the public about how the council plans to change to sustain services in the future the council should report publicly on how it is progressing with delivering transformation, as a whole, in terms of planned and realised financial and non financial benefits. The development of more public facing material will be produced to demonstrate the council’s progress on the Sustainable Change Programme. This will include use of the council’s new website to further promote activity and the progress being made to address the financial challenges. Gold Scottish Credit and Qualifications Framework (SCQF) School Ambassador Award In May 2025, St Matthew’s Academy, Saltcoats achieved the Gold Scottish Credit and Qualifications Framework (SCQF) School Ambassador Award. This accolade acknowledges that St Matthews Academy has worked hard to ensure pupils have a variety of opportunities to achieve their ambitions. Examples of opportunities available include: • An activities programme in May for pupils who are not sitting exams. This four-week block of activities and experiences is run with partners and outside agencies and leads to pupils receiving Youth Achievement Awards, Young STEM Leader certifications and qualifications in wellbeing and leadership. • External partnerships that offer pupils opportunities to develop existing skills and acquire new ones. These partnerships also enable students to obtain additional qualifications that may enhance their prospects. This has included volunteering with Doon the Beach café in Stevenston, Learning through Landscapes, Ardeer Golf Club and Gowanbank outdoor activity centre. • Raising Awareness with parents and carers is an ambassador-led project promoted through parents’ evenings, social media and a dedicated Scottish Credit and Qualifications Framework (SCQF) display board. A QR code can be scanned by parents to access the SCQF website for additional information. 100
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 38 of 48 Performance Summary Performance Indicators Adrift of Target This section details the performance indicators adrift of target and the action being taken to address performance. Due to expected data lags, the most recent data may relate to previous time periods but may only now be available to report. To avoid duplication, only data that has not previously been reported to our Cabinet through Council Plan progress reporting is included in this section. Further details can be found in the Performance Indicators section within this report. CP_48 % of income due from council tax received by the end of the year (LGBF) (Amber) The percentage of income due from council tax received by the end of the year was 94% for 2024 to 2025. This is below the target of 98% resulting in the amber status for this indicator. Performance represents a slight improvement from the previous year and is relatively consistent since 2022 to 2023. Collection activity in relation to Council Tax debt continues, with the achievement of budgeted recovery levels forecast over the medium term. We continue to support residents throughout the year through repayment plans and where required through directing residents to other money advice supports available. It is also recognised that the ongoing encouragement for residents to use the direct debit payment method should help improve collection levels in future. CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF) (Red) The household waste recycling figure for Quarter 2 Calendar Year (April to June 2025) is estimated at 51.2%, which is still subject to verification by SEPA, this is lower than the Quarterly target of 56%. Actions have been taken to improve the separation of Waste Upholstered Domestic Seating (WUDS) from within our bulky waste collection service to help minimise the impact of the change in legislation. Contamination levels within the purple bin for glass, cans and plastics have contributed to a decline in performance and actions to promote the council’s ‘Right Stuff Right Bin’ campaign are ongoing to try and reduce this. An increase in the type of wood being deposited at recycling centres that is only suitable for biomass recovery and not for recycling, is also impacting performance. Actions are being taken to explore the level of source segregation at each recycling centre to identify if there is further scope for improvement. The reduction in performance related to separating WUDS from bulky uplifts will start to improve in Q4 2025 Calendar Year (October to December 2025), On Target, 11, 42% Slightly Adrift of Target, 4, 16% Significantly Adrift of Target, 5, 19% Data Only, 6, 23% Performance Indicators On Target, 46, 100% Actions 101
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 39 of 48 following the change to the bulky waste service, with further recovery anticipated in the 2026 calendar year which will contribute to meeting the target. The Improvement Service published the household waste recycling figures for the 2024 calendar year in October 2025 via the Local Government Benchmarking Framework. The council continues to be a high performer, with a recycling rate of 53% for the 2024 calendar year, achieving 9th out of the 32 Scottish councils, with only 0.3% separating our council and the 5th place council. We manage the largest waste tonnage of the strongest performing nine councils, managing over 8,200 tonnes more waste per year. The average recycling rate in Scotland for 2024 was 44.3% and we are 8.7 percentage points above the national average at 53%. Indicator Amendments and Recommendations CP_47 Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (LGBF) Following the publication of the October 2025 data release from the Improvement Service, the 2024 to 2025 figure has been confirmed as 8%. This replaces the previously reported provisional figure of 8.03%. The 2023 to 2024 figure has been amended from 5.9% to 7.5% after a data correction in the Annual Return on the Charter 2023 to 2024 submitted to Cabinet for approval on 23 September 2025. The amendment was made as some periods had been incorrectly classified as long-term vacancies affecting the rent owed and increasing the rent loss. Updated guidance has been issued and a new process is now in place for recording excluded periods supported by monthly quality assurance checks. The Improvement Service has been informed of this amendment however, this will not be reflected through the LGBF dashboard until the 28 November 2025 Data Release. CP_25 % of council dwellings that meet the Scottish Housing Quality Standard (LGBF) Following the publication of the October 2025 data release from the Improvement Service, the 2024 to 2025 figure has been confirmed as 94% as per the previously reported provisional data. Actions Adrift of target No actions are currently adrift of target. 102
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 40 of 48 Performance Indicators PI Code and Description 2022-2023 Value 2022-2023 Target 2022-2023 Status 2023-2024 Value 2023-2024 Target 2023-2024 Status 2024-2025 Value 2024-2025 Target 2024-2025 Status 2025-2026 Q2 Value 2025-2026 Q2 Target 2025-2026 Q2 Status 2025- 2026 Target CP_36 Number of residents participating in community learning and development activity including youth work 17,804 23,503 18,700 28,102 19,500 7,933 7,000 23,500 CP_04 Proportion of children meeting developmental milestones (LGBF) 79.5% 77.50% 79% Data Available May 2026 79% Not measured for quarters 79% CP_37 Average total tariff score of pupils living in SIMD 20% most deprived areas 670.2 664.3 714 Data Available March 2026 720 Not measured for quarters 720 CP_06 Average tariff score: All Leavers 847.2 840.8 908 Data Available February 2026 910 Not measured for quarters 910 CP_38 Average total tariff for care experienced Young People 411.5 355 465 Data Available March 2026 470 Not measured for quarters 470 CP_07 % of school leavers entering positive destinations (LGBF) 96.5% 95.6% 96.4% Data Available February 2026 96.8% Not measured for quarters 96.8% CP_39b Number of unemployed people that have progressed to employment as a result of participation in council funded or operated employability activities 427 475 Data Available November 2025 475 Not measured for quarters 450 CP_10a % of procurement spend on local enterprises 26.04% 25% 24.48% 26% 26.8% 27% Not measured for quarters 27% Icon PI Status Significantly Adrift of Target Slightly Adrift of Target On Target Data Not Available Data Only 103
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 41 of 48 PI Code and Description 2022-2023 Value 2022-2023 Target 2022-2023 Status 2023-2024 Value 2023-2024 Target 2023-2024 Status 2024-2025 Value 2024-2025 Target 2024-2025 Status 2025-2026 Q2 Value 2025-2026 Q2 Target 2025-2026 Q2 Status 2025- 2026 Target CP_40 Number of new build housing units reaching completion (all tenures) (actual not cumulative) 562 384 295 371 396 78 436 CP_41 Number of empty homes brought back into use (actual) 120 378 200 375 300 78 78 350 CP_28 Hectares of vacant and derelict land in North Ayrshire 1,130 1,094 951 1,094 942 925 Not measured for quarters 925 CP_27 Street Cleanliness Index - % Clean (LGBF) 84.6% 90 89.1% 87 90.3% 87 Data Available following next audit 89% 89 CP_20 Overall percentage of road network that should be considered for maintenance treatment 34.8% 33.8% 32.5% 34.8% 30.6% 32.5% Not measured for quarters 32% CP_42 Provided floor space of commercial/industrial space within our council portfolio (sq. ft) 400,991 404,897 404,755 423,077 423,077 Not measured for quarters 423,077 CP_02 % of council budget directed via participatory methods 2.74% 1% 2.05% 1.5% 1.97%. 1.5% 1.18% 1.5% CP_43 Number of council assets under community management (cumulative) 49 53 54 55 56 56 57 CP_30 Total installed capacity of low carbon heat and electricity generation across the council's estate 12,104 11,800 15,992 12,000 17,630 28,499 Not measured for quarters 30,137 104
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 42 of 48 PI Code and Description 2022-2023 Value 2022-2023 Target 2022-2023 Status 2023-2024 Value 2023-2024 Target 2023-2024 Status 2024-2025 Value 2024-2025 Target 2024-2025 Status 2025-2026 Q2 Value 2025-2026 Q2 Target 2025-2026 Q2 Status 2025- 2026 Target CP_29 Overall carbon emissions (tonnes) (Non- domestic council estate) 1 20,896 21,000 20,745 19,500 20,333 19,953 3,313 19,824 CP_44a % of council dwellings that are energy efficient (Formerly known as SHSN05a) (LGBF) 2 98.2% 98.01% 98.1% 97.66% 98.5% Not measured for quarters 98.7% CP_45 Length of new or improved active travel routes per annum (Metres) 1,090 3,900 2,000 2,500 2,000 Not measured for quarters 2,000 CP_46 Number of trees planted under the North Ayrshire 2030 Tree Planting Strategy No data No data No data 36,531 40,000 49,026 47,000 Not measured for quarters 60,000 CP_19 Proportion of operational buildings that are suitable for their current use (LGBF) 95.1% 93% 95.2% 92.1% 95.4% 93% Not measured for quarters 93% CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF) 3 55.3% 56.9% 56.1% 57% 53% 56% 51.2% 56% 53% CP_25 % of council dwellings that meet the Scottish Housing Quality Standard (LGBF) 63.2% 76.9% 72.5% 94% 97.4% Not measured for quarters 97.57% CP_47 Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (LGBF) 7.1% 7.5% 6.5% 8% Not measured for quarters 7.0% CP_48 % of income due from council tax received by the end of the year (LGBF) 94.7% 93.6% 94% 94% 98% Not measured for quarters 94% 1 The 2025-2026 Q2 Value is provisional (actual, not cumulative) and will be confirmed as more data becomes available. 2 This indicator has been updated with local data only since 2022-2023 due to the pause in LGBF reporting on this indicator as EESSH2 is established. 3 The 2025-26 Q2 Value is provisional as subject to verification by SEPA. The value covers the period April – June 2025 as this indicator’s reporting period falls in line with the calendar year. 105
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 43 of 48 Action Tracker Icon Action Status Significantly Adrift of Target Slightly Adrift of Target On Target Ref # Existing Overall Action (and Priority) Q2 2023-2024 Q3 2023-2024 Q4 2023-2024 Q1 2024-2025 Q2 2024-2025 Q3 2024-2025 Q4 2024-2025 Q1 2025-2026 Q2 2025-2026 Q3 2025-2026 Q4 2025-2026 Q1 2026-2027 Q2 2026-2027 Q3 2026-2027 Q4 2026-2027 Q1 2027-2028 Q2 2027-2028 Q3 2027-2028 Q4 2027-2028 CP01 Ensuring that wellbeing is at the heart of local life and opportunities, with a focus on tackling inequalities (Wellbeing Priority). - - - - - - - - - - CP02 Developing a Community Wealth Building approach to a wellbeing economy (Wellbeing Priority). - - - - - - - - - - CP03 Improving educational attainment and achievement and closing the attainment gap (Wellbeing Priority). - - - - - - - - - - CP04 Improving outcomes for care experienced young people including implementation of The Promise (Wellbeing Priority). - - - - - - - - - - CP05 Developing the Young Workforce and ensuring positive destinations for school leavers (Wellbeing Priority). - - - - - - - - - - CP06 Providing lifelong learning opportunities for individuals and organisations, including digital literacy (Wellbeing Priority). - - - - - - - - - - CP07 Maximising access to and uptake of benefits, entitlements and financial advice (Wellbeing Priority). - - - - - - - - - - CP08 Ensuring that supports are available in communities to alleviate cost-of-living pressures through community hubs and networks (Wellbeing Priority). - - - - - - - - - - CP09 Through our housebuilding programme and wider Housing Investment provide homes for life that meet the needs of our residents (Wellbeing Priority). - - - - - - - - - - 106
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 44 of 48 4 Delivery of this action is managed through the Health and Social Care Partnership Strategic Plan. Ref # Existing Overall Action (and Priority) Q2 2023-2024 Q3 2023-2024 Q4 2023-2024 Q1 2024-2025 Q2 2024-2025 Q3 2024-2025 Q4 2024-2025 Q1 2025-2026 Q2 2025-2026 Q3 2025-2026 Q4 2025-2026 Q1 2026-2027 Q2 2026-2027 Q3 2026-2027 Q4 2026-2027 Q1 2027-2028 Q2 2027-2028 Q3 2027-2028 Q4 2027-2028 CP10 Increase the number of homes in the area through a mix of private and social developments and bringing empty buildings back in to use (Wellbeing Priority). - - - - - - - - - - CP11 Exploration of models and the development of pilot schemes to increase access to and use of public/community transport (Wellbeing Priority). - - - - - - - - - - CP12 Ensure our places and spaces where we live, work and visit are well maintained and accessible (Wellbeing Priority). - - - - - - - - - - CP13 Developing infrastructure to support business growth (Wellbeing Priority). - - - - - - - - - - CP14 Support KA Leisure’s leadership of North Ayrshire’s Health and Wellbeing Alliance (Wellbeing Priority). - - - - - - - - - - CP15 Through the Health and Social Care Partnership Strategic Plan we will protect and provide care and support for those in need (Wellbeing Priority).4 - - - - - - - - - - - - - - - - - - - CP16 Developing strong relationships with communities and partners based on trust and shared aspirations using their experiences to inform service provision (Communities and Local Democracy Priority). - - - - - - - - - - CP17 Providing support for community organisations in achieving their goals, including as Community Wealth Building anchor organisations (Communities and Local Democracy Priority). - - - - - - - - - - 107
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 45 of 48 Ref # Existing Overall Action (and Priority) Q2 2023-2024 Q3 2023-2024 Q4 2023-2024 Q1 2024-2025 Q2 2024-2025 Q3 2024-2025 Q4 2024-2025 Q1 2025-2026 Q2 2025-2026 Q3 2025-2026 Q4 2025-2026 Q1 2026-2027 Q2 2026-2027 Q3 2026-2027 Q4 2026-2027 Q1 2027-2028 Q2 2027-2028 Q3 2027-2028 Q4 2027-2028 CP18 Creating a participation and engagement framework which ensures opportunities and support for all residents to take part in influencing local democracy and council and partner strategies (Communities and Local Democracy Priority). - - - - - - - - - - CP19 Supporting participatory budgeting (Communities and Local Democracy Priority). - - - - - - - - - - CP20 Supporting community asset transfer and community owned and operated/managed assets (Communities and Local Democracy Priority). - - - - - - - - - - CP21 Supporting the Community Planning Partnership and the Community Plan (LOIP) (Communities and Local Democracy Priority). - - - - - - - - - - CP22 Developing partnerships with the third and voluntary sector (Communities and Local Democracy Priority). - - - - - - - - - - CP23 Placemaking, including creation of locality action plans based on the Community Plan (LOIP) priorities and support the delivery of Islands Plans (Communities and Local Democracy Priority). - - - - - - - - - - CP24 Ensuring an inclusive, fair, rights-based and asset-based approach in our work (Communities and Local Democracy Priority). - - - - - - - - - - CP25 Accessible public services, both digitally and locally, ensuring a ‘No Wrong Door’ approach (Communities and Local Democracy Priority). - - - - - - - - - - CP26 Embedding our net-zero ambition in all democratic decision- making (Climate Change Priority). - - - - - - - - - - 108
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 46 of 48 Ref # Existing Overall Action (and Priority) Q2 2023-2024 Q3 2023-2024 Q4 2023-2024 Q1 2024-2025 Q2 2024-2025 Q3 2024-2025 Q4 2024-2025 Q1 2025-2026 Q2 2025-2026 Q3 2025-2026 Q4 2025-2026 Q1 2026-2027 Q2 2026-2027 Q3 2026-2027 Q4 2026-2027 Q1 2027-2028 Q2 2027-2028 Q3 2027-2028 Q4 2027-2028 CP27 Reducing the carbon footprint of our estate through rationalisation utilising a locality-based approach and taking a fabric first and low carbon energy generation approach to homes and buildings (Climate Change Priority). - - - - - - - - - - CP28 Improving resilience and reducing carbon by developing and supporting supply chains where materials and goods are sourced locally (Climate Change Priority). - - - - - - - - - - CP29 Promoting new woodland creation and protecting our green spaces to provide a natural resource for carbon sequestration (Climate Change Priority). - - - - - - - - - - CP30 Supporting local businesses as they meet their climate change obligations (Climate Change Priority). - - - - - - - - - - CP31 Promoting a circular economy in North Ayrshire to reduce consumption of raw materials and promote reuse, repair and recycling, and generating energy from residual waste (Climate Change Priority). - - - - - - - - - - CP32 Developing local low carbon energy generation schemes and networks (Climate Change Priority). - - - - - - - - - - CP33 Unlocking the potential of community owned energy generation to bring new income streams into communities and help them take direct action to combat climate change (Climate Change Priority). - - - - - - - - - - CP34 Learning for sustainability, and work with communities to adopt low carbon behaviour change and encourage climate- based volunteering activities (Climate Change Priority). - - - - - - - - - - 109
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 47 of 48 Ref # Existing Overall Action (and Priority) Q2 2023-2024 Q3 2023-2024 Q4 2023-2024 Q1 2024-2025 Q2 2024-2025 Q3 2024-2025 Q4 2024-2025 Q1 2025-2026 Q2 2025-2026 Q3 2025-2026 Q4 2025-2026 Q1 2026-2027 Q2 2026-2027 Q3 2026-2027 Q4 2026-2027 Q1 2027-2028 Q2 2027-2028 Q3 2027-2028 Q4 2027-2028 CP35 Improving communities’ preparedness to deal with the impacts of climate change already locked-in (Climate Change Priority). - - - - - - - - - - CP36 Working with communities to adopt low carbon behaviour change and encourage climate-based volunteering activities (Climate Change Priority). - - - - - - - - - - CP37 Taking a nature-based approach to protect our habitats and species (Climate Change Priority). - - - - - - - - - - CP38 Developing and promoting active travel infrastructure (Climate Change Priority). - - - - - - - - - - CP39 Transitioning to low and zero carbon travel (Climate Change Priority). - - - - - - - - - - CP40 Ensuring robust governance arrangements are in place to fulfil the council’s statutory duties, manage risk and support delivery of key priorities (A Sustainable Council Priority). - - - - - - - - - - CP41 Using dynamic data and lived experiences to inform decision-making (A Sustainable Council Priority). - - - - - - - - - - CP42 Working with partners nationally, regionally and locally to secure investment and target resources towards our priorities (A Sustainable Council Priority). - - - - - - - - - - CP43 Driving change and transformation, using technology where appropriate, to deliver efficient and effective services and support delivery of priorities (A Sustainable Council Priority). - - - - - - - - - - CP44 Maximising financial flexibilities to help support delivery of priorities (A Sustainable Council Priority). - - - - - - - - - - 110
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 48 of 48 Ref # Existing Overall Action (and Priority) Q2 2023-2024 Q3 2023-2024 Q4 2023-2024 Q1 2024-2025 Q2 2024-2025 Q3 2024-2025 Q4 2024-2025 Q1 2025-2026 Q2 2025-2026 Q3 2025-2026 Q4 2025-2026 Q1 2026-2027 Q2 2026-2027 Q3 2026-2027 Q4 2026-2027 Q1 2027-2028 Q2 2027-2028 Q3 2027-2028 Q4 2027-2028 CP45 Maximising value from the use of our assets (A Sustainable Council Priority). - - - - - - - - - - CP46 Focusing our investment on priorities (A Sustainable Council Priority). - - - - - - - - - - CP47 Effective workforce planning ensuring that we have the right skills/resources to deliver priorities (A Sustainable Council Priority). - - - - - - - - - - 111
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Our Council Plan Six Monthly Progress Report – Mid-Year 2025 to 2026 Page 49 of 48 We strive to make our reporting as accessible as possible. If you have any questions or require further information on our council’s performance please contact: The Corporate Policy and Performance Team Telephone: 01294 310000 Email: NorthAyrshirePerforms@north-ayrshire.gov.uk Reports can be viewed on our council performance webpage 112
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Page 1 of 21 Local Government Benchmarking Framework Analysis of October 2025 Data Release Appendix 2 113
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Contents Introduc�on ................................................................................................................................... 1 LGBF Priority Indicators .................................................................................................................. 2 People Services ................................................................................................................................. 5 HSN1b – Gross rent arrears (all tenants) as a percentage of rent due for the year ............................. 6 HSN3 – Propor�on of council dwellings mee�ng Sco�sh Housing Quality Standards ........................ 6 CORP7 – Percentage of income due from Council Tax received by the end of the year ...................... 7 Other Services ................................................................................................................................... 8 CLIM1 – CO2 emissions area wide per capita ..................................................................................... 11 CLIM2 – CO2 emissions area wide: emissions within scope of LA per capita .................................... 11 ENV4b - Percentage of A class roads considered for maintenance treatment ................................... 12 ENV4c - Percentage of B class roads considered for maintenance treatment ................................... 13 ENV4d – Percentage of C class roads considered for maintenance treatment .................................. 13 ENV4e – Percentage of unclassified roads considered for maintenance treatment .......................... 14 ENV06 – Propor�on of total household waste arising that is recycled .............................................. 14 CORP-ASSET1 - % of opera�onal buildings that are suitable for their current use ............................ 15 CORP8 Percentage of invoices sampled that were paid within 30 days ............................................. 16 CORP3b - % of the highest paid 5% of employees who are women .................................................. 16 CORP3c - Gender Pay Gap ................................................................................................................... 17 ECON04 – Propor�on of procurement spent on local enterprises ..................................................... 17 114
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LGBF Analysis of October 2025 Data Release Page 1 of 18 Introduc�on The Local Government Benchmarking Framework (LGBF) provides an opportunity to benchmark our performance with other local authorities in Scotland. It is administered by the Improvement Service in partnership with the Society of Local Authority Chief Executives (SOLACE) and highlighted within the Accounts Commission’s Statutory Performance Information Direction 2024 which defines how local authorities should demonstrate they are achieving Best Value for the people they serve. We have identified 33 indicators that closely link to the priorities within our Council Plan. This section demonstrates our relative performance for the indicators that have been updated since our previously published year end LGBF analysis report as at the October 2025 data release. This information alongside the LGBF Dashboard enables us to learn from others to improve services for our residents. As at November 2025, 11 of our 15 updated priority indicators are in the top two quartiles. Top quartile performance includes areas such as: Percentage of invoices sampled that were paid within 30 days; proportion of the highest paid 5% of employees who are women; and proportion of council dwellings meeting Scottish Housing Quality Standards. In the short term (most recent one year period available), 10 of our 15 updated priority indicators have shown improvement in performance, whereas four have demonstrated a decline in performance. Some of the indicators which have improved are: CO2 emissions area wide per capita; percentage of income due from Council Tax received by the end of the year; and percentage of A class roads considered for maintenance treatment. The following is a breakdown of the priority indicators within the context of family groups. Family groups enable local authorities to make as close to a like for like comparison as possible with other councils by grouping those with similar traits depending on the indicator. Grouping is based on levels of deprivation (people services) or rurality (other services). We align our LGBF analysis to the family groups used within the LGBF Dashboard. These are: Peoples Services (Deprivation) • North Ayrshire Council • Comhairle nan Eilean Siar • Dundee City Council • East Ayrshire Council • North Lanarkshire Council • Inverclyde Council • West Dunbartonshire Council • Glasgow City Council Other Services (Rurality) • North Ayrshire Council • Perth and Kinross • S�rling Council • Moray Council • South Ayrshire Council • East Ayrshire Council • East Lothian Council • Fife Council 115
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LGBF Analysis of October 2025 Data Release Page 2 of 18 LGBF Priority Indicators The table below displays the short term (or prior year) comparison of the performance, rank and quartile for the 15 priority LGBF indicators updated during the October 2025 release. To assess performance, the terms ‘improved’ or ‘declined’ are used in this report. This terminology is used as for some indicators a value increasing is improving performance however for other indicators, a value increasing is declining performance. Each indicator title is an html link to a chart later in the document that provides more information. In summary, of the 15 indicators over the short term: • Performance has improved for 10, declined for four and is unchanged for one. • Rank has improved for eight and declined for seven. • Quar�le has improved for six, declined for three, and is unchanged for six. Key Icon Improved Stayed the same Declined Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improved / declined Prior year rank Most recent rank Rank improved / declined Previous year’s quartile Most recent quartile Quartile improved / declined CLIM01 - CO2 emissions area wide per capita 2023-24 4.56 4.04 20 15 3 2 CLIM02 - CO2 emissions area wide: emissions within scope of LA per capita 2023-24 4.90 4.38 22 18 3 3 116
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LGBF Analysis of October 2025 Data Release Page 3 of 18 Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improved / declined Prior year rank Most recent rank Rank improved / declined Previous year’s quartile Most recent quartile Quartile improved / declined CORP03b - Proportion of the highest paid 5% of employees who are women 2024-25 64.0% 63.9% 4 6 1 1 CORP3c – Gender Pay Gap 2024-25 0.0% 0.3% 7 14 1 2 CORP07 - Percentage of income due from Council Tax received by the end of the year (CP_48) 2024-25 93.6% 94.0% 30 26 4 4 CORP08 - Percentage of invoices sampled that were paid within 30 days 2024-25 95.8% 96.4% 6 7 1 1 CORP-ASSET01 - % of operational buildings that are suitable for their current use (CP_19) 2024-25 95.2% 95.2% 6 7 1 1 ENV04b - Percentage of A class roads considered for maintenance treatment 2024-25 28.9% 27.0% 21 13 3 2 ENV04c - Percentage of B class roads considered for maintenance treatment 2024-25 27.4% 25.0% 13 4 2 1 ENV04d - Percentage of C class roads considered for maintenance treatment 2024-25 38.5% 37.0% 26 23 4 3 ENV04e - Percentage of unclassified roads considered for maintenance treatment 2024-25 32.4% 31.0% 11 7 2 1 117
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LGBF Analysis of October 2025 Data Release Page 4 of 18 Performance Rank Quartile LGBF Priority Indicator Most recent year available Previous year’s data Most recent data Data improved / declined Prior year rank Most recent rank Rank improved / declined Previous year’s quartile Most recent quartile Quartile improved / declined HSN1b - Gross Rent Arrears (All Tenants) as a Percentage of rent due for the year1 2024-25 7.5% 8.0% 7 14 1 2 HSN03 - Proportion of council dwellings meeting Scottish Housing Quality Standards (CP_25) 2024-25 76.9% 94.0% 16 3 2 1 ECON04 – Proportion of procurement spent on local enterprises 2024-25 23.9% 24.9% 19 20 3 3 ENV06 – Proportion of total household waste arising that is recycled 2024-25 56.1% 53% 4 9 1 2 1 The 2023-24 data for this indicator was amended from 5.9% to 7.5% through the Annual Return on the Charter (ARC) Data Correc�ons 2023/24, submited to Cabinet on 23 September 2025. The Improvement Service has been informed of this amendment and though not be reflected through the LGBF dashboard un�l the 28th November Data Release, the 2023-24 rank displayed in this report is correct and is as will be shown in the November release. 118
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LGBF Analysis of October 2025 Data Release Page 5 of 18 People Services The table below displays the short term, medium term and long term comparisons against our current year for our three People Services family group indicators that have been updated since our year end report. When 10 full recording periods were not available the most historical figure has been used for the long term comparison. Each indicator name is an html link to a chart later in the document that provides more information. In summary, of the three indicators over the short, medium and long term: • Short Term Family Group Rank – three have improved. • Medium Term Family Group Rank – two have improved and one has declined. • Long Term Family Group Rank – two have declined and one is unchanged. Short Term, Medium Term and Long Term Comparisons for our People Services Family Group Current Year Short Term Comparison Medium Term Comparison Long Term Comparison LGBF Indicators Peoples Services Year Rank Year Rank Rank improved / declined Year Rank Rank improved / declined Year Rank Rank improved / declined HSN1b - Gross Rent Arrears (All Tenants) as a Percentage of rent due for the year 2024-25 14 2023-24 7 2021-22 7 2014-15 3 HSN3 - Proportion of Council dwellings meeting Scottish Housing Quality Standards 2024-25 3 2023-24 16 2021-22 21 2014-15 3 CORP7 - Percentage of income due from Council Tax received by the end of the year 2024-25 26 2023-24 30 2021-22 31 2014-15 24 119
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LGBF Analysis of October 2025 Data Release Page 6 of 18 HSN1b – Gross rent arrears (all tenants) as a percentage of rent due for the year The gross rent arrears (all tenants) as a percentage of rent due for the year was 8.0% at the latest data release (September 2025). This is higher than the family group average of 7.7% but lower than the Scottish average of 8.6%. We are second lowest in our family group (of five local authorities) with only West Dunbartonshire Council performing less strongly. We have moved from 7 to 14 in rank resulting in a reduction in quartile from 1st to 2nd. HSN3 – Proportion of council dwellings meeting Scottish Housing Quality Standards The proportion of council dwellings meeting Scottish Housing Quality Standards (SHQS) in the most recent data release (September 2025) was 94.0% - this is in comparison to the family group average of 85.9%. In our family group, only East Ayrshire Council reported a higher compliance rate of 98.2%. We currently rank 3rd of all Scottish local authorities – an improvement from 16th in the previous year and have subsequently moved from the 2nd quartile to the 1st. 120
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LGBF Analysis of October 2025 Data Release Page 7 of 18 CORP7 – Percentage of income due from Council Tax received by the end of the year The most recent data release (September 2025) shows that 94.0% of income due from Council Tax was received by the end of the year compared to the family group average of 93.5%. We remain in the 4th quartile however our ranking has improved from 30 to 26. In terms of performance, we are fourth in our family group with East Ayrshire, Inverclyde and North Lanarkshire Councils performing more strongly. The reported performance represents an improvement from the previous year. However, underlying performance continues to remain below pre-pandemic levels. Collection activity in relation to Council Tax debt continues, with the achievement of budgeted recovery levels forecast over the medium term. As detailed in the Mid-Year 2025 to 2026 Progress Report, we continue to support residents throughout the year through repayment plans and where required through directing residents to other money advice supports available. Ongoing encouragement for residents to use the direct debit payment method should help improve collection levels in future. 121
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LGBF Analysis of October 2025 Data Release Page 8 of 18 Other Services The table below displays the short term, medium term and long term comparisons against our current year for our 12 Other Services family group indicators that have been updated since our year end report. When 10 full recording periods were not available the most historical figure has been used for the long term comparison. Each indicator is linked to a chart later in the document that provides more information. In summary, of the 12 indicators over the short, medium and long term: • Short Term Family Group Rank – six have improved and six have declined. • Medium Term Family Group Rank – nine have improved and three have declined. • Long Term Family Group Rank – eight have improved, three have declined and one has stayed the same. Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long Term Comparison LGBF Indicators Other Services Year Rank Year Rank Rank improved / declined Year Rank Rank improved / declined Year Rank Rank improved / declined CLIM1 – CO2 emissions area wide per capita 2023-24 15 2022-23 20 2020-21 19 2013-14 19 CLIM2 – CO2 emissions area wide: emissions within scope of Local Authority per 2023-24 18 2022-23 22 2020-21 19 2013-14 23 122
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LGBF Analysis of October 2025 Data Release Page 9 of 18 Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long Term Comparison LGBF Indicators Other Services Year Rank Year Rank Rank improved / declined Year Rank Rank improved / declined Year Rank Rank improved / declined ENV4b - Percentage of A class roads considered for maintenance treatment 2024-25 13 2023-24 21 2021-22 26 2014-15 27 ENV4c - Percentage of B class roads considered for maintenance treatment 2024-25 4 2023-24 13 2021-22 17 2014-15 18 ENV4d - Percentage of C class roads considered for maintenance treatment 2024-25 23 2023-24 26 2021-22 28 2014-15 30 ENV4e - Percentage of unclassified roads considered for maintenance treatment 2024-25 7 2023-24 11 2021-22 15 2014-15 17 CORP3b – Percentage of the highest paid 5% of employees who are women 2024-25 6 2023-24 4 2021-22 9 2014-15 6 123
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LGBF Analysis of October 2025 Data Release Page 10 of 18 Short Term, Medium Term and Long Term Comparisons for our Other Services Family Group Current Year Short Term Comparison Medium Term Comparison Long Term Comparison LGBF Indicators Other Services Year Rank Year Rank Rank improved / declined Year Rank Rank improved / declined Year Rank Rank improved / declined CORP3c – Gender Pay Gap 2024-25 14 2023-24 7 2021-22 8 2015-16 9 CORP8 – Percentage of invoices sampled that were paid within 30 days 2024-25 7 2023-24 6 2021-22 4 2014-15 14 CORP-ASSET1 – Percentage of operational buildings that are suitable for their current use 2024-25 7 2023-24 6 2021-22 11 2014-15 5 ENV06 – Proportion of total household waste arising that is recycled 2024-25 9 2023-24 4 2021-22 2 2014-15 2 ECON04 – Proportion of procurement spent on local enterprises 2024-25 20 2023-24 19 2021-22 24 2014-15 26 124
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LGBF Analysis of October 2025 Data Release Page 11 of 18 (Please note, axis scales used within the following charts vary to ensure trends are visible.) CLIM1 – CO2 emissions area wide per capita CO2 emissions area wide per capita for North Ayrshire was 4.04. This is lower than both the family group average of 5.18 and the Scotland wide average of 4.59. We are positioned third in our family group ranking, higher than Moray (4.10), South Ayrshire (4.14), Perth and Kinross (4.16), Fife (7.76) and East Lothian (9.91). Only East Ayrshire (3.46) and Stirling (3.84) were ranked higher. CLIM2 – CO2 emissions area wide: emissions within scope of LA per capita 125
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LGBF Analysis of October 2025 Data Release Page 12 of 18 CO2 emissions area wide: emissions within scope of LA per capita was 4.38. This is lower than the family group average of 4.90, but higher than the Scotland wide average of 4.04. We are third in our family group above Fife Council (4.56), South Ayrshire Council (4.86), Perth and Kinross Council (5.40), Stirling Council (5.46) and Moray Council (6.54). Only East Ayrshire Council (3.91) and East Lothian Council (4.06) were ranked higher. ENV4b - Percentage of A class roads considered for maintenance treatment The percentage of A class roads considered for maintenance treatment for North Ayrshire Council is 27% for the 2023 to 2025 reporting period. This is lower than the family group average of 28.4% and the Scotland wide average of 31%. Within our family group rankings, we currently rank higher than East Lothian Council (28%), Fife Council (29%), Stirling Council (35%) and Perth and Kinross Council (40%). Only East Ayrshire Council (18%) and South Ayrshire Council (23%) are currently ranked higher. Moray Council also has 27% of A class roads considered for maintenance treatment. 126
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LGBF Analysis of October 2025 Data Release Page 13 of 18 ENV4c - Percentage of B class roads considered for maintenance treatment The percentage of B class roads considered for maintenance treatment for North Ayrshire Council is 25% for the 2023 to 2025 reporting period. This is lower than the family group average of 29.5% and the Scotland wide average of 35%. Within our family group rankings, we currently rank higher than South Ayrshire Council (29%), Fife Council (30%), East Lothian Council (34%), Perth and Kinross Council (35%) and Stirling Council (37%). Only Moray Council (21%) and East Ayrshire Council (25%) currently rank higher. ENV4d – Percentage of C class roads considered for maintenance treatment The percentage of C class roads considered for maintenance treatment for North Ayrshire Council is 37% for the 2023 to 2025 reporting period. This is higher than the family group 127
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LGBF Analysis of October 2025 Data Release Page 14 of 18 average of 32.5% and the Scotland wide average of 34%. Within our family group rankings, we currently rank higher than South Ayrshire Council (38%) and Stirling Council (40%). However, Moray Council (25%), East Lothian Council (27%), Fife Council (28%), East Ayrshire Council (31%) and Perth and Kinross Council (34%) all rank higher than North Ayrshire Council. ENV4e – Percentage of unclassified roads considered for maintenance treatment The percentage of unclassified roads considered for maintenance treatment for North Ayrshire Council is 31% for the 2021 to 2025 repor�ng period. This is lower than the family group average of 35.8% and the Scotland wide average of 36%. We are currently posi�oned highest in our family group rankings. ENV06 – Proportion of total household waste arising that is recycled 128
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LGBF Analysis of October 2025 Data Release Page 15 of 18 The proportion of total household waste arising that is recycled for 2024 to 2025 is 53%. This places us 5th in our family group rankings. Which means Moray (56.7%), East Lothian (55.3%), South Ayrshire (53.3%) and Stirling Councils (53.2%) are currently ranked higher than North Ayrshire Council. Perth and Kinross (50.9%), East Ayrshire (49.2%) and Fife Councils (44.5%) are ranked lower. This places North Ayrshire Council 9th in Scotland and the 2nd quartile. The council manages the largest waste tonnage out of the top nine councils, managing over 8,200 tonnes more waste per year than any of the other councils who are in the top nine. The average recycling rate in Scotland for 2024 was 44.3% and North Ayrshire Council achieved 8.7 percentage points above the national average. CORP-ASSET1 - % of operational buildings that are suitable for their current use The percentage of operational buildings that are suitable for their current use is currently 95.2%. This means that we are 3rd in our family group behind both Perth and Kinross Council (96.9%) and Moray Council (96.1%). We are ranked 7th in Scotland and this places us within the 1st quartile. Condition information is gathered across the corporate estate and used to inform asset management decision in relation to property rationalisation and investment decisions. Accommodation changes are presently focused within the Irvine estate with improvements being made to Cunninghame House to enable the relocation of employees from Bridgegate House. Condition improvement works have been completed at Skelmorlie Primary and are currently progressing at Goldcraigs Depot, Hayocks Primary School and Caledonia Primary School. 129
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LGBF Analysis of October 2025 Data Release Page 16 of 18 CORP8 Percentage of invoices sampled that were paid within 30 days The percentage of invoices sampled that were paid within 30 days was 96.4% at the latest data release (September 2025), this is in comparison to a family group average of 88.7%. In terms of performance within our family group, we are currently second highest with only Fife Council having stronger performance (97.1%). CORP3b - % of the highest paid 5% of employees who are women 63.9% of our highest paid 5% of employees are women. This is the highest in our family group. Our relative position is currently 6th out of the 32 local authorities. As a result we are within the 1st quartile. 130
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LGBF Analysis of October 2025 Data Release Page 17 of 18 CORP3c - Gender Pay Gap The most recent figures reported for North Ayrshire Council show that the gender pay gap is currently 0.3% (the second lowest level over the decade presented above). This means we currently sit 5th within our family group with Stirling (-0.15%), Fife (-0.25%), South Ayrshire (- 1.33%) and Perth and Kinross Councils (-1.90%) ranked higher. East Lothian (0.65%), Moray (4.02%) and East Ayrshire Councils (4.49%) are ranked lower. We are 14th in Scotland and currently sit within the 2nd quartile. ECON04 – Proportion of procurement spent on local enterprises The proportion of procurement spent on local enterprises for 2024 to 2025 was 24.9% (the highest level in the period being reported on). This means that we are 5th within our family 131
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LGBF Analysis of October 2025 Data Release Page 18 of 18 group with Fife (33.9%), South Ayrshire (27.3%), East Ayrshire (25.8%) and Moray Councils (25.3%) ranking higher. Perth and Kinross (21.9%), Stirling (21.6%) and East Lothian Councils (15.5%) all rank lower. We are currently 20th out of the 32 local authorities. This places us in the 3rd quartile. This indicator is a useful comparison for benchmarking purposes however, as it does not capture all spend due to specifically excluding any supplier spend under £1,000 or suppliers not designated as core trade organisations, it is therefore not an accurate reflection of the economic activity solely within North Ayrshire. As we have access to the source data used by the LGBF, we are able to capture all spend data and refine the calculation at a local level to better reflect our spend with local enterprises and shorten the time delay in reporting. Our most recent local figure is 26.8% for 2024 to 2025, 1.9 percentage points higher than reported within the LGBF. 132
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LGBF Analysis of October 2025 Data Release Page 19 of 18 We strive to make our repor�ng as accessible as possible. If you have any ques�ons or require further informa�on on our council’s performance please contact: The Corporate Policy and Performance Team Telephone: 01294 310000 Email: NorthAyrshirePerforms@north-ayrshire.gov.uk Reports can be viewed on our council performance webpage 133
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Revenue Budget 2025/26 : Financial Performance to 30 November 2025 Purpose: To advise Cabinet of the financial performance for the Council at 30 November 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 third report for 2025/26 and covers the period to the end of November 2025 (Period 8). Projections have been made to the year-end. 1.3 At Period 8 the General Fund is forecasting a net projected underspend of (£0.885m), (0.1%), after transferring resources to/from earmarked reserves which includes the release of £0.348m following a review of earmarked funds. This is an improvement of (£0.290m) from the previously reported (£0.595m) underspend. 1.4 The Housing Revenue Account is forecasting a net in-year underspend of (£1.499m), (2.3%). This is a decrease of (£0.467m) from the previously reported underspend. 1.5 The Health and Social Care Partnership is projecting a year-end overspend of £4.946m, (1.5%), for 2025/26. This is a decrease of £0.303m since the previous report. The Council services element is reporting a projected overspend of £3.970m and the Health services element is reporting a projected overspend of £0.976m. However, previously identified financial recovery actions have reduced the projected overspend to £1.939m, including £1.881m for Council Services, an increase of Agenda Item 8 135
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£0.924m from the previous position, and £0.058m for Health services, a decrease of £0.718m. 1.6 Management action is ongoing to address absence levels across services. However, employee absence rates remain above targets, and there has been a marginal 1.4% increase in days lost during the period when compared to the same period last year. 1.7 Risks to the reported position have been identified arising from the recent 2025/26 pay negotiations and the associated funding. The pay settlement for teaching and local government staff has been agreed. However, current projections include an assumption that the additional costs in excess of the 3% budgeted provision will be funded by the Scottish Government. Any shortfall in funding will require the identification of additional recurring resources. Further significant risks have been identified in relation to the updated projected HSCP position which requires measures to be put in place by the HSCP to address these risks through a recovery plan. However, failure to recover this position would have an impact on the level of financial contributions required 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. A review of these funds has been carried out and has resulted in £0.669m being released which is reflected in the 2025/26 financial performance report. As part of this review the sum of £0.321m has been earmarked to support the demolition costs of surplus assets and deliver future savings. The request for earmarking of funds has been included in the report and details of the future savings have been included in the Council’s Medium-Term Financial Plan 2026/27 to 2028/29. The net result of this review will see the release of £0.348m to help address the pressures and risks facing the Council throughout 2025/26. 2.2 Current financial projections indicate that a net in-year underspend of (£0.885m), net of the transfers to/from reserves as detailed above, 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 Projecte d Variance @ P5 (Fav)/Ad v £ million Movement £ million Note Corporate Services 1 20.999 20.620 (0.379) (0.057) (0.322) (i) Education 2 187.903 188.514 0.611 0.149 0.462 (ii) Place 3 56.503 57.275 0.772 0.147 0.625 (iii) Communities & Housing 4 15.732 15.428 (0.304) 0.216 (0.520) (iv) 136
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Other Corporate Items 5 22.399 21.326 (1.073) (0.634) (0.439) (v) Sub Total 303.536 303.163 (0.373) (0.179) (0.194) Health and Social Care Partnership 9 141.138 141.138 0.000 0.000 0.000 Balance for Services 444.674 444.301 (0.373) (0.179) (0.194) Financing Charges 6 13.926 13.926 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 468.260 467.887 (0.373) (0.179) (0.194) Aggregate External Finance 6 (390.406) (390.430) (0.024) 0.000 (0.024) Council Tax 6 (72.009) (72.497) (0.488) (0.416) (0.072) Use of Earmarked Funds 6 (5.845) (5.845) 0.000 0.000 0.000 Total Planned Income (468.260) (468.772) (0.512) (0.416) (0.096) Net Expenditure/ (Income) 0.000 (0.885) (0.885) (0.595) (0.290) 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 31 August 2025 (339.676) (42.560) (8.101) (390.337) School Milk (0.023) 0.000 0.000 (0.023) NDR Empty Property Relief Adj. (0.046) (0.046) Revised Planned Income (339.699) (42.606) (8.101) (390.406) 2.5 Commentary on Significant Movements from Period 5 The Council's overall financial forecast against the revised budget is an improvement of (£0.353m) 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 (£0.379m), an improvement of (£0.322m) from the previously reported underspend The movement is primarily related to: • Vacancy management across the services; and • Release of earmarked funds (£0.093m). 137
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(ii) Education – overspend of £0.611m, an increase of (£0.462m) from the previously reported overspend The movement is primarily related to a projected increased teacher costs across Primary and Secondary schools (£1.442m). The projections include anticipated turnover, cover costs and costs associated with pay progression and the anticipated pay award from August 2025. This position will be subject to continued monitoring throughout the year. This has been partially offset by: • Increase in projected PPP insurance rebate and deductions (£0.273m); • Vacancy management within Early Years (£0.243m); • Release of earmarked funds (£0.203m); and • Increase in the projected underspend of £0.137m within Facilities management primarily relating to vacancy management and increased income. (iii) Place – overspend of £0.772m, an increase of (£0.625m) from the previously reported overspend The movement is primarily related to: • Earmarking of £0.321m to support the demolition costs of surplus assets and deliver future savings as part of the Medium-Term Financial Plan. This follows a review of earmarked funds which resulted in the release of £0.669m across the Council; and • A projected under-recovery of commercial rental income linked to market pressures (£0.300m). (iv) Communities and Housing – underspend of £0.367m, an improvement of (£0.520m) from the previously reported overspend The movement is primarily related to: • Release of earmarked funds (£0.230m); and • Vacancy management across the services (£0.221m); Virements in relation to additional income with the Community Development and Criminal Justice services have been included within Appendix 8. (v) Other Corporate Items – underspend of (£1.073m), an increase of £0.439m from the previously reported underspend The movement is primarily related to: • Updated contingencies and centrally held inflation provisions (£0.300m) which reflects the reduced level of inflationary cost risk across pay and service- related expenditure; and • Release of earmarked funds (£0.139m). 138
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Health and Social Care Partnership 2.6 A copy of the HSCP financial performance report at the end of October 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 £4.946m for 2025/26. However, this has been reduced to £1.939m due to previously identified financial recovery actions. This is an increase of £0.206m since the previous reporting period. • The projected overspend on the Council Services element is £3.970m over the same period, reduced to £1.881m following the identified financial recovery actions. This is an increase of £0.924m 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. • 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. 139
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• 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. • Risk related to NHS Reform investment being allocated by Scottish Government on a payment by results basis and in arrears. • Local Government Settlement and Distribution Group (SDG) – The SDG periodically review existing distributions to ensure that they remain fit for purpose. There is an agreed review of indicators for Adult Social Care Services, whilst the quantum is unknown North Ayrshire are noted to be an area with an increase, however there is a risk that this funding will not be available in future years due to North Ayrshire Council overall not receiving any additional funding through the floor mechanism. 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 been ongoing and initially resulted in a significant reduction in reported absence levels across the Council. However, the 8 months to 30 November are now showing a marginal increase in days lost when compared to the same period last year i.e. 8.13 days lost compared to 8.02 for the same period in 2024/25. Current absence levels exceed the target of 6.8 days for the period. Within the Education Service, the number of days lost for teaching staff has reduced by over 10% when compared to the previous year (4.68 days compared to 5.22 last year). The HSCP and the Communities and Housing directorate’s number of days lost have increased by 19% and 17% respectively, with the Place directorate showing a 10% improvement for the period. Risks 2.8 The 2025/26 local government staff pay settlement has been agreed at 4.0%. This compares to the approved budget provision of 3.0%. The 2025/26 teacher pay settlement has been agreed at 4% from 1 August 2025 rising to 4.25% from 1 April 2026. This compares to an approved budget provision of 3%. All current projections assume that the additional costs arising from both the local government staff pay settlement and the teacher award in excess of available budgets will be supported by additional Scottish Government funding. This funding is anticipated by the end of the year and distributed across local authorities. Any variation between costs and funding may require the utilisation of Council reserves, with a knock-on effect on future budget gaps. 140
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2.9 Under the terms of the Health and Social Care Integration Scheme, a recovery plan is required in order to address the projected overspend. There is a risk that, if the recovery plan is not successful, this would have an impact on the level of financial contributions from the funding parties. In such a circumstance the Council would be asked to make interim funds available. The funding could be made available for repayment by the HSCP across a period of future years or as an additional contribution. Cabinet would be asked to consider this. Housing Revenue Account 2.10 The Housing Revenue Account budgeted for a breakeven position in 2025/26 and an in-year underspend of (£1.499m), (2.3%), is currently anticipated for the year to 31 March 2026. This is a reduction in underspend of (£0.467m) 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 @ P5 (Fav)/Adv £ million Movement £ million Note Employee Costs 5.222 5.222 0.000 0.000 0.000 Property Costs 25.727 26.410 0.683 0.319 0.364 (i) Supplies and Services 2.145 2.156 0.011 0.022 (0.011) Transport and Plant Costs 0.016 0.016 0.000 0.000 0.000 Administration Costs 2.114 2.117 0.003 0.004 (0.001) Third Party Payments 3.832 3.870 0.038 0.000 0.038 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) (2.201) 0.000 Gross Expenditure 65.332 63.866 (1.466) (1.856) 0.390 Income (65.332) (65.365) (0.033) (0.110) 0.077 (ii) Net Expenditure 0.000 (1.499) (1.499) (1.966) 0.467 2.11 Commentary on Significant Movements from Period 5 A brief explanation of the significant movements from the previous forecasts is outlined as follows: (i) Property Costs – overspend of £0.683m, an increase of £0.364m from the previously reported underspend position The movement is primarily related to increased expenditure on Void repairs, £0.342m, and Other Property Costs in relation to Electricity costs and Fire Safety works, £0.494m. This has been partly offset by reduced expenditure on Planned and Cyclical maintenance, (£0.190m) and Responsive Repairs, (£0.282m) 141
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(ii) Income – over recovery of (£0.033m), a movement of (£0.077m) from the previously reported position The movement is related to an under-recovery in Other Rents, £0.099m. 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 30 November 2025 is a net underspend of (£0.885m). Housing Revenue Account The net projection for the year as at 30 November 2025 is a net underspend of (£1.499m). 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 maximising financial flexibility to support the delivery of our priorities. Community Wealth Building 4.7 None. 142
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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 Mark Boyd, Head of Service (Finance), on 01294 324560. Background Papers Revenue Budget 2025/26: Financial Performance to 31 August 2025 – Cabinet 28 October 2025 143
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Appendix 1 CORPORATE SERVICES BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 154 163 9 6% Total for Chief Executive 154 163 9 6% Financial Services Change Programme 174 174 - 0% Audit, Fraud, Safety & Insurance 697 705 8 1% Corporate Procurement 758 634 (124) (16%) 1 Financial Services 1,522 1,517 (5) (0%) Revenues (503) (517) (14) 3% Transformation 790 813 23 3% Total for Financial Services 3,438 3,326 (112) (3%) People & ICT Employee Services 923 854 (69) (7%) 2 HR & Organisational Development 1,193 1,199 6 1% 3 ICT 5,250 5,250 - 0% 4 Business Support 1,456 1,421 (35) (2%) 5 Customer Services 4,316 4,256 (60) (1%) 6 Total for People & ICT 13,138 12,980 (158) (1%) Democratic Services Legal & Licensing 501 518 17 3% Policy, Performance & Elections 527 504 (23) (4%) Communications 491 506 15 3% Civil Contingencies 60 60 - 0% Committee Services 440 452 12 3% Member Services 1,560 1,561 1 0% Information Governance 533 492 (41) (8%) 7 Ayrshire Support Service 60 58 (2) (3%) Total for Democratic Services 4,172 4,151 (21) (1%) Totals 20,902 20,620 (282) (1%) Transfer to/ (from) Earmarked Reserves 97 - (97) Net Total 20,999 20,620 (379) (2%) 144
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Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 17,678 17,397 (281) (2%) Property Costs 68 68 - 0% Supplies and Services 3,228 3,223 (5) (0%) Transport and Plant Costs 22 22 - 0% Administration Costs 1,613 1,612 (1) (0%) Other Agencies & Bodies 1,947 1,935 (12) (1%) Transfer Payments 861 861 - 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 25,417 25,118 (299) (1%) Income (4,515) (4,498) 17 (0%) Net Expenditure 20,902 20,620 (282) (1%) 145
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Appendix 1a CORPORATE SERVICES BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Finance - Corporate Procurement Movement - There has been a favourable movement of (£0.060m) since P5 mainly due to forecasted underspends in employee costs. 758 (109) -14% Employee costs - There is a projected underspend of £0.109m due to vacancy management. (15) Other minor movements (124) Note 2 People & ICT - Employee Services Movement - There has been favourable movement of (0.021m) since P5 due to vacancy management. 883 (69) -8% Employee Costs - There is a projected underspend of £0.069m due to vacancy management. - Other minor movements (69) Note 3 People & ICT - HR & Organisational Development Movement - There has been a favourable movement of £0.054m since P5 due to Legal Expenses relating to equal pay now being funded. 6 Other minor movements 6 Note 4 People & ICT - ICT Movement - There has been an unfavourable movement of £0.030m since P5 due to a projected increase in software licence costs. - There are now no variances to report within ICT. - Note 5 People & ICT - Business Support Movement - There has been favourable movement of (0.035m) since P5 due to vacancy management. 1,595 (35) -2% Employee Costs - There is a projected underspend of £0.035m due to vacancy management. (35) Note 6 People & ICT - Customer Services Movement - There has been favourable movement of (0.060m) since P5 due to vacancy management. 1,595 (60) -4% Employee Costs - There is a projected underspend of £0.060m due to vacancy management. It is requested to earmark £0.060m to 2026/27 to support a future service review. (60) Democratic Services - Information Governance Movement - There has been a favourable movement of (£0.002m) since P5. 548 (56) -10% Employee Costs - Forecasted underspend of £0.056m due to vacancy management. 15 Other minor movements (41) Note 7 146
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Appendix 2 EDUCATION BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 21,458 20,908 (550) (3%) 1 Primary Education 54,234 54,702 468 1% 2 Secondary Education 66,495 67,404 909 1% 3 Additional Support Needs 17,446 18,829 1,383 8% 4 Central Education 3,408 3,129 (279) (8%) 5 Pupil Equity Fund 4,728 4,728 - 0% Facilities Management 19,779 18,662 (1,117) (6%) 6 Net Total 187,700 188,514 814 0% Transfer to/(from) Earmarked Reserves 203 - (203) Net Total 187,903 188,514 611 0% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 105,172 106,373 1,201 1% Employee Costs - Non Teachers 52,188 51,279 (909) (2%) Property Costs 1,616 1,659 43 3% Supplies and Services 25,440 24,929 (511) (2%) Transport and Plant Costs 136 163 27 20% Administration Costs 430 429 (1) (0%) Other Agencies & Bodies 9,469 11,306 1,837 19% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 71 70 (1) (1%) Gross Expenditure 195,102 196,788 1,686 1% Income (7,402) (8,274) (872) 12% Net Expenditure 187,700 188,514 814 0% 147
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Appendix 2a EDUCATION BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education Movement : There has been a favourable movement of (£0.257m) since P5, due to further projected employee costs underspends of £0.243m. 15,876 (568) -4% Employee Costs: Overall a forecasted underspend of £0.568m. - Teachers:- forecasted underspend of £0.059m. - Non Teachers:- forecasted underspend of £0.509m as a result of vacancy management after accounting for budgeted turnover. 18 Other minor movements (550) Note 2 Primary Education Movement : There has been an unfavourable movement of £0.481m since P5 due to projected increased teacher costs 51,838 455 1% Employee Costs : Overall a forecasted overspend of £0.455m - Teachers:- forecasted overspend of £0.481m after accounting for future absence cover and budgeted turnover. There has been movement in projected outturn from P5 to P8 as the teacher salary budget has transitioned from the 24/25 academic session to the 25/26 academic session. Teacher employee costs can be more accurately projected in P8 as payroll data now reflects staffing changes made in August and payments made in arrears to supply teachers engaged to fill any vacant posts or cover teacher absence. - Non Teachers:- forecasted underspend of £0.027m after accounting for budgeted turnover. 13 Other minor movements. 468 Note 3 Secondary Education Movement : There has been a unfavourable movement of £0.961m since P5 due to projected increased teacher costs 50,642 1,028 2% Employee Costs : Overall a forecasted overspend of £1.028m - Teachers:- forecasted overspend of £0.938m after accounting for anticipated future absence cover and budgeted turnover. There has been movement in projected outturn from P5 to P8 as the teacher salary budget has transitioned from the 24/25 academic session to the 25/26 academic session. Teacher employee costs can be more accurately projected in P8 as payroll data now reflects staffing changes made in August and payments made in arrears to supply teachers engaged to fill any vacant posts or cover teacher absence - Non Teachers:- forecasted overspend of £0.090m 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 909 Note 4 ASN Movement: There has been a favourable movement of (£0.119m) since P5. There is one less child in a Residential Placement compared to P5, resulting in a favourable movement of £0.188m in Residential Placements. This favourable movement has been partly offset by several unfavourable movements, including £0.018m in Employee Costs, £0.014m in Day Placement costs and £0.031m in equipment costs for Accessibility Group. 15,433 (380) -2% Employee Costs : Overall a forecasted underspend of £0.380m - Teachers:- forecasted underspend of £0.165m after accounting for anticipated future absence cover and budgeted turnover. - Non Teachers:- forecasted underspend of £0.215m reflecting the level of turnover within the service. 268 (25) -9% There is a forecasted underspend of £0.025m on payments to Other Local Authorities due to a reduction in the number of NAC children accessing placements in their establishments. 1,310 189 14% There is a forecasted overspend of £0.189m 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 30 children in, or expected in, day placement provision. This service will continue to be monitored as options for alternative service provision are developed. 148
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Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section 499 1,598 320% There is a forecasted overspend of £1.598m on external specialist residential placements. Currently there are 13 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. 1 Other minor movements. 1,383 149
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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 (£0.264m) since P5. 3,196 31 1% Employee Costs: There is a forecasted overspend of £0.030m mainly due to unachieved turnover. (2,385) (360) 15% Income: There is a forecasted over-recovery of PPP insurance rebate of £0.255m and PPP deductions of £0.108m in excess of budget 50 Other minor movements. (279) Note 6 Facilities Management Movement: There has been a favourable movement of £0.137m since P5. This is mainly due to further employee cost underspends and projected over recovery of income. 15,576 (273) -2% Employee Costs: There is a forecasted underspend of £0.534m primarily due to previous vacancy management, offset by a budgeted turnover target of £0.261m resulting in a net underspend of £0.273m 5,374 (429) -8% Supplies and services: There is a forecasted underspend of £0.429m. This comprises of a £0.475 underspend in kitchen equipment which is offset slightly by a projected overspend on food costs of £0.046m (2,583) (486) 19% Income: There is a forecasted projected over recovery in Commercial Catering of £0.197m, cleaning/janitorial income of £0.094m and school meals income of £0.195m 27 Other minor movements (1,161) 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 3.71 for the period April-Nov. Average days lost per FTE for same period last year was 4.16 150
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Appendix 3 PLACE BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 1,024 966 (58) (6%) 1 Neighbourhood Services Roads 7,349 7,349 - 0% Streetscene 5,758 5,802 44 1% 2 Waste Resources 8,261 8,261 - 0% 3 Municipalisation Advertising (73) (55) 18 (25%) Total for Neighbourhood Services 21,295 21,357 62 0% Economic Development, Growth and Investment Economic Policy 336 285 (51) (15%) 4 Employability & Skills 2,197 2,197 - 0% Regeneration 582 582 - 0% Business 624 631 7 1% Growth & Investment 226 226 - 0% Total for Economic Development, Growth and Investment 3,965 3,921 (44) (1%) Sustainability, Transport and Corporate Property Property Management & Investment 1,800 1,726 (74) (4%) 5 Housing Assets & Investment 202 202 - 0% Property Maintenance 4,588 4,588 - 0% Property Running Costs 5,514 5,960 446 8% 6 Energy and Sustainability 6,889 6,889 - 0% Internal Transport 11,226 11,345 119 1% 7 Total for Sustainability, Transport and Corporate Property 30,219 30,710 491 2% 0 Net Total 56,503 56,954 451 1% Transfer to Earmarked Reserves - 321 321 Net Total 56,503 57,275 772 151
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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 30,181 30,655 474 2% Property Costs 23,063 23,211 148 1% Supplies and Services 4,528 4,507 (21) (0%) Transport and Plant Costs 9,847 10,375 528 5% Administration Costs 579 568 (11) (2%) Other Agencies & Bodies 15,248 15,071 (177) (1%) Transfer Payments - - - 0% Other Expenditure 78 68 (10) (13%) Capital Financing - - - Gross Expenditure 83,524 84,455 931 1% Income (27,021) (27,501) (480) 2% Net Expenditure 56,503 56,954 451 1% 152
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Appendix 3a PLACE BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Directorate and Support Movement: There has been a favourable movement of (£0.004m) since P5 due to a forecasted underspend in employee costs. 1,011 (58) (6%) Employee Costs: There is a projected underspend due to vacancy management. (58) Note 2 Streetscene Movement: There has been an adverse movement of £0.044m since P5. £0.035m of the adverse movement is in supplies and services, mainly on storm rectification costs (£0.019m) and tools and machinery costs (£0.011m). There has been an adverse movement of £0.041m in income, which relates mainly to reduced interment and memorial permit income. There has been a favourable movement of £0.037m in employee costs due to vacancy management. 7,674 (60) (1%) Employee Costs: Projected £0.060m underspend due to vacancy management. 464 49 11% Supplies and Services: £0.049m overspend includes £0.021m relating to storm rectification works, £0.011m overspend on tools and machinery and £0.012m overspend on clothing and uniforms. (2,886) 41 (1%) Income: £0.041m under recovery of income, which includes a £0.031m under recovery of interment income and £0.015m under recovery of memorial permit income, partly offset with a small over recovery of other income streams. 14 Other minor movements. 44 Note 3 Waste Services Movement: There has been no overall movement since P5. 5,588 784 14% Employee costs: Current sickness absence rates for April to November 2025 are 13.89 days per employee, if projected at these levels to March 2026 this would result in a forecasted annual rate of 20.83 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. 240 336 140% 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 (109) (17%) Supplies & Services: Forecasted underspends in leachate of £0.064m and materials of £0.053m. 6,726 (178) (3%) Third Party Payments: Projected underspends mainly from diverted waste of £0.220m due to anticipated reduction in tonnages as a result of the implementation of the HWRC booking system, the recyclables contract of £0.033m, and the organics contract of £0.022m, this is partially offset by a forecasted overspend in Special Uplift processing costs of £0.093m due to increased costs for POPs waste. (5,109) (798) 16% 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. These funds will help address the pressures faced by the service and support further investment to meet operational needs and deliver service improvements over the next 2 years. Further details around levels of anticipated income and investments will be provided during the year and the budgets will be updated accordingly. In 2025/26 it is anticipated that the council will receive the sum of £4.3m. An over recovery in special uplifts income of £0.085m is partially offset by a projected under-recovery in purple bin contract income of £0.221m due to reductions in recyclate market prices, the re-tendering of this contract is currently being evaluated. - (35) Other minor movements 0 Note 4 Economic Policy Movement: There has been a favourable movement of (£0.016m) since P5 due to a reduction in employee costs. 320 (51) (16%) Employee Costs: Underspend of £0.051m due to vacancy management. (51) Note 5 Property Management and Investment Movement: There has been favourable movement of (£0.033m) since P5 mainly driven by a reduction in employee costs due to vacancy management. 153
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Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section 2,733 (127) (5%) Employee Costs: There is a projected underspend of £0.127m primarily due to vacancy management. (1,263) 40 (3%) Income: Projected under-recovery of fee income of £0.040m. 13 Other minor movements (74) Note 6 Property Running Costs Movement: There has been an adverse movement of £0.320m since P5 due to under-recovery of rental income of £0.300m and additional property costs. 7,386 146 2% Property Costs: Overspend of £0.121m due to Non Domestic Rates costs relating to the following properties: Moorpark Primary which is scheduled for demolition, and Annickbank Innovation Campus which now has a lease agreed. The NDR liability for Annickbank relates to the period it is unoccupied. There are also £0.024m of additional costs due to condition surveys for the commercial estate. (2,034) 300 (15%) Income: Under-recovery of income £0.300m largely related to rental property income linked to market pressures, the commercial property review is ongoing and we anticipate improvement in this position and recently agreed leases which will fully come into effect in 2026/27. A request to earmark funds of £0.321m is being made to support the demolition costs of surplus properties, this will generate future year savings. 446 154
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Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section Note 7 Internal Transport Movement: There has been a favourable movement of (£0.023m) since P5, this is mainly due to a favourable movement in Employee Costs of £0.035m and a reduction in projected fuel costs of £0.077m, offset with adverse movements of £0.040m in Repairs and Maintenance, £0.021m in External Hires and other minor movements. 1,898 (144) (8%) Fuel: There is a projected underspend in fuel of £0.144m due to lower usage with a number of electric vehicles being operated within the fleet. 206 56 27% External Hires: There is a projected overspend of £0.056m mainly due to replacement vehicles to cover extensive Vehicle Off Road time due to age of the current fleet and not having suitable zero emission alternatives readily available. 1,305 265 20% Repairs & Maintenance: There is a projected overspend of £0.265m due to additional repairs being outsourced as a result of difficulties recruiting Motor Mechanics (now resolved) during the first two quarters of the year along with maximising the life of assets due to the availability of suitable replacements. Automotive parts and third party labour cost continues to increase. (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. - 23 Other minor movements 119 155
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Appendix 4 COMMUNITIES AND HOUSING BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 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 (2,549) (2,549) - 0% 1 Planning Services 256 183 (73) (29%) 2 Protective Services 1,999 1,889 (110) (6%) 3 Other Housing 3,010 2,951 (59) (2%) 4 Total for Housing and Public Protection 2,716 2,474 (242) (9%) Connected Communities 12,634 12,802 168 1% 5 Net Total 15,502 15,428 (74) (0%) Transfer to Earmarked Reserves 230 - (230) Net Total 15,732 15,428 (304) Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 26,435 26,269 (166) (1%) Property Costs 3,092 3,324 232 8% Supplies and Services 6,985 7,017 32 0% Transport and Plant Costs 978 975 (3) (0%) Administration Costs 311 312 1 0% Other Agencies & Bodies 11,801 11,804 3 0% Transfer Payments - - - 0% Other Expenditure 286 286 - 0% Capital Financing - - - Gross Expenditure 49,888 49,987 99 0% Income (34,386) (34,559) (173) 1% Net Expenditure 15,502 15,428 (74) (0%) 156
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Appendix 4a COMMUNITIES AND HOUSING BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services Movement: There has been no movement since Period 5. 10,792 153 1% Employees: a projected overspend in employee costs of £0.153m. This is primarily due to a regrading of operative posts and an increase in the pay uplift. 4,584 (82) (2%) Supplies & Services: a projected underspend in materials of £0.082m. This is due to changes in the income profile detailed below. 3,287 197 6% Third party payments: a projected overspend in third party payments of £0.197m. 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) (274) 1% Income: a projected over recovery in income of £0.274m. This is primarily due to an increase in Responsive Repairs income of £0.361m 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 £0.405m in Planned repairs due to increased timber and damp works and an additional £0.094m in income due to additional estate based fencing. This is partially offset by a reduction of £0.162m in voids works and £0.423m in Projects, mainly due to a reduction in demand for replacement bathrooms and wetrooms at void stage as well as a reduction in buybacks and the separation of communal windows from the window programme. 6 Other minor movements - Note 2 Planning Services Movement: There has been no significant movement since Period 5. (684) (57) 8% Income: This is primarily due to the forecasted over recovery of £0.120m for additional planning fee application income. (16) Other minor movements (73) Note 3 Protective Services Movement: There has been a favourable movement of (£0.110m) since P5, this is mainly due to a reduction in forecasted employee costs. 2,682 (70) Employee Costs: There is a projected underspend of £0.070m, this is primarily due to a delay in SoD 587 (40) Other minor movements (110) Note 4 Other Housing Movement: There has been a favourable movement of (£0.042m) since P5. This is mainly due to a reduction in forecasted employee costs partially offset by increased property costs. 3,481 (106) (3%) Employee Costs: There is a projected underspend of £0.106m due to vacancy management. 2,496 55 2% Property Costs: A projected overspend of £0.055m mainly due to additional cleaning costs due to the turnover of homeless furnished units of £0.032m and property repair costs of £0.015m. - (8) Other minor movements (59) Note 5 Connected Communities Movement: There has been a favourable movement of (£0.121m) since P5 mainly due to reduction in forecasted employee costs due to vacancy management. 7,356 26 0% Employee Costs: There is a projected overspend of £0.087m related to the 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. This is partially offset by a projected underspend of £0.060m due to vacancy management. 247 177 72% Property Costs: A projected overspend of £0.156m due to storm damage repairs at Eglinton Country Park. 0 (35) Other minor movements 168 157
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Appendix 5 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 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.) 13,049 12,042 (1,007) (8%) 1 Insurance Account 541 541 - 0% Housing Benefits 2,870 2,951 81 3% 2 22,260 21,326 (934) (4%) Transfer to/ (from) Earmarked Reserves 139 - (139) Net Total 22,399 21,326 (1,073) (5%) 158
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Appendix 5a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 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 13,049 (1,007) -8% 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). (1,007) Note 2 Housing Benefit There has been movement of £0.020m from Period 5 due to updated Housing Benefit Subsidy data 2,870 81 3% Projected overspend of £0.101m due to Housing Benefit Overpayment Recovery Projections 81 159
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Appendix 6 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % variance Note No £000 £000 £000 Financing Charges 13,926 13,926 - - Contribution to Loans Fund Reserve 9,660 9,660 - - Scottish Government Funding (390,406) (390,430) (24) 0% Council Tax (72,009) (72,497) (488) 1% 1 Use of Earmarked Funds (5,176) (5,176) - - Net Total (444,005) (444,517) (512) 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. Note 1 Council Tax There has been a favourable movement of £0.072m since P5. 160
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Appendix 7 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 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 6,961 (445) (6%) Void Repairs 4,656 4,466 (190) (4%) Planned and Cyclical Maintenance 6,047 6,642 595 10% Aids and Adaptions 1,792 1,792 - 0% Other property costs 5,826 6,549 723 12% Total for Property Costs 25,727 26,410 683 3% 1 Supplies & Services 2,145 2,156 11 1% Transport Costs 16 16 - 0% Administration Costs 2,114 2,117 3 0% Third Party Payments 3,832 3,870 38 1% Transfer Payments 177 177 - 0% Other Expenditure 550 550 - 0% Capital Financing Costs 25,549 23,348 (2,201) (9%) 2 Gross Expenditure 65,332 63,866 (1,466) (2%) Income Council House Rents (62,568) (62,568) - 0% Other Rents (541) (442) 99 (18%) Recharges (1,212) (1,344) (132) 11% 3 Other Income (1,011) (1,011) - 0% Total Income (65,332) (65,365) (33) 0% Net Expenditure - (1,499) (1,499) 161
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Appendix 7a HRA BUDGETARY CONTROL 2025/26 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2025 Budget £000 Variance £000 Variance as % of budget Note 1 25,727 683 3% 683 Note 2 25,549 (2,201) -9% (2,201) Note 3 (65,332) (33) 0% (33) 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 - - 1.499 - 14.712 5.000 - - - - 5.000 2.000 - - - - 2.000 1.758 - - - - 1.758 0.170 - - - - 0.170 22.141 - - 1.499 - 23.640 Council House Building Fund Sustainability Fund Transformation Programme Tenant led budget Unearmarked Section Property Costs Movement: there has been an adverse movement of £0.363m since P5. This is due to adverse movements of £0.342m in Void Repairs and £0.494m in other property costs partially offset by favourable movements of £0.282m in Responsive Repairs and £0.191m in Planned and Cyclical Maintenance. A projected overspend of £0.683m in Property costs. This is primarily due to a projected overspend of £0.594m in Planned and Cyclical Maintenance mainly 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 £0.215m in Timber and damp works. There is also an overspend of £0.723m in other property costs, mainly due to overspends in relation to the maintenance of trees of £0.242m, Electricity costs of £0.372m and Fire Safety works of £0.145m. This is partially offset by an underspend of £0.445m in Responsive Repairs and £0.190m in Void Repairs. HRA reserves and balances Capital Financing Costs Movement: there has been no movement since Period 5. 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: An adverse movement of £0.077m since Period 5 primarily relating to other rents. A projected over recovery in income of £0.033m primairly due to an over recovery of £0.132m in recharges partially offset by an under recovery of £0.099m in Other Rents. Income 162
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Integration Joint Board 11th December 2025 Subject: 2025-26 – Month 7 Financial Performance Purpose: To provide an overview of the IJB’s financial performance as at Month 7 (October). 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 £4.946m reducing to £1.939m after planned recovery actions; (b) notes the progress with delivery of agreed savings; (c) approves the proposed and current actions (para 2.14) which are being taken to progress financial recovery and that an updated recovery plan will be presented to the next IJB; and (d) 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 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 163
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refers to the position at the end of October 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 £4.946m (1.5%) reduced to £1.939m 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 @ mth7 4.946 0.976 3.970 Financial Recovery Plan Projections 3.007 0.918 2.089 Residual Risk 1.939 0.058 1.881 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. At this stage in the financial year there is a high risk of not being able to deliver financial balance by the year-end. 1.3 The movement in the projected outturn position for the 2025-26 financial year is illustrated in the graph below: 5.187 5.259 4.957 4.946 1.175 1.733 1.604 1.939 0.519 0.776 0.001 0.058 0.656 0.957 1.603 1.881 -0.5 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 Period 3 Period 4 Period 6 Period 7 Projected Outturn Movement Gross PO Net Total PO Net NHS PO Net LA PO £m 164
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This illustrates the movement in the gross and net projected overspend and the residual overspend or risk split between NHS and LA funding partners. 1.4 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. The main areas of movement from Period 6 to Period 7 are: • LD- £0.213m adverse re one new high-cost care package and an under- recovery in income • Primary Care - £0.101m favourable due to a detailed review of the projection • Management and Support - £0.176m favourable as the NHS budget shortfall has reduced. 1.5 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. 1.6 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. • 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. A recent exercise collated from services on the actual impact and cost indicated that the cost of cover is £1.210m (84% of staff covered) which is £0.551m higher than the current allocation. A request has been submitted to NHS A&A to review the funding allocation on a recurring basis. The IJB will be update on progress with this request. • 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 165
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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 7 At month 7 against the full-year budget of £339.363m there is a projected year-end overspend of £4.946m (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 £3.970m in social care services and a projected overspend of £0.976m 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. 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 £99.882m there is a projected overspend of £4.116m (4.1%) which is a favourable movement of £0.051m and the main variances are: a) Care home placements – net projected overspend of £0.545m (£0.020m favourable). This includes an overspend on placements of £1.095m (£0.020m favourable) which includes a provision for an average 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 budgeted number of permanent placements was 765 and at month 7 there were 815 placements resulting in a projected overspend of £1.095m. 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 and gross funded placements which is projected to be £0.550m over recovered (no movement). This income is challenging to predict as it depends on the length of 166
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the legal process and time taken to sell the property that the charging order is registered to and access to the funds or estate of service users. b) Care at home is projected to be £1.721m overspent (£0.032m 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 £0.298m (£0.188m favourable) split as follows: £0.935m over in residential placements, £0.412m under in direct payments due to increased clawbacks and £0.225m under in community care packages. d) Integrated Island Services is projected to overspend by £0.487m (£0.020m favourable). The most significant variance is a projected overspend at Montrose House of £0.339m which relates to the net overspend on agency staff (i.e. net of underspend on employee costs). There is also an under recovery of income and a write off of aged debt. In addition, there are overspends outwith Montrose House 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 £0.157m (£0.018m favourable) (Redburn ward £0.194m overspend and Douglas Grant £0.037m 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 £0.770m (£0.004m 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. 2.4 Mental Health Services Against the full-year budget of £118.527m there is a projected overspend of £1.503m (1.3%) which is an adverse movement of £0.285m 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 £1.249m (£0.213m adverse). The adverse movement is mainly due to one new high-cost care LD package with £0.174m part year costs in 2025-26 and a projected under recovery of income £0.189m (£0.036m adverse). 167
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• Community Mental Health services are projected to underspend by £0.091m (£0.031m favourable movement). 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 £0.689m overspent (£0.002m adverse) and the main variances are as follows: • Adult Inpatients – projected overspend by £0.954m (£0.077m 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. The month 5 and 6 costs were materially higher than the month 1 – 4 average, this was due to high levels of staff cover required to respond to an IPC incident at Woodland View. The projection assumes that £0.338m of costs are recharged 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 £1.147m (£0.093m adverse) based on current placements. Since month 6 there has been an admission plus a potential further planned admission in January. These have been accounted for in the projection. UnPACS 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 168
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requests, the projected position includes provision for any new placements approved. • Learning Disability Services – projected to overspend by £0.305m (£0.044m favourable). The overspend relates to the delay in achieving the saving from Ward 7A. Whilst the ward closed there are still legacy costs as the staff are still being redeployed. • Elderly Inpatients – projected overspend of £0.121m (£0.004m adverse) 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 £0.135m (no 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 (no movement). 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 £0.271m (£0.050m favourable) 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 £0.112m (£0.044m favourable). The overspend is less than projected 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. This position is after investing £0.510m on a Pan Ayrshire basis (£0.170m per HSCP). • Action 15 – is projected to underspend of £0.321m (£0.042m 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 underspend. The projected underspend is after considering the legacy costs from the 2024/25 review of funding. Innovation Fund – projected underspend of £0.021m (no movement) assuming that the posts to be redeployed as part of the EMHOF review are actioned. 169
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• 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 £1.103m (favourable movement of £0.131) in 2025-26. Further information is included in the table below: Vacancy Savings Target (£1.160m) Projected to March 2026 £2.263m Over/(Under) Achievement £1.103m 2.5 Children and Justice Services Against the full-year budget of £42.324m there is a projected overspend of £1.610m (3.8%) which is a favourable movement of £0.026m and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £2.016m (£0.020m adverse). 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 £2.798m (£0.084m adverse) based 35 placements in month 7. This demonstrates an increase of 6 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. 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 15 providers. If this is higher than the assumed contractual inflation and it is likely that this will increase the projected costs of residential places which is outwith the control of the service. 170
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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 £0.898m (£0.039m adverse) underspent. • Residential respite – placements are overspent by £0.070m (£0.001m fav 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 £0.149m (£0.021m favourable), largely due to staffing levels in the children’s houses and regrading of posts. • Care Leavers – projected underspend of £0.043m (£0.015m favourable) in rent costs. • Section 29 Payments (Throughcare Team) are projected to overspend by £0.045m (£0.004m favourable movement). b) Head of Service – is projected to underspend by £0.622m (£0.060m favourable). This consists of a projected overspend of £0.158m in relation to the previous staff reconfiguration saving 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 £0.765m £0.012m adverse) and which contributes to costs incurred across a number of C&F service areas. The favourable movement relates to a reduced projection for the Child Protection team and settlement of some contractual increases. c) C&F Health Team – is projected to overspend by £0.144m (£0.062m 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. The favourable movement is due to ongoing work by the senior manager to reduce the overspend. 2.6 ALLIED HEALTH PROFESSIONALS (AHP) 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 £0.156m (£0.029m adverse). One contract has ceased at the end of June and there are savings against other areas. There is also 171
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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 £1.831m (£0.146m favourable) and the main areas of variance are: • There is projected slippage on the LD and MH transition funding of £0.482m (£0.009m 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 £0.137m (no change) as a result of the 25/26 budget decision. • NHS shortfall in savings of £0.230m (£0.176m favourable) which is not coded to specific areas and held centrally until recurring savings can be identified. • The funding for the Reduced Working Week (non-Lead Partnership element) is coded to Management and Support pending final confirming of the allocation. It is projected to underspend by £0.293m as the overspends in relation to these costs are shown on other lines outwith Management and Support. • An over-recovery of payroll turnover of £0.550m (£0.050m adverse) for social are services and an over-recovery of £0.244m (£0.064m 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 £3.950m £1.811m Over/(Under) Achievement £0.550m £0.244m 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. 172
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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 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 The approved 2025-26 budget included £4.019m of savings. BRAG Status Position at Budget Approval £m Position at Month 7 £m Red - - Amber 2.984 2.027 Green 1.035 - Blue - 1.992 TOTAL 4.019 4.019 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. Any shortfall in relation to the amber rated savings are already reflected in the projected outturn. 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 Transfer Methadone LES to East GMS (0.008) 2 Post to Medical records (0.037) 3 GP Prescribing budget adjustment (1.094) 4 ADP MAT Standards Allocation (0.045) 5 ADP ABI to East (0.010) 173
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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. 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 7 the MH lead partnership is projected to overspend by £0.689m (£0.225m NRAC share for East and £0.196m for South). South HSCP (month 6 info) – projected overspend of £0.282m (£0.148m adverse) of which £0.104m (£0.054m adverse) will be allocated to North. The variance is mainly due to an overspend of £0.131m in the community store. This includes the costs of replacing mattresses, repairs and maintenance contract and equipment costs. The adverse movement is due to the purchase of additional mattresses when the wash bay was temporarily closed, and this impacted on the recycling of mattresses. There is also a projected overspend of £0.087m 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 6 info) - projected overspend of £0.104m (£0.326m favourable) of which £0.038m will be allocated to North - £0.121m favourable movement). The main variances are: Allied Health Professions (Lead Partnership) There is a projected underspend of £0.420m on AHPs services which mainly relates to staffing savings. An increase in overall supplies expenditure has seen a small adverse movement from month 4 projected underspend £0.445m. Primary Care and Out of Hours Services (Lead Partnership) The Primary Care and Out of Hours Services £139.701m budget is projected to overspend by £0.416m, which is a small favourable movement of £0.206m from month 4. There are projected additional costs within Primary Care Contracting and Support £0.402m (£0.493m overspend month 4), due to a number of variances, including new Office 365 licence costs, as well as additional spend related to the GP’s Sub- Committee and staffing costs. Primary Medical Services are projected to overspend by £0.643m (£0.686m at month 4), largely due to increased pension and sickness cover costs. Primary Medical Services payments also show an overspend and IT continues to overspend. These projected additional costs are being partially offset by a projected underspend £0.309m (£0.170m at month 4) against Ayrshire Urgent Care Services based on average of month 1 to 6 expenditure and cross charges based on 2024/25 trends (and is after building-in an allowance for public holiday cover in the remainder of the financial year). Funding has been allocated to partially offset Urgent 174
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Care Pathway costs £0.823m (projected to outturn £0.248m over allocated funding). Funding has also been allocated to Covid-19 Therapeutics of £0.274m, with costs projected at £0.229m. There is a projected underspend of £0.555m (£0.304m at month 4) in Dental services that reflects that staffing numbers are running at less than establishment, alongside reduced equipment costs. The financial recovery plan includes anticipated reduced spend on Dental equipment £0.035m. Prison and Police Healthcare (Lead Partnership) The projected overspend of £0.013m at month 6 (£0.106m overspend month 4) is largely due to reduced staffing costs. Due to extended periods of vacancy, there has been a favourable movement of £0.119m, however this is partially offset by additional prescribing costs. Prison prescribing was highlighted as a budget pressure as part of the 2025/26 budget. Both East Ayrshire 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 possible that the Prison and Police Healthcare projected overspend highlighted in this report can be reduced as a consequence of this work. Other Services (Lead Partnership) The £0.095m projected overspend (£0.146m overspend month 4) is due to increased Area Wide Evening Services and Palliative Care Services costs. This is mainly due to additional staffing costs including high use of bank staff to meet service demands which are expected to reduce when vacancies are filled. As part of the recovery plan, recovery actions will be undertaken to reduce costs by an estimated £0.069m in the remainder of the financial year within Area Wide Evening Services: • Caseload and rota review to ensure prioritisation of essential criteria for overnight interventions. • Reviewing skills mix and reducing teams from eight to seven. • Reducing bank usage by ensuring optimum recruitment to vacancies and maximising attendance at work Palliative Care Services budgets continue to be closely monitored and reviewed; however increased costs largely reflect demand for provision of services. This pressure will require to be considered on a pan-Ayrshire basis, as part of the 2026/27 budget-setting process. Alongside financial recovery plan actions, it is anticipated that the prison prescribing pressure can be considered through forthcoming pan- Ayrshire discussions. East Ayrshire Financial Recovery Plan (approved on 29th October 2025) A financial recovery plan will be presented to the IJB on 29 October 2025 for consideration and approval (and presented to North and South Ayrshire IJBs for approval). The initial hosted services financial recovery plan assumes that costs can 175
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be contained at month 6 projected outturn position levels overall, with specific savings highlighted in the table below to achieve overall financial balance in 2025/26. Proposed Saving 2025/26 £m Primary Care – Dental equipment balance (revenue) 0.035 Area Wide Evening Services – Staff Cost Reductions 0.069 TOTAL 0.104 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. 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 £491.3million. The directorate is overspent by £20.3 million after 7 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 wards contributed an overspend of £4.2m after 7 months. 176
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Within the overall £20.3 million overspend Medicine are over by £8.2 million, Emergency Care by £6.4 million, Surgery by £2.2 million, Labs and Diagnostics by £2.3 million and Women and Children by £1.5 million. Legacy CRES and underspends on other budgets make up the difference. 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 from month 9. 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. 177
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• 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. • There is a risk in relation to recovering recharge income in relation to the LD Assessment and Treatment patients from outwith Ayrshire. • Risk related to NHS Reform investment being allocated by Scottish Government on a payment by results basis and in arrears. • Local Government Settlement and Distribution Group (SDG) – The SDG periodically review existing distributions to ensure that they remain fit for purpose. There is an agreed review of indicators for Adult Social Care Services, whilst the quantum is unknown North Ayrshire are noted to be an area with an increase, however there is a risk that this funding will not be available in future years due to North Ayrshire Council overall not receiving any additional funding through the floor mechanism. These risks will continue to be monitored during 2025-26. Audit Scotland’s recent audit of the IJB Annual Accounts concluded that North Ayrshire IJB has effective financial management and reporting arrangements in place. The audit also highlighted success in achieving approved recurring savings. This demonstrates that the current financial recovery situation is not a result of inadequate financial oversight, poor reporting, or an inability to deliver efficiencies. Instead, the ongoing challenge relates to rising levels of need within the North Ayrshire population and the wider, and national, issue of ensuring the long-term financial sustainability of health and social care services. It is essential that the IJB 178
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works with all partners to accelerate and resource service redesign and transformation, in order to provide sustainable care for the future. An Internal Audit review of IJB transformation submitted to the September 2025 Performance and Audit Committee gave an opinion of substantial assurance in relation to the governance of the Transformation Plan. 2.13 RESERVES The IJB opening reserves position are 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. 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 179
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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 and SEPTEMBER 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. • 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 current action being taken to reduce the overspend and future planned action. • 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 7 UPDATE • The updated recovery action is outlined in Appendix E. This includes the proposals agreed since month 3 and updated progress at month 7 and any changes to target reductions. The actions are a mix of cost reduction targets across various services and a drawdown of reserves. 180
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• There is a significant risk at this point in the financial year that the all of the recovery action can be delivered especially around the residential placements for children and care home placements. • A summary of the residual risk is below: Residual Risk TOTAL Health/ NHS AA Social Care/NAC Month 3 1.175 0.519 0.656 Month 4 1.733 0.776 0.957 Month 6 1.604 0.001 1.603 • At month 7 this deteriorated to: TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth7 4.946 0.976 3.970 Financial Recovery Plan Projections 3.007 0.918 2.089 Residual Risk 1.939 0.058 1.881 • This plan is monitored and reviewed each month, and the following recovery actions are being proposed: a) Care home placements – move to one admission for every two discharges as per PSMT approval on 20th November 2025. The care placements at CARG to be approved on the basis of risk and need rather than current care setting. These levels will be exceeded where the risk to adults remaining in the community is considered too great and the only alternative is in immediately accessing a care placement. This may impact on delayed discharges within our acute and community hospitals. b) Care at home – recruitment freeze to gradually reduce the overspend position. Again, this will impact on wait times and service performance. c) All care packages (outwith in house care at home and older people placements agreed via CARG) will be considered for approval by the high- cost care package group. The financial consequences of these measures are not fully known at this stage and will be closely monitored. Services continue to work on further recovery actions to come to IJB in February – these will impact further on waits and service performance. 181
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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 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 £4.946m (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 182
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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 Author – Eleanor Currie, Chief Finance Officer [eleanorcurrie@north-ayrshire.gov.uk] 183
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PUBLIC INFORMATION 2025-26 Budget Monitoring Report–Objective Summary as at 31st October 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 78,879 81,835 2,956 21,003 22,163 1,160 99,882 103,998 4,116 4,167 (51) : Locality Services 32,859 33,758 899 5,897 5,897 0 38,756 39,655 899 987 (88) : Community Care Service Delivery 41,750 43,427 1,677 0 41,750 43,427 1,677 1,611 66 : Rehabilitation and Reablement 2,127 2,178 51 0 2,127 2,178 51 40 11 : Long Term Conditions 896 935 39 10,612 11,576 964 11,508 12,511 1,003 1,026 (23) : Community Link Workers 366 365 (1) 0 0 0 366 365 (1) (4) 3 : Integrated Island Services 881 1,172 291 4,494 4,690 196 5,375 5,862 487 507 (20) MENTAL HEALTH SERVICES 41,157 42,324 1,167 77,370 77,706 336 118,527 120,030 1,503 1,218 285 : Learning Disabilities 32,027 33,276 1,249 727 727 0 32,754 34,003 1,249 1,036 213 : Community Mental Health 7,110 7,019 (91) 1,833 1,834 1 8,943 8,853 (90) (157) 67 : Addictions 2,020 2,029 9 1,880 1,880 0 3,900 3,909 9 5 4 : HBCCC 0 0 0 353 0 (353) 353 0 (353) (353) 0 : Lead Partnership Mental Health NHS Area Wide 0 0 0 72,577 73,265 688 72,577 73,265 688 687 1 CHILDREN & JUSTICE SERVICES 36,449 37,981 1,532 5,875 5,953 78 42,324 43,934 1,610 1,636 (26) : Irvine, Kilwinning and Three Towns 3,226 3,297 71 0 0 0 3,226 3,297 71 85 (14) : Garnock Valley, North Coast and Arran 3,621 3,702 81 0 0 0 3,621 3,702 81 68 13 :Intervention Services 1,822 1,834 12 0 0 0 1,822 1,834 12 9 3 : Care Experienced Children & Young people 22,842 24,858 2,016 0 0 0 22,842 24,858 2,016 1,996 20 : Head of Service - Children & Families 1,406 784 (622) 0 0 0 1,406 784 (622) (562) (60) : Justice Services 3,101 3,101 0 0 0 0 3,101 3,101 0 0 0 : C&F Health Team 431 405 (26) 4,995 5,109 114 5,426 5,514 88 82 6 : Lead Partnership NHS Children's Services 0 0 0 880 844 (36) 880 844 (36) (42) 6 CHIEF SOCIAL WORK OFFICER 1,978 1,822 (156) 0 0 0 1,978 1,822 (156) (185) 29 PRIMARY CARE 0 0 0 53,627 53,610 (17) 53,627 53,610 (17) 84 (101) ALLIED HEALTH PROFESSIONALS 0 11,608 11,608 0 11,608 11,608 0 1 (1) MANAGEMENT AND SUPPORT COSTS 7,725 6,196 (1,529) 3,692 3,390 (302) 11,417 9,586 (1,831) (1,685) (146) OUTTURN ON A MANAGED BASIS 166,188 170,158 3,970 173,175 174,430 1,255 339,363 344,588 5,225 5,236 (11) Return Hosted Over/Underspends to East 0 0 0 0 (225) (225) 0 (225) (225) (225) 0 Return Hosted Over/Underspends to South 0 0 0 0 (196) (196) 0 (196) (196) (196) 0 Receive Hosted Over/Underspends South 0 0 0 0 104 104 0 104 104 104 0 Receive Hosted Over/Underspends East 0 0 0 0 38 38 0 38 38 38 0 OUTTURN ON AN IJB BASIS 166,188 170,158 3,970 173,175 174,151 976 339,363 344,309 4,946 4,957 (11) Over/ (Under) Spend Variance at Period 6 Movement in variance from Period 6 TOTAL Partnership Budget - Objective Summary Council Health 2025/26 Budget 184
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2025-26 Savings Tracker Appendix B Social Care: Ref Description Deliverability Status at budget setting Deliverability Month 7 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 Amber 1.000 Community Care & Health 6 Review of Day Care provision Amber Blue 0.107 7 Care at Home Amber Blue 0.500 8 Care Package Review (all services) Amber Blue 0.200 9 Deletion of vacant posts Green Blue 0.056 10 Increase to charging Green Amber 0.186 11 Admin Post Savings Green Blue 0.114 12 Financial Inclusion Green Blue 0.357 TOTAL SOCIAL CARE SAVINGS 2.903 Cross Service 185
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Health: Ref Description Deliverability Status at budget Deliverability Month 7 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 4.019 186
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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 25.045 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) Change Fund Allocation - HSCP FIO Team 7 T 0.021 Internal Commerical Waste 7 P 0.010 Roundings 7 0.002 166.188Social Care Budget Reported at Month 7 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 (25.045) 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 0.174 187
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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 (communitystore) 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 Training Grade Adjustment (Dean Funding) - August 5 0.129 Budget transferred to Capital for INV-3395435821 5 (0.006) Transfer from South - ANP contribution 5 0.030 Primary Care Prescribing Budgets reworked 5 0.130 HD157 3% pay award ADP North 5 0.057 North MDT funding to Arran Medical Group (Virement 11) 5 (0.043) Training Grade Adjustment (Dean Funding) - September 6 0.018 Transfer Methadone LES to East GMS 7 (0.008) Post to Medical records 7 (0.037) GP Prescribing budget adjustment 7 (1.094) ADP MAT Standards Allocation 7 (0.045) ADP ABI to East 7 (0.010) ANTICIPATED BUDGETS INCL HERE (NOT IN LEDGER) 7 (1.347) Roundings (0.001) 173.175 TOTAL COMBINED BUDGET 339.363 Health Budget Reported at Month 7 188
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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 3,161 189
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Financial Recovery Action Plan Appendix E £m Projected Overspend at Month 7 4,946 SERVICE AREA Target at Month 7 Achieved at Month 7 Still to be achieved Target set (IJB Date) Comment Community Care and Health a) Care home placements (568) (79) (489) 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) 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) (57) (18) August 2025 - month 3 report Based on planned action developed by the senior manager. d) Wards 1 and 2 (275) (57) (218) August 2025 - month 3 report Based on planned action developed by the senior manager. e) Care at Home (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 (1,218) (193) (1,025) Mental Health Services Target at Month 7 Achieved at Month 7 Still to be achieved Target set (IJB Date) Comment a) Learning Disabilities 0 0 0 August 2025 - month 3 report b) Community Mental Health services 0 0 0 August 2025 - month 3 report c) Lead Partnership for Mental Health : - Adult Inpatients (150) 0 (150) August 2025 - month 3 report Inpatient Review being undertaken - Elderly Inpatients (150) (62) (88) August 2025 - month 3 report Inpatient Review being undertaken - Psychiatry (150) (50) (100) August 2025 - month 3 report Junior doctor rota still to be revised. - Action 15 Reserves (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) 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% (603) (472) (131) August 2025 - month 3 report TOTAL (603) (472) (131) 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. 190
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FINANCIAL RECOVERY PLAN SERVICE AREA Target at Month 7 Achieved at Month 7 Still to be achieved Target set (IJB Date) Comment Children and Justice Services a) Residential Placements (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) 0 (1,000) ALLIED HEALTH PROFESSIONALS 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 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) 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) 0 August 2025 - month 3 report Based on historic slippage. c) Contractual inflation (100) (100) 0 August 2025 - month 3 report d) Service Redesign Fund (100) (100) November 2025 - moth 6 report TOTAL (500) (200) (300) OTHER AREAS b) Agenda for Change - assume fully funded (551) 0 (551) August 2025 - month 3 report Based on 100% cost of the half hour reduction in working week being funded. (551) 0 (551) TOTAL RECOVERY ACTION (3,872) (865) (3,007) Remaining projected overspend 1,939 191
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Bank and Agency Costs to Month 7 Appendix F 1) NHS 4863 (Registered) 4864 (Unregistered) 4853 (Registered) 4854 (Unregistered) 4865 (Agency Locum Consultant) TOTAL NORTH CORE SLT ADULT 30,634 3,098 33,731 WARD 1 WOODLANDS VIEW 17,556 199,119 216,675 WARD 2 WOODLANDS VIEW 19,121 261,789 280,911 ACH REDBURN REHAB WARD NRS 18,499 120,454 138,953 ACH DOUGLAS GRANT REHAB WD NRS 6,584 40,831 47,415 WARD 3 WOODLANDS VIEW NURSING 1,240 247,018 248,258 WARD 4 WOODLANDS VIEW NURSING 68,149 26,444 94,594 NEW CLONBEITH NURSING(JURA) 3,392 83,282 86,674 WVIEW THE GLEN ECT 3,362 6,341 9,703 WVIEW WARD 10 ACUTE MH NRS 13,953 198,334 212,287 WVIEW WARD 8 ACUTE MH NRS 2,562 537,449 540,011 WARD 5 WOODLANDS VIEW 2,302 27,681 29,983 WVIEW WARD 7B REHAB MH NRS 23,135 23,135 NEW DUNURE NURSING(CLONBEITH) 18,374 109,503 127,878 MH BED MANAGEMENT - TRINDLEMOSS 40,906 173,511 214,417 ARRAN HOSPITAL NURSING 45,884 40,943 86,827 CAMHS MANAGEMENT 1,944 1,944 CAMHS UNSCHEDULED CARE 801 801 EARLY YRS-C/F TEAM 1 923 923 EARLY YRS-C/F TEAM 3 974 974 IMMUNISATION NURSING 23,843 6,374 30,217 ARRAN DN 13,607 13,607 PACKAGE OF CARE (P) - AMG 86,687 86,687 PACKAGE OF CARE (P) - LMO 598 598 NC POC TEAM 2 990 990 NC POC TEAM 3 3,843 3,843 THREE TOWNS DN 677 677 FOXGROVE(NSAIS)ADVANCE RECRUIT - NORTH AHP MANAGEMENT TEAM 7,329 7,329 IRVINE DN 16,516 16,516 NORTH WEST COAST DN 26,322 26,322 GARNOCK VALLEY DN 42,847 42,847 LADY MARGARET NURSING 8,076 3,857 11,933 PREVENTION + SERVICES SPT TEAM 2,397 2,397 LD HEALTH CHECKS 12,238 12,238 NORTH CLDT 5,777 164 5,941 LDS MANAGEMENT 4,890 4,890 MHANPS MH UNSCHEDULED CARE 2,355 57 2,412 MHS INPATIENT MGT 14,886 210 15,096 CMHT NURSING-NORTH AYRSHIRE 3,117 4,273 7,390 WVIEW WARD 7C FORENSIC REHAB N 6,963 102,048 371 109,382 INTENSIVE COMMUNITY NURSING TEAM 27,857 1,862 29,719 ADULT MENTAL HEALTH LIASION TEAM 27,237 27,237 PCMHT NORTH 1,798 1,798 WVIEW WARD 6 LOW SECURE NRS 29,447 103,918 133,365 WARRIX AVE 69,724 59,808 129,532 ICFN - COMMUNITY PHLEBOTOMY 7,906 7,906 ACTION 15 - ADULT LIAISON - FORENSIC PSYCHOLOGY 3,248 3,248 CHILD HEALTH ADMIN 1,797 1,797 WVIEW WARD 7A LD A+T NRS 25,610 425,962 1,804 14,532 467,906 WVIEW WARD 9 ACUTE MH NRS 17,000 257,233 226 274,459 WVIEW WARD 11 ACUTE MH NRS 26,356 146,085 172,441 ADULT EAST 1,114 1,114 733,082 3,296,799 2,400 14,532 1,114 4,047,928 2) SOCIAL CARE Mth 7 Spend 239,781 17,439 342,959 134,415 734,594 Mh Acm Bank Agency Montrose House Brodick Unscheduled Care Funding Ld Acm 192
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Capital Programme Performance to 30 November 2025 Purpose: To advise Cabinet of progress in delivering the Capital Investment Programme 2025/26 to 30 November 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 30 November 2025; and (ii) the forecast expenditure to 31 March 2026; (c) approve the virement proposal noted within the HRA programme detailed in appendix 2; and (d) note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 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 30 November 2025 (Period 8) and forecast expenditure to 31 March 2026. 1.3 At Period 8 the General Fund is forecasting a break-even position against a revised budget of £81.021m. The HRA is forecasting a projected underspend of (£0.521m) against a revised budget of £45.079m. 1.4 Within the General Fund, adjustments to funding have resulted in net additions to the overall capital programme of £1.770m, primarily related to UK Government Grant of £0.400m for Ayrshire 5GIR and General Capital Grant for Active Travel and Bus Infrastructure of £0.663m. 1.5 Reviews of individual project plans have identified several adjustments to the current profiles. As a result, projects totalling (£17.401m) have been reprofiled for delivery in 2026/27 and beyond. This is primarily related to Millburn FPS revised programme for the delivery and the B714 upgrade tender delays. This was approved on 6th Agenda Item 9 193
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November 2025. These have been partly offset by the acceleration of £2.109m to 2025/26 from future years. 1.6 Within the HRA Capital Programme, a review of delivery timescales has resulted in the re-profiling of (£2.658m) of works for delivery in 2026/27 and beyond, partly offset by the acceleration of £0.008m 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 several 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. 1.8 The Treasury Management and Investment Strategy (TMIS) for 2025/26 was approved by Council on 26 February 2025 and detailed the key performance indicators under the Prudential Code for Capital Finance in Local Authorities (2021 edition). The current estimated performance indicates that North Ayrshire Council has operated within the treasury limits and performance indicators set out in the TMIS and the current capital investment plans remain affordable. 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 31 August 2025 94.543 Changes to Funding 1.460 Other Revisions to the Programme 0.310 Revised Budget 96.313 Alterations to phasing of projects 2025/26 to 2026/27 (17.401) Alterations to phasing of projects 2026/27 to 2025/26 2.109 Budget as at 30 November 2025 81.021 194
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2.2 Changes to Funding The capital programme has been updated to reflect the following changes to funding: Funding Body Amount £ million Project UK Government Grant 0.400 Ayrshire 5GIR Scottish Government GCG 0.375 Active Travel Tier 2 Scottish Government GCG 0.288 Bus Infrastructure Fund Scottish Government Grant 0.130 Marine Tourism Transport Scotland 0.114 Links to Eglinton Park Walk, Wheel, Cycle Trust Grant 0.102 NCN7 Glengarnock Bridge Persimmons 0.050 West Kilbride PS VDLF 0.001 Increase 25/26 allocation Total Funding Adjustments 1.460 Funding Source Amount £ million Project Receipts 0.238 Insurance Recovery - Salt Dome & Vehicles CFCR 0.049 Locality Based Property Review- earmarked Funds CFCR 0.021 Vehicles CFCR 0.002 Street Furniture Total Other Adjustments 0.310 2.3 Alterations to the Phasing of Projects A review of individual project plans has identified a requirement to re-profile (£17.401m) of works for delivery in 2026/27 and beyond. Project Amount £ million CCTV Review (0.088) Total Communities & Housing (0.088) UFSM Loudon Montgomerie PS (0.842) UFSM Expansion (0.253) Total Education (1.095) B714 Upgrade (9.668) Millburn FPS (1.256) Kilbirnie Cemetery (0.938) Lochshore Garden Activity Hub (0.702) LUF3 Annickbank (0.522) Riverside Way (0.410) Kyle Road (0.390) VDLF Kyle Road Phase 2 (0.390) 195
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Active Travel Tier 1 (0.360) Access Path Network Programme (0.350) AGD Hunterston (0.300) PBIP Kilwinning Abbey Improvements (0.250) PLI Caledonia Primary (0.221) AGD Great Harbour (0.216) PLI Dalry Primary (0.145) AGD IMSE (0.100) Total Place (16.218) Alterations 2025/26 to 2026/27 (17.401) These adjustments have been partly offset by the acceleration of £2.109m of expenditure to 2025/26 from future years. Project Amount £ million Ardrossan New Build 1.608 Other Minor Movements 0.014 Total Education 1.622 Other Minor Movements 0.028 Total Place 0.028 Flexibility 0.459 Total Other 0.459 Alterations 2026/27 to 2025/26 2.109 2.4 These adjustments have resulted in a revised 2025/26 budget at 30 November 2025 of £81.021m, a net reduction of (£13.522m). 196
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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 £13.522m from the revised budget, including: Category Amount £ million Comments General Capital Grant 0.288 Rephased and revised contributions Borrowing (1.690) Rephased aligned to projected expenditure Specific Grant (12.941) Rephased and revised contributions CFCR 0.002 Rephased and revised contributions Other Grants 0.819 Rephased and revised contributions Total Funding Adjustments (13.522) 197
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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 0.452 0.000 0.452 0.452 0.000 Communities & Housing 0.932 (0.088) 0.844 0.844 0.000 Education 29.476 0.577 30.053 30.053 0.000 HSCP 0.780 0.000 0.780 0.780 0.000 Place 62.902 (14.027) 48.875 48.875 0.000 Other Items 0.001 0.016 0.017 0.017 0.000 Total Expenditure 94.543 (13.522) 81.021 81.021 0.000 General Grants (10.092) (0.287) (10.379) (10.379) 0.000 Specific Grants (32.349) 12.941 (19.408) (19.408) 0.000 Use of Reserve Funds 0.000 0.000 0.000 0.000 0.000 CFCR 0.000 (0.072) (0.072) (0.072) 0.000 Capital Receipts (2.347) (0.279) (2.626) (2.626) 0.000 Other Grants & Contributions (0.657) (0.642) (1.299) (1.299) 0.000 Prudential Borrowing (49.098) 1.861 (47.237) (47.237) 0.000 Total Income (94.543) 13.522 (81.021) (81.021) 0.000 2.8 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. Housing Revenue Account 2.9 The following table outlines the movements in the 2025/26 HRA Capital budget: Housing Revenue Account 2025/26 £m Budget as at 31 August 2025 47.729 Alterations to phasing of projects 2025/26 to 2026/27 (2.658) 198
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2.10 Alterations to the Phasing of Projects A review of the timescale for delivery of capital projects has identified a requirement to re-profile (£2.658m) of works for delivery in 2026/27 and beyond, including: Project Amount £ million Ayrshire Central Site (1.636) Nelson Street Regeneration (0.216) Other Minor Adjustments (0.044) Total Alterations to New Builds (1.896) Pathfinder Project (0.409) Window Replacement (0.123) Solar Panels (0.058) Total Alterations to Stock Improvements (0.590) Sheltered Housing Units (0.172) Total Alterations to Other Capital Works (0.172) Alterations 2025/26 to 2026/27 (2.658) 2.11 This has been partly offset by the acceleration of £0.008m of project expenditure for delivery during 2025/26, including: Project Amount £ million Estate Based Regeneration 0.008 Total Alterations to Other Capital Works 0.008 Alterations 2026/27 to 2025/26 0.008 2.12 These adjustments have resulted in a revised 2025/26 budget at 30 November 2025 of £45.079m. 2.13 The impact on budgeted funding is a reduction of (£2.650m) from the approved budget which will be reflected in reduced prudential borrowing. Alterations to phasing of projects 2026/27 to 2025/26 0.008 Budget as at 30 November 2025 45.079 199
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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 47.729 (2.650) 45.079 44.558 (0.521) Total Expenditure 47.729 (2.650) 45.079 44.558 (0.521) CFCR (8.349) - (8.349) (8.349) - Capital Grants (10.104) - (10.104) (10.104) - Use of Reserves (0.722) - (0.722) (0.722) - Other Capital Receipts - - - (0.091) (0.091) Affordable Housing Contribution (0.721) - (0.721) (0.721) - Prudential Borrowing (27.833) 2.650 (25.183) (24.571) 0.612 Total Income (47.729) 2.650 (45.079) (44.558) 0.521 2.15 A net underspend of (£0.521m) 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 the projected underspend in budget from the Laburnum Avenue/Newhouse Drive project to Contingency to support the wider HRA Capital programme. 200
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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. Treasury Management and Investment 2.18 The Prudential Code for capital finance in local authorities (2021 edition) requires the Council to set and monitor performance against specified prudential indicators. The indicators for the current year were set out in the Treasury Management and Investment Strategy 2025/26, approved by Council on the 26 February 2025. A summary of the key indicators and our current estimated performance against them is shown in the following table. Further details of all the Prudential and Treasury indicators can be found in appendix 3. Prudential and Treasury Indicators 2025/26 Approved Estimate £ million 2025/26 Revised Estimate £ million Movement £ million General Services Capital Financing Requirement 387.496 360.987 (26.509) HRA Capital Financing Requirement 224.461 214.956 (9.505) Total Loans Capital Financing Requirement 611.957 575.943 (36.014) Gross Borrowing 556.653 520.639 (36.014) Operational Boundary for Borrowing 625.593 590.937 (34.656) Authorised Limit for Borrowing 688.152 650.031 (38.121) Total Operational Boundary (incl. PPP/NPD) 704.183 669.527 (34.656) Total Authorised Limit (incl. PPP/NPD) 766.742 728.621 (38.121) Investments 30.000 30.000 0.000 2.19 Loans Capital Financing Requirement The Loans Capital Financing Requirement (CFR) is the underlying borrowing requirement of the Council. This is currently lower than the approved estimate as a result of the changes in the profiles of the capital programmes, resulting in a reduced borrowing requirement for the year. 2.20 Gross Borrowing Gross Borrowing is projected to be lower than anticipated due to the revised profile of capital projects and by the continued strategy to utilise internal funds to minimise borrowing. 2.21 Operational Boundary The Operational Boundary is the maximum which the Council anticipates 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 continued use of internal funds and the re-profiling of the capital programme. 201
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2.22 Investments It is estimated that the Council will maintain an average balance of £30.000m of internally managed funds and utilise cash balances during the year in support of the under-borrowed position. The internally managed funds are primarily invested in call accounts with banks, Money Market Funds and other UK local authorities. 2.23 It is critical that the Council ensures that its capital investment plans are affordable. Affordability of borrowing is measured by the percentage of financing costs relative to the net revenue stream of the General Fund and the Housing Revenue Account (HRA). As at 30 November, the estimated percentages for 25/26 are 3.6% and 26.3% for the 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 Scottish Local Authority average was 6%, therefore demonstrating by comparison the prudent nature of the current borrowing policy. For the HRA, the Scottish average was 20.7%. The level of loan charges is deemed prudent and affordable within the framework of the 30-year Housing business plan. 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 30 November 2025; and (ii) the forecast expenditure to 31 March 2026; (c) approve the virement proposal noted within the HRA programme detailed in appendix 2; and (d) note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 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. 202
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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. 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 Natalie Graham, Team Manager Corporate (Financial Management), on 01294 324533. Background Papers Capital Programme and Treasury Management Performance to 30 June 2025 - Cabinet 2 September 2025 Capital Programme and Treasury Management Performance to 31 August 2025 - Cabinet 28 October 2025 203
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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 30th November 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 4,001,407 4,030,810 0 37,018 0 37,018 7,615 37,018 0 0 Primary Schools 45,870,228 37,480,474 45,870,228 0 4,484,856 (1,080,986) 3,403,870 1,504,419 3,403,870 0 0 Secondary Schools 117,357,107 15,313,137 117,357,107 0 23,781,065 1,607,777 25,388,842 7,405,767 25,388,842 0 0 Schools Other 1,448,759 831,502 1,448,759 0 1,186,504 0 1,186,504 569,247 1,186,504 0 0 SUB TOTAL 168,706,904 57,626,521 168,706,904 0 29,489,443 526,791 30,016,234 9,487,048 30,016,234 0 0 Communities & Housing Information & Culture 588,470 460,340 588,470 0 581,907 0 581,907 453,778 581,907 0 0 Other Housing 350,000 0 350,000 0 350,000 (87,500) 262,500 0 262,500 0 0 SUB TOTAL 938,470 460,340 938,470 0 931,907 (87,500) 844,407 453,778 844,407 0 0 Corporate Services Council IT Strategy 8,797,380 3,638,218 8,797,380 0 452,265 0 452,265 261,903 452,265 0 0 SUB TOTAL 8,797,380 3,638,218 8,797,380 0 452,265 0 452,265 261,903 452,265 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 475,371 369,769 475,371 0 475,371 0 475,371 369,769 475,371 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 5,830,143 6,111,303 0 780,006 0 780,006 498,845 780,006 0 0 Place Roads 108,024,866 72,628,510 108,024,866 0 25,930,246 (10,924,207) 15,006,039 5,243,506 15,006,039 0 0 Streetscene 5,439,175 3,007,825 5,439,175 0 2,561,670 (937,782) 1,623,888 335,012 1,623,888 0 0 Transport 8,444,629 3,204,310 8,444,629 0 3,671,128 0 3,671,128 3,082,809 3,671,128 0 0 Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 Renewable Energy 15,956,436 14,780,449 15,956,436 0 2,580,943 0 2,580,943 1,404,956 2,580,943 0 0 Office Accommodation 1,731,265 494,653 1,731,265 0 1,574,643 (337,907) 1,236,736 494,653 1,236,736 0 0 Other Property 4,232,632 2,357,651 4,232,632 0 3,383,180 0 3,383,180 1,508,198 3,383,180 0 0 Economic Development & Regenerati 190,237,146 85,278,850 190,237,146 0 25,338,135 (3,990,587) 21,347,548 8,812,524 21,347,548 0 0 Completed Projects 6,355,262 6,333,601 6,355,262 0 24,269 0 24,269 2,608 24,269 0 0 SUB TOTAL 353,742,903 201,358,390 353,742,903 0 65,064,214 (16,190,483) 48,873,731 20,884,266 48,873,731 0 0 Other Other 14,197,496 0 14,656,405 458,909 (404,909) 458,909 54,000 0 54,000 0 0 SUB TOTAL 14,197,496 0 14,656,405 458,909 (404,909) 458,909 54,000 0 54,000 0 0 Total Project Expenditure 552,494,456 268,913,611 552,953,365 458,909 96,312,926 (15,292,283) 81,020,643 31,585,840 81,020,643 0 0 Total Project Income (96,312,926) 15,292,283 (81,020,643) (24,700,755) (81,020,643) 0 0 Total Net Expenditure 0 0 0 6,885,086 0 0 0 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 CURRENT YEAR 2025/26 Year Ended 31st March 2026 Period 8 The following classifications have been used to highlight delivery performance against original timescales set # OFFICIAL INFORMATION 204
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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 (24,945,555) 49,056,957 47,236,839 (1,820,118) SUB TOTAL 54,463,198 16,882,663 2,656,651 74,002,512 (24,945,555) 0 49,056,957 0 47,236,839 (1,820,118) SCOTTISH GOVERNMENT FUNDING Specific Capital Grants 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 (2,662,635) 1,332,241 3,214,903 450,901 (881,340) 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 Great Harbour 2,737,842 (29,141) 451,870 3,160,571 752,528 3,913,099 1,530,185 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 316,043 136,857 251,385 704,285 255,463 959,748 704,286 691,520 (268,228) 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 (1,960,852) 15,363,247 0 4,555,439 (10,807,808) UK Government Ayrshire 5GIR 0 281,711 281,711 575,000 856,711 856,711 856,711 0 UK Government - Local Regeneration Fund Funding Commercial & 0 0 2,469,171 2,469,171 9,017,208 954,382 (1,514,789) Marine Tourism Lochranza 0 0 129,718 129,718 0 129,718 0 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 2,467,000 12,586,000 7,385,336 12,586,000 0 SUB TOTAL 39,038,920 687,972 1,047,754 40,774,646 2,484,730 0 43,259,376 24,146,178 29,787,211 (13,472,165) CFCR 0 0 0 0 71,811 0 71,811 71,811 71,811 0 Vehicles 0 20,650 20,650 20,650 20,650 Locality Based Property Review 49,000 49,000 49,000 49,000 Street Furniture 0 2,161 2,161 2,161 2,161 Grants & Contributions 101,099 99,437 85,000 285,536 1,013,233 0 1,298,769 (3,917) 1,298,769 0 Quarry Road Phase 1 - IRBC 0 19,827 19,827 0 19,827 0 19,827 0 Millport CARS 0 0 0 0 (42,548) 0 0 Lochshore Garnock Hub - Garnock Rugby Club 0 0 0 0 (200,000) 0 0 AGD - Great Harbour - Sustrans 0 0 (10) (10) (10) (10) 0 AGD - Great Harbour - FCC Communities Foundation 0 0 40,000 40,000 0 40,000 0 AGD - Great Harbour - Sportscotland 0 0 135,000 135,000 0 135,000 0 AGD - Great Harbour - LT Funding 0 0 40,000 40,000 0 40,000 0 Irvine Enterprise Area - NAVT 101,099 101,099 0 101,099 0 101,099 0 B777 Corridor Improvements - Active Travel Tier 2 0 0 25,996 25,996 0 25,996 0 Old Caledonian Railway Saltcoats Ph 2 - Active Travel Tier 2 49,990 49,990 0 49,990 0 B714 Sharphill to NCN AT Route - Active Travel Tier 2 161,240 161,240 0 161,240 0 Cumbrae AT Route - Active Travel Tier 2 50,000 50,000 0 50,000 0 Girdle Toll to Irvine Town AT Route - Active Travel Tier 2 80,000 80,000 0 80,000 0 Irvine to Drybridge AT Route - Active Travel Tier 2 8,000 8,000 0 8,000 0 Links to Eglinton Park - Active Travel Tier 2 0 0 114,355 114,355 0 114,355 0 NCN7 Valefield/Glengarnock Bridge - Walk Wheel Cycle Trust 0 0 62,000 62,000 0 62,000 0 Panel Reinstatement Works 0 40,189 40,189 0 40,189 40,189 40,189 0 Roads Remediation Works 0 39,651 39,651 0 39,651 39,651 39,651 0 RTPI North Coast and Garnock Valley - SPT 0 0 6,000 6,000 0 6,000 0 NCN7 Crossing Improvements Walk Wheel Cycle Trust 40,000 40,000 0 40,000 0 Brodick Tennis Courts - LTA Tennis Foundation 0 98,162 98,162 56,301.46 98,162 0 Brodick Tennis Courts - KA Leisure Contribution 52,500 52,500 52,500 52,500 0 UFSM West Kilbride PS - Persimmons Contribution 50,000 50,000 50,000 50,000 0 Repurposing Property Grant Fund - NAVT 0 (230) 85,000 84,770 0 84,770 0 84,770 0 Capital Receipts 1,500,000 837,950 0 2,337,950 288,063 0 2,626,013 486,683 2,626,013 0 Sale of Land and Buildings 1,500,000 837,950 2,337,950 0 2,337,950 198,620 2,337,950 Sale of Vehicles 0 0 50,222 50,222 50,222 50,222 Insurance Recoveries (Vehicles) 0 0 10,345 10,345 10,345 10,345 Salt Dome - Insurance Recovery 227,496 227,496 227,496 227,496 SUB TOTAL 2,304,806 937,387 (618,707) 2,623,486 1,373,107 0 3,996,593 554,577 3,996,593 0 TOTAL CAPITAL PROGRAMME FUNDING 95,806,924 18,508,022 3,085,698 117,400,644 (21,087,718) 0 96,312,926 24,700,755 81,020,643 (15,292,283) 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 30th November 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 205
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OFFICIAL INFORMATION# EDUCATION MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Nursery Education Early Years Programme MARRESS HOUSE 4,030,810 4,001,407 4,030,810 0 37,018 7,615 37,018 0 0 Complete Complete Complete Complete Complete Total Nursery Education 4,030,810 4,001,407 4,030,810 0 37,018 7,615 37,018 0 0 0 Primary Schools MOORPARK PRIMARY 14,387,783 14,448,162 14,387,783 0 1,639,816 1,700,195 1,639,816 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK SCHOOL 23,448,999 21,851,634 23,448,999 0 1,302,286 (295,079) 1,302,286 0 0 Complete Complete Complete Complete Complete FAIRLIE PRIMARY SCHOOL 226,444 66,439 226,444 0 96,444 61,439 66,533 (29,911) (29,911) 31-Mar-28 31-Mar-28 Feasibility On Target On Target UNIVERSAL FREE SCHOOL MEALS EXPANSION 524,913 0 524,913 0 303,041 0 50,000 (253,041) (253,041) Holding Code Holding Code Holding Code Holding Code Holding Code UFSM ARDEER PRIMARY SCHOOL 18,729 16,548 18,729 0 2,690 509 2,690 0 0 Complete Complete Complete Complete Complete UFSM CORSEHILL PRIMARY SCHOOL 165,691 134,213 165,691 0 28,476 (3,002) 28,476 0 0 Complete Complete Complete Complete Complete UFSM GARNOCK COMMUNITY CAMPUS 54,901 54,043 54,901 0 896 38 896 0 0 Complete Complete Complete Complete Complete UFSM GLENCAIRN PRIMARY SCHOOL 11,853 10,256 11,853 0 1,433 (164) 1,433 0 0 Complete Complete Complete Complete Complete UFSM HAYOCKS PRIMARY SCHOOL 110,404 91,168 110,404 0 17,361 (1,875) 17,361 0 0 Complete Complete Complete Complete Complete UFSM KILMORY PRIMARY SCHOOL 65,654 57,473 65,654 0 8,181 0 8,181 0 0 Complete Complete Complete Complete Complete UFSM LOUDOUN-MONTGOMERY PRIMARY SCHOOL 2,082,541 67,605 2,082,541 0 958,116 16,142 116,036 (842,080) (842,080) 31-Dec-26 31-Dec-26 Feasibility On Target On Target UFSM PENNYBURN PRIMARY SCHOOL 12,000 9,523 12,000 0 2,329 (148) 2,329 0 0 Complete Complete Complete Complete Complete UFSM WEST KILBRIDE PRIMARY SCHOOL 2,302,504 258,179 2,302,504 0 120,111 26,401 164,157 44,046 44,046 31-Aug-27 31-Aug-27 On Site On Target On Target UFSM WHITEHIRST PARK PRIMARY 56,212 52,499 56,212 0 3,676 (38) 3,676 0 0 Complete Complete Complete Complete Complete Total Primary Education 45,870,228 37,480,474 45,870,228 0 4,484,856 1,504,419 3,403,870 (1,080,986) 0 (1,080,986) Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,768,507 2,768,507 2,768,507 0 920 920 920 0 0 Complete Complete Complete Complete Complete ARDROSSAN NEW BUILD 114,588,600 12,544,630 114,588,600 0 23,780,145 7,404,847 25,387,922 1,607,777 1,607,777 Autumn 2027 Winter 2027 On Site Slightly off target Slightly off target Total Secondary Education 117,357,107 15,313,137 117,357,107 0 23,781,065 7,405,767 25,388,842 1,607,777 0 1,607,777 Schools Other CO2 MONITORS IN SCHOOLS 298,000 263,148 298,000 0 35,745 893 35,745 0 0 31-Mar-26 31-Mar-26 Planning On Target On Target SCHOOLS ICT INVESTMENT * 1,150,759 568,354 1,150,759 0 1,150,759 568,354 1,150,759 0 0 31-Mar-26 31-Mar-26 On-going On Target On Target Total Schools Other 1,448,759 831,502 1,448,759 0 1,186,504 569,247 1,186,504 0 0 0 Total Education 168,706,904 57,626,521 168,706,904 0 29,489,443 9,487,048 30,016,234 526,791 0 526,791 CAPITAL MONITORING 2025/26 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2025/26 BUDGETS # OFFICIAL INFORMATION 206
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OFFICIAL INFORMATION# COMMUNITIES & HOUSING MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage 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 Holding Code Holding Code Holding Code ABBEY TOWER 73,807 6,563 73,807 0 67,244 0 67,244 0 0 01-Dec-25 01-Dec-25 Procurement On Target On Target BRODICK TENNIS COURTS 150,662 128,080 150,662 0 150,662 128,080 150,662 0 0 30-Sep-25 30-Sep-25 Construction On Target On Target GARRISON HOUSE PROJECT 325,698 325,698 325,698 0 325,698 325,698 325,698 0 0 31-Mar-25 31-Oct-25 In Development On Target On Target Total Information & Cultural 588,470 460,340 588,470 0 581,907 453,778 581,907 0 0 0 Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 262,500 (87,500) (87,500) 30-Jun-26 30-Jun-26 Planning On Target On Target Total Other Housing 350,000 0 350,000 0 350,000 0 262,500 (87,500) 0 (87,500) Total Communities & Housing 938,470 460,340 938,470 0 931,907 453,778 844,407 (87,500) 0 (87,500) Comments CAPITAL MONITORING 2025/26 Project Description TOTAL PROJECT 2025/26 BUDGETS COMPLETION DATES DELIVERY STATUS # OFFICIAL INFORMATION 207
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OFFICIAL INFORMATION# CORPORATE SERVICES MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Council IT Strategy ICT INVESTMENT FUND 4,065,581 1,754,517 4,065,581 0 384,858 242,594 384,858 0 0 31-Mar-26 31-Mar-26 On-going On Target On Target TELEPHONY 1,146,693 298,594 1,146,693 0 67,407 19,308 67,407 0 0 31-Mar-28 31-Mar-28 Implementation On Target On Target Total IT Strategy 8,797,380 3,638,218 8,797,380 0 452,265 261,903 452,265 0 0 0 Total Corporate Services 8,797,380 3,638,218 8,797,380 0 452,265 261,903 452,265 0 0 0 CAPITAL MONITORING 2025/26 CommentsProject Description COMPLETION DATESTOTAL PROJECT DELIVERY STATUS2025/26 BUDGETS # OFFICIAL INFORMATION 208
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OFFICIAL INFORMATION# HEALTH & SOCIAL CARE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage 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 14-Jan-27 14-Jan-27 Construction On Target On Target 47 WEST ROAD 491,797 481,229 491,797 0 0 (10,568) 0 0 0 Complete Complete Complete 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 * 475,371 369,769 475,371 0 475,371 369,769 475,371 0 0 31-Mar-26 31-Mar-26 Ongoing On Target On Target Total Housing Non HRA 475,371 369,769 475,371 0 475,371 369,769 475,371 0 0 0 Adults TRINDLEMOSS 4,608,078 4,596,152 4,608,078 0 11,926 0 11,926 0 0 Complete Complete Complete 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 5,830,143 6,111,303 0 780,006 498,845 780,006 0 0 0 Project Description DELIVERY STATUS CAPITAL MONITORING 2025/26 2025/26 BUDGETSTOTAL PROJECT COMPLETION DATES Comments # OFFICIAL INFORMATION 209
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ Roads ROADS IMPROVE/RECONSTRUCTION * 3,783,006 3,241,396 3,783,006 0 3,783,006 3,241,396 3,783,006 0 0 31-Mar-26 31-Mar-26 Multiple Projects On Target On Target ROAD SAFETY IMPROVEMENT FUND 0 (4,100) 0 0 0 (4,100) 0 0 0 Complete Complete Complete Complete Complete ROADS REMEDIATION WORKS 39,651 0 39,651 0 39,651 0 39,651 0 0 31-Mar-26 31-Mar-26 In Development On Target On Target LIGHTING * 1,268,076 309,135 1,268,076 0 1,268,076 309,135 1,268,076 0 0 31-Mar-26 31-Mar-26 Multiple Projects On Target On Target UPPER GARNOCK FPS 18,503,801 18,445,346 18,503,801 0 130,051 71,597 130,051 0 0 Complete Complete Complete Complete Complete MILLPORT COASTAL FPS 42,295,797 41,791,786 42,295,797 0 1,485,849 981,839 1,485,849 0 0 Complete Complete Complete Complete Complete MILLBURN FPS 3,007,000 414,991 3,007,000 0 2,633,386 41,377 1,377,000 (1,256,386) (1,256,386) 31-Jul-26 31-Jul-26 Tender On Target On Target MILLPORT PIER 1,350,000 150,080 1,350,000 0 214,960 0 214,960 0 0 31-Dec-25 31-Dec-25 In Development On Target On Target BRIDGES INFRASTRUCTURE PROG * 654,939 440,645 654,939 0 654,939 440,645 654,939 0 0 31-Mar-26 31-Mar-26 Multiple Projects 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 Complete Complete Complete COASTAL ADAPTATIONS 299,000 14,928 299,000 0 299,000 14,928 299,000 0 0 31-Mar-28 31-Mar-28 In Development On Target On Target B714 UPGRADE 31,693,443 3,032,203 31,693,443 0 15,338,099 126,516 5,670,278 (9,667,821) (9,667,821) 31-Aug-27 31-Aug-27 Tender On Target On Target PARKING CHARGES & DPE 156,673 93,619 156,673 0 76,648 13,594 76,648 0 0 31-Mar-26 31-Mar-26 In Development On Target On Target Total Roads 108,024,866 72,628,510 108,024,866 0 25,930,246 5,243,506 15,006,039 (10,924,207) 0 (10,924,207) Streetscene CEMETERY EXTNS, WALLS & INFRA * 437,933 0 437,933 0 233,241 0 233,241 0 0 Holding Code Holding Code Holding Code Holding Code Holding Code CMTY, STEV HIGH ROAD - WORKS 519,644 518,144 519,644 0 0 (1,500) 0 0 0 Complete Complete Complete Complete Complete CMTY, KILBIRNIE - WALLS 120,613 116,974 120,613 0 1,638 (2,001) 1,638 0 0 Complete Complete Complete Complete Complete CMTY, BEITH - WALLS 163,875 158,868 163,875 0 2,240 (2,768) 2,240 0 0 Complete Complete Complete Complete Complete CMTY, ABBEY TOWER - WALLS 161,190 150,507 161,190 0 39,317 28,634 39,317 0 0 Complete Complete Complete Complete Complete CMTY, STEV HAWKHILL - WALLS 125,668 87,859 125,668 0 40,289 2,480 40,289 0 0 Complete Complete Complete Complete Complete CMTY, WEST KILBRIDE - WALLS 109,914 106,804 109,914 0 35,109 31,999 35,109 0 0 Complete Complete Complete On Target On Target CMTY, DREGHORN - WALLS 19,227 19,227 19,227 0 5,676 5,676 5,676 0 0 Future years Future years Feasibility Works On Target On Target CMTY, STEV HIGH KIRK - WORKS 24,732 24,732 24,732 0 28 28 28 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE - NEW 1,501,663 146,573 1,501,663 0 1,373,155 18,065 435,373 (937,782) (937,782) 30-Sep-25 30-Sep-26 Tender Awarded On Target On Target CMTY, NEW STREET STEV - WALLS 1,015 1,015 1,015 0 1,015 1,015 1,015 0 0 Complete Complete Complete Complete Complete STREET FURNITURE IMPROVEMENT 225,511 225,511 225,511 0 2,585 2,585 2,585 0 0 31-Mar-26 31-Mar-26 Planning On Target On Target PARK ENABLING WORKS 149,895 149,415 149,895 0 2,180 1,700 2,180 0 0 31-Mar-26 31-Mar-26 Planning On Target On Target RENEWAL OF PLAY PARKS 1,411,000 834,901 1,411,000 0 825,197 249,098 825,197 0 0 31-Mar-26 31-Mar-26 Construction On Target On Target Total Streetscene 5,439,175 3,007,825 5,439,175 0 2,561,670 335,012 1,623,888 (937,782) 0 (937,782) Transport VEHICLES * 3,144,225 3,042,506 3,144,225 0 3,144,225 3,042,506 3,144,225 0 0 31-Mar-26 31-Mar-26 Ongoing On Target On Target FLEET DECARBONISATION 5,300,404 161,804 5,300,404 0 526,903 40,303 526,903 0 0 31-Mar-26 31-Mar-26 Ongoing On Target On Target Total Transport 8,444,629 3,204,310 8,444,629 0 3,671,128 3,082,809 3,671,128 0 0 0 Renewable Energy SOLAR PV INVESTMENT - NETHERMAINS 8,171,775 7,911,857 8,171,775 0 768,518 508,600 768,518 0 0 31-Dec-24 31-Oct-25 Work Ongoing On Target On Target SOLAR PV INVESTMENT - SHEWALTON 6,073,659 5,574,321 6,073,659 0 1,183,498 684,160 1,183,498 0 0 31-Dec-24 30-Nov-25 Work Ongoing 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 Complete Complete Complete NATURE RESTORATION FUND 711,001 294,270 711,001 0 582,976 166,246 582,976 0 0 31-Aug-24 31-Mar-26 Planning On Target On Target Total Renewable Energy 15,956,436 14,780,449 15,956,436 0 2,580,943 1,404,956 2,580,943 0 0 0 Office Accommodation PROPERTY LIFECYCLE INVESTMENT (27,858) 0 (27,858) 0 (27,858) 0 0 27,858 27,858 31-Mar-26 31-Mar-26 Mulitple projects On Target On Target PLI GOWANLEA DAY SERVICES 27,012 1,599 27,012 0 27,012 1,599 27,012 0 0 24-Dec-25 24-Dec-25 Construction On Target On Target PLI CASTLEVIEW DAY SERVICES 0 (1) 0 0 0 (1) 0 0 0 Complete Complete Complete Complete Complete PLI GOLDCRAIGS DEPOT 157,907 (8,252) 157,907 0 1,285 (8,252) 1,285 0 0 22-Aug-25 31-Jan-26 Construction On Target On Target PLI CALEDONIA PRIMARY 670,765 3,625 670,765 0 670,765 3,625 450,000 (220,765) (220,765) 31-Mar-26 30-Jun-26 Planning On Target On Target PLI DALRY PRIMARY SCHOOL 220,000 454 220,000 0 220,000 454 75,000 (145,000) (145,000) 19-Dec-25 31-Aug-26 Planning 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 Complete Complete Complete PLI HAYOCKS PRIMARY SCHOOL 379,614 277,332 379,614 0 379,614 277,332 379,614 0 0 30-Sep-25 19-Dec-25 Construction On Target On Target PLI PENNYBURN PRIMARY 0 (3,727) 0 0 0 (3,727) 0 0 0 Complete Complete Complete Complete Complete PLI SKELMORLIE PRIMARY SCHOOL 7,200 (5,766) 7,200 0 7,200 (5,766) 7,200 0 0 Complete Complete Complete Complete Complete PLI ST LUKES PRIMARY SCHOOL 21,500 21,477 21,500 0 21,500 21,477 21,500 0 0 Complete Complete Complete Complete Complete PLI ST WINNINGS PRIMARY SCHOOL 27,500 27,333 27,500 0 27,500 27,333 27,500 0 0 Complete Complete Complete Complete Complete PLI WEST KILBRIDE PRIMARY SCHOOL 94,562 96,159 94,562 0 94,562 96,159 94,562 0 0 Complete Complete Complete Complete Complete PLI ARDROSSAN ACADEMY 54,005 54,005 54,005 0 54,005 54,005 54,005 0 0 Complete Complete Complete Complete Complete PLI AUCHENHARVIE ACADEMY* 269 900 269 0 269 900 269 0 0 Complete Complete Complete Complete Complete Comments CAPITAL MONITORING 2025/26 COMPLETION DATES Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS # OFFICIAL INFORMATION 210
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2025/26 COMPLETION DATES Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS PLI WEST KILBRIDE EARLY YEARS 3,232 3,232 3,232 0 3,232 3,232 3,232 0 0 Complete Complete Complete Complete Complete PLI ARRAN OUTDOOR CENTRE 5,181 5,181 5,181 0 5,181 5,181 5,181 0 0 Complete Complete Complete Complete Complete PLI ANAM CARA 50 50 50 0 50 50 50 0 0 Complete Complete Complete Complete Complete PLI BRODICK HWRC 20,000 0 20,000 0 20,000 0 20,000 0 0 30-Sep-25 31-Jan-26 Planning On Target On Target PLI THE PORTAL 50,000 728 50,000 0 50,000 728 50,000 0 0 31-Mar-26 31-Mar-26 Planning On Target On Target PLI IRVINE WASTE TRANSFER 12,795 12,795 12,795 0 12,795 12,795 12,795 0 0 Complete Complete Complete Complete Complete Total Office Accommodation 1,731,265 494,653 1,731,265 0 1,574,643 494,653 1,236,736 (337,907) 0 (337,907) Other Property LOCALITY BASED PROPERTY REVIEW 265,667 0 265,667 0 265,667 0 265,667 0 0 31-Mar-25 31-Mar-27 In development On Target On Target LBPR - TRINITY CHURCH 1,490 1,490 1,490 0 630 630 630 0 0 Complete Complete Complete Complete Complete LBPR STEVENSTON COMPLEX 189,250 4,250 189,250 0 185,000 0 185,000 0 0 31-Dec-24 31-Aug-26 Planning On Target On Target LBPR IRVINE LIBRARY 50,967 50,968 50,967 0 12,893 12,893 12,893 0 0 Complete Complete Complete Complete Complete LBPR BRIDGEGATE HOUSE 2,172 2,172 2,172 0 197 197 197 0 0 Complete Complete Complete Complete Complete LBPR CUNNINGHAME HOUSE 238,000 101,029 238,000 0 180,447 43,476 180,447 0 0 31-Mar-27 31-Mar-27 Construction On Target On Target LBPR CUNNINGHAME HOUSE GRD EAST/4TH WEST 1,248,118 676,744 1,248,118 0 1,164,752 593,378 1,164,752 0 0 31-Mar-26 31-Mar-26 Construction 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 Complete Complete Complete LBPR - THE TOWNHOUSE 25,000 4,280 25,000 0 21,420 700 21,420 0 0 31-Jul-25 19-Dec-25 Planning On Target On Target LBPR THE CIRCUIT 311,571 88,952 311,571 0 290,623 68,004 290,623 0 0 31-Mar-27 31-Mar-27 Planning On Target On Target EMERGENCY CONTROL CTR 158,000 151,476 158,000 0 3,111 (3,413) 3,111 0 0 Complete Complete Complete Complete Complete GOLDCRAIGS REFURBISHMENT 1,163,495 940,020 1,163,495 0 969,738 746,262 969,738 0 0 Complete Complete Complete Complete Complete SALT DOME GOLDCRAIGS 227,496 42,265 227,496 0 227,496 42,265 227,496 0 0 31-Mar-26 31-Mar-26 Planning On Target On Target WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 109,065 134,641 0 23,519 (2,057) 23,519 0 0 Complete Complete Complete Complete Complete Total Property 4,232,632 2,357,651 4,232,632 0 3,383,180 1,508,198 3,383,180 0 0 0 Regeneration REPURPOSING PROPERTY GRANT FUND 416,512 27,417 416,512 0 115,832 26,737 115,832 0 0 30-May-25 01-Dec-26 In development On Target On Target MILLPORT TOWN HALL PHASE 2 58,129 (6,896) 58,129 0 58,129 (6,896) 58,129 0 0 Complete Complete Complete Complete Complete Community led regeneration project by Millport Town ll h i j h b d l d d ISLANDS PIT STOPS 507,540 113,473 507,540 0 507,540 113,473 507,540 0 0 31-Jul-25 31-Mar-26 In development On Target On Target PLACE BASED INVESTMENT PROGRAMME (PBIP) 270,151 137,798 270,151 0 125,000 107,021 125,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target UK SHARED PROSPERITY FUND (SPF) 576,535 201,503 576,535 0 576,535 201,503 576,535 0 0 31-Mar-26 31-Mar-26 In development On Target On Target AYRSHIRE 5GIR 4,366,000 3,771,056 4,366,000 0 856,711 261,767 856,711 0 0 30-Sep-25 31-Mar-26 Construction On Target On Target PBIP – KILWINNING ABBEY IMPROVEMENTS 264,559 356 264,559 0 264,203 0 14,203 (250,000) (250,000) 31-Mar-25 31-Dec-26 Construction On Target On Target LOCHSHORE HUB PLAY AREA 355,000 299,107 355,000 0 13,265 353 13,265 0 0 Complete Complete Complete Complete Complete PBIP 36 BANK STREET 139,999 120,162 139,999 0 19,837 0 19,837 0 0 31-Dec-25 31-Dec-25 In development On Target On Target PBIP GALT HOUSE 49,444 49,444 49,444 0 8,328 8,328 8,328 0 0 Complete Complete Complete Complete Complete IRVINE HIGH STREET 2,837,315 2,723,228 2,837,315 0 99,298 (14,789) 99,298 0 0 Complete Complete Complete Complete Complete MILLPORT CARS 10,993 0 10,993 0 10,993 0 10,993 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK MASTERPLAN 4,218,597 1,934,014 4,218,597 0 282,207 62,623 282,207 0 0 31-Mar-30 31-Mar-30 In development On Target On Target LOCHSHORE, KILBIRNIE 2,101,881 2,022,819 2,101,881 0 116,825 37,763 116,825 0 0 31-May-25 01-Dec-26 In development On Target On Target LOCHSHORE GARNOCK HUB 4,170,999 4,102,507 4,170,999 0 72,430 3,938 72,430 0 0 Complete Complete Complete Complete Complete VDLF - KYLE ROAD PHASE 2 3,632,516 165,717 3,632,516 0 469,065 16,562 79,051 (390,014) (390,014) 31-Mar-27 31-Mar-27 In development 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 Complete Complete Complete LUF3 - ANNICKBANK 6,074,602 134,195 6,074,602 0 583,218 54,100 60,950 (522,268) (522,268) 31-Mar-27 31-Mar-27 In development On Target On Target VDLF - DEVELOPMENT WORK 229,097 115,055 229,097 0 135,630 21,588 135,630 0 0 31-Mar-26 31-Mar-26 In development On Target On Target MONTGOMERIE PARK NEIGHBOURHOOD CTR 260,384 179,307 260,384 0 81,077 0 81,077 0 0 30-Sep-24 31-Mar-26 Construction On Target On Target VDLF STALLED SPACES FUND 113,000 0 113,000 0 25,000 0 25,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target LOCHSHORE GARDEN/ACTIVITY HUB 827,075 0 827,075 0 827,075 0 125,000 (702,075) (702,075) 31-Dec-26 31-Dec-26 In development On Target On Target NORTH SHORE RESIDENTIAL 150,000 0 150,000 0 25,000 0 25,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target PBIP DOCKHEAD STREET 250,000 0 250,000 0 50,000 0 50,000 0 0 31-Mar-26 31-Mar-27 In development On Target On Target PBIP COMMUNITY PROJECT FUND 250,000 0 250,000 0 250,000 0 250,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target PBIP PUBLIC SPACE CAMERA 50,000 0 50,000 0 50,000 0 50,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target PBIP BEITH KIRK 41,000 0 41,000 0 41,000 0 41,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target ACTIVE TRAVEL TIER 1 983,927 3,089,388 983,927 0 983,927 158,441 623,927 (360,000) (360,000) 31-Mar-26 31-Mar-27 Various On Target On Target ACCESS PATH NETWORK PROGRAMME 516,760 12,111 516,760 0 516,760 12,111 166,760 (350,000) (350,000) 31-Mar-26 31-Mar-27 Various On Target On Target LOCAL AUTHORITY DIRECT AWARD 41,337 1,295 41,337 0 41,337 1,295 41,337 0 0 31-Mar-26 31-Mar-26 Various On Target On Target RTPI - NORTH COAST AND GARNOCK VALLEY 6,000 2,586 6,000 0 6,000 2,586 6,000 0 0 31-Mar-26 31-Mar-26 Construction On Target On Target FAIRLIE COASTAL PATH 0 (12,091) 0 0 0 (12,091) 0 0 0 Complete Complete Complete Complete Complete ARDROSSAN PROMENADE 1,307 767,272 1,307 0 1,307 (19,422) 1,307 0 0 Complete Complete Complete Complete Complete B777 CORRIDOR IMPROVEMENTS 137,767 111,771 137,767 0 25,996 0 25,996 0 0 31-Mar-26 31-Mar-26 In development On Target On Target SALTCOATS OLD CAL RAILWAY PH2 49,990 0 49,990 0 49,990 0 49,990 0 0 31-Mar-26 31-Mar-26 In development On Target On Target BUS INFRASTRUCTURE FUND 288,000 2,586 288,000 0 288,000 2,586 288,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target NCN7 CROSSING IMPROVEMENTS 40,000 0 40,000 0 40,000 0 40,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target # OFFICIAL INFORMATION 211
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Actual Over/ (Under) Spend for 2025/26 True Over/(Under) Spend Brought / Carry Forward to 2026/27 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2025/26 COMPLETION DATES Project Description TOTAL PROJECT 2025/26 BUDGETS DELIVERY STATUS B714 SHARPHILL TO NCN AT ROUTE 161,240 0 161,240 0 161,240 0 161,240 0 0 31-Mar-26 31-Mar-26 In development On Target On Target CUMBRAE AT ROUTE 50,000 0 50,000 0 50,000 0 50,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target GIRDLE TOLL TO IRVINE TOWN AT ROUTE 80,000 19,567 80,000 0 80,000 19,567 80,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target IRVINE TO DRYBRIDGE AT ROUTE 8,000 0 8,000 0 8,000 0 8,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target LINKS TO EGLINTON PARK 282,531 168,176 282,531 0 114,355 0 114,355 0 0 31-Dec-25 31-Dec-25 Construction On Target On Target NCN7 VALEFIELD/GLENGARNOCK BRIDGE 65,500 3,500 65,500 0 62,000 0 62,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target LONG DRIVE 956,620 12,968 956,620 0 551,372 12,968 551,372 0 0 31-Mar-26 31-Mar-26 Construction On Target On Target RIVERSIDE WAY 867,180 2,838 867,180 0 459,010 2,838 49,010 (410,000) (410,000) 31-Mar-26 31-Aug-26 In development On Target On Target STRATEGIC INVESTMENT ROUTE 2,386,826 72,975 2,386,826 0 278,000 72,975 278,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target KYLE ROAD AT ROUTE 1,073,678 11,507 1,073,678 0 436,000 11,507 46,000 (390,000) (390,000) 31-Mar-26 31-Aug-26 In development On Target On Target HEATHERHOUSE JUNCTION 475,000 0 475,000 0 50,000 0 50,000 0 0 31-Mar-27 31-Mar-27 Planning On Target On Target Total Regeneration 47,896,705 27,508,279 47,896,705 0 9,877,957 1,165,351 6,503,600 (3,374,357) 0 (3,374,357) Ayrshire Growth Deal AGD - I3 DPMC PHASE 1 1,000,000 272,689 1,000,000 0 727,311 0 727,311 0 0 31-Mar-26 31-Mar-26 Delivery On Target On Target AGD - I3 DPMC PHASE 2 5,000,000 323,316 5,000,000 0 50,000 8,949 50,000 0 0 31-Mar-29 31-Mar-30 Feasibility On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 4,855,546 4,809,780 4,855,546 0 10,645 (35,120) 10,645 0 0 Complete Complete Complete Complete Complete AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 2 15,568,282 393,865 15,568,282 0 139,304 38,215 139,304 0 0 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - HUNTERSTON - CENTRE OF LOW CARBON ENERGY & 18,040,000 286,876 18,040,000 0 350,000 19,143 50,000 (300,000) (300,000) 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - GREAT HARBOUR 14,338,771 3,663,896 14,338,771 0 4,381,439 2,153,068 4,165,209 (216,230) (216,230) 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD GH PHASE 2 122,581 71,537 122,581 0 122,581 71,537 122,581 0 0 31-Mar-29 31-Mar-29 Design On Target On Target AGD - IMSE 10,500,000 197,073 10,500,000 0 200,000 22,466 100,000 (100,000) (100,000) 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - MARINE TOURISM ARRAN 2,059,242 238,903 2,059,242 0 49,000 32,143 49,000 0 0 31-Mar-29 31-Mar-29 Feasibility On Target On Target AGD - MARINE TOURISM CUMBRAE 4,783,528 278,218 4,783,528 0 191,000 71,833 191,000 0 0 31-Mar-29 31-Mar-29 Design On Target On Target Total Ayrshire Growth Deal 79,043,664 10,811,870 79,043,664 0 6,221,280 2,382,234 5,605,050 (616,230) 0 (616,230) Growth & Investment ARDROSSAN HARBOUR INTERCHANGE 4,127,113 605,226 4,127,113 0 3,524,633 2,746 3,524,633 0 0 1st Qtr 2026 TBC Design On Hold On Hold IRVINE ENTERPRISE AREA 10,736,892 0 10,736,892 0 103,079 0 103,079 0 0 Ongoing Ongoing Multiple Projects On Target On Target ARDROSSAN NORTH SHORE 47,866,143 45,940,213 47,866,143 0 5,456,598 5,260,972 5,456,598 0 0 Complete Complete Complete Complete Complete VDLF - HARBOUR MASTERS OFFICE 158,740 156,242 158,740 0 3,720 1,222 3,720 0 0 Complete Complete Complete Complete Complete VDLF - I3 IRVINE ENTERPRISE 278,170 257,020 278,170 0 21,150 0 21,150 0 0 31-Mar-26 31-Mar-26 Design On Target On Target MARINE TOURISM LOCHRANZA 129,718 0 129,718 0 129,718 0 129,718 0 0 31-Mar-26 31-Mar-26 Development On Target On Target Other Growth & Investment 63,296,777 46,958,702 63,296,777 0 9,238,898 5,264,940 9,238,898 0 0 0 Total Economic Development & Regeneration 190,237,146 85,278,850 190,237,146 0 25,338,135 8,812,524 21,347,548 (3,990,587) 0 (3,990,587) Completed Projects BIOMASS RETROFIT PROGRAMME 3,378,163 3,377,163 3,378,163 0 0 (1,000) 0 0 0 Complete Complete Complete Complete Complete QUARRY ROAD PHASE 1 2,977,098 2,956,437 2,977,098 0 24,269 3,608 24,269 0 0 Complete Complete Defects Period Complete Complete Total Completed Projects 6,355,262 6,333,601 6,355,262 0 24,269 2,608 24,269 0 0 0 Total Place 353,742,903 201,358,390 353,742,903 0 65,064,214 20,884,266 48,873,731 (16,190,483) 0 (16,190,483) # OFFICIAL INFORMATION 212
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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 2025/26 Actual Expenditure to 30th November 2025 Projected Expenditure to 31 March 2026 Over/ (Under) Spend for 25/26 £ £ £ £ £ £ £ £ FLEXIBILITY / IMPROVEMENT FUND 14,197,496 0 14,656,405 458,909 (405,909) 0 53,000 458,909 CORE INFRASTRUCTURE INVESTMENT 2,001,000 0 2,001,000 0 1,000 0 1,000 0 Total Other Budgets 16,198,496 0 16,657,405 458,909 (404,909) 0 54,000 458,909 2025/26 BUDGETS CommentsProject Description TOTAL PROJECT # OFFICIAL INFORMATION 213
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HRA Capital Statement 2526 Appendix 2 TOTAL PROJECT CURRENT YEAR 2025/26 - Period 7 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th October 2025 P7 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) Complete Complete Complete, project contingency not required. Ayrshire Central Site 51,235,455 20,798,990 51,235,455 0 18,289,439 7,970,085 16,653,034 (1,636,405) On Target On Target Work continues to progress on site and is currently expected to complete during winter 2027. Projected slippage due to additional services being identified on the site which were not picked up on the GRP survey prior to works commencing on site and de- watering of the site. No impact to programme. Bourtreehill Village 9,924,743 502,013 9,924,743 0 128,176 85,706 128,176 On Target On Target Demolition of Crofthead Court complete. Professional fees only to be incurred during 2025/26. Corsehillhead 2,032,906 437,217 2,032,906 0 0 0 On Target On Target Flatt Road 20,178,000 19,721,970 19,709,046 (468,954) 0 0 Complete Complete Complete Friars Lawn 2,199,628 2,085,568 2,085,598 (114,030) 0 0 On Target Complete Complete Fullarton Street (High Flats) 12,073,511 122,878 12,073,511 0 70,000 26,741 70,000 On Target On Target Projected spend during 2025/26 is for statutory consents & consultancy fees only. Garnock Academy Site 12,092,889 15,831,828 12,092,889 0 5,650,169 3,292,523 5,650,169 On Target On Target Work continues to progress on site and Ashleigh (Scotland) Limited hope to complete works by late summer 2026, amended from spring 2026 due to utilities delays. Garrier Court 2,335,551 2,414,910 2,348,027 12,476 0 0 On Target Complete Complete Harbourside 14,622,742 14,392,068 14,622,742 0 152,530 500 152,530 Complete Complete Complete James McFarlane Site 4,784,118 7,735,474 4,784,118 0 269,341 110,529 269,341 Complete Complete Complete - all properties occupied James Reid Site 11,820,675 1,568,195 11,820,675 0 501 0 0 (501) Significantly off target Significantly off target Project in SHIP 2026-2031 Shadow Programme Kings Arms (113-115 High Street) 2,904,416 3,227,343 2,904,416 0 1,655,832 778,303 1,655,832 On Target Significantly off target McLaughlin Construction have submitted an updated programme and now expect to complete the Irvine town centre project during spring 2026. Laburnum Ave/Newhouse Dr (Regen 1a&b) 3,274,506 4,298,934 2,953,449 (321,057) 578,148 132,682 257,091 (321,057) Complete Complete Complete - underspend to be transferred to contingency budget. Largs Police Station 2,769,301 2,761,963 2,769,301 0 1,258 1,986 1,258 Complete Complete Complete Montgomerie Park (Both Phases) 46,322,381 9,888,733 46,322,381 0 323,186 5,532 250,000 (73,186) On Target Slightly off target Infrastructure works delay due to phasing of works alongside adjacent sites. Final plan consultation event took placee in August 2025. Stanecastle Site 7,768,147 12,286,971 7,768,147 0 347,304 199,361 349,805 2,501 Complete Complete Complete St Beya Gardens 3,691,052 3,705,708 3,691,052 0 0 0 Complete Complete Complete St Michael's Wynd 13,996,769 14,767,326 14,087,664 90,895 0 0 Complete Complete Complete St Michaels Phase 3 627,239 0 0 Towerlands Primary School 8,579,943 8,565,482 8,579,943 0 0 (3,000) Complete Nelson Street Regeneration 622,116 61,508 622,116 0 392,980 2,226 176,772 (216,208) On Target On Target Tender to be awarded towards end December 2025. Acquisition Houses-Open Market 1,273,080 580,231 1,273,080 0 1,273,080 235,362 1,303,080 30,000 On Target On Target Ukraine Buy Backs 1,366,922 0 0 Complete Complete Complete Harbour Street 0 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 7,622,617 6,851,623 474,703 (40,152) 51,671 (423,032) Complete Complete Complete House Building - General 16,888 0 3,210 Future Years Projects 13,742 0 0 Grange Court, Stevenston 22,143 25,000 19,854 25,000 On Target On Target Demolition of existing flats currently out to tender. Nursery Place 0 25,000 0 25,000 Draft plans consultation was held on 24 June 2025. The plans are now being reviewed to allow the final plans consultation event to be scheduled. Internal Management Charges 1,489,046 2,212,262 1,489,046 0 1,489,046 871,464 1,489,046 On Target On Target Regeneration Project 1e Consultants Fees 9,703 0 7,074 Contingency 4,012,524 0 2,988,321 2,987,821 0 3,306,377 318,556 SUB TOTAL 248,190,776 158,897,350 246,280,147 (886,425) 34,133,514 13,699,985 31,814,182 0 (1,895,799) (423,533) DELIVERY STATUS 214
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TOTAL PROJECT CURRENT YEAR 2025/26 - Period 7 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2025/26 Actual Expenditure to 30th October 2025 P7 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 358,932 236,904 313,441 (45,491) 358,932 133,886 292,545 (66,387) On Target On Target lower projected unit nos than budgeted Bathrooms - Void 454,905 369,947 278,630 (176,275) 454,905 210,142 364,076 (90,829) On Target On Target lower projected unit nos than budgeted Wet Room - Planned 119,644 0 119,644 0 119,644 0 119,644 On Target On Target Bathrooms - Planned 168,315 108,987 168,315 0 168,315 68,163 168,315 On Target On Target Secondary bathrooms planned 8,542 0 8,542 0 8,542 0 8,542 Electrical Rewiring 835,384 1,140,132 835,384 0 835,384 611,136 895,915 60,531 On Target On Target Overspend includes anticipated additional voids Heating 1,734,209 1,479,628 1,734,209 0 1,734,209 1,008,898 1,734,209 0 On Target On Target Kitchens 1,779,146 990,507 1,779,146 0 1,779,146 713,843 1,779,146 0 On Target On Target Kitchens - Void 1,014,043 963,734 1,086,928 72,885 1,014,043 542,784 1,026,889 12,846 On Target On Target additional projected unit nos Roofing 583,568 268,661 740,881 157,313 636,619 194,511 727,761 91,142 On Target On Target Additional works required Wallfloor rendering 1,027,725 501,599 1,027,725 0 1,027,725 346,662 1,027,725 On Target On Target EWI 468,769 44,143 311,456 (157,313) 415,718 44,143 311,456 (104,262) On Target On Target Window Replacement 513,985 85,762 513,985 0 513,985 31,590 390,985 (123,000) On Target On Target Communal element of works not possible to be carried out before March. Saltcoats MSF Investment 222,079 (94,882) 222,079 0 222,079 (30,527) 222,079 On Target On Target Smoke Detector Programme 486,937 417,461 486,937 0 486,937 264,965 486,937 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 0 50,000 (409,856) Significantly off target Significantly off target Difficulty in gaining access to properties to allow the work to be carried out. PMI are to identify new addresses. Solar Panels 2,648,098 1,438,792 2,648,098 0 2,648,098 862,456 2,590,000 (58,098) On Target On Target ower anticipated costs HRA Slippage (3,018,759) 0 (1,945,479) 1,073,280 (1,945,479) 0 (1,945,479) SUB TOTAL 13,957,417 7,951,377 12,735,256 (1,222,161) 10,938,658 5,002,651 10,250,745 0 (590,954) (96,959) Other Capital works Estate Based Regeneration 2,208,307 537,936 1,591,351 (616,956) 1,591,351 333,132 1,599,716 8,365 On Target On Target Lift Replacement 568,420 172,575 568,420 0 568,420 172,575 568,420 On Target On Target Sheltered Housing Units 578,939 (42,940) 497,855 (81,084) 497,855 68,277 326,099 (171,756) Slightly off target On Target Final account agreed for Barnett court. Underspend to be added to overall SHU budget High Flats Demolition 0 0 0 0 0 0 On Target On Target Other Capital Works (815) (420) (815) 0 (815) (254) (815) Energy Efficiency 0 0 SUB TOTAL 3,355,666 667,571 2,657,626 (698,040) 2,656,811 573,730 2,493,420 0 (163,391) 0 Total Expenditure 251,546,442 159,564,921 248,937,773 (1,584,465) 47,728,983 19,276,366 44,558,347 0 (2,650,144) (520,492) Income Affordable Housing Contributn (721,008) (721,008) CFCR (8,348,729) (8,348,729) Capital Grants (10,104,000) (8,435,780) (10,104,000) Prudential Borrowing (27,833,626) (24,571,412) 91,578 2,650,144 520,492 Reduced borrowing required to reflect rephasing and projected underspends Use of Reserves (721,620) (721,620) Sale of Assets 0 (11,684) (11,684) (11,684) Capital receipts. Other Capital Income 0 (79,894) (79,894) (79,894) Credit from Scottish water re Harbourside 0 SUB TOTAL (47,728,983) (8,527,358) (44,558,347) 0 2,650,144 520,492 Total Project Expenditure 251,546,442 159,564,921 248,937,773 (1,584,465) 47,728,983 19,276,366 44,558,347 0 (2,650,144) (520,492) Total Project Income (47,728,983) (8,527,358) (44,558,347) 0 2,650,144 520,492 215
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Appendix 3 Treasury Management Performance to 30 November 2025 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 this report. The reduction to the Capital Financing Requirement for both the General Fund and the HRA reflect the change in profile of the capital programme. 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 6.0%, thereby demonstrating a prudent borrowing policy. For the HRA, the Scottish average was 20.7%. The level of loan charges is deemed prudent and affordable within the framework of the 30 year Housing business plan. 2025/26 2025/26 2025/26 Original Estimate P8 Projection Movement £m £m £m General Services Capital expenditure 95.807 81.021 (14.786) Funded by: Borrowing 54.463 47.237 (7.226) Receipts / Grants 40.640 33.712 (6.928) Funded from Revenue - 0.072 0.072 Funded from Reserves 0.704 - (0.704) Total 95.807 81.021 (14.786) HRA Capital expenditure 46.003 44.558 (1.445) Funded by: Borrowing 26.107 24.571 (1.536) Receipts / Grants 10.104 10.195 0.091 Funded from Revenue 8.349 8.349 - Funded from Reserves 1.443 1.443 - Total 46.003 44.558 (1.445) Estimates of Capital Expenditure and Income 2025/26 2025/26 2025/26 Original Estimate P8 Projection Movement £m £m £m General Services 466.086 439.577 (26.509) HRA 224.461 214.956 (9.505) Sub-total 690.547 654.533 (36.014) Less PPP/NPD long-term liability (78.590) (78.590) - Loans Capital Financing Requirement (CFR) 611.957 575.943 (36.014) Capital Financing Requirement (CFR) 2025/26 2025/26 Original Estimate P8 Projection % % General Services 4.1% 3.6% HRA 26.5% 26.3% Proportion of financing costs to net revenue stream 216
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The Council is currently projecting an under-borrowed position of £55.304m due to the continuing strategy to delay long-term external borrowing by utilising internal cash balances. Liability Benchmark 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. The Liability benchmark graph above is used to inform the Council’s borrowing strategy. The shaded grey area shows the Councils current debt and the gap between this and the Liability benchmark line is how much more borrowing the Council likely needs to undertake to support its current capital plans once taking into account its balance sheet resources including the net debtor / creditor and useable reserves. The above graph indicates that long term borrowing for the period of around 20 years would be most appropriate to meet the Councils borrowing needs and mitigate against interest rate risk. 2025/26 2025/26 2025/26 Original Estimate P8 Projection Movement £m £m £m Gross Debt at 31 March 556.653 520.639 (36.014) CFR 611.957 575.943 (36.014) (Under)/Over Borrowed Position (55.304) (55.304) - Current Portfolio Position (excluding PPP/NPD) 217
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The maturity structure of the debt portfolio at 30 November 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: The reduction in the external borrowing since 31 March relates to maturing loans during the period to 30 November including a £5.6m LOBO loan which was repaid when called in May. 2025/26 2025/26 2025/26 Original Estimate £m P8 Projection Movement £m Loans CFR 611.957 575.943 (36.014) Less Balance sheet resources (94.794) (110.088) (15.294) Net loans requirement 517.163 465.855 (51.308) Liquidity allowance 10.000 10.000 - Liability Benchmark 527.163 475.855 (51.308) Liability Benchmark 31-Mar-25 30-Nov-25 Maturity Profile of Borrowing (Indicator 10) Actual Actual Movement £m £m £m Under 12 months 44.954 31.296 (13.658) 12 months and within 24 months 4.917 6.472 1.555 24 months and within 5 years 42.049 49.071 7.022 5 years and within 10 years 102.667 98.343 (4.324) 10 years and within 20 years 115.780 103.335 (12.445) 20 years and within 30 years 15.925 15.925 - 30 years and within 40 years 92.587 92.587 - 40 years and within 50 years - - - 50 years and above 10.000 10.000 - Total Borrowing 428.879 407.029 (21.850) 218
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: The Future of Council Tax in Scotland – Consultation Response Purpose: The purpose of this report is to seek approval on the North Ayrshire Council response to the Scottish Government’s consultation on the future of Council Tax in Scotland. Recommendation: Cabinet is asked to: (1) Review the proposed consultation response contained in appendix 1 of the report; and 2) Authorise officers to submit the consultation response to the Scottish Government by the 30 January 2026 deadline. 1. Executive Summary 1.1 The consultation was published on the Scottish Government website on the 27th of October 2025, and it closes on 30th January 2026. 1.2 The consultation is a result of a joint ministerial working group between Scottish Government and COSLA, with professional input from local government Directors of Finance, the Institute of Revenues, Rating and Valuation (IRRV) and Scottish Government officers. 1.3 The consultation seeks views on considerations around how to make the Council Tax system fairer and arguably less regressive in nature. The link to the full consultation and supporting documents is included in the attached link: - Future of council tax in Scotland: consultation - gov.scot The main purpose of the consultation is to seek views on whether a general re-valuation is required in Scotland to bring Council Tax banding values up to date as the current banding is based on values as at 1st of April 1991. There are also considerations around what the main principles around any change should be as well as the number of new bands and if there should be a case for transitional reliefs and possibly deferral of any charges and consequential changes to the Council Tax Reduction (CTR) scheme. Agenda Item 10 219
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1.4 The proposed response from North Ayrshire council is included in appendix 1 for Cabinet consideration. The response is aligned to the taxation principles of fairness, equity and being progressive in nature. 1.5 It is also recognised that the policy intent from the Scottish Government is that any new council tax scheme should be cost neutral. In terms of timescale, it is not expected that any reforms will be implemented soon, and unlikely to be before April 2030. 2. Background 2.1 The consultation was published on the Scottish Government website on the 27th of October 2025, and it closes on 30th January 2026. 2.2 The consultation is a result of a joint ministerial working group between Scottish Government and COSLA, with professional input from local government Directors of Finance, the Institute of Revenues, Rating and Valuation (IRRV) and Scottish Government officers. 2.3 The intention from the Scottish Government is that any new scheme would be cost neutral in overall terms and not simply be a means of generating more Council tax revenue in Scotland. 2.4 North Ayrshire Council generated over £66million Council tax revenue in 2024/25 across 70,256 dwellings. This is a vital source of revenue to the Council. The band profile of dwellings is outlined in the undernoted table along with the current levels of council tax charges across each Band. The North Ayrshire profile reflects 68% of total dwellings (47,939) i.e. more than two thirds are across Bands A to C. It is recognised that there are also variations in band profile across both Island communities. Council Tax Bands Number of Dwellings 2024/25 Annual Council Tax Charge 2025/26 A 21,493 £1,035.84 B 18,705 £1,208.48 C 7,741 £1,381.12 D 7,417 £1,553.77 E 9,268 £2,041.48 F 4,295 £2,524.87 G 1,279 £3,042.79 H 58 £3,806.73 Total 70,256 2.5 The current Council tax Bands are based on historic 1991 property valuations. There is a recognition that the current scheme is both outdated and, from a taxation principle, arguably regressive in nature. 220
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2.6 The consultation seeks views across several areas, including but not limited to, • Whether property values should be reviewed and updated • New Bands to be set nationally or locally and the number of bands • Whether there should be a gradual differentiation approach to bands or whether there should be more emphasis on higher value homes contributing more • Whether there should be transitional relief arrangements or deferrals, and, • Whether the Council Tax Reduction (CTR) scheme should also be reviewed 2.7 The proposed consultation response is included in appendix 1 of the report. The key points from the proposed response can be summarised as follows: • Property values should be updated to reflect current market values and updated every 5 years to reflect ongoing shifts in valuations in a proportionate manner. • Any new Bands should be set nationally to ensure consistency of application, avoid complexity and avoid multiple variations of bands. • From the principles of fairness, equity and arguably a more progressive approach to taxation, that that those higher value homes and households contribute more. • General support for the application of a transitional relief scheme that smooths the impact of any band increases over years, however, no support for a deferral scheme as it is recognised that protection is already available from the Council tax reduction (CTR) scheme. • Support to also review the CTR scheme to consider any potential gaps, threshold changes. There could potentially be a consideration that more council tax revenue is generated / billed, however, CTR also proportionately increases also to provide appropriate income-based household protections. This could still result in any new scheme being cost neutral. 3. Proposals 3.1 Cabinet is asked to: (1) Review the proposed consultation response contained in appendix 1 of the report; and 2) Authorise officers to submit the consultation response to the Scottish Government by the 30 January 2026 deadline. The response will be submitted in draft, subject to confirmation of Cabinet approval following the expiry of the call-in period. 221
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4. Implications/Socio-economic Duty Financial 4.1 None Human Resources 4.2 Potential resource implications have been highlighted in the response. Legal 4.3 Any new Council tax scheme would require to be supported with new legislation. Equality/Socio-economic 4.4 All equality impact assessments would require to be undertaken by the Scottish Government and considered in advance of any new scheme being implemented. Climate Change and Carbon 4.5 None. Key Priorities 4.6 Council tax is a vital source of revenue to maintain a sustainable council and fund council services. Community Wealth Building 4.7 None. This would be a national scheme. Islands Communities Impact Assessment (ICIA) 4.8 Requirement for Island Communities impact Assessments to be considered and undertaken by the Scottish Government in advance of any new scheme being implemented. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 This is a Scottish Government consultation that has invited responses from both citizens and organisations. 222
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Mark Boyd Head of Service (Finance) For further information please contact Mark Boyd, Head of service (Finance), on 01294 324560. Background Papers 0 223
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Appendix 1 Consultation: The Future of Council Tax in Scotland Respondent Information Form Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy - Privacy - gov.scot Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? Yes North Ayrshire Council 01294 324560 KA12 8EE Cunninghame House Friar’s Croft Irvine markboyd@north-ayrshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 224
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No About You Questions 1. About you Question 1 [For individual respondents] Please tell us which local authority area(s) you live in Local Authority Area(s): [For organisational respondents] Please tell us which local authority area(s) your organisation operates in Local Authority Area(s): North Ayrshire 2. About you Question 2 If you pay council tax, please indicate which council tax band(s) apply to the property (or properties) for which you pay council tax: Band A Band B Band C Band D Band E Band F Band G Band H I don’t pay council tax I don’t know 225
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Questions for Consultation 1. Do you think the current council tax system in Scotland needs to be reformed? ☒ Yes ☐ No ☐ Don’t know 2. Do you think property values used to calculate council tax should be updated to reflect current market values, instead of using 1991 values (i.e. should there be a revaluation of every Property in Scotland)? ☒ Yes ☐ No ☐ Don’t know 3. How often do you think property values should be reviewed and updated for council tax purposes? ☐ Every 3 years ☒ Every 5 years ☐ Every 7 years ☐ Every 10 years ☐ Other, please specify [50 words maximum] ☐ Don’t Know This would be proportionate to reflect shifts in property valuations and keep up to date. This would maintain relevance and avoid the situation we have been in for the last 30 years. This would require to be supported by additional funding to Valuation Boards (Assessors) to meet additional workload demands that arise from this. 4. Following a revaluation, do you think council tax band property value thresholds should be set at a national level or vary by council area? ☒ Thresholds should be set nationally to be the same across all council areas ☐ Thresholds should vary by council area based on local housing markets ☐ Don’t know From the perspective of consistency of application across the country. Locally set thresholds could lead to multiple variations in bands across Scotland. Enabling 32 variations of different thresholds will be administratively complex and may increase frequency of appeals. 5. Which of the following is most important to you in the design of council tax bands? 226
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☐ Ensuring tax rises between bands are gradual and predictable (differentiation) ☒ Ensuring households in higher-value homes contribute more (progressivity) ☐ Don’t know ☐ Other, please specify [50 words maximum] From the principles of fairness, equity and arguably a more progressive approach to taxation, that that those higher value homes and households contribute more. 6. Which of the potential council tax systems do you most support? ☐ Revaluation with 8 existing bands ☐ Revalued 12-band (differentiated) system ☒ Revalued 12-band (progressive) system ☐ Revalued 14-band system ☐ The current council tax system ☐ Don’t know Proportionate range that allows progression and also considers administration impact and potential levels of Band appeals. 7. Which of the potential council tax systems do you least support? ☐ Revaluation with 8 existing bands ☐ Revalued 12-band (differentiated) system ☐ Revalued 12-band (progressive) system ☐ Revalued 14-band system ☒ The current council tax system ☐ Don’t know 8. Do you support the establishment of a transitional relief scheme to limit how much a household’s council tax bill can increase each year following reform? ☒ Yes ☐ No ☐ Don’t know There should be support for households who see a large increase in their council tax bill as a result of the reform. This would be an appropriate approach. 9. Which transitional relief scheme would you prefer? ☐ Scheme 1: Cap increases at 10% or £300 per year ☐ Scheme 2: Cap increases at 25% or £600 per year 227
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☒ Other, please specify [50 words maximum] ☐ Don’t know Rather than selecting an arbitrary % cap or value to be applied, the Transitional Relief Scheme could be applied in a manner that limits any increases to 1 band per annum from the current council tax charge (and associated Band) incrementally to the new Band. If banding decreases this could be implemented immediately. This would require a full impact analysis, especially within the context of any new scheme being cost neutral. Therefore, this would likely require to be revisited, however, the principles behind this approach apply. 10. Do you support the establishment of a council tax deferral scheme for homeowners? ☐ Yes ☒ No ☐ Don’t know On balance there should be sufficient protection for through the Council Tax Reduction scheme or through any transitional relief that could be applied. 11. In your view, who should be eligible to receive support from a council tax deferral scheme? [Select as many as you think should apply] ☐ Pensioners (over state pension age) ☐ Disabled people ☐ Households with children ☐ Households experiencing financial hardship ☒ Other, please specify [50 words maximum] ☐ Don’t know As stated in Q10, protections already exist, however, If a deferral scheme was introduced, it should be limited. It is also important to consider how and who would administer such a scheme as there could again be significant cost implications for local authorities, depending on the level of complexity for any scheme. 12. Should households who defer payment pay interest on the amount deferred? ☐ Yes ☒ No ☐ Don’t know 13. Do you think the Council Tax Reduction scheme should be expanded to support more households following any reform? 228
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☒ Yes ☐ No ☐ Don’t know It would be appropriate to review the CTR scheme as part of any Reform. The main rationale to consider any potential gaps in available support that could be addressed. 14. Which changes to the Council Tax Reduction scheme would you support? [Select as many as you think should apply] ☐ Broaden eligibility criteria for CTRS to include low-income households where the property moves into a higher band due to council tax system changes ☐ Change CTR so support is withdrawn more gradually as rising incomes move individuals out of eligibility ☐ No changes needed ☒ Other, please specify [50 words maximum] ☐ Don’t know The current level of savings / capital limit of £16,000 could potentially be increased to increase the eligibility for CTR. The taper rate which is currently 20% which has the effect of reducing the level of CTR support could also potentially be reduced. This would facilitate more CTR support based on household income levels. In short these are adjustments / threshold changes that could be applied to the current CTR scheme, rather than the creation of new policies within the scheme. It is important that any impact on funding to local authorities is assessed and addressed accordingly. 15. Do you have any information you wish to share that has not already been discussed in the paper on the impact of council tax reform on any of the following: - Groups who share protected characteristics - Island Communities - Businesses or organisations in the public, private or third sector - Your local area Please provide details, making reference to the type of impact to which your comments relate. [free text, 300 words maximum] North Ayrshire has two island communities on Arran and the Isle of Cumbrae. Each of the islands have unique features and have a markedly different current Council tax banding profile. It is therefore important that Islands Communities Impact Assessments are undertaken as part of any future policy considerations. 16. Please provide any other comments or views on the consultation themes or council tax reform that you have not been able to share above. [free text, 300 words maximum] 229
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North Ayrshire Council supports modernising Council Tax through a general revaluation approach which reflects current property values (and not those from 1991) and that the scheme is aligned to the principle of fairness and that any new scheme is a more progressive approach to taxation. The Council does not favour a deferral scheme as this simply adds further complexity and Council’s would most likely be faced with an additional administrative burden. The Council supports a national banding system which adds bands, potentially at both the bottom and the top end on a progressive basis, any localisation of banding would again introduce further complexity and create potentially significant variations across the country. The application of water charges would also have to be considered within any new proposed banding structure. The Council supports a review of the current Council Tax Reduction scheme to run in parallel with the Council tax review. This aligns to the principles of fairness and a progressive approach. If the objective is that any new Council tax scheme is to be cost neutral, then there is a consideration that an increase in the overall Council tax base could be achieved through the revaluation and associated Banding, which could be supported with an increased level of Council tax reduction eligibility and support. 230
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Community Asset Transfer – Arran Youth Foundation Purpose: To amend the previously agreed Community Asset Transfer (CAT) to Arran Youth Foundation (AYF) in relation Arran Youth Hut, Arlington, Arran to a 25-Year Lease. Recommendation: That Cabinet: 1. Agrees to the variation of the decision made at Cabinet on 17th March 2020 from a full ownership CAT to a 25-year full repairing and insuring lease of the Arran Youth Hut, Arlington, on the grounds of Arran High School; 2. Authorises relevant Council officers to engage with Arran Youth Foundation and their legal representatives to agree suitable lease terms; and 3. Approves the rental level being discounted to represent the 95% reduction previously agreed at Cabinet in 2020. 1. Executive Summary 1.1 Under the Community Empowerment Act (2015) local communities have the right to make a request to local authorities, via the Community Asset Transfer (CAT) process, to take over the operation or ownership of a local asset. Arran Youth Foundation submitted an application for a CAT purchase which was approved by Cabinet in March 2020. This has not yet been completed and the group are now seeking to move to a 25-year CAT lease. 1.2 This report provides background to the request for the variation and a summary of the work that the group have undertaken in the interim period in preparation of the move to a 25-year lease. 2. Background 2.1 The Arran Youth Foundation (AYF) submitted an application in 2019 requesting a Community Asset Transfer in relation to the Arran Youth Hut, on the grounds of Arran High School. The application was a request for a full CAT of the property via the Community Asset Transfer (CAT) process. AYF exists to empower and support young people on the Isle of Arran by providing a safe, inclusive space for learning, creativity, and wellbeing. They aim to build confidence, life skills, and community connections Agenda Item 11 231
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through youth-led activities, mental health support, and opportunities for personal growth. 2.2 The original application was approved by Cabinet on 17th March 2020, with officers authorised to conclude the legal and Community Asset Transfer processes. 2.3 At the time of the application, AYF were utilising the building under a local informal agreement which had been in place for over 10 years. 2.4 As part of the continued growth and capacity building of AYF, and having considered the conditions of the full CAT ownership, the Board of Directors paused the progression of the CAT. This was influenced by the impact of the pandemic and concerns about the condition of the building. 2.5 AYF has been working closely with the Senior Manager (Community Development) and Senior Officer (Islands) which resulted in an application by the Council, acting as Lead Partner, to the Scottish Government Islands Programme 2025/26 for funding to install a new, bespoke replacement youth centre in Lamlash, on the site of AYF’s current facility. 2.6 In 2024, North Ayrshire Council (NAC) supported the Arran Youth Foundation (AYF) to carry out a Feasibility Study, funded through the Repurposing Property Grant Fund. The project architect, working closely with youth workers and young people, conducted a thorough assessment of five potential options. Following this review, the preferred solution was identified as demolition of the existing building and the siting of a new portacabin, offering accommodation similar to the existing centre. An application for funding based on this option was successful, resulting in an award of £382,399 for the capital project. All funds must be legally committed by the end of March 2026. 2.7 Following this successful application to fund a portacabin, the AYF board have reviewed their needs and are now requesting a 25 year lease of the facility to enable them to progress with the build. Having reviewed the request, Council officers across the relevant services support the change from purchase to 25 year lease. 2.8 Island Youth Work services are currently provided in a structure of four linked portacabins, estimated to be 25+ years old. The existing centre is showing signs of significant deterioration and the recent feasibility study concluded that the cabins are beyond serviceable life. 2.9 A new portacabin structure will provide more overall floor area with a more desirable and functional layout. The new building will be constructed and largely fitted out off- site with on-site construction time restricted to the necessary groundworks and remaining fitting out and furnishing. On-site construction time will be 4-6 weeks. 2.10 Through ongoing consultation with Arran’s young people, it has been identified that this new facility will be transformational, safeguarding these vital youth services for years to come. In recent locality planning engagement, young people told us their centre “is the only free space left for young people on Arran”. 2.11 A 25-year lease provides stability that meets the needs of the Board of Directors and young people while providing additional opportunities for growth. The lease will be for 232
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a 25-year period on full repairing and insuring terms and subject to a recharge of all utility costs in relation to AYF occupation. Officers are requesting authorisation to continue negotiations with AYF in relation to the lease and recommend that the rental level is discounted to represent the 95% reduction previously agreed at Cabinet for a purchase in 2020. This proposed reduction was calculated based on the social value which the work of the organisation brings to the community and using the recognised process which has been established by the Community Asset Transfer Officers Working Group. 2.12 The group has maintained the building to the highest standards possible, within the constraints of the structure, and the new replacement building will future proof the delivery of high-quality youth work provision on Arran in a building which is fit for purpose and has been created in partnership with young people. 2.13 The partnership working, capacity building and learning opportunities created through the work of the AYF has been exemplary and demonstrates delivery across our Council Plan priorities of wellbeing, communities and local democracy and tackling climate change. 2.14 The proposal of the 25-year CAT lease of the building and the financial support provided to date through innovative funding mechanisms is also evidence of Community Wealth Building in action. 3. Proposals That Cabinet: 3.1 Agrees to the variation of the decision made at Cabinet on the 21st of September 2021 from a full ownership CAT to a 25-year full repairing and insuring lease of the Arran Youth Hut, Arlington, on the grounds of Arran High School; 3.2 Authorises relevant Council officers to engage with Arran Youth Foundation and their legal representatives to agree suitable lease terms; and 3.3 Approves the rental level being discounted to represent the 95% reduction previously agreed at Cabinet in 2021. 4. Implications/Socio-economic Duty Financial 4.1 The market valuation of the asset in 2020 was £20,000 and given the social and economic benefits that the project delivers, Cabinet approved a 95% discount. This takes into account the social return on the investment and the improvements that the group have made to date. If approved by Cabinet, it is proposed that this 95% discount will be attributed to the commercial rental level when finalising the lease terms. Human Resources 4.2 None. 233
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Legal 4.3 Democratic Services will engage with the Legal representatives of AYF as required to conclude the lease. Equality/Socio-economic 4.4 The nature of the work that AYF directly supports mitigates the effects of social isolation and mental health issues, especially among young people. Members of the group report improved mood and a feeling of belonging and self-worth as they learn and create new things together. They are actively involved with the Citizenship and participation structure opportunities, through Youth Cabinet, and youth forums. They work closely with Arran Outdoor Education Centre, schools and other community groups which further widens the benefit to the local community. The Arran Islan Plans vision is that by 2032 Arran “is a vibrant, engaged and resourceful island community”. Priorities include health and wellbeing, community capacity, empowerment and governance, maximising land and assets, community facilities. Climate Change and Carbon 4.5 The project will produce a more climate-resilient youth centre, achieving energy efficiency through modern technologies and superior building performance, fitting with net zero ambitions. The new centre will be better insulated, wind and watertight, have more efficient electric smart heaters, and new double-glazed windows. Compared to traditional builds, off-site construction has 90% less vehicle movements and 90% less waste generated in the production process. Key Priorities 4.6 The proposal contributes to our Council Plan priorities in the following ways: Wellbeing – the group helps members to build up personal capacity as well as supports other local, community organisations to deliver local services. Members learn new skills and build up confidence in their ability to assist with seeking work or formal training. Communities and Local Democracy – the group promotes and nurtures an ethos of an active, inclusive, and participatory community, and the Council will identify new or enhanced opportunities for our island communities to achieve delivery of their island priorities, as defined in the strategic Local Island Plans. Climate Change - the group are working towards a greener approach to utilities. Community Wealth Building 4.7 This proposal supports the development of Community Wealth Building in relation to Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 234
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4.8 The proposal and recommendations are specific to needs and circumstance identified on Arran and are unlikely to have an effect on an island community which is significantly different from its effect on other communities (including other island communities). United Nations Rights of the Child (UNCRC) 4.9 The request supports the rights of children and young people through offering better access to facilities, in particular supporting Article 12 right to be heard as young people have been instrumental in the success of the facility and the impact of the services provided ensured the success of the application. Consumer Duty 4.10 None. 5. Consultation 5.1 Consultation on this variation has been carried out with various internal services including Education, Legal and Property Management & Investment. There also has been extensive consultation with the young people who use the facility as well as the wider community, this has been undertaken by AYF and supported the application to the Islands Fund. David W. Hammond Executive Director (Communities & Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers 0 235
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet (Education) Title: Proposals for Community Investment Fund (CIF) Expenditure Purpose: To determine applications by Locality Partnerships to allocate CIF funding to proposed projects. Recommendation: That Cabinet: a) Reviews the applications from the North Coast and Cumbrae and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Community Roots (see Appendix 1); c) Approves the CIF application in relation to Craufurd Simpson Park (see Appendix 2); d) Approves the CIF application in relation to West Kilbride Community Sports Club (see Appendix 3); e) Approves the change of use of funding previously awarded to the Friends of Kirktonhall Glen (see Appendix 4); and f) Approves the CIF application in relation to Saltcoats Victoria Football Club (see Appendix 5). 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals continue to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific needs of the local community, and which have been developed based on local circumstances and opportunities. Agenda Item 12 237
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2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Locality Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. A further £3m was added to the funding in 2021. A summary of the current position on disbursement of CIF monies is summarised in the table below: Locality Value of CIF from first funding allocation (2017-18) Expenditure to date Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Total balance available Irvine £754,000 £1,046,010 £290,000 £580,000 £577,990 Kilwinning £286,000 £438,060 £120,000 £240,000 £207,940 Three Towns £598,000 £1,263,651 £240,000 £480,000 £54,349 Garnock Valley £390,000 £521 103.04 £150,000 £300,000 £318,896.96 North Coast £468,000 £834 511 £170,000 £340,000 £143,489 Arran £104,000 £125 079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £4,228,414.04 £1,000,000 £2,000,000 £1,371,585.96 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Sustainable North Ayrshire Strategies And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; 238
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• Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. 2.3 The proposal development and application process has been agreed as follows: • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed applications at appendices 1-5 have been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. Each application is summarised in turn below. 2.5 The North Coast and Cumbraes Locality Partnership The allocation and funds committed to date are outlined in the table below. The North Coast & Cumbraes Locality Partnership CIF allocation to date £978,000 Organic Growers of Fairlie £22,800 Clearer Minds £30,200 Millport Town Hall £200,000 Sing Your Song (WKCIL) £14,892 Locality Priorities Worker £35,948 West Kilbride Technical & Creative Training Programme £76,605 Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Locality Priorities Worker - extension of support £52,000 Parent Network Scotland £99.393 Largs Development Trust £92.685 Clyde Coast and Cumbraes Mens Shed £47,500 Friends of Kirktonhall Glen £25,000 Largs Thistle Minibus £63,000 Cycling Without Age Largs £10,800 Balance £143,489 239
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2.6 Proposal: Community Roots (£8,750) (See Appendix 1) 2.6.1 Community Roots is a registered SCIO established in 2020, which evolved from a COVID-19 mutual aid group governed by volunteers. They deliver food access and therapeutic gardening programs. The group collaborates with local partners and holds a National Lottery Community Led Fund award supporting employment roles. Community Roots work with older adults, disabled and neurodivergent individuals, people facing mental health challenges or isolation, families experiencing financial hardship, carers, volunteers, and residents seeking skills in food growing and wellbeing. 2.6.2 The Garden Haven is an insulated garden room within the Main Street Community Garden, intended for year-round workshops, wellbeing sessions, cooking lessons, therapies, and community activities, with additional accessible outdoor spaces at the Boyd Orr Garden. The project aims to improve mental wellbeing, reduce loneliness, enhance food confidence, increase environmental awareness, strengthen community resilience, and provide accessible social spaces. It follows permaculture principles and addresses local inequalities including financial, confidence, and transport barriers. The group are seeking funding to complete the construction of the Garden Haven and for security equipment once completed. 2.6.3 The Garden Haven supports the locality priorities of improving access to financial services through cooking and sustainability education, increases social inclusion with peer support and accessible activities, improves mental wellbeing via therapies and mindfulness, and fosters skills and work opportunities through employment and volunteering roles. It also supports the Community Planning Partnership priorities of Wellbeing, Work and World. 2.6.4 The Locality Partnership are aware that the existing balance of the CIF fund is reducing and that there continues to be considerable demand for support from the fund. With this in mind, they would like to aware 50% of the requested £17,500, an amount of £8,750 towards the project. 2.7 Proposal: Craufurd Simson Park (£50,000) (See Appendix 2) 2.7.1 Craufurd Simson Park is a SCIO Scottish Charitable Incorporated Organisation) registered with OSCR on 1 July 2024. The group lead on a community-driven initiative to develop a safe and inclusive playground for local residents. The playground will provide a much-needed recreational space for children and families, fostering community engagement and promoting physical and mental well-being. 2.7.2 The group are seeking funding to support the purchase of play equipment for an area of ground which had previously been a playpark but is now disused. They have carried out considerable community engagement which shows a high level of support for the project, and the new community playpark would assist with health and physical activity, community connection, mental wellbeing and improve the appearance of the neighbourhood. 2.7.3 Ongoing responsibilities for the park have been agreed with the SCIO being responsible for insurance, management and ongoing maintenance of the site and equipment. Streetscene will support them by carrying out regular safety checks and highlighting any maintenance which is required. 240
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2.7.4 The project supports the locality priorities of Increasing social inclusion and improving mental wellbeing, as well as supporting skills and work opportunities through offering opportunities to volunteer. The Community Planning Partnership priority of Wellbeing will be supported through improved access to physical play and community cohesion. Ownership of the site and the park supports the Community Wealth Building pillar of Land and Assets. 2.7.5 The group had made an application for £100,000 to the Locality Partnership. As with the previous application, and again in recognition of the reduced balance of funding remaining with the CIF pot for the locality, the Locality Partnership would like to award the group with £50,000, amounting to 50% of the funding requested. This will allow them to seek additional funding from other resources using the CIF award as match funding. 2.8 Proposal: West Kilbride Community Sports Club (£42,500) (See Appendix 3) 2.8.1 West Kilbride Community Sports Club was established in 2013 as a registered charity (SCIO No. SC043632) and aims to provide community sports facilities and increase public participation in sports to improve health. It manages facilities at Kirktonhall Glen and works in partnership with West Kilbride Tennis Club and West Kilbride Amateur Football Club (WKAFC). 2.8.2 The Club are aiming to replace the poorly drained, poorly lit grass pitch with a floodlit 3G artificial pitch and new changing rooms accommodating four teams, enabling year- round use and back-to-back games. This will provide a permanent home for West Kilbride teams and accommodate wider community use. Currently, teams travel a significant distance annually for training and matches due to inadequate local facilities, resulting in significant carbon emissions and costs. The new facility will reduce travel, increase participation, and support grassroots football development across age groups, including women and girls. 2.8.3 West Kilbride currently lacks a full-size synthetic pitch, with the nearest facility 4.5 miles away. The project will improve access to affordable, year-round sports facilities, increase youth and female participation, promote social inclusion, enhance mental wellbeing, and create employment and volunteering opportunities. It will serve over 560 weekly users, support up to 10 youth teams, and engage 80 volunteers annually. 2.8.4 The proposal aligns with the North Coast Locality Plan priorities of improving financial access, social inclusion, mental wellbeing, and providing skills and work opportunities. It also aims to reduce carbon emissions by cutting travel distances, thus supporting the Community Planning Partnership priority of World. As with the previous two projects, the Locality Partnership would like to award 50% of the requested £85,000 of funding, an amount of £42,500 which can be used as match funding to secure investment from other funders, including a substantial investment from the Scottish Football Association (SFA). 241
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2.9 Change of Use – Friends of Kirktonhall Glen (£24,235) (Appendix 4) 2.9.1 A CIF award of £25,000 was made to the Friends of Kirktonhall Glen group at the Locality Partnership meeting of 10th June 2025 and approved by Cabinet on 2nd September 2025. This award was for the installation of solar-powered street lighting along the access path from Orchard Street to the Sports Pavilion in Kirktonhall Glen. The total cost of the project was expected to be £49,153 and the balance required of £24,153 was secured from the Community Renewable Energy Generation Fund. 2.9.2 Since the award was made, the group have worked hard to ensure that materials, delivery and commissioning have been bought or delivered at a reduced cost for the project, making significant savings. Rather than the original cost of £49,153, a total of £24,918 has been required to fund the lighting project. This means only £765 from the CIF award has been spent. Therefore, the group would like to use the funds awarded to them for a different, complementary purpose from their original proposal. 2.9.3 The lights were the main initial priority for the group in order to make the area safe for young people. Further significant work will be required to instal a three-phase electricity supply at the pavilion, which is required to bring the premises up to the standard needed to secure the Scottish Football Association funding mentioned previously. The group requested that the remaining CIF funds unspent on the lighting can be used for the three-phase electrical supply. 2.9.4 The hard work of the group to save money on procurement is recognised as a good example of Community Wealth Building. The Locality Partnership were in agreement that they would be content for the group to use the funds already awarded but now saved towards this new electricity supply. The original application form is attached as Appendix 4; CIF guidance does not require the submission of a new application for the change of use of funds if they are approved by Cabinet. 2.10 The Three Towns Locality Partnership The allocation and funds committed to date are outlined in the table below. The Three Towns Locality Partnership CIF allocation to date: £1,318,000 Ardrossan Community Development Trust £25,000 Three Towns Growers £100,000 The Training Station £50,000 Ardrossan Castle Heritage Society £17,912 Raise Your Voice For Ardeer £100,000 Ardrossan Community Sports Hub £43,320 Winton Circus Playpark £48,288 Ardrossan Community Development Trust - Development Officer £53,100 Raise Your Voice For Ardeer – increased cost for multipurpose hub) £130,000 Ardrossan Community Association (Whitlees) £48,586 Ardrossan Community Sport - Winton Park 3G £100,000 CHAP – Advice Outreach £45,767 Ardrossan Scouts £100,000 Saltcoats Active Lifestyle Group (SALT) £45,600 Stevenston Community Council – Street Signage £29,988 242
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Three Towns Community Shed £56,850 Hayocks Tenants and Residents Association Project – funding ringfenced by Locality Partnership while match funding sought. £100.000 Ardrossan Winton Rovers – Stand Roof £100.000 Three Towns Growers – Community Hub £49,240 Ardrossan Bowling Club £20,000 Balance £54,349 2.11 Proposal: Saltcoats Victoria FC (£50,428) (See Appendix 4) 2.11.1 Saltcoats Victoria FC are a semi professional Football Club currently playing in the 4th Division of the West of Scotland Football League. The Club is 135 years old, having been established in 1889. The Club is a constituted organisation run by a voluntary Management Committee. The Objects of the Club are to “promote the playing and development of Association Football …..by Saltcoats Victoria…. and among as many juvenile and youth age groups of whatever gender as is practicable”. 2.11.2 The Club are in active discussions with North Ayrshire Council regarding the full acquisition of the site at Campbell Park through the Community Asset Transfer process. They are now working through the Asset Transfer process and hope to secure title to the ground within 12-15 months. 2.11.3 The Club are seeking funding to support Phase 1 of a planned upgrade of the facilities at Campbell Park. This is a changing room upgrade involving new modular units which include changing for two teams, modern showering facilities and an officials’ changing room. They have now raised a £10,000 target through an online fundraising campaign and have also received an Awards For All grant for a further £10,000 from the National Lottery. The balance of £50,428 is being requested from CIF. 2.11.4 The project directly contributes to the Locality Partnership priorities of Regenerating Community Facilities, Increasing Civic Pride and Community Engagement, Promoting the Local Economy and Tourism and Improving Community Wellbeing by offering improved facilities, providing better access that will encourage more people to take part in sport and be involved with the Club, re-establishing the club at the centre of community life and enabling them to host events and draw in visitors. It also supports the Community Planning Partnership priority of Wellbeing. 2.11.5 The Locality Partnership decided to fund this project on the basis that the lottery match funding and self-fund raising was secured. The Partnership have been updated that full match funding has been secured and are now seeking Cabinet approval for the award of the CIF funds. 3. Proposals 3.1 That Cabinet: a) Reviews the applications from the North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Community Roots (see 243
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Appendix 1); c) Approves the CIF application in relation to Craufurd Simpson Park (see Appendix 2); d) Approves the CIF application in relation to West Kilbride Community Sports Club (see Appendix 3); e) Approves the change of use of funding previously awarded to the Friends of Kirktonhall Glen (see Appendix 4); and f) Approves the CIF application in relation to Saltcoats Victoria Football Club (see Appendix 5). 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated from within existing resources. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion and advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. Climate Change and Carbon 4.5 Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycle and re-use principles. Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims. • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive, and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The applications support the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the 244
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impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 The proposals support the rights of children and young people through offering better access to facilities, in particular supporting the right to play and the right to be part of their community. Consumer Duty 4.10 None. 5. Consultation 5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including young people. David W. Hammond Executive Director (Communities & Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Community Roots Appendix 2: CIF Application Craufurd Simpson Park Appendix 3: CIF Application Kirktonhall Glen 3G Facility Appendix 4: CIF Application Friends of Kirktonhall Glen Appendix 5: CIF Application Saltcoats Victoria FC 245
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 246
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Community Roots SC051963 Postal Address for Correspondence Name of Contact Person Fi Thorburn Position in Organisation Chairperson Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Community Roots is a registered Scottish Charitable Incorporated Organisation (SCIO) based in West Kilbride. We support local residents through a holistic blend of community food access, sustainable growing, and wellbeing initiatives. Our work is rooted in reducing inequalities and building community resilience. We run two core programmes: • The Village Larder – providing affordable, dignity-based access to food, distributing fresh local produce, and supporting around 60 people weekly with over 150 registered users. • The Community Roots Garden – a therapeutic garden offering food growing, volunteering, shared meals, herbal education, and nature-based wellbeing. We have operated since 2020 (previously a constituted group West Kilbride Community Support Group before becoming Community Roots 2tier registered charity in 2022) and developed from the local COVID-19 mutual aid response. We 247
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP are governed by a volunteer board, operate with robust policies (including safeguarding, H&S, PVG, GDPR and financial management), and work closely with local partners including Age Well, West Kilbride Community Initiative, local churches, Ayrshire College, and a wide volunteer base. Community Roots currently holds a 3-year National Lottery Community Led Fund award, supporting three part-time roles for people traditionally facing barriers to employment due to disability or caring responsibilities. These roles directly support the delivery and long-term sustainability of the Garden Haven project. 248
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The Garden Haven – A Community Food, Nature & Wellbeing Space The Garden Haven is a purpose-built, insulated garden room within our Main Street Community Garden. CIF funding will allow us to complete the Phase 1 construction and provide essential fittings, security, and accessibility elements needed to safely open the space to the public. Where it will be delivered • Main Street Community Roots Garden, West Kilbride • Additional accessible activities will be delivered at the lower Boyd Orr Garden (recently agreed for transfer), which offers level access for disabled participants. • Polytunnel growing & learning provided at the garden at 53a Main Street where we have a 3m by 6m polycarbonate polyeco tunnel purchased with CMHWB funding. Who will benefit • Older adults • Disabled and neurodivergent residents • People experiencing poor mental health or isolation • Families facing financial hardship • Carers and people with chronic illness • Volunteers and community groups • Residents wanting skills in food growing, budgeting, sustainability, and wellbeing 249
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP What the Garden Haven will provide • A year-round insulated indoor space for workshops, wellbeing sessions, peer support, craft groups, learning, and social gatherings • A small kitchen for cooking lessons, nutrition education, and shared low-cost meals • Free complementary therapies delivered by qualified practitioners and supervised Ayrshire College students • Community-led sessions on gardening, sustainability, nature connection, and climate-friendly living • An accessible, welcoming space for those unable to join outdoor gardening due to mobility, confidence, or health limitations Partners involved • Ayrshire College (Complementary Therapy students delivering supervised sessions) • Age Well (older adult wellbeing activities) • West Kilbride Community Initiative • Local churches • Environmental Group (lower Boyd Orr garden transition) • Volunteer therapists and skilled community members • Thrive Social and Therapuetic Horticulture support 250
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities The Garden Haven will make a significant contribution to wellbeing, inclusion, food security and climate awareness across the North Coast locality. At Community Roots, we follow a permaculture approach in how we grow food, how we care for our spaces, and how we run the organisation as a whole. Permaculture is about working with nature, reducing waste, sharing resources and designing systems that support people as well as the environment. This ethos guides every part of what we do—from how we grow and compost, to how we support wellbeing, to how we plan future activities. We want to be a practical, local example of how small, manageable changes can make a meaningful difference to both personal health and to the environment, locally and globally. The Garden Haven gives us a dedicated place to share this learning through workshops, demonstrations, conversations and hands-on activities. The building itself, alongside the garden, acts as a model of sustainable living, showing how energy-efficient design, thoughtful planting and low-impact choices can benefit the whole community. Outcomes we aim to achieve • Improved mental wellbeing through free therapies, stress management and nature-based activities • Reduced loneliness and increased social connection through peer support and inclusive community activities • Improved food confidence and nutrition skills, helping families manage during the cost-of-living crisis 251
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Increased environmental awareness, sustainable growing, and climate- friendly food engagement • Strengthened community resilience through volunteering and shared leadership • Safer, more accessible social spaces for disabled people and those with limited mobility Reducing inequalities The project specifically addresses key inequalities identified locally: • 27 people said they want therapies but cannot afford them • 43 people want mental health peer support • 38 people want meditation or quiet mindful space • 41 people want to learn how to eat well on a tight budget • 12 people are unable to attend groups due to physical/mental health barriers • 14 people feel uncomfortable attending alone • 6 people cannot find local groups at all • Add about lgbtq By offering free, local, non-clinical, accessible support, the Garden Haven removes the financial, confidence and transport barriers identified by the community. Fit with Locality Partnership Priorities 1. Improving access to financial services (including cost-of-living resilience) • Cooking on a budget, batch cooking, and reducing food waste (41–45 people interested and we aim to increase interest in promotion of these goals • Energy-efficient building with solar and low running costs • Helping families manage food costs through fresh produce, growing skills and cooking support 2. Increasing social inclusion • Quiet, non-judgemental space for people who struggle in traditional social spaces • Peer support groups for: mental health, neurodiversity, carers, chronic illness, grief, sobriety • Accessible activities in the lower Boyd Orr garden 252
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Consultation responses described the Haven as “inclusive”, “welcoming”, “safe”, “comforting”, “supportive”, “peaceful”. 3. Improving mental wellbeing • High community demand: o 43 for MH support o 38 for meditation o 20 for chronic illness support • Free complementary therapies – 44 say they would use them • Early-intervention, preventative wellbeing approach (linked to CPP priorities) 4. Supporting skills and work opportunities • Three part-time roles already secured via NLCLF with people who face challenges accessing work (disability, caring responsibilities) • Volunteering roles in gardening, hospitality, events, peer support and maintenance • Skill-building workshops: cooking, growing, sustainability, herbalism • Student placements through Ayrshire College • Thrive training and resources in Social and Therapeutic Horticulture (Trellis recognised training awards) 253
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. A community consultation was conducted between the 9th October and 26th November 2025- advertised on local social media pages and community groups, shared with Village Larder customers and visitors to the Community Roots Garden. Collected digitally online via Office Forms and participants encouraged to assist those without social media or digital access with completing the form. The raw excel data and screenshots of the entire consultation and results are available in the folder attached to this application. 98 responses were made to the form. Key statistics: • 95% say transforming derelict spaces into community use is “very important” • 89% say environmentally sustainable building is very important (average 4.79/5) • 35 people rated access to green space as “very important” • 58 want seasonal/local cooking workshops • 54 want to learn to grow herbs and vegetables • 45 want to learn how to reduce food waste • 43 want mental health support • 38 want meditation/mindfulness • 27 want complementary therapies but cannot afford them • 44 would access free therapies at the Garden Haven • 14 feel uncomfortable attending groups alone • 12 cannot attend groups due to health conditions Key themes: • People described the space as “peaceful”, “hope-inspiring”, “safe”, “inclusive”, “heartwarming”, “supportive”, “magical”, “essential”, “empowering”, “filled with life”. • Residents emphasised the need for accessibility improvements, which is why we will deliver accessible activities in the lower Boyd Orr garden and install path surfacing, seating and handrails. 254
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP This consultation clearly demonstrates strong demand, diverse engagement, and community ownership. 255
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans Financial Management • Managed by Community Roots SCIO board and treasurer • Transparent financial reporting using a live dashboard • Annual independent examination of accounts • CIF funds will be ring-fenced and fully receipted Volunteering & Employment • 3 part-time freelance staff funded for the next 2 years via NLCLF • Thrive STH training underway for Coordinator with the other 2 freelancers expected to undertake the Intro and Practice modules in 2026-27. Coordinator will do the additional training for the STH Award Certificate. Thrive is recognised by Trellis (main body for STH) and we will work to their guidance and use their resources • Volunteer roles: gardening, hospitality, events, peer support, path maintenance, admin • Opportunities for NAC and CPP staff volunteering HR • Freelance agreements in place • PVG checks where required • Strong safeguarding, H&S and supervision procedures 256
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 17,500 Please give a breakdown of cost and recent quotations where appropriate. Breakdown Phase 1 construction gap: £13,664.59 Phase 2 Interior fittings & fixtures: £2,259.24 Boundary fencing: £1,260 In response to feedback at the EOI meeting: Coded gate lock: £135.20 Solar cameras (x2): £139.98 SD cards (as no wifi connection planned immediately (x2): £29.98 Total: £17,488.99 (rounded to £17,500) Match Funding Received: • Ayrshire Climate Hub: £2,100 (including £1,000 for Haven build and £1,100 for workshops/landscaping) • National Lottery Community Led Fund: £150,000 over 3 years (Year 1 completed) o Includes £50,000 for the Haven build (where £2,200 has already been spent on engineer and warrant fees) • Own organisational funds + CMHWB underspend (with permission): used for architectural drawings, planning fees, tree clearing, and £2,500 contractor deposit 257
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • In-kind: Volunteer time, produce, skills, space use Pledged: • CWB Participatory Budgeting: £210 • In-Kind: Workshop and Taster Session Practitioners Applying For: • Restoring Nature Fund for decking, rain garden and further landscaping amount tbc • NAC Energy and Sustainability for Solar Panels £15000 • WKCT £2000 • CMHWBF Year 5&6 for continuation of Larder Coordinator Role and workshop and training programmes 258
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. We will monitor and evaluate the project using: • Attendance logs for each session • Pre/post wellbeing indicators (based on validated wellbeing scales) • Participant feedback forms and testimonials • Volunteer tracking and progression • Annual report submitted to NAC • Financial monitoring (itemised spend, receipts, statements) • Monitoring against CIF outcomes and locality priorities • Measure our work against the Trellis and Thrive framework for Green Health and Social Horticulture submitting case studies also 259
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 260
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Craufurd Simson Park Postal Address for Correspondence Name of Contact Person Jenny Clark Position in Organisation Trustee Telephone Number Click or tap here to enter text. Email Address 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Craufurd Simson Park is a SCIO registered with OSCR on 1 July 2024. This initiative is a community-driven initiative to develop a safe and inclusive playground for local residents. The playground will provide a much-needed recreational space for children and families, fostering community engagement and promoting physical and mental well-being. The initiative will be managed by Scottish Charitable Organisation (SCIO) formed for this purpose (SCIO), funded through grants, donations, and community fundraising efforts. Vision To create a vibrant and inclusive community playground that fosters fun, healthy play, social connections, and a sense of belonging. Mission To provide a safe and accessible recreational space for children and families in our community, promoting physical activity, social development, and community engagement. 261
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The Craufurd Simson Park is intended to provide safe space for children to play. Park equipment will be procured and built on the land. The equipment will aim to provide activities for children ages 1 to young teenagers. Accessibility is important to the community and the selection of equipment will seek to accommodate a wide range of abilities, and diversity. The space will house a variety of play equipment for climbing, balancing, motor skill and flexibility development as well as space for plants to be grown and nurtured. Seating will be provided to provide space for parents and carers to sit and watch the children. Children will be encouraged to be responsible for the park by keeping it tidy and making sure it is safe by reporting any issues that would affect the safety of children using the park, helping keep the park clean and tidy and participating in painting or growing activities to maintain the park. Adults will be responsible for making sure that the park is maintained and a safe, warm, welcoming space for the community and the children. A plan to involve the community in managing this will be formed. The community will arrange periodic events to involve the children in developing the park to meet their needs and into a space that they love using. In order to achieve this the community have set up a SCIO who will manage and maintain the area as well as do the required work to develop the park. The SCIO will be responsible for: • Insuring the park • Managing the maintenance contract with Streetscene • Managing a caretaker roster with the community 262
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Managing the finances and ensuring sufficient funds available to meet the responsibilities • Managing the procurements, and replacement of any new equipment or failed equipment • Meeting the OSCR requirements for a SCIO • Applying for funding grants Property acquisition The land will be procured through a Community Asset Transfer with support from the Land Fund during the process and for funding. The land was previously a play park and the equipment was removed by the council some time ago. The land is disused and the remaining rubber matting is degrading and creating a health hazard for the children who still congregate in the space. The area is fence and has a combination of grass, concrete and rubber matting. A survey of the land will be conducted to ensure there is no risk of subsidence and the value of the property. Location The Craufurd Simson park is located between Craufurd and Simson Avenue on a piece of land in a densely populated area. +/-322 m2 with a perimeter of +/-78m This image shows the position of the park within West Kilbride. The red marker shows the location of the park. 263
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunites A play park serves as a cornerstone for community development and offers multifaceted benefits that extend beyond mere recreation. Here are some significant advantages: Promoting Physical Health Having a space to play will encourage children to engage in physical activities such as running, climbing, and swinging. These activities are essential for the development of motor skills, muscle strength, and overall physical health. Social Interaction We expect the park will act as social hub where children and adults can meet, interact, and build relationships. These interactions foster a sense of community and belonging, helping to create a supportive and cohesive social environment. For children, playing with peers aids in developing social skills such as sharing, negotiation, and teamwork. Mental and Emotional Well-being Access to green spaces and play areas has been shown to reduce stress and improve mental health. The presence of a play park can provide a peaceful retreat for individuals seeking a break from their daily routines. For children, unstructured playtime is crucial for emotional development, allowing them to explore their creativity and imagination. Educational Opportunities A well-designed play park can include educational elements such as vegetable gardens or interactive installations that stimulate learning. These features can teach children about nature, sustainability, and healthy eating habits. Additionally, the park 264
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP will be a space that can host community events and activities that provide further educational benefits. Community Engagement West Kilbride has a very advanced volunteer culture with many amenities in the village provided by well organised volunteer groups. The process of creating and maintaining a play park has galvanised community members, promoting volunteerism and collective effort. This engagement can lead to a stronger sense of ownership and pride in the community. Initiatives like the Craufurd Simson Park development demonstrate how collaborative efforts can transform a community asset into a beloved gathering place. Economic Benefits Attractive and well-maintained play parks can enhance the aesthetic appeal of a neighbourhood, potentially increasing property values. They can also attract visitors, boosting local businesses and contributing to the local economy. There are members of the community who bought the property they own because there was a park. Accessibility and Safety A new play park can provide a safe and accessible environment for children to play, especially in areas where existing parks are not easily reachable. Ensuring that parks are well-maintained and include safety features (like AED sites) further enhances their value to the community. 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. The voice of the community The community were devastated when the park was taken away. Children still play in the empty space but deserve a good quality recreational area instead of disused rubber mats for toys. There have been a number of formal consultations to develop the park and these are noted below. 265
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP In June 2023 community members met with their children to show support for the initiative and highlight the need. This was attended by about 100 people including children. In July 2024 a survey was conducted to confirm the need and gather community feedback. The survey was available online through a QR code that was shared in various Facebook groups, WhatsApp and posted in public places. Hard copies of the survey were made available from the NiSA, the closest shop, the library and the community centre. 238 people responded to a survey representing 527 individuals and the survey results are below. In August 2024, a community meeting was held to decide on the form the initiative should follow and it was agreed that a SCIO would be formed and the Trustees selected to do that. In June 2025 there was an event held on the old park site where children were invited to look at the options available for developing the park and choose their favourites. This was attended by well over 200 residents. Children indicated that they liked the newer and the most different equipment options that were shown. It was a great event where the whole community pulled together to deliver a great afternoon. A summary of the survey conducted in August 2024 is below. 266
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans Managing the SCIO The Craufurd Simpson Park SCIO was created after a community meeting agreed that this would help achieve the group's objectives. There are 6 trustees and each trustee is on board to add value in a particular way. We have a treasurer nominated to ensure funds are managed effectively and a secretary responsible for documentation, applications for grants, and managing membership. Trustee meetings will take place periodically with an annual membership meeting happening in July each year. Procurement Securing the land and park equipment will be managed by the Trustees and will ensure sufficient due diligence of the supplier and community buy in. Maintenance The maintenance of the park will include: Streetscene Community members Maintenance committee Identifying items for maintenance X X Identifying items for repairs X X X Repairing items X Keeping the area free of rubbish and debris X X X Cleaning bins X Inspecting items for safety X Maintaining plants and beds X X 269
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Renewing paint X X Replacing broken or old equipment X Managing the organisation The SCIO is managed by a group of 6 Trustees and a committee will be formed to manage the day-to-day running of the park. The roster will be held at the NISA for volunteers to complete or view. Managing finance The treasurer will be responsible for ensuring all funds are managed according to accounting principles. Annual accounts will be presented at the AGM and members are encouraged to attend and apply critical thinking to the information shared. The secretary will ensure that feedback for grants is managed and apply for new grants where available that will meet the purpose of the SCIO. The Trustees and community members will be asked to look for funding opportunities to help develop the space over the years. 270
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. The Craufurd Simson Park has received £1,000 from the North Ayrshire Participatory Budgeting in 2024/2025. This was used to create the community consultation event in June 2025 and the remaining funds will go towards the land survey required for purchase of the land. Amount of funding requested (£) 100,000 Please give a breakdown of cost and recent quotations where appropriate. Procurement for equipment and set up at start - £89,120 Equipment – 65% Flooring - 20% Labour – 10% Other – 5% The land purchase will be funded through the Land Fund if the application is successful. Additional funds will be sought through other grant applications. Funds to maintain the equipment and land for the first 2 years – £10,880 Maintenance includes insurance, equipment fixes, garden supplies. Year 2 7 330 Year 1 3 550 271
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Goal: To provide a safe and accessible recreational space for children and families in our community, promoting physical activity, social development, and community engagement. Objectives: 1. Procurement of the land: Procure the land through a CAT Transfer before December 2025. 2. Development of the land: Construct and open a new playground before Spring 2027. 3. Implement an ongoing maintenance programme: Set up the maintenance committee with a plan for ongoing maintenance. 4. Secure ongoing funding: Apply for and manage funding requirements with a 1 to 3 year horizon. Monitoring plan: This plan outlines how we will track our activities to ensure the project stays on schedule and budget. What How When Who 1. Land Procurement - Create a plan with key milestones and dates. - Track completion of milestones against the dates. - Report on progress to Trustees Monthly Jenny Clark, Trustees 2. Development of the land - Create a plan with key milestones and dates and associated budget. - Track completion of milestones against the dates. - Track the budget against the mile - Report on progress to Trustees Weekly during construction. Jenny Clark, Trustees 3. Implement an ongoing maintenance programme - Keep records of all volunteers and action items. - Review maintenance team log - Review feedback forms Weekly for the first 3 months, then monthly Trustees, maintenance Committee. 272
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 4. Secure ongoing funding - Maintain a log of all submitted funding applications, including submission dates and funder responses. - Track received funds and manage financial records. Monthly Treasurer, Secretary, Trustees Evaluation Plan (Measuring Impact) This plan details how we will formally assess the project's success and measure its impact against our stated objectives. What How When Who 1. Land Procurement - Land transfer complete with all legal documentation delivered. - Confirm that the land was procured by the December 2025 deadline. End of December 2025 Jenny Clark, Trustees 2. Development of the land - Final inspection by a certified playground safety inspector - Submission of an "as-built" drawing and safety certificate. End of Spring 2027 Jenny Clark, Trustees 3. Implement an ongoing maintenance programme - Review the completed and implemented maintenance plan. - Confirm the committee has been formally established and has a work schedule. End of year 1 of operations Trustees, maintenance Committee. 4. Secure ongoing funding - Conduct a financial review to assess the total amount of funding secured. - Evaluate the diversity and sustainability of funding sources over the 1-3 year horizon. End of each financial year Treasurer, Secretary, Trustees Reporting and Dissemination We will ensure that our progress and findings are shared transparently with all stakeholders. • Progress Reports: Quarterly reports will be submitted to the funder, detailing progress on project objectives, key milestones, and financial status. • Final Report: A comprehensive final report will be submitted upon project completion. It will include all evaluation findings, lessons learned, a financial summary, and a plan for long-term maintenance. • Community Meeting: An annual public meeting will be held to share project outcomes and gather feedback. 273
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 274
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation - West Kilbride Community Sports Club (WKCSC) Postal Address for Correspondence - Name of Contact – George Cloughley Position in Organisation Trustee – Project Lead Telephone Number - Click or tap here to enter text. Email Address - 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. West Kilbride Community Sports Club was established in 2013 and is a registered charity (SCIO No. SC043632). Our aims are to: • “provide or assist in the provision of community sports facilities and activities, increase access and encouraging public participation in sports and leisure opportunities and improve the health of the inhabitants of North Ayrshire” • “advance community development by encouraging the community to take part in sport or physical activity and involving volunteers to help ensure the services offered meet the needs of the community and help to provide new skills and perspectives and increase contact and involvement with the community”. In recent years, we have taken an active role in managing and developing the sporting facilities within Kirktonhall Glen, the main recreational site within the village. In 2018, we were granted a 25-year lease for the football pitch at the Glen site by North Ayrshire Council at a nominal rent of £1 per year, with an option to extend for a further 25 years. WKCSC oversee the sports activity on the site and have an inclusive partnership which includes user agreements with 2 sports clubs - West Kilbride Tennis Club and West Kilbride Amateur Football Club (WKAFC). Both Clubs are supported by the Trustees of WKCSC and are represented on the WKCSC Board. 275
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP WKCSC has no current employees, with all activity undertaken and managed by committed volunteer Trustees. We benefit from a very skilled board of Trustees bringing significant experience and acumen from a broad range of private, public and third sector roles. Profiles of WKCSC Board members are set out in Appendix 1 of the Business Plan which we have submitted in support of this application. West Kilbride Amateur Football Club (WKAFC) will be our delivery partner for this project. They were established in 1947 and currently operate six teams with 129 players and 60 volunteers. They are responsible for organising all football activity on the site which includes operation of the booking system, clubhouse, the current grass pitch and football changing rooms. 276
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. West Kilbride has a growing population, currently of c4,850 but expected to increase soon to over 6000. Kirktonhall Glen is the village’s main recreational area. However, the current grass pitch suffers from poor drainage, lacks floodlighting and is only usable for a portion of the year. Use of the existing grass pitch drops from 22 hours per week in summer to just 4 hours in winter - restricting football development and forcing youth teams to train and play elsewhere during the winter. We have established that these teams currently travel over 34,000 miles annually to train and play home games – the equivalent of 1.37 times around the globe. This equates to 9.04 tonnes of carbon emissions and fuel costs of over £5,500 per year. Whilst West Kilbride CSC/West Kilbride AFC have done their best to secure training and playing facilities for their teams, current arrangements are not sustainable in the longer term: • The nearest appropriate facility is 5 miles away and is run by a busy Semi Professional Football Club in Ardrossan who have various teams of their own using the facility. • Although the Kirktonhall Glen pitch is leased on a peppercorn rent West Kilbride AFC still are required to spend significant sums per annum to adequately maintain the pitch for wider use. Despite this effort and cost the pitch remains playable only for a limited period during the year. • Kirktonhall Glen does not have floodlights and therefore is unavailable for hire at night requiring teams to leave the town to train in winter months. Our proposal involves replacing the existing grass pitch at Kirktonhall Glen with a modern, floodlit 3G facility and providing new changing accommodation to accommodate 4 teams so games can be played back to back. The facility will provide a permanent home venue for all West Kilbride teams but will also be able to accommodate wider community use. 277
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The main beneficiaries of the project will be the teams and players currently forced to travel substantial distances to access suitable facilities. Our survey results confirm that all local teams would make regular year-round use of a 3G facility which would support grassroots football development, enabling increased participation across all age groups. In overall terms we anticipate the typical weekly use at Kirktonhall Glen 3G will rise to around 560 users once the new facility is established. This will include: • Use by West Kilbride AFC and their associated Youth Football Teams • Use by other adult and youth teams in the North Coast Locality • Public and community use of the facility beyond those participating via recognised football clubs e.g. local residents who wish to use the facility on an ad hoc basis to play games with friends and 5/7 a side games • Development of women and girls teams to play both competitively and recreationally at the facility • Use by the Primary School for delivery of elements of the PE curriculum and extension of existing links with Active Schools and KA Leisure to offer a series of extra-curricular activities such as a Primary School football festival, multi- sport (e.g. netball, basketball, rounders, athletics) and wider fitness and fun activities • Holiday camp provision on the pitch for local children during Summer, Easter, October breaks - with both football and other multi - sports based activity • a developing club infrastructure has been planned at West Kilbride for women and girls, with the expectation of further growth in the years ahead • Hosting walking groups and social fitness sessions at the pitch, targeting people not comfortable with traditional gym environments • Linking with key local service providers such as KA Leisure to develop a programme of activities that cater towards people with Mental and Physical disabilities e.g. ASN football sessions, multi-sport activities, Boccia • Organising Walking Football to create an inclusive option for local residents of all fitness levels, abilities, and ages • Collaborating with organisations such as the Sporting Memories Foundation to offer interactive sessions for older people with Dementia and other memory related conditions • Hosting use by local Rugby Clubs for training sessions and a local Netball Club who had disbanded due to lack of facilities and have written a letter of support to suggest they would start back up again and utilise this facility to play Netball. • Encouraging the delivery of coaching sessions at the facility by the SFA, Coerver, KA Leisure and private coaching schools 278
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP In delivering the project we will be working with a wide range of local partners including Active Schools, KA Leisure, West Kilbride Primary School, West Kilbride Boys Brigade, Clyde Coast Netball Club, Coerver Coaching, and Ardrossan Academicals Rugby Club - all of whom, together with our local youth teams and the MSP for the area, Kenneth Gibson, have offered letters of intended use or support for the project. These are set out in Appendix 3 of our Business Plan. 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities West Kilbride is one of the few communities within North Ayrshire without a full-size synthetic surface. The closest facility is 4.5 miles away in Ardrossan, with most alternatives located between 8 and 13 miles away. The North Coast Locality (with a population of c24,700) has just two full-size 3G pitches, amounting to one of the poorest provision rates in North Ayrshire (1 pitch per 12,350 residents) creating inequalities in access to opportunities locally to participate in sport and physical activity. The project will directly address this issue and make a substantial difference to our local community in the following ways: • Establishing an accessible and affordable 3G facility which provides a permanent “home ground” for all West Kilbride Community Sports Club teams and also meets the needs of the wider local community. • Increasing youth participation in football and sport by providing a quality environment for regular coaching, training and matches • Growing opportunities for women and girls and underrepresented groups to play football by offering a welcoming and inclusive space • Supporting broader community health and wellbeing by using the versatility of the pitch for multi-sport and wider community use, including activities for older people and those with disabilities. • Improving mental wellbeing and social connection for local residents through access to a range of programmes at the facility 279
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Creating a community hub that attracts visitors and creates employment and volunteering opportunities tied to the day-to-day running of the facility • Lowering carbon emissions from reduced car travel out with the village to access external facilities • Increasing civic pride and identity within West Kilbride, with Kirktonhall Glen recognised as a focal point for community life. We have identified a range of specific target outcomes for the project over the first 5 year period: • Provision of year-round community access to quality sports facilities for 75 hours per week across 7 days • Over 560 weekly users across all programmes including players, coaches, volunteers, community groups and local residents • Up to 10 youth teams with 150 plus registered layers using the facility on a regular basis by Year 3 • Establishment of a pathway for up to 30 girls and women to train and play on both a competitive and recreational basis over the first 5 years • Up to 100 Primary School Aged children regularly benefit from the delivery of elements of the PE curriculum and extra-curricular activities at the facility • Hosting regular activities (walking football, sporting memories, ASN football, Boccia etc) provided by local partners for up to 30 older residents and people with disabilities by Year 5 • Improved perceptions of community connection and mental wellbeing reported by local residents via local surveys by Year 3 • Increased participation in physical activity reported by local residents via local surveys by Year 3 • At least 80 volunteers engaged in activities at the facility annually. • Accredited coach education and volunteer training opportunities for at least 10 people annually • Annual revenue from hire fees, sponsorship and events increasing to £68k over 5 years • Creation of 1 part-time Facility Officer and 2 sessional Facility Assistant or Coaching opportunities (paid at/above Real Living Wage levels) during the first 5 years. • Hosting of up to 15 tournaments, festivals and community events at the facility over 5 years, increasing visitor numbers to the town 280
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Reduction of over 34,000 miles of team travel per year reducing carbon emissions by up to 9 tonnes of CO2 annually reported by West Kilbride teams via annual surveys. Finally, the project aligns well with the 4 key priorities and main themes outlined in the North Coast Locality Plan: 1. Improving access to financial services and reducing financial exclusion 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities The project will contribute directly to these in the following ways: • West Kilbride currently has no pitch which can be used intensively all year round, forcing teams to pay for travel and rental elsewhere. The new facility will offer affordable, local access to sport and physical activity and keep participation costs down, ensuring bookings are accessible for all and including free or subsidised access for targeted groups (Priority 1) • The pitch will create a welcoming, inclusive space for people of all backgrounds to take part in sport or community activity – for example it will support girls' and women's football, walking football for older people and informal play opportunities for families and children. (Priority 2) • The facility will help people improve and maintain their mental wellbeing through regular physical activity and social connection (Priority 3). • The facility will help stimulate new volunteering and coaching opportunities for young people and adults – opportunities which build confidence, employability, and life skills. (Priority 4) 281
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. We commissioned a significant community exercise in summer 2023 to assess local residents’ views on the creation of a multi – use games area in Kirktonhall Glen. 153 responses were received. The key themes which emerged were. • Clear frustration around the lack of suitable, accessible sports facilities in West Kilbride, particularly for young people. • Year-Round Access - a major benefit would be that it would be usable in all weather, unlike the current grass pitch. • Many respondents highlighted the positive role this facility could play in supporting children, young people, and families. • Respondents saw clear links between physical activity and mental and emotional wellbeing, especially in a rural community. • There was strong evidence of demand from residents and local sports clubs for a local, accessible and modern facility. • Many residents support a space that’s flexible, inclusive, and multi-purpose. Typical quotes received from local residents included: • “The village is expanding… and there is nowhere for children and young adults to participate in sporting activities without going out of town.” • “Children need somewhere to play that is safe. Currently this area is full of water-filled holes.” • “This is a wasted area of ground… that could be used as a sports facility all year round.” • “Anything that may encourage young people and adults to get more physical activity, especially outdoors, would be great!” • “It would enable many more people to engage in activities by offering variety and accessibility.” • “The number of children playing sports locally is increasing—more pitches are needed if we want to keep them involved.” 282
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • “Having a facility that isn’t just about competitive football opens it up to the whole community – kids, adults, older people.” These themes were also echoed by the community consultation work which informed the Local Place Plan (LPP), submitted by the West Kilbride Community Council in October 2023. This highlighted that Kirktonhall Glen is currently the primary recreational area in West Kilbride and noted that while the tennis club has seen improvements with the installation of all-weather courts, the football facilities were lacking, with the existing pitch suffering from poor drainage. The LPP confirmed that the area is experiencing significant residential development, with several housing projects approved or underway projected to increase the local population to over 6,000 residents. This growth will inevitably lead to higher demand for recreational facilities, particularly for youth and community sports. Of the 4 Highlights mentioned in the Place Plan, the “Development of all-weather sports facilities in the Glen” featured at No 2. Finally we also consulted with the teams within the local area who are currently struggling to gain access to good facilities within the village. A total of 129 players (125 male and 4 female), 19 coaches, and 60 volunteers are involved in these teams - with the majority based in West Kilbride and Seamill, with others traveling from nearby areas such as the Three Towns, Fairlie, Largs, and Dalry. Most teams train 2–3 times per week across 46–48 weeks. Between October and March they are forced to travel to train and play home games at facilities such as Kilwinning Academy 4G, Sport Scotland in Largs, and Auchenharvie in Stevenston - due primarily to the lack of floodlit or weather-resistant spaces in West Kilbride. Average weekly training facility hire increases from £30 - £50 in summer to £70 plus in winter whilst travel distances become a major issue, particularly for families without private transport or players traveling from outlying. A key point raised is that West Kilbride is falling behind other towns like Largs and the Three Towns in sports infrastructure. A local facility would lower transport and pitch hire costs and help create a stronger community identity as a shared hub would bring West Kilbride teams and users together. Consultations have also taken place with the Scottish Football Association identified as the key potential funder for the project through their Community Football Spaces Fund in 2025 which supports projects that deliver inclusive, accessible, and affordable football opportunities for people of all backgrounds and which help community clubs develop a sense of identity, purpose and ownership. The SFA are aware of the project 283
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP proposals and are anticipating our application when the Fund opens again in January 2026. 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans As indicated previously the project will involve a delivery partnership between West Kilbride Community Sports Club and Werst Kilbride Amateur Football Club with the respective roles of each partner as follows West Kilbride Community Sports Club will: • raise the capital funding for the 3G project covering the installation of the artificial pitch, upgraded floodlighting and new changing room facilities. • procure the construction works and, with the support of the project architect, manage the contract with the pitch contractor and the purchase and siting of the modular changing unit • ensure capital funding is used as per conditions of grant and the submission of grant claims and progress reports to funders as required • sublease the 3G pitch and new changing facilities to WKAFC to operate. • establish a Sinking Fund for the future renewal of the artificial surface • employ a part time Facility Officer to ensure the facility is effectively promoted, ensure high use and work with local organisations and partners to develop and deliver a range of community activities and initiatives from the facility. West Kilbride Amateur Football Club Committee will: • enter into a lease with WKCSC which would see them assume responsibility for overall facility management and pitch maintenance, accounting for pitch fee income and expenditure and management of pitch bookings including managing cash flow. • be the key anchor user of the facility together with West Kilbride Youth Teams and providing sufficient income to help ensure the financial sustainability of the facility. 284
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • make the facility available for the wider local community and other football teams beyond West Kilbride as required. • contribute to a Sinking Fund for the future renewal of the artificial surface using income from pitch fees and other grants. • establish a Facility User Group with representation from each of the Youth Teams and other appropriate community users to monitor the operation of the facility and to help maximise wider community use. West Kilbride Community Sports Club will undertake the role of employing a Part Time (16hrs a week) Facility Officer and provide line management, support and supervision. The primary reason for this is that West Kilbride AFC are not an incorporated body and therefore not suited to a role currently as an employer. The postholders key responsibilities will include: • Ensuring a strong brand and effective marketing of the facility to ensure high usage rates and engagement within the local community • Identifying and developing sport, recreation and health initiatives which can take place at the facility. • Identifying opportunities to secure external funding to support the facility and activities. • Attending meetings and events and liaise with schools, partners, community groups and other stakeholders to develop new opportunities. • Raising local awareness and participation in sport, particularly amongst underrepresented groups. • Monitoring and reporting on activities and outcomes to funders and other stakeholders We would like explore the potential to support this role by creating 2 Facility Assistant or Coaching training opportunities for local residents though employability placement programmes over the coming years. Currently 60 volunteers are involved with the running of the existing facilities and youth teams at the Glen – we expect this to grow to around 80 when the 3g facility is completed and the activity programme expands. In developing our proposals for the facility we have ensured that we will be able to operate sustainably based on pitch hire income from local teams, wider community bookings, holiday camps, limited grant funding, and sponsorship. Our business plan has been based on prudent assumptions and informed by good practice from other 3G facility operators. The plan contains robust 5 year projections based on a number of key income and expenditure assumptions. The main source of earned income (68%) for the facility will come from 3G pitch hire during the peak periods of weekday evenings and the weekends. Our pricing policies 285
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP have been determined by benchmarking at the lower end of rates of other regional facilities and following consultations with West Kilbride Teams and other local Clubs to ensure an appropriate balance between community affordability and the facility’s financial sustainability. We expect on average a further 14% of total income to come from wider community uses and holiday camp provision on the pitch for local children during Summer, Easter, October breaks. An annual target of £5000 for grant funding has been set within the plan which is realistic and achievable given our good track record in securing funding to date. Over the plan period income from grants will contribute 8% on average of total income. The main operating expenditure categories for the project relate to the employment of a Part Time Facility Officer position to promote visibility and use of the Centre and stimulate pitch hire income; costs for WKAFC to lease the facility; and the Sinking Fund provision required to be able to replace the synthetic pitch when it is required following wear and tear which we expect to be around Year 10. These costs will account for c57% of total expenditure across the Plan period. Benchmarking with other successful 3g operators has given us comfort that the our income and expenditure targets have been set at realistic levels and will enable us to deliver modest surpluses over the plan period and ensure we have a sustainable business model. 286
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 85000 Please give a breakdown of cost and recent quotations where appropriate. We have been able to secure capital costs estimates for the project from Carrick Construction. The indicative cost for project works and fees as per the specification below is anticipated to be c£955,000 excl VAT – however the Club has secured VAT advice to suggest that VAT on the project will be able to be recovered. The cost breakdown for the project is as follows: Description Amount Prelims Contractors prelims £78,228 Drainage systems £23,468 Artificial pitch profile £386,299 Fencing system £98,650 Floodlighting system £77,591 Miacellaneous items £33,960 Testing and inspection £4,800 Specialist maintenance £13,875 Accomodation etc £132,000 Contingency 5% £42,000 Fees £34,500 Inflation @3% £30,000 Grand total £955,371 A full cost breakdown is attached as Appendix 1 Our funding plan for the project is set out in the table below. The key strategic funder would be the Scottish Football Association Community Football Spaces Fund – with a contribution of 62% of total cost targeted. Other Best Fit funders for the project have been identified as North Ayrshire Council CIF Fund and the Scottish Football Partnership Trust both of whom have contributed 287
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP capital funding to other 3g facility projects in North Ayrshire previously. Together these 3 Best Fit funders could be targeted to contribute c76% (£727,100) of the total cost. From a funding search conducted in November 2025 we also have identified a range of other funding sources to target for the remaining 24% of project costs. We will continue to monitor funding opportunities and target additional opportunities which arise over the next 4-6 months. Funder Amount Targeted SFA Community Pitches Fund £592,100 North Ayrshire Council CIF £85,000 Scottish Football Partnership Trust £50,000 Sportscotland Facility Fund £100,000 FCC Action Fund £30,000 Awards for All £10,000 NDA / Magnox Socioeconomic Scheme £10,000 UK Shared Prosperity Fund – North Ayrshire £25,000 Barcapel Foundation £15,000 Garfield Weston Foundation £15,000 Persimmon Homes £50,000 Total Targeted £982,100 288
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. We are a community sports club currently run entirely by volunteers but we understand the impact of what we’re trying to achieve and the need to show that we are making a difference. We plan to keep things simple and will gather the following range of information which we feel is realistic given the resources we will have available. Area What Will be Monitored Use of the facility/ Beneficiaries Recording of: • No of Games and Training Sessions / No of Hours Used • No of Players/Participants and information on participants including age, gender, residence, disability, protected characteristics • % Occupancy levels in Peak and Off-Peak periods Use of information to monitor uptake as per business plan projections and to identify excess demand / access problems, and to help guide marketing and promotion activity to underrepresented groups; and identify need for creation of specific initiatives to address any issues arising. Financial Sustainability • Monthly financial reports noting peak and off-peak income from facility hire; event income; grant revenue funding received – all against target • Monthly financial reports noting expenditure against budget Use of information to monitor financial position, identify variances against budget and need to take remedial actions where required. Satisfaction Levels Surveys of facility users to gain feedback on services provided – from booking systems, access arrangements and affordability to quality of surface, changing rooms, spectator areas and refreshment facilities. Use of information to address concerns and review any policies or procedures necessary to ensure safe, welcoming, affordable, and accessible facility. 289
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Coaching Infrastructure and Volunteering Annual monitoring of: • Numbers and profile of coaches; qualifications obtained; progress through recognised national pathways • Numbers and profile of volunteers; no of volunteer hours; types of volunteering opportunities • Questionnaires gathering information from coaches/volunteers on impact of these opportunities on skill levels, confidence, self- esteem, and future aspirations Use of information to ensure facility is creating non-playing infrastructure and opportunities to supporting the development of volunteering. General Management • Survey work (suggested in Year 3 ) to establish improved perceptions of community connection and mental wellbeing and increased participation in physical activity reported by local residents • Case studies and testimonials highlighting positive impacts on individuals and the community • No of Health and Safety incident reports and safety-related incidents, with a focus on injuries and accidents. 290
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 291
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Friends of Kirktonhall Glen Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person George Cloughley Position in Organisation Committee member Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. FOKG is a group which has worked for many years as an umbrella group for the various stakeholders who have an interest in the wellbeing of Kirktonhall glen. These would include the various sports groups, Environmental group, Horticultural group, etc We are a sub-committee of West Kilbride Community Council which means we have a direct line to North Ayrshire Council. Our chairman is Brian Lennox and Kay Hall is our secretary. Our main objective is to facilitate continuous improvement in Glen facilities, monitor maintenance and liaise with all the other voluntary groups who have an interest in the glen. The Glen was identified in our Local Place Plan as being the most important community asset in West Kilbride Please note that as we are a subcommittee of the community Council and we are governed by the constitution of the community council. We are not a registered charity 3. Title and summary of proposal 292
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. We intend to provide street lighting to the Glen so our community can access the facilities safely Apart from the obvious long term safety benefits street lighting will bring it will also facilitate use of the pavilion at night. The pavilion is currently under utilised due to unsafe access at night. Other venues have to be found to hold the meetings required by all the various football groups and Tennis club. Although the area around the pavilion is lit the access from Orchard St is unlit. There are currently 18 football teams within west Kilbride most of which train and play outside the village due to lack of facilities. There are proposals to improve the facilities within the glen to make the glen available for all clubs in West Kilbride. These proposals include an all- weather, flood lit pitch, which can be used both day and night. Without street lighting on the access road these facilities will be underused Please see figure 1 below Sustainability speaks for itself as we are proposing solar lighting. We have consulted with a company named “Prolectric” who have recently supply solar street lights in Stornoway. These lights will be set a low-level Illumination until activated by pedestrians to give full illumination. The lights will also be timed to suit the hours of usage of the sports facilities. Maintenance is fairly limited as the LED units have a lifespan of at least 20 years with the batteries having a life span of 20 years. Regular maintenance is limited to 6 yearly testing and possible cleaning every 6 years. Our partners include WKCC, WK Community Sports Club, WK Tennis club, WK Amateurs, WK Colts, WK Deltas, WK Mini Kickers, WK Girls, Boys Brigade and Life boys, WK environmental group, WK Civic trust, 293
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP Figure 1c/o 294
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COMMUNITY INVESTMENT FUND
NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP
4. What difference will this project make within the locality and to local
services and programmes?
Please include:
• The outcomes you aim to achieve
• How you will approach reducing inequality
• How this proposal fits with the Locality Partnership priorities of 1. Improving
access to financial services 2. Increasing social inclusion 3. Improving mental
wellbeing 4. Supporting skills and work opportunites
Without repeating all the desired outcomes detailed above, the most
important measurable outcome will be the increased usage of the facilities
especially amongst woman and children due to illumination of the access to
both the tennis courts and Pavillion. At present all girls teams and younger
kids teams travel out with the village to access safe training areas. Other
measurable outcomes will be the use of the Pavillion at night. Many groups
/teams have suggested they would use the pavilion for meetings instead of
using “What’s App”
The future developments in the Glan {see figure 1} will be dependent on
providing safe access at night. This will allow teams to train in winter
afternoons and have tactic sessions after games. Some teams video games
and would use the facilities at night to discuss the game.
The fact that women and children can not safely access these facilities at
night would be addressed by this project. Also one section of the tennis area
was earmarked for Netball, however this was never taken due the unsafe
access at night. This would go a long way to reducing inequality, increasing
social inclusion and improving mental wellbeing.
Please note the chairs of all groups associated with the glen have written to
all our local councillors to ask for their support in this project. All
councillors have pledged their support.
The groups that support this project include :- FOKG, WKCC, WK Civic
society, WK community sports club, tennis club and all the various football
teams including the girls football teams.
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COMMUNITY INVESTMENT FUND
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5. What engagement has taken place in relation to the project? Please
include the number of people who have been engaged with or consulted as
well as the range of people.
Please include the number of people who have been engaged with or
consulted as well as the range of people.
This is a direct quote from a resident
“I walk on a Wednesday back and forth 4 times taking my kids to the tennis
lessons. By the 2nd trip it starts to get dark taking my 8yr old, by the 3rd
trip taking my 10yr old we are in complete darkness with torches and
phones. I see everyone walking back and forth too it’s ridiculous that it’s so
dark when there’s an active community and children playing.”
We have contacted the following
1. All groups in WK {detailed above}
2. 192 WKCC Mailchimp subscribers
3. WKCC face book followers 989 people This month alone we had 0ver 5400
veiws.
4. Over 200 individuals via e mail
5. Our Local Place Plan was cascaded to several hundred peple and viewed on
face book by over 1200 people. The glen is identified within the plan as the
biggest community asset we have and needs improvement
6. We have recently sent out a google questionnaire. Which will reach over 1600
people. See links below for A} details of responses and B} to view form:
To date we have had over 120 responses.
A}
https://docs.google.com/spreadsheets/d/12I1RaerOIHFNc3_dPX3Aw8Y4HAC
WpV3N7rP-6mDzOUk/edit?usp=sharing
B
}https://docs.google.com/forms/d/e/1FAIpQLScxOboxx6YagwdiVDngQ4mhQi
Y3T21QbDwV-WtnFDpiH8j_mQ/viewform
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP FOKG are seeking the views of residents regarding the introduction of winter lighting from Orchard Street to the Sports Pavilion in Kirktonhall Glen during the hours the sports facility is open. 112 PEOPLE RESPONDED TO THE QUESTIONNAIRE. Q1. Would you support the installation of pathway lighting? Q2. Why did you choose this answer? • Safety • Safe, light passage which allows the community to access much needed sports facilities • The glen is dark at night and people need to be safe • My son plays football here would really help him and his team • To promote outdoor wellbeing • Public Safety • Unnecessary light pollution • It is so dark and scary and dangerous • safer on dark evenings • the facilities will be more accessible and useable in the winter months • Lessen crime and make children safer, as a women you never know who is lurking about. • So it is safer • People don’t walk in the Glen and are reluctant to use sports facilities • Because I often walk in the glen in the dark nights/morning and lights would be safer. • I would walk through the glen more at night if there were lights 297
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • with 220 new houses in Snowdon Gait there will be more children and increased demand for using the sports facilities • I walk on a Wednesday back and forth 4 times taking my kids to the tennis lessons. By the 2nd trip it starts to get dark taking my 8yr old, by the 3rd trip taking my 10yr old we are in complete darkness with torches and phones. I see everyone walking back and forth too its ridiculous that its so dark when theres active community and children playing. • It's a very dark place at night • For safety • If everyone who wanted to walk in the glen at night simply purchased a torch then there would be no need for this infrastructure project. Spend money more wisely. • To help the community make use of the facilities available and for them to feel safe. This applies to both young and older participants. Everyone in this community should feel safe and if this helps, i am all for it!! • Would clearly reduce the safety concerns of those wishing to use the glen facilities and accessing it on this pathway • To allow groups to safely use at night • Improving access and use of the facilities • Safe walking for myself and family with our dog • Changes the environment gir wildlife • It would be safer and enable more use of the glen in the evenings for dog walking etc • The glen is too dark at night to walk through and by installing lighting it means sports could be played all year round. • Safety of sports pavilion users • So it’s safe for kids and others to use facilities • Very difficult to see properly without it. • To make it safer to walk through • I think walking through a dark park is no a particularly attractive experience. Lighting would certainly make people feel safer particularly older people and younger children. • Safety point of view • For the safety off the community • These facilities need to be fully accessible. • Lighting is needed for walking down path, to the pavilion for football tennis or even just for walking the dog. • More visibility at night. • Safer at night • There are more worthwhile projects • It will allow increased use of existing sports facilities after darkness. 298
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Kids sport • Lighting would make access safer in the evenings and especially in winter months. • The path to the sports facility is extremely dangerous at night, especially for children and females. • It would make the path easier and safer to use in the evening. • My son plays football at the Glen and would enhance safety for him going to and from the park • My children often use the sports facility and lighting would make them feel safer walking in this part of the Glen • So people feel safe walking in the dark • Lights would enhance the glen and safety. • Glen is well used and this would give users confidence in the evening and at night. • Helps safely facilitate sports access and usage , security for night • It would provide lighting for kids, dog walkers and others who use the glen • It can be very dark in the evenings • The installation would allow the facilities to be used after dark and would be safer • Because facilities for young folks in the village is important • Safety and for children during winter months • As it will further develop the park • As it is very dark and we have a lot of trouble happening in the village at the moment • Became the Glen at night is not used • It’s the right decision • It benefits everyone that uses the glen. • I would support this only if the lights were on not just during the times that suit the few using the pavilion but rather the many who would love to exercise their dogs after 4pm in the dark winter months. If the proposed lighting could be in operation daily from perhaps dusk till 9pm then it would have my full backing. • I feel it’s important and necessary • I have needed to use this path after dark in winter. This is quite difficult even with torchlight with mud, puddles and dog waste to negotiate. • The towns is crying out for more facilities and a safer walkway to get to the facilities. • Because i have kids that enjoy sports and nowhere to play/train in darker nights 299
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • My family and I regularly use this path to access the village from our home. We also access the tennis courts when it is dark, it would be good to be able to do this without a torch. • To allow it to be safer for the public • With a lot of children using the facilities down the Glen, I believe it’s required for basic safety • Walk the dog at night. Let the kids play later • Needed for peoples’ safety • Needs lights • Encourage more use • Public safety • Going to and from the tennis courts during winter months is very difficult • Its very dark at night and it would encourage people to use the glen later at night for sports activities. • The Glen needs better lighting at night • I would like people of all genders to feel safer & see where dogs have crapped everywhere • I feel it’s too dark and dangerous to walk through at night. • Encourage use of sports facilities and general safety • Safety and convenience • Detrimental to wildlife in this green space which is so important to sustainability • It would be safer for access • It can be very dark in the winter if you have to access the tennis courts, football pitch or pavilion • Safety for using local facilities • I think floodlights are needed for safety and also to allow sports activities take place at night • Because the glen is very dark in the evenings / winter. Too dark and therefore unsafe to walk through. • Spoils the natural state of the Glen and would only be required for very limited periods in the year - if at all. • It would be far safer for children walking to and from clubs • Not necessary, and we should reduce light pollution where possible. • As it gets dark it would make children and parents more comfortable walking to the sports pitch • It’s very dark in winter months if you have to walk to/from the tennis court • To help make paths safer in winter • To be able to do activities down the glen in darker evenings • For clarity 300
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Lights on the footpath will make it safer and less hazardous to use during the dark hours. • I think it would encourage youngsters to high about the glen, who were not using it for sports. • To provide safety for children and women • Area has no lighting at present Q3. Would lighting encourage more participation in sports activities in the Glen? Disagree7.1% (8) Agree 92.9% (104) Q4. Do you think the Pavilion would be used more frequently if the access pathways were well lit? If your answer is yes then please suggest activities. • Yes • No • Yes • Yes 100% • Yes definitely would go more people to come to the glen • Yes, kids could access it more feeling safer. • Any activity offered by the Pavilion • Yes - any activities for young people • yes • Yes - Outdoor Yoga, frisbee golf, women's football team, Rounders, Volleyball, proper running track for activities. 301
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Football teams, colts, boys and girls would use Glen. Cycle track could be reconstructed and used. Sporting clubs would use the club for social activities to attract men players • Yes in the winter it can start to get dark after 3pm this would make the glen feel safer for children after school • Better lighting means less intimidating to approach • Absolutely, my older son battles with anxiety and as ridiculous as it sounds the dark he adds to his list of not wanting to go. It would be one less barrier for is as a family on a personal level. On a wider community perspective its safer when walking to planned activities and the early dark night's not put people off from attending • Possibly • Yes Football • It’s possible, but just encourage people to buy a torch, and not waste huge amounts of money on more lights. • Unsure as I don’t know what the current timetable would allow • Football, tennis, golf practice facility • Yes , multi sports activities for children or exercise classes for adults • Yes, bmx , skate boarding area would be amazing! Currently kids have to get the train to Largs • Football and tennis and possibly for running • Yes. • Football, tennis • Meetings could be held there • Yes, football • Yes. I have no specific activities to suggest however lighting would make the facility more accessible to all ages. • Yes. So that the kids can use the pavilion later in the summer months and especially at coming into autumn and winter months • May simply be used by those utilising sporting facilities. • Of course it would. Walking into the glen unlit is a worry for most, it’s so dark and covered with the trees, lighting it up would make it feel more safe • Yes - Football, Walking, Cycling and Tennis. In the Winter would allow longer playing times and prevent teams having to travel out with for winter training facilities. • Yes football and tennis • No, because its only used by the keen tennis and football fans • Yes. Existing use is restricted to daylight hours • Football yes • Yes, During winter months lighting would extend the use of the Pavilion in the evening. 302
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Yes. The darkness prohibits the use of the Glen due to the inherent dangers. • Yes it could be a meeting place for many different sports and other groups. • N/A • Tennis, football, basketball and rugby • Women’s sports…..don’t feel safe accessing facilities if poor lighting • Group meetings in private • Yes, any sports people want to play. • Yes, winter after school activities for children • Football, running, walking with dog, cycling • Unsure if it would or not but certainly having the pathways lit would be a huge plus as currently its very dark and a lot of people are wary of venturing into the glen area via the path. • Running, dog walking, bike riding, walking • Running and athletics • Of course. It will appear after die all • Yes, for people walking exercising, dog walking, sports • 100% yes all general sports activities would increase • Yes maybe some water sports • Yes. Kids activities would be viable • Yes, netball? • The glen which I believe was gifted to all of West Kilbride probably would. • Cycling, fitness groups, football training/matches, community events • This would remove an obstacle to use. Any indoor activity from weight training to table tennis could then consider the venue. • Mostly changing facilities, if a multi sports pitch is built then it will be used every day of every week. • Football • Yes, tennis would be easier to access so more participation and viewers. • Football, tennis, etc • Yes, as someone who is involved in the local kids football teams, there is many and varied things we could use the pavilion for • For sure - access to tennis and football plus walking • football tennis • It would encourage later availability for working people • Absolutely no brainer but that would mean NAC giving West Kilbride some money instead of houses that we can’t cope with • More sports facilities for kids and teenagers • Yes. Social gatherings • Yes. • Absolutely you could use it for teaching sessions on sports 303
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP • Definitely especially when walking alone • Not specific, just a feeling • Lighting would be essential if the pavilion was to be used for evening games / during early winter evenings. • No idea as not sure what it is suitable for being used for. You can’t play football in the dark and the pitch has no illumination. • Yes, I think especially for younger children • No, they’re fine as they are. • Yes, the clubhouse could be utilised for learning activities for children • Tennis • It means more time for activities, instead of keeping them to just when it's light • Yes Football • It will be lively • Yes - if people can walk along safely and with some feeling of security then they are more likely to support and take part in activities in the pavilion • It would open the opportunity for indoor games / social activities that are desperately needed for the youth • Used for community meetings etc • Yes. The pavilion could be used for a range of activities such as committee meetings, tactics talks and social events for all age groups. • Yes, sports • Yes if the its was floodlit, like tennis for example • Yes, for tennis, football and anything else that's on. • If there were lights it’s obviously going to be used by football and tennis Q5. Do you think lighting would encourage specific groups to take part in activities held by the various sporting interests and if so which and why? • Yes • No • Yes • Unsure • We would have more people come to watch • Yes, easier to see and safer to walk • All sports would benefit from street lighting, dog walkers etc • Yes of course 304
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 7. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans We will revisit all tenderers once we have definitive dates for funding and decide which ones to interview at the appropriate time. A tender report will be issued to all our trustees and community councillors with a recommendation. Once the contractor is selected, we will engage them to carry out the works within an agreed timescale and to an agreed specification. As the works will be completed in less than 2 weeks we envisage one single payment albeit we would hold back 2.5% retention for a mutually agreed period of time. Depending on the funding source and conditions we would be more than happy for the funders to pay the contractor directly on completion of the works, alternatively if funding is deposited in our account, we would organise payment direct. Payment would only be made when the works were 100% complete and fully demonstrated with all guarantees in place. We have electrical engineers within our volunteer group and their expertise would be utilised to inspect and report on the works. 305
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP There would be no direct staff involved although the companies we have contacted to date have all proposed to use local labour. 8. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 50,000 Please give a breakdown of cost and recent quotations where appropriate See quote and specification below 306
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COMMUNITY INVESTMENT FUND NORTH COAST & CUMBRAES LOCALITY PARTNERSHIP 9. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Prior to placing an order, we will agree a detailed programme of works. Once an order is placed, we will request weekly updates on off site progress until work begins on site. We will visit the site daily and keep photographic records of progress and report accordingly. At the end of the construction period we will ensure that a demonstration will take place prior to the contractor finalising sequence and timing of lights. This will culminate in a formal handover which will also include any completed inspection reports, guarantees and all relevant paperwork. Only then will we sign off the works as complete. 309
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • Connect with: o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Denise Fraser Locality Officer (Three Towns) Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: denisefraser@north-ayrshire.gov.uk Mob: 07770 825129 For more information see the guidance form here: https://northayrshire.community/wp- content/uploads/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf 310
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Saltcoats Victoria Football Club Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Robert Latta Position in Organisation Co Chair Telephone Number Click or tap here to enter text. Email Address Total amount of funding requested: £50,428 Match funding (if any): £20,000 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Saltcoats Victoria FC are a semi professional Football Club currently playing in the 4th Division of the West of Scotland Football League. Our Club is 135 years old, having been established in 1889. The Club is a constituted organisation run by a voluntary Management Committee. The Objects of the Club are to “promote the playing and development of Association Football …..by Saltcoats Victoria…. and among as many juvenile and youth age groups of whatever gender as is practicable”. The Club’s proudest moment was our victory against St Anthony’s in the Scottish Junior Cup Final on 30th May 1925 – and therefore we are celebrating the 100th anniversary of this historic achievement in May 2025. Unfortunately, our Clubs more recent history has been more problematic with the Club struggling to survive. The 2023/24 season was a real crossroads – we had difficulty retaining committee members and income was non – existent. However, the severity of these circumstances re-ignited interest in the club with a number of local residents coming forward to establish a new Committee and take positive steps to revive our fortunes. 311
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP We are now run by a new 11-member Voluntary Committee including Robert Latta and Peter Kean (co-chairs), Gary Montgomerie (Treasurer) and Peter McBlane (Secretary) – supported by a wider group of volunteers. 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. Project Title; Campbell Park Redevelopment – Phase 1 Saltcoats Victoria’s home ground is at Campbell Park, Saltcoats. The Club lease the ground from North Ayrshire Council on a long lease which expires in 2050. However to help secure a sustainable future we are in active discussions with North Ayrshire Council regarding the full acquisition of the site at Campbell Park from North Ayrshire Council through the Asset Transfer process. We are now working through the Asset Transfer paperwork and expect to secure title to the ground within 12-15 months. In the last 18 months our Committee have worked extremely hard to begin the process of upgrading our facility and to triple our income and sponsorship. Key recent developments include: • Painting and repair of ground/ terracing / dressing rooms, cafe and managers office. • Converting and furnishing Big J’s which is a purpose-built social space to welcome visiting teams, officials and supporters. • Providing and maintaining Porta loos. • Providing new strips, tracksuits, bags, training kit for the team. • Meeting the minimum standard needed to comply with the requirements of the West of Scotland Football League. • Securing a £1000 community funding award and a donation of 2 new former education building modular containers from Persimmon Homes (to be received in Summer 25) 312
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Pictures: Exterior/Interior of Big J’s Social Space The Club want to build on the momentum we’ve created recently and have set ourselves ambitious but, we believe, realistic aspirations to develop the facilities at Campbell Park over the next 5 years. To do this we are planning a 4-phase approach • Phase 1 - Changing Room Upgrade – Secure new changing modular units which include changing for 2 teams, modern showering facilities and officials changing room. • Phase 2 - Enclosure Improvement – Upgrade existing covered terracing area to provide adequate shelter and protection from the elements for spectators. • Phase 3 – Introduction of Floodlighting – Installation of 6-8 New Floodlighting Pylons to enable greater use of Campbell Park facilities in the winter months and evenings. • Phase 4 - Astroturf (Five Aside) Pitch - Installation of a 5 aside Synthetic Surface within the footprint of the ground but adjacent to the main pitch. This will enable significant community use of the facilities including youth and girls’ teams as well as public hire. We estimate that the overall cost of these 4 Phases is likely to be in the region of £300,000. To help facilitate this process the club intend to seek charitable status to enable greater potential to secure further grant funding. This application is for funding support to assist with Phase 1 – Changing Room Upgrade. Phase 1 Costs + Specification Despite recent improvements we have been able to make, elements of Campbell Park are still in a state of general disrepair. Our existing changing room containers were provided by funding from Irvine Bay in 2010/11 after vandals set fire to the stand which was later deemed unsafe and had to be taken down due to fire damage. They are very small by modern standards and unable to accommodate the increased squad sizes in the modern game. They do not have suitable showering facilities for youth and women’s teams. They are in a dilapidated condition with holes in the walls, leaking roof and significant wear and tear such as rust and mould. This limits who can use our ground and prevents us from becoming the inclusive community hub we aspire to be. 313
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Pictures; Current dilapidated changing spaces We have sought specification and costs from a trusted supplier (MAC Containers) as follows: • Purpose built bespoke unit 48’ x 12’ providing space for two changing rooms with 4 shower cubicles in each and a dedicated toilet facility plus space for officials changing, showers and toilet facilities • The estimated cost we have been quoted is £54,495 with £4195 delivery excluding VAT. The club are not registered to reclaim VAT and therefore the total cost is expected to be £70,428. These new modular facilities would provide a modern layout which complies with the requirements for Women’s and Youth Football particularly in relation to cubicle showering facilities. These are purpose built new units, internally factory-lined so they don't suffer from condensation with internal locks and no external hinges to make them extremely secure. Interior images of the proposed facilities are shown below with layout plans shown in Appendix 1. 314
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP Funding Package We started a fundraising campaign online which has to date secured £6500 and we aim to achieve £10,000 by the summer of 2025. We have also submitted an Awards For All Application for a further £10,000 from the National Lottery. This Application to the North Ayrshire Council Community Investment Fund seeks a contribution for the remaining balance of £50,428. The club will source in kind support from local contractors to connect the new units to power and water supplies. 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Promoting the Local Economy and Tourism 2. Regenerating Community Facilities 3. Increasing Civic Pride and Community Engagement, Improving Community Wellbeing. Reducing Inequality and Fit with Locality Partnership Priorities If we’re successful in securing funding for our Phase 1 upgrade, our proposals with help tackle inequality and contribute to Three Towns Locality Partnership Priorities as follows: Regenerating Community Facilities Upgrading our changing rooms will allow us to meet modern standards for accessibility and inclusivity, opening the doors of Campbell Park to youth teams, girls’ teams, and more. We’re keen to encourage local schools and youth teams to make use of the pitch for matches and significant events like cup finals and festivals. This will help us move closer to being the community club we aim to be. Not only will the upgrade breathe new life into our ground, but it will also enhance the club’s image within the community and beyond. Improved facilities will also make us more appealing to future sponsors and grant funders. Improving Community Wellbeing We recognise that there are significant health inequalities in Saltcoats. Campbell Park is almost entirely surrounded by SIMD 1 and 2 Data zones. It immediately borders Saltcoats Central, a Data zone ranked 23rd worst out of 6976 in Scotland. 41% of Three Towns residents live in the worst 15% of Scotland’s Data zones, whilst the Female Life Expectancy Rate in the Three Towns is the worst amongst North Ayrshire’s 6 locality areas at just 79. Against this 315
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP background we are keen to create opportunities for people to improve their health and wellbeing. Right now, our facilities act as a barrier rather than an invitation. They’re not welcoming, especially to people outside the club. We need to change that. Our vision includes launching our own girls’ and women’s teams and forming partnerships with local youth teams on an affiliate basis. New, modern changing rooms will be pivotal to making this a reality. We understand the transformative power of sport. Regular participation improves CV health and helps reduce obesity. Team sports help promote confidence and a sense of achievement - key ingredients for good mental health and wellbeing. Better access to our facilities will encourage people to stay active throughout their lives, starting from grassroots football. We’re also eager to collaborate with local health services, schools, and third-sector organisations to deliver health-related initiatives, using the club as a resource they can tap into. Increasing Civic Pride and Community Engagement Securing this major investment—especially as we celebrate the 100th anniversary of our Scottish Junior Cup victory—would be a landmark moment for Saltcoats Vics. It’s not just about football; it’s about re-establishing the club as a central part of community life. We aim to create more events like the Open Day we held back in July of 2024 to introduce the club back into the community and officially open the new social space that the club had built ourselves. This event involved free entry to the ground, meet the players, food and refreshments, joining in with a training session, games, bouncy castles and handing out Season Tickets to all U16s who attended. This gives the local youths access to semi-professional games for free every second weekend at Campbell Park. New facilities will open up more opportunities for people to get involved, whether through coaching, event management, facility maintenance, marketing, or promotion. We want the club to be a place where people come together, contribute, and feel proud to be part of something bigger. On the pitch, we’re determined to grow and compete at the highest level within the West of Scotland Football League. To achieve that, we need to meet licensing standards—and these new changing facilities are a key part of making that happen. Promoting the Local Economy and Tourism By meeting inclusive standards, we’ll be able to host a variety of events—e.g. primary and secondary school matches, amateur cup finals, sports days, gala days, youth tournaments, and charity matches. These events will draw participants and spectators from across Ayrshire and beyond, boosting footfall in the town and encouraging spending in local shops, cafes, and businesses. This will also raise the profile of the town, hopefully encouraging visitors to return in the future. 316
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP We’re also keen to explore opportunities with Parkdean Resorts, who operate Sandylands Caravan Park right next to Campbell Park. There’s real potential to offer recreational space for their visitors, creating a strong link between the club and local tourism. Outcomes As we put in place our proposals for the development of facilities at Campbell Park we aim to deliver the following outcomes within the local community: 1. Improve accessibility and inclusion by providing fully accessible and welcoming changing facilities for youths, girls and women, families and disabled users 2. Improve health and wellbeing opportunities for local residents of all age groups by establishing regular physical activity sessions (e.g. walking football, dance fitness, and walking groups) for up to 80 local residents annually. 3. Increase year-round use of Campbell Park as a community asset by local schools, community groups, and visiting by creating new modern changing rooms and hospitality spaces 4. Create volunteer and skill development opportunities for at least 10 local volunteers annually in coaching, event organisation, maintenance, hospitality and community engagement. 5. Increase community engagement by hosting up to 12 community events per year, such as fun days, charity events, school sports days etc with over 400 attendees from Saltcoats and surrounding areas. 6. Generate increased opportunities for youth and girls participation in sport by providing free/low cost access for at least 5 grassroots teams and hosting youth football festivals for 100+ children each season. 7. Increase local economic activity by attracting visitors from across Ayrshire and beyond through events and sports tournaments, generating additional footfall and spend in Saltcoats. 8. Develop local pride and awareness in Saltcoats Victoria FC as a local asset, creating at least 5 new sponsorship and partnership opportunities with local businesses and organisations (e.g. schools, disability sport providers, Parkdean Resorts, community groups) 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. Our project has been shaped by the conversations we’ve had with local residents. When the club was at risk of folding in 2023, 15 local residents and supporters of all ages stepped up to form a new committee and volunteer team. We’ve spoken to over 200 people through social media, at matches, and during community events like our Open Day in July 2024 about how we can develop in future. We also meet regularly with KA Leisure and the 3 Towns Locality Planning Partnership Team to shape plans that reflect local needs. 317
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP A recent survey we undertook included responses from members of public, and representatives from Ayrshire Mariners Ice Hockey club, local youth coaches, St Peters Primary PTA, Walking Football Group, Saltcoats Sea Scouts, N Ayrshire Disability Sports, Island Dancers Community Group, Dog Walkers Association and a local Café. This generated a range of comments on the current facilities at Campbell Park including: “Stand and facilities in desperate need of tlc” “We don’t have proper toilets and someone with a disability in a wheelchair has nowhere to go.” “Investment needed in off-field facilities, such as a proper clubhouse/function area (space permitting of course!).” “Portaloos are only suitable as a temporary solution.” “The ground is not suitable for disabled people.” “Need a ramp at Cabin” “Needs More Sponsors” “Incorporate more community events to welcome new members of the community in.” The consultation generated suggestions for a number of improvements which could be undertaken at the site which we aim to integrate into the 4 phases of work we propose for the site: • Services - Better toilet facilities; Covered standing areas; Bigger or more permanent bar/hospitality area; A seated stand; Improvement to the Stand and outer walls • Improved accessibility - Ramp to access toilet and bar for wheelchair users; Affordable access for grassroots girls teams • Changing facilities – Dedicated female changing rooms with secure lockers and hair‑dry stations; Family‑friendly changing rooms with baby‑change table; Partitionable changing block to allow rugby teams to use space on Sundays; Heated changing area with benches at accessible height; Fully accessible changing room with hoist and adult‑size changing bench Flexible facilities and changing areas • Adaptations for Wider Community Use: Dry changing store for water‑sports kit; Mirrored warm‑up space attached to changing unit; Outdoor water tap and boot‑clean zone beside changing rooms; Changing block with power points for pop‑up catering kiosk Finally survey respondents also proposed a range of additional activities which could be hosted at Campbell Park if facilities could be improved. This included a range of new opportunities which we are keen to discuss further with consultee partners: • Community fun days, • Fitness or walking groups • School or charity events • Weekday morning walking‑football sessions • Sports other than football 318
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP • Inclusive football festivals • Outdoor cinema or screenings • Weekly dance‑fitness sessions • Senior social meetups • School sports days and after‑school clubs • Dog agility demonstrations on training pitch • Evening knot‑tying workshops in the community room • Partnership to supply healthy match‑day snacks 6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in Three Towns? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans This Phase 1 project is a relatively simple project consisting of the capital purchase of a bespoke new changing unit from a leading recognised supplier. As per the terms of the supplier the purchase would require 2 payment to be paid: 1. 25% of the total cost, amounting to £17607 including VAT, is required to be paid as a deposit, 2. The balance of £52821 including VAT to be paid upon completion of the delivery and installation of the unit on site at Campbell Park. The Club aims to assemble a funding package from which to make these 2 payments - consisting of £50,428 from the North Ayrshire CIF Fund, £10,000 of Awards for All funding from the Lottery and £10,000 from its own funds/ community fundraising activity. Once funding has been secured our Committee will approve the decision to progress with the project and place the order with the supplier. Invoices from MAC Containers will be approved by 2 Committee members and authorised for payment by our Treasurer or Chair. In securing a quote from Mac Containers for the changing rooms we also sought quotes from other suppliers e.g Portacabin, which were not as competitive. If required, however, the Club would be happy to go back for formal competitive quotes of NAC CIF funding is approved. 319
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP There are no staffing dimensions to the project but we do anticipate that a number of volunteering opportunities (potentially up to 10 ) will be created as a result of the enhanced activity at Campbell Park which this project will facilitate. 7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) £50428 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) A 48' x 12' Changing Room £54,495 with £4195 delivery – Total Cost £58690 VAT = £11738 Total Cost incl Vat = £70,428 Yes – Appendix 2 Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) National Lottery £10,000 No Saltcoats Vics £10,000 No Gifts in Kind: • Persimmon homes – 2 x 40ft containers, 1 x toilet block. • Hillhouse Quarry – breeze block • BCE – roofing felt, plasterboard, wood. • Jewson Ardrossan – slabs and gravel. • Viking Café , Motherland Spice, Kandy Bar – various food items for matches and events 8. Monitoring and evaluation process 320
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Please include detail on the monitoring and evaluation processes planned or in place. As a small community football club run entirely by volunteers, we do not have dedicated staff or systems for detailed monitoring and evaluation. However, we know we need to understand the impact of what we’re trying to achieve and show that we are making a difference. We plan to keep things simple. We will: • Take before and after photos to show the physical impact of the new changing rooms • Ask for feedback on the new changing rooms using short paper surveys and/or conversations with the people and groups using the facilities. • Use sign-in sheets at events which take place at Campbell Park, recording the type of activity undertaken and basic information on the numbers attending. We will take pictures of these events to create a visual history of our event programme. • Periodically conduct short interviews with a sample of individuals or groups who use the new facilities noting their experience, the benefits they’ve seen and also use this information to pull together several case studies. • Keep a calendar of all bookings and events (e.g. school events, youth groups, girls team bookings etc) to enable us to record the number of users beyond first team matches over the year. • Maintain a list of all volunteers who help manage, maintain and promote the facility and the roles they undertake. We’ll also record any training they complete e.g. first aid, coaching certificates etc and get feedback on what they feel they’ve got out of their volunteering experience. • Record any new sponsorship we secure and new partnerships we develop, summarising how these have helped us make a bigger impact locally. • Take screenshots and clippings of any written or social media coverage we secure for the facility and also note the level of increase we achieve in terms of Facebook followers • We’ll speak regularly to local groups (e.g. schools, disability sport representatives, walking football groups, girls and youth teams), partners and sponsors we work with to find out what’s working, what they think about Campbell Park as a local community asset as well as using them as a sounding board to establish what we can do better and to come up with new ideas. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 321
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Appendix 1 New Changing Rooms – Proposed Specification and Layouts COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 322
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Appendix 2 – MAC Containers Quote ---------- Forwarded message --------- From: Peter Kean <peter.kean67@gmail.com> Date: Tue, 4 Feb 2025 at 19:17 Subject: Fwd: Changing Rooms To: Robert Latta <rlat1312@hotmail.co.uk> Cc: Calum McGhee <calum@onefortheteam.co.uk> COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP ---------- Forwarded message --------- From: <enquiries@mac-containers.co.uk> Date: Tue, 4 Feb 2025, 19:08 Subject: Changing Rooms To: <peter.kean67@gmail.com> Peter, Thank you for your enquiry. We supply almost every club in the UK with their new Changing Rooms, including ARDROSSAN WINTON ROVERS, whom I’m sure you would know, and who would be happy to show you what we’ve supplied for them. Our Changing Rooms are not converted old Freight containers, but purpose built new units, manufactured by us here in the UK, and have three sizeable advantages over ordinary ISO Containers; Rather than just the standard 8' width, they can also be produced in 9', 10' and even 12' widths; being internally factory-lined they don't suffer from condensation; and although extremely easy to open and close, with internal locks and no external hinges, they are virtually invulnerable. They are totally bespoke units - designed to your own specification and therefore only available for outright purchase, although Finance options are available. . A single 20’ x 10’ Changing Room for one team is £27,340. A new 40' x 10' Changing Room, suitable for 2 Adult teams would be £39,995, with delivery & off-loading from our Gloucester Factory at £2795. The Double Officials Changing Room would be £23,480. 323
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A 48' x 12' Changing Room is £54,495 with £4195 delivery. (This is the difference between the load being Police Escorted, and merely Police Notified.) Depending on usage and personal taste, these units are manufactured in corrugated... ...or smooth-sided finish... The Services are incredibly simple to connect….The price would include ALL the fixtures and fittings as shown, and COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP comes ready simply to be plumbed and plugged in, ready to go. We offer a 12 month warranty with all new units, and in the unlikely event of any problems we offer on-site attendance within 24 hours. It will be painted in a single colour of your choice from the BS or RAL paint range. Please see enclosed Colour Chart. The unit is insulated to the wall and ceiling cavities and lined with EGB 2001 vinyl faced wallboards and mono white ceiling boards plus heavy-duty vinyl on the floor. All electrics wired to consumer unit fitted with RCD and mcb's to I.E.E. regulations. I also enclose a couple of CAD Drawings of similar units for your information, and would be happy to produce a CAD for your particular requirements. Our Terms of Trading are very simple: 25% non-refundable Deposit with Order; Balance on Completion. Should the unit be cancelled after sign- off, the entire Balance is due. All prices exclude Vat. Regards, Elliott Ableson MAC Container Co Ltd North Weald Aerodrome Epping CM16 6AA CM16 6AA Tel: 01992 522221 Fax: 01992 524091 http://www.mac-containers.co.uk 324
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Pride in Place Impact Fund Purpose: To seek approval for the approach to the Pride in Place Impact Fund (PiPIF) and the geographic allocation of the programme. Recommendation: That Cabinet: a) Approves the proposed delivery methodology and approach to the allocation of the PiPIF; and b) Agrees to receive a further report updating on the progress of the PiPIF allocation. 1. Executive Summary 1.1 In September 2025, the UK Government announced the new Pride in Place Impact Fund (PiPIF) which will see £1.5m of capital funding over two years being invested across North Ayrshire, alongside 94 other places across the UK. The fund aims to support the development of shared community spaces, revitalise local high streets and improve public spaces. 1.2 PiPIF aims to complement the Pride in Place Programme through the provision of immediate support. It is a flexible fund which recognises Local Authorities and local stakeholders are best placed to manage investment to increase pride within their neighbourhoods and communities. 1.3 Cabinet agreed on 2 December 2025 that PiPIF would target areas of North Ayrshire which have not benefited from Pride in Place funding which includes Plan for Neighbourhood funding. It is proposed that PiPIF will be delivered in three ways: a direct allocation to participatory budgeting in the eligible localities, a community funding allocation and direct council led delivery of projects informed by the Regeneration Delivery Plan and associated strategies and plans. 2. Background 2.1 The Pride in Place Impact Fund (PiPIF) was announced on 25 September 2025, with a prospectus published outlining the methodology, allocation and delivery mechanism for the funding. North Ayrshire Council was directly awarded £1.5m of capital funding to deliver on the PiPIF priorities. Funding will be released equally across two financial years, with £0.75m to be received in 2025/26, and a further £0.75m in 2026/27. Given the timing of the funds being released, UK Government has confirmed that funds to be Agenda Item 13 325
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received in 2025/26 can be carried forward. Full financial commitments are required by the end of March 2027 with delivery to follow shortly thereafter if required. 2.2 The PiPIF aims to support three core objectives which the proposed delivery methodology seeks to deliver across: • Community Spaces: investing in community facilities gives local people greater control over the spaces that matter to them. Refurbishing or taking ownership of underused but valued buildings. • Public Spaces: enhancing public spaces e.g. playparks, streetscape, signage, public art – encouraging people to spend time outdoors, build relationships and take part in local activities. • High Street and Town Centre Revitalisation: making town and city centres more attractive and welcoming, attracting people and supporting local businesses and economies. 2.3 Local Authorities are the accountable body for the funding and are required to work closely with local stakeholders to identify and invest in interventions which meet local need. Funding is to be managed within existing governance frameworks of local authorities, with oversight of the Section 95 Officer. Local authorities are also required to engage with their local MP and stakeholders on how the fund is to be spent, ensuring complementary activity across the local authority. 2.4 The indicative timeline for reporting of the fund can be summarised as follows: • 16 February 2026: Local Authorities to return a progress summary; an initial spend forecast across the three objectives for September 2025 to March 2026; and a forecast for the full PiPIF to March 2027. • Financial reporting will then be required on a six-monthly basis to MHCLG from May 2026 to closure of the fund. 2.5 The strategic approach proposed for PiPIF agreed by Cabinet on 2 December is to target areas in North Ayrshire which have not benefitted from other Pride in Place Programme Funding. The Three Towns were confirmed on 12 December 2025 as the Neighbourhood for the Pride in Place Programme. The proposals for delivery and allocation therefore exclude the Three Towns and Irvine Localities as they are in receipt of Pride in Place Programme and Plan for Neighbourhoods funding allocations respectively. 2.6 The proposed approach targets the remaining localities and is allocated proportionately by population. It is proposed that PiPIF will be delivered through Participatory Budgeting contributions to the identified localities, community funding through a competitive grant fund and direct council delivery of small-scale regeneration projects in line with the identified fund objectives and the needs of the communities. There are a number of existing grant funds administered by the Council such as the Communities and Place Fund and the Community Investment Fund (CIF). Officers will explore appropriate methodologies of administering and disbursing the proposed grant fund to align with Locality Planning. 326
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2.7 The Council and local communities have undertaken extensive engagement and will draw from these plans to deliver on the needs of communities which have already been identified. The Regeneration Delivery Plan, alongside Locality Plans, Place Plans and Place Frameworks, demonstrate the community priorities which will inform the project selection alongside engagement with the local MP, Elected Ward Members, Locality Partnerships and Community Stakeholders. 2.8 To align with the short funding timescales and type of projects supported by the Fund, it is proposed that Council Led projects be allocated 60% of the funding to ensure impactful delivery. Officers have conducted an initial call for projects across Council services informed by and to further complement the above plans. The local MP has been consulted on the proposed approach. 2.9 The proposed allocations are summarised as follows: Total Value Population 2022 Data Location Council Led Community Grant Fund £0.514m 23,128 North Coast Locality £0.308M £0.206M £0.439m 19,697 Garnock Valley Locality £0.263M £0.176M £0.356m 15,707 Kilwinning Locality £0.214M £0.142M £0.111m 4,611 Arran Locality £0.067M £0.044M £0.015M N/A Participatory Budgeting £0 £0.015M £0.065m Project officer support – 2 Year Temporary Post £1.500m Overall Total 2.10 The proposed delivery timescale for the programme is outlined below: Task Delivery Timescale Projects Identified through review of current community plans and cross service engagement. Winter 2025/Spring 2026 Community Stakeholder and Elected Member Update Spring 2026 Participatory Budgeting Autumn 2026 Programme Closure March 2027 3. Proposals 3.1 That Cabinet: a) Approves the proposed delivery methodology and approach to the allocation of the PiPIF; and b) Agrees to receive a further report updating on the progress of the PiPIF. 327
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4. Implications/Socio-economic Duty Financial 4.1 The PiPIF is a 100% capital fund. The PiPIF programme notes the intention to use the Financial Assistance power under Section 50 of the UK Internal Market Act to fund areas directly whilst working with the Scottish Government to determine the most appropriate delivery structure. Human Resources 4.2 Staff resource will be required to support the delivery of the fund. The cost of this will be partially met through the funding award, as outlined above and supported through additional council resources. Legal 4.3 The legal implications of the PiPIF will be considered through its development and Legal advice taken as necessary. Legal agreements will be developed on a project- by-project basis as required with support from Legal Services. Negotiation in relation to land and building acquisitions will be undertaken as necessary with support from the Council’s Legal Services and Property Management and Investment Service. Mechanisms such as Compulsory Purchase Orders will be considered on a case-by- case basis, where considered appropriate. Equality/Socio-economic 4.4 The fund aims to support town centre regeneration and promote economic development. The UK Government’s methodology for allocation considers metrics covering skills, pay, productivity and health alongside the Scottish Index of Multiple Deprivation. This approach aims to ensure funding is directly award to the areas which will benefit most. The development and implementation of the PiPIF will provide opportunities to: • Reverse economic, social and physical decline and reduce socio-economic disadvantage within neighbourhoods; • Tackle long term vacant and derelict land and buildings thereby reducing their levels and impact on the community; and • Build community wealth and tackle local deprivation through the regeneration of the neighbourhoods by maximising the potential of land and assets. An initial screening will be undertaken to establish if an Equality and Children’s Rights Impact Assessment is required for individual programme elements on a case-by-case basis. Climate Change and Carbon 4.5 The development of PiPIF will enable the delivery of projects aimed at revitalising the most ‘in-need’ neighbourhoods in North Ayrshire. This could include promoting and improving active travel, reducing vacant and derelict land and carbon reduction measures. This aligns with the priorities of the Sustainable North Ayrshire Strategy 328
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and the commitment to reduce carbon emissions through declaration of a Climate Emergency. This will also contribute to the ambition to achieve net zero by 2030. Key Priorities 4.6 The development and implementation of PiPIF will support all four of the Council Plan’s priorities and strategic aims of: • Wellbeing: To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • Communities and Local Democracy: We will have active, inclusive and resilient communities. • Climate Change: To achieve net-zero by 2030. • A Sustainable Council: A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 PiPIF has the local community at the heart of their methodology. The programme aims to ensure investment is targeted at local priorities and empower local communities to contribute to the regeneration of neighbourhoods across North Ayrshire. A Community Wealth Building approach will be adopted in the delivery of the PiPIF, ensuring it contributes across the pillars of: • Land and Assets: by supporting equitable land development and the development of underutilised assets for community use. • Procurement: through the inclusion of appropriate community benefit of local supplier clauses within projects; and by considering phasing and programming of projects to create local supply chain opportunities and support delivery by smaller scale and local contractors where appropriate. • Fair Employment: by supporting the creation of employment opportunities particularly within the construction sector. Where North Ayrshire is procuring services, through our enhanced Community Benefits approach we will seek to ensure the creation of local training and work experience opportunities. Consideration will also be given to delivery through employability programmes where appropriate. • Financial Power: by investing in neighbourhoods and leveraging additional external investment. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 329
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5. Consultation 5.1 PiPIF aims to ensure that local people are at the heart of decisions, through the requirement for engagement with stakeholders on where the PiPIF should be spent. The local MP has been consulted on the proposed approach to the Fund. The programme will be informed by previous engagement exercises and additional stakeholder engagement to ensure priorities of the identified communities are being met. It will build on work to date, Locality Partnership’s priorities, the Regeneration Delivery Plan and previous consultation exercises and be informed by engagement with the local MP, Elected Ward Members, Locality Partnerships and Community Stakeholders. The Fund will be promoted through and updates will be provided to the identified Locality Partnerships. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Claire Fitzsimmons, Senior Manager Regeneration, on 01294 315305. Background Papers Cabinet Report – Pride in Place Programme, 2 December 2025 330
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Local Growth Fund Purpose: To provide an update on the recently announced Local Growth Fund. Recommendation: That Cabinet: a) Notes the update on the Local Growth Fund; and b) Agrees to receive further updates following engagement with the UK Government. 1. Executive Summary 1.1 The Local Growth Fund is a new £140m UK Government programme, which will replace the UK Shared Prosperity Fund from April 2026. Confirmation was received on 8 January 2026 from the Secretary of State for Scotland that the Ayrshire Regional Economic Partnership would receive £11.8m from the fund over the next three financial years. 1.2 The regional approach to the Local Growth Fund represents a shift from the direct allocation to Local Authorities under the Shared Prosperity Fund which currently supports the Council’s economic development activities. Further information on the Fund is anticipated in Quarter One of 2026 including confirmation of the investment themes, interventions framework, governance and delivery arrangements and the approach to delivery through Regional Economic Partnerships. 1.3 This report aims to provide Cabinet with an update on the current position and work underway to assess and mitigate the impact on the delivery of the Council’s economic development activities. Officers continue to engage with the UK Government in relation to the Local Growth Fund and anticipate further guidance being received from UK Government in coming weeks. A further report will be brought to Cabinet following engagement with UK Government, informed by this process. 2. Background 2.1 The UK Government Spending Review on 11 June 2025 confirmed that from the financial year 2026/27, the Government would provide targeted, long-term funding to support local growth across the UK, completing the transition from the UK Shared Prosperity Fund (UKSPF). Through this the Government has launched four new funds: the Pride in Place Programme, the Pride in Place Programme Impact Fund, the Growth Mission Fund and the recently announced Local Growth Fund (LGF). Agenda Item 14 331
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2.2 North Ayrshire has received a £1.5m allocation under the Pride in Place Impact Fund two allocations of up to £20m each under the Pride in Place Programme, for Irvine under the former Plan for Neighbourhoods and for the Three Towns under the new Pride in Place Programme. These funds and the approach to the allocations have been considered through separate reports to Cabinet. 2.3 The Growth Mission Fund provides £240 million of capital from 2026/27 to 2029/30 to support local economic growth directly. This will invest in projects that enable local job creation and the economic regeneration of local communities. Two allocations totalling £40m were announced at the Autumn Budget Statement 2025 for Inchgreen in Inverclyde and Kirkcaldy in Fife, subject to business case approval. 2.4 The recently announced Local Growth Fund aims to provide targeted funding to boost economic growth and improve living standards. This supports the Growth Mission to improve living standards for working people by investing in the regions that contain the areas with the lowest Real Disposable Income (RHDI) per capita. The Fund is targeted at regional projects which will drive economic growth aligned to the broad investment themes identified as infrastructure investment, business support and skills development. 2.5 The allocation methodology ranked the thirty-two Scottish Local Authorities according to RDHI per capita, averaged over the latest three years of available data. Each Local Authority was then matched to their corresponding Regional Economic Partnership (REP). The first five unique Regional Economic Partnerships for the Local Authorities with the lowest RDHI were then categorised as eligible. The funding was then allocated across the eligible REPS in proportion to their population. Funding has been allocated at a regional level to enable strategic decision making and maximum growth impact. 2.6 The eight Scottish REPs and their associated allocations are summarised as follows: Regional Economic Partnership Allocation Ayrshire: East Ayrshire, North Ayrshire and South Ayrshire. £11.8m Edinburgh & South-East Scotland City Region: City of Edinburgh, East Lothian, Fife (also part of Tay Cities), Midlothian, Scottish Borders (also in South of Scotland) and West Lothian. £37.8m Forth Valley: Stirling, Falkirk and Clackmannanshire. £9.8m Glasgow City Region: Glasgow City, East Dunbartonshire, East Renfrewshire, Inverclyde, North Lanarkshire, Renfrewshire, South Lanarkshire, West Dunbartonshire £60.9m Highlands and Islands: Argyll and Bute, Highland, Moray Na h-Eileanan Siar (Western Isles), Orkney Islands and Shetland Islands Nil North East: Aberdeen City and Aberdeenshire Nil South of Scotland: Dumfries and Galloway and Scottish Borders (also part of ESES) Nil Tay Cities: Angus, Dundee City, Fife (also part of ESES) and Perth & Kinross £19.5m Total £139.8m 332
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2.7 The UK Government has advised that it intends to work with the five eligible REPs to identify how the regional allocations can be deployed for maximum impact. Further information is anticipated in Quarter One of 2026 on the investment themes, interventions framework and governance and delivery arrangements. This will include confirmation of the approach to delivery through Regional Economic Partnerships. 2.8 The LGF completes the UK Government’s transition from the UK Shared Prosperity Fund (UKSPF). This was the UK Government’s replacement for the European Social Fund (ESF) and European Regional Development Fund (ERDF) funding and a significant component of its support for places across the UK. 2.9 The UKSPF commenced in 2022/23 and was focused on three priorities of People and Skills, Supporting Local Business and Communities and Place. It provided an initial three financial years of support and a final transition year in 2025/26. The Prospectus encouraged Local Authorities to adopt a regional approach to their Investment Plans, focusing on the existing Regional Partnerships. The approach progressed was that the Ayrshire authorities, like the majority of Local Authorities, would submit individual Investment Plans that reflected a regional consistency in approach. 2.10 In the final transitional year of the UKSPF, the three Ayrshire Authorities received a total of £6,354,307 comprised of the following allocations. This represented a 17% reduction in North Ayrshire and 40% reduction in East Ayrshire and South Ayrshire on 2024/25 allocations. Local Authority Total Allocation Capital Allocation Revenue Allocation East Ayrshire Council £2,001,256 £567,448 £1,433,808 North Ayrshire Council £2,697,397 £576,535 £2,120,862 South Ayrshire Council £1,655,654 £469,454 £1,186,200 Total £6,354,307 £1,613,437 £4,740,870 2.11 In North Ayrshire, the UKSPF has supported Employability and Skills and Business Support and Development services, alongside Regeneration project delivery since its inception. Similar approaches were adopted in East and South Ayrshire Councils. The reduction in funding and increase in the proportion of capital allocation therefore has the potential to have a significant impact on the delivery of economic development activities across the region. 2.12 The allocations across the three investment priorities agreed by Cabinet on 18 February 2025 and the activities supported are summarised as follows: Investment Priority Activities Supported 2025/26 Allocation People & Skills Partial and full funding of key Employability and Skills programmes, Essential Skills programme and associated staff costs. £1,618,439 Supporting Local Business Partial and full funding of Business Support and Development grant and consultancy support for small to £296,714 333
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medium enterprises and a contribution to associated staff costs. Communities & Place Delivery of the Communities and Place competitive community grant fund, Participatory Budgeting and Council led regeneration projects. £674,348 (inclusive of £576,535 capital) Administration Costs (4%) Staff and other administration costs including Programme Manager and Monitoring and Compliance Officer for the programme. £107,896 Total £2,697,397 2.13 The £11.8m Ayrshire LGF allocation over the next three financial years is summarised below. This equates to a 38% reduction in the overall allocation on the 2025/26 UK SPF levels. The allocation includes a higher proportion of capital than revenue in comparison to previous years, increasing from 25.4% in 2025/26 at an Ayrshire wide level to 74.6% of the overall regional allocation. Furthermore, the allocation reduces across the three financial years. This therefore has implications on the extent and types of projects and activities that the Fund can be used to support. Revenue allocation Capital Allocation Total Allocation 26/27 27/28 28/29 26/27 27/28 28/29 26/27 27/28 28/29 £1.3m £1.3m £0.9m £3.1m £2.9m £2.3m £4.4m £4.2m £3.2m 2.14 The Economic Development, Growth and Regeneration Service is currently reviewing the overall funding position in relation to the activities previously delivered under the UKSPF. The UKSPF allocation partially and fully funded these activities and associated posts alongside core Council budgets and Scottish Government funding sources including No One Left Behind and Place Based Investment Programme. This process will therefore include investigating and establishing the workforce and service delivery implications and alternative funding and delivery approaches. It will also be informed by the further information awaited from UK Government and engagement with the Regional Economic Partnership. 2.15 A further report will be brought to Cabinet following the receipt of further guidance on the Fund from UK Government. 3. Proposals 3.1 That Cabinet: a) Notes the update on the Local Growth Fund; and b) Agrees to receive further updates following engagement with the UK Government. 4. Implications/Socio-economic Duty Financial 4.1 The £11.8m regional allocation under the LGF represents a 38% overall reduction in the UKSPF allocations received across the three Local Authorities in 2025/26. The allocation does not define a specific allocation for each Local Authority area and provides a reducing level of support over the three financial years. The reduction in 334
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funding and increase in the proportion of capital allocation has the potential to have a significant impact. The Economic Development, Growth and Regeneration Service is currently reviewing the overall funding position in relation to the posts and associated activities previously funded by UKSPF. This process will therefore include investigating and establishing the workforce implications, alternative funding and delivery approaches. The financial implications will be fully assessed, informed by the further detail on the Fund currently awaited from the UK Government. Human Resources 4.2 Several posts within Economic Development and a small number of temporary posts within Connected Communities are either partially funded or fully funded by the UKSPF alongside core Council budgets and Scottish Government funding sources such as No One Left Behind. Furthermore, the Fund also supports a range of third sector and community organisations and their activities. The Economic Development, Growth and Regeneration Service is currently reviewing the overall funding position in relation to the posts and associated activities previously funded by UKSPF. This process will therefore include investigating and establishing the workforce implications, alternative funding and delivery approaches. Staff resource will be required to support the delivery of the new LGF. The cost of this will require to be partially met through the funding award and through additional council resources as appropriate. The workforce implications will be fully assessed through the review process and be fully considered through the development of the regional approach to the LGF, informed by the further detail on the Fund currently from the UK Government. Legal 4.3 The legal implications will be fully considered through the development of the regional approach to the LGF, informed by the further detail on the fund currently from the UK Government. Equality/Socio-economic 4.4 The Equality and Socio-economic implications will be fully considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. Climate Change and Carbon 4.5 The climate change and carbon implications will be fully considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. Key Priorities 4.6 The implications for key priorities will be fully considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. 335
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Community Wealth Building 4.7 The Community Wealth Building implications will fully be considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. Islands Communities Impact Assessment (ICIA) 4.8 The potential for island communities implications will be will fully be considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. United Nations Rights of the Child (UNCRC) 4.9 The potential for UNCRC implications will be will fully be considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. Consumer Duty 4.10 The potential for Consumer Duty implications will be will fully be considered through the development of the regional approach to the LGF, informed by the further detail on the Fund from the UK Government. 5. Consultation 5.1 The confirmation of the £11.8m allocation highlighted that the UK Government intends work with regional partners to identify how the allocation can be deployed for maximum impact. The requirements for wider consultation will be considered when this further detail is available and in line with UK Government requirements and best practice. Details of this engagement and further information on the Fund are anticipated in Quarter One of 2026. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Louise Kirk, Head of Service, Economic Development, Growth and Regeneration, on 01294 324766. Background Papers Cabinet Report: UK Shared Prosperity Fund, 23 August 2022 Policy Advisory Panel Report: UK Shared Prosperity Fund – Communities and Place, 18 April 2023 Cabinet Report: UK Shared Prosperity Fund – Communities and Place Fund, 30 May 2023 Cabinet Report: UK Shared Prosperity Fund – Communities and Place Fund Update, 23 January 2024 Cabinet Report: UK Shared Prosperity Fund 2025/26, 18 February 2025 336
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NORTH AYRSHIRE COUNCIL 27 January 2026 Cabinet Title: Response to the Scottish Government consultation on the Draft Climate Change Plan Purpose: To seek Cabinet approval of the proposed response to the Scottish Government on the Draft Climate Change Plan. Recommendation: It is proposed that Cabinet notes the draft response and approves submission to the Scottish Government. 1. Executive Summary 1.1 The Climate Change (Scotland) Act 2009 requires Scottish Government to produce a Climate Change Plan every five years, outlining the policies and proposals for achieving emissions reduction targets. The Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 removed the 2030 and 2040 interim targets from the original 2009 Act, replacing targets with the requirement for five-yearly carbon budgets. 1.2 The draft Climate Change Plan (CCP) 2026-2040 sets out the policies and proposals the Scottish Government aim to take forward to enable carbon budgets to be met between 2026-2040. A consultation process is underway to review the draft CCP, with responses to consultation questions required by 29th January 2026. The response will therefore be submitted in draft, subject to confirmation of Cabinet approval following the expiry of the call-in period. 1.3 A draft response to these questions can be found at Appendix 1 of this report. Our approach is largely supportive, with specific commentary provided where greater support, including financial support, would be required. Successful delivery of the Climate Change Plan will require appropriate funding to be provided. 2. Background 2.1 Scotland is highly vulnerable to the impacts of climate change such as flooding, coastal erosion, and biodiversity loss. The Scottish Government have stated they are taking action to tackle climate change, recognising the environmental, economic and social opportunities, and alignment with complementary policies. There are also legal obligations to achieve net zero emissions by 2045, set carbon budgets and publish annual progress reports. Agenda Item 15 337
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2.2 The Climate Change (Scotland) Act 2009 requires Scottish Government to produce a Climate Change Plan every five years, outlining the policies and proposals for achieving emissions reduction targets. The Scottish Government aims to achieve net zero emissions by 2045, however following advice from the Committee on Climate Change, interim targets have been abolished. The Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 formally removed the 2030 and 2040 interim targets from the original 2009 Act and brought in the requirement for five-yearly carbon budgets. The Climate Change (Scotland) Act 2009 (Scottish Carbon Budgets) Amendment Regulations 2025 saw the introduction of these carbon budgets, which are detailed in Table 1 below. Scotland’s carbon budgets have been set in line with the levels proposed by the CCC. They provide a pathway towards achieving net zero by 2045 by setting limits on the amount of greenhouse gas emitted over each period, relevant to a 1990 baseline of emissions. Table 1 – Scotland’s five-yearly carbon budgets Carbon budget period Average level of emissions for Scotland Carbon budget MtCO2e 2026 to 2030 57% lower than 1990 175 2031 to 2035 69% lower than 1990 126 2036 to 2040 80% lower than 1990 81 2041 to 2045 94% lower than 1990 24 2.3 The draft Climate Change Plan (CCP) 2026-2040 sets out the policies and proposals the Scottish Government aim to take forward to enable the carbon budgets to be met between 2026-2040. A consultation period has been launched to review the draft CCP, with responses due for submission by 29th January 2026. 2.4 The draft CCP focuses on a just transition to net zero, one which takes advantage of the opportunities of the transition, whilst reducing negative impacts to a minimum, wherever possible. There is also a desire to improve resilience to the impacts of climate change through adaptation, and to protect and enhance our biodiversity. 2.5 There are some key ambitions and milestones highlighted in the supplementary sectoral annexes, which may have an impact on the Council. Some of these include: • Decarbonising heating systems in buildings by 2045 – a Heat in Buildings Strategy and Delivery Plan will be published by the end of 2026 by Scottish Government to detail how this will be achieved. • Establishing minimum energy efficiency standards for owner occupiers, private rented sector and non-domestic buildings. • Phasing out new petrol/diesel cars by 2030 • Developing place-based plans to reduce car use by 2027 • Doubling renewable electricity capacity to 34–39 GW by 2030 • Planting 18,000 hectares of trees annually by 2029/30, reaching 21% woodland cover by 2032 • Continuing reductions in industrial and waste emissions through circular economy measures. 338
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2.6 Consideration within the draft CCP is given to nine sectors and the impacts the draft CCP will have on each. The nine sectors considered are: 2.7 With Climate Change being one of the Council’s key strategic priorities, the Council is well placed to respond to this consultation. The proposed response is included as Appendix 1 to this report. 2.8 In summary, the Council welcomes the draft CPP, and the call to progress with decarbonisation of buildings. 2.9 Whist supportive of the plan, the proposed response does highlight where greater support, including financial support, would be required. Successful delivery of the Climate Change Plan will require appropriate funding to be provided. 2.10 There is a request to continue the financial support provided by Scottish Government for LHEES in order to support action in the next iteration of the scheme, due to be published in 2028. Evidenced within the draft response is also the Council’s early participation in these requests for future action across the appropriate sectors. 3. Proposals 3.1 It is proposed that Cabinet notes the prepared response and approves submission to the Scottish Government prior to their 29th January 2026 deadline. The response will be submitted in draft, subject to confirmation of Cabinet approval following the expiry of the call-in period. 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. Successful delivery of the Climate Change Plan will depend on appropriate funding being provided by Scottish Government. Human Resources 4.2 Action on climate change is undertaken using existing resource. Legal 4.3 The Climate Change (Scotland) Act 2009 requires Scottish Government to produce a Climate Change Plan every five years, outlining the policies and proposals for achieving emissions reduction targets. Our response supports the most recent draft plan. • Buildings • Transport • Waste • Energy supply • Agriculture • Business & industrial process • Nature & biodiversity • Marine • Land use, land use change & forestry 339
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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 more affordable to heat and reducing their emissions. Climate Change and Carbon 4.5 The draft response provides evidence of the Council’s net zero ambition and aspiration to tackle the issue of decarbonisation in domestic and non-domestic buildings. Key Priorities 4.6 The works undertaken are in keeping with the aim ‘To achieve net-zero by 2030’ within the Council Plan 2023-28. Community Wealth Building 4.7 The draft Climate Change Plan highlights Community Wealth Building as an interconnected policy approach linked to climate action and a just transition to net zero. Islands Communities Impact Assessment (ICIA) 4.8 The response considers climate action for the Isle of Arran and Great Cumbrae. United Nations Rights of the Child (UNCRC) 4.9 None Consumer Duty 4.10 None 5. Consultation 5.1 Input has been provided from Waste Services and Property Management and Investment 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 0 340
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Climate Change Plan - Response Question 1: What are your views on our approach to delivering a just transition for people and communities? North Ayrshire Council support the Climate Change Plan’s commitment to a just transition and its inclusion of statutory just transition principles. These are required by the Climate Change (Scotland) Act 2009. The focus on fairness and “no one left behind” is essential. However, to strengthen this approach, we seek further clarity on aligning funding streams with just transition goals. Currently, many climate action funds are grouped by theme (energy, transport, etc), which can hinder holistic projects. Multi-year, place-based funding models, enabling local authorities to integrate transport, adaptation, and regeneration projects, would allow communities to see multiple co-benefits and successful delivery of outcomes. A just transition means our communities could gain new skills for green jobs. The draft CCP could highlight the importance of investing in colleges and skills programmes to build capacity and benefit from new job opportunities. Overall, the approach seems reasonable, with clear ambition to be fair and inclusive. By improving funding mechanisms and linking policies to community wealth building and wellbeing, the CCP can better guarantee that the transition to net zero is genuinely just for all. Question 2: We recognise that workers face particular impacts from the Plan and we have outlined our approach to supporting the transition of the workforce, including skills for jobs. What skills, training and qualification provisions will be most important in a net zero future, and what more could be done to support them? Key skill areas include green construction and retrofit, clean energy engineering, grid and battery technology, nature-based solutions, and data collection and monitoring expertise. An expansion in qualified tradespeople is required to retrofit homes and install low- carbon heating (heat pumps, heat network systems). This includes plumbers, electricians and HVAC engineers trained in heat pump installation, insulation and energy efficiency upgrades. We also need to expand courses and apprenticeships for traditional gas and heating engineers to requalify in heat pump and heat network technologies. As more renewable energy is generated, skills in wind and solar farm development, grid management and energy storage is needed. In addition, electric vehicle maintenance training will be necessary to support the decarbonisation of the Council’s fleet. To deliver nature-based solutions, we will require more ecologists, ecological planners, land managers and forestry workers with up-to-date skills. Many of these 341
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jobs will be in rural areas, so ensuring training provision is accessible across the country is important. Increased skills in carbon accounting and data analysis will be required as the draft CCP includes new indicators and datasets for emissions and climate risks. Consideration given to supporting local net zero skills hubs would be welcomed. The Council has developed two solar PV farms on former landfill sites which could be used as case studies for further education, and the partnerships with local industry would see North Ayrshire as being well placed to host a training centre. Scottish Government support towards apprenticeships and professional qualifications in green skills would be most welcome. Similarly, local authorities need to train staff in procurement for low-carbon projects, climate adaptation planning, and community engagement on climate issues. National support to develop training modules for public sector employees would help all public bodies lead by example. Question 3: The Plan will bring opportunities and challenges for businesses and employers. How can we best support employers across the private, public and third sectors to make the changes needed and seize the benefits of net zero? The draft CCP could include long-term clarity on regulations and targets so that businesses can plan investments confidently. Expanding and simplifying grant and loan programmes is essential to support ease of access to funding for SME’s. In order to help local businesses and third-sector, the CCP could support collaboration and knowledge sharing. North Ayrshire Council’s Net Zero Accelerator programme is a good example of how local authorities can support local businesses on their journey towards net zero. In summary, supporting employers requires strong signals and mandatory standards to drive action, combined with financial and practical help to make action feasible. Successful delivery of the Climate Change Plan will require appropriate funding to be provided. By creating a stable policy landscape, easing the cost burden, and fostering collaboration, we will enable businesses, public bodies, and third sector organisations to comply with net zero requirements and realise new opportunities. Question 4: Our approach recognises that some of the Plan’s impacts will have greater implications for particular regions of Scotland. What are your views on our approach to supporting places where the transition presents particular regional impacts? The Council agrees that a place-based approach is vital, since the net zero transition will not affect all regions equally. The CCP acknowledges rural and island communities face distinct challenges. We support the suggestion of developing regional just transition action plans (perhaps building on mechanisms like Regional 342
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Economic Partnerships). Local authorities and regional agencies should be supported by the Scottish Government to co-create plans that identify what infrastructure is needed, and which communities are most vulnerable. The Council welcomes how some of the CCP’s sectoral annexes take into consideration rural and island circumstances. To deliver fairness, policies must account for issues such as limited public transport, higher fuel costs, and fewer local installers or suppliers in rural or island areas. The approach of tailoring some funds is good. We would like to see commitment to continuing programmes such as the Islands Centre for Net Zero and specific island-proofing of policies. Successful delivery of this element of the Plan will require funding that aligns with the regional requirements. Overall, the Plan’s differentiated regional approach is a positive step. Our view is that it should be as inclusive as possible, addressing not only headline regions like the Northeast, but also ensuring that low-income communities, rural and island areas all receive adequate support. Question 5: How can we decarbonise homes and buildings in a way that is fair and leaves no one behind? A fair buildings transition means reducing emissions from homes and workplaces without exacerbating fuel poverty or placing undue burdens on those least able to pay. The draft CCP notes the imbalance in energy pricing – electricity used for heat pumps is much more expensive per unit than gas, largely due to how network charges and levies are applied. Working with the UK Government to rebalance electricity and gas pricing is critical. We would welcome further action and communication to progress this area with UK Government. Decarbonising homes, whilst heavily reliant on funding being made available is also reliant on consistent information and trust. None the less, targeted funding will be required to enable the decarbonisation of our homes and buildings. Many households, including vulnerable ones, find the process of making home improvements complex and daunting. We therefore support the expansion of ‘one- stop-shop’ models for retrofit advice. Every household should have access to clear, tailored advice on what improvements their home needs, what it will cost, and what help is available. This needs to be offered through accessible channels, local workshops, home visits for those who need them, and use multilingual materials so that everyone can participate. The introduction of new building standards, such as requiring zero-emission heating by 2045, should be done with fairness in mind. That means setting out clear long- term deadlines but also providing flexibility or exemptions where necessary. If a 343
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household is required to replace a fossil fuel boiler by 2030, they should know now what their options are and what support they’ll receive to manage it. Question 6: How can clean heating systems (such as heat pumps) be made more affordable for everyone? If electricity becomes noticeably cheaper through regulatory change, the lifetime cost of owning a heat pump will improve dramatically for consumers. Lower running costs increase affordability for everyone, especially those on lower incomes. We urge prioritising discussions with the UK Government and Ofgem on this rebalancing, aiming for a scenario where running a heat pump is actually the cost- saving option. Cost is a major barrier and therefore direct funding would be welcomed to allow schemes to progress. The Council would recommend the continuation and expansion of grant programmes that offset the high upfront cost of heat pumps and other clean heating installations. The current Home Energy Scotland grants are a good start but need to be scaled up in value or reach for lower and middle-income households. Coupling grants with 0% or low-interest loans for remaining costs can help those who can repay over time, but the threshold for ‘able to pay’ should be considered cautiously. Whilst heat pumps are the main clean heat solution, continuing to innovate will increase affordable options. For some homes, other technologies such as modern biomass, solar thermal, or zero-emission boilers could be more cost effective. Supporting innovation and demonstration in these areas will ensure that consumers have a range of affordable clean heating choices depending on their home type. Question 7: Which of the following would be most effective in enabling you to transition your vehicle(s) to zero emissions alternatives? (Options include: reducing cost of new or used EVs, reliable charging infrastructure, cheaper running costs, convenient charging access, funding support/finance, more trained mechanics, “all of the above”, or other.) Please rank your choices from highest to lowest priority. All of the factors listed are important, and a successful transition will likely require progress on each. The successful decarbonisation of the public fleet is likely to depend on either funding or significant cost reductions in EV vehicles. While the capital cost of EVs remains higher than ICE vehicles, funding for decarbonised replacements would be welcomed. Similarly, funding for EV infrastructure is also key. In terms of the operational management of our fleet, and considering the wider public, we would prioritise having a robust EV charging network (to reduce down time of service vehicles). The EVIF project in partnership with East and South Ayrshire Council is a good example of leveraging in private sector finance, with the support of Transport Scotland funding and SFT expertise. 344
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This aims to see the installation of an additional 307 EV charge points across Ayrshire and will also support installation of new workplace charge points. The availability and additional cost of suitable EV alternatives is currently a significant barrier to fleet decarbonisation, however as we electrify our fleet having enough skilled mechanics to service and repair them is essential for affordability and convenience. If maintenance is a bottleneck, or if specialised EV servicing is too expensive, that becomes a disincentive to ownership. Question 8: How can the Scottish Government support communities to participate in planning of local sustainable infrastructure (such as walking, wheeling and cycling routes)? To enable meaningful community participation in planning local active travel and sustainable transport infrastructure, the Scottish Government could focus on resourcing engagement, building local capacity, and making consultation processes more accessible. Local authorities are often responsible for engaging communities in infrastructure planning, but dedicated funding for robust engagement is limited. The Scottish Government could establish a ring-fenced fund to support community engagement activities around sustainable infrastructure projects. By ensuring multi-year commitments to active travel budgets (as the CCP suggests for transport capital funding), Scottish Government could create a stable pipeline of projects. This way, when a community is involved in planning a route, they know it is likely to be delivered, strengthening their incentive to contribute. One often-heard frustration is “consultation fatigue,” where communities give input but aren’t sure how it’s used. North Ayrshire Council encourages the practice of “You Said, We Did” reporting after consultations, which the CCP could use or encourage for funded projects. If people see clearly which suggestions were adopted (or if not, why not), they’ll be more likely to engage next time. The CCP could mention expectations for consultation feedback and accountability, ensuring communities feel their participation has impact. Question 9: What action by the Scottish Government would be most helpful in supporting you to live a more climate-friendly lifestyle? Cost barriers can be a challenge to the adoption of more climate-friendly lifestyles. From a local authority viewpoint, the most helpful actions the Scottish Government can take to enable climate-friendly lifestyles are simplifying access to home energy improvements, improving affordable sustainable travel options, and mounting an engaging public information campaign. The Scottish Government can best help individuals live climate-friendly lives by removing barriers and adding positives. We need to remove the hassle, confusion, and extra cost associated with greener choices, and add convenience, incentives, 345
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and inspiration. This twin approach of making sustainable options convenient and affordable, and encouraging a cultural shift through education and community empowerment, may support people across Scotland to change habits and routines in line with climate goals. Question 10: Are there any additional proposals to support waste sector emission reduction that should be considered across the following five areas: (a) Strengthen the circular economy, (b) Reduce and reuse, (c) Modernise recycling, (d) Decarbonise disposal, (e) Other emission sources (including waste water and anaerobic digestion)? The Council broadly supports the proposals in the waste section of the CCP. By addressing product design, consumer behaviour, and disposal technology together, we could reduce waste sector emissions while also creating economic opportunities in the circular economy. A major cultural and economic shift is needed to move from a throwaway society to a reuse mindset. Scottish Government could launch a high-profile “Reduce and Reuse” public campaign to raise awareness of issues like fast fashion, single-use items, and food waste. Incentives could be considered for businesses or community centres that offer reuse systems. We would welcome the implementation of new Extended Producer Responsibility (EPR) schemes which help make producers financially and physically responsible for the end-of-life recycling and disposal of their products, such as mattresses and textiles. This will also incentivise product design to support durability, reuse, and recycling of the products producers place on the marketplace. In addition, the Council welcomes the ability for Scottish Government to explore and research other less carbon intensive and innovative waste treatment technologies, including facilitating carbon capture technology within existing waste treatment facilities. Scottish Government could support the establishment of plastic film and flexible packaging recycling facilities in Scotland. These materials are to be collected for recycling from both households and businesses across the UK by 31 March 2027, however there is insufficient provision of facilities to support the closed-loop recycling of these materials in Scotland. As with all current and new demands on local authority waste services, appropriate levels of funding (capital and revenue) will be required to support the successful implementation and ongoing delivery of these services across Scotland. Question 11: What are your views on Scotland generating more electricity from renewable sources? Increasing renewable electricity generation is a cornerstone of the CCP that we wholly endorse. It aligns with our own local ambitions. With the right investments in grid infrastructure and a focus on community inclusion, Scotland’s renewable 346
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expansion can deliver a triple win: decarbonising our power supply, generating economic development, and providing affordable, secure energy for the future. Reaching net zero by 2045 will require virtually all of our electricity to come from zero-carbon sources well before then. As we electrify cars and heating, demand for electricity will rise, so increasing domestic renewable generation is crucial for energy security and to avoid importing power. North Ayrshire Council are the first local authority in Scotland to develop two Solar PV Farms on former landfill sites. Undertaking this process have given us insight to the issues with capacity on the electricity grid. More renewable generation must be paired with improvements in the electricity grid and energy storage. Wind and solar are variable; to use them effectively we need grid enhancements, such as new transmission lines and smart grid technology. The Scottish Government needs to work closely with Distribution Network Operators, National Grid and Ofgem to ensure grid investments are made on time, and not only in cities. We have encountered challenges in relation to grid infrastructure and we are aware of community groups facing similar barriers. Investment in the infrastructure to enable the generation of renewable energy should be a priority. It is also important that communities see benefits from nearby renewable developments and have opportunities to own their own systems. We support more electricity from renewables not just at the large utility-scale, but also at community and local scale. The Council is successfully supporting a range of grass roots community groups to undertake renewable energy projects, where the CARES scheme seems too complex to approach. Question 12: What support do industries need to reduce their carbon emissions while remaining competitive? Industry requires financial assistance for low-carbon upgrades, skills and innovation support, and clear policy guidance. Many industrial decarbonisation measures require large capital expenditure. Government support is essential to de-risk these investments. Industry needs certainty about the direction of travel. Clear long-term policies allow companies to plan and justify investments to their boards. In addition, decarbonising industry often means new equipment and processes, which current staff must be trained to use and maintain. Providing support for workforce retraining ensures that these changes don’t reduce productivity. Moreover, developing local supply chains for new low-carbon technologies can keep costs down and create economic opportunities. Question 13: How can the Scottish Government encourage sustainable land use that is also productive for local communities? 347
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Encouraging sustainable land use which balances environmental benefits with local community productivity will involve integrating agricultural policy, community empowerment, and economic incentives. Therefore, we support the establishment of Regional Land Use Partnerships (RLUPs) to facilitate holistic decisions about land. These partnerships, involving local authorities, landowners, communities, and other stakeholders, can identify where land can deliver multiple benefits and mediate between competing uses. By developing regional Land Use Frameworks that align with national climate and nature targets, RLUPs can highlight opportunities for community-benefiting projects – such as community forestry, peatland restoration that also offers tourism or education spin-offs, or renewable energy installations with local ownership. The Government should continue to fund and roll out RLUPs, ensuring they have real influence over how funding (like Nature Restoration Fund or Just Transition funding) is allocated in their area. Question 14: What do you think about our proposals for planting trees and restoring natural habitats like peatlands? The Council is very supportive of expanding tree planting and restoring peatlands as these are critical nature-based solutions for climate change and biodiversity. We support the CCP’s ambitious targets for woodland creation and peatland restoration. Increasing tree cover and fixing degraded peatlands will sequester carbon, help with flood management, and boost wildlife. However, clarity is needed on the type and quality of these habitats. Not all tree planting is equal in its benefits, and similarly peatland restoration can vary in effectiveness. The CCP should specify the desired balance between native woodlands versus commercial forestry plantations. In addition, tree planting at scale may increase the population of deer, and deer management plans would be required for each local authority. We would also note the value of tree planting in and around towns. The CCP’s tree proposals seem largely rural-focused, however urban tree planting provides multiple benefits such as shading and cooling in heatwaves, absorbing rainfall, improving air quality, and increasing wellbeing for residents. Question 15: How can the Scottish Government support farming to become more climate-friendly while continuing to support food production and improve biodiversity? The Scottish Government can support climate friendly farming by redirecting subsidies, fostering innovation and knowledge, and linking environmental performance to market benefits. By doing so farmers will be partners in climate action by reducing emissions, storing carbon in soils and trees, and creating space for nature, all while continuing their essential role of producing food for society. Question 16: Which groups or communities do you think will be most affected by the transition to net zero, and in what ways? 348
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There are several groups and communities which are likely to be significantly affected by the net zero transition, each in different ways. The transition to net zero, while beneficial in aggregate, will have unequal impacts. Low-income and vulnerable groups risk bearing disproportionate hardships and workers and communities tied to carbon-intensive sectors face uncertainty. A particular focus in North Ayrshire would be targeting areas of multiple deprivation, as identified though SIMD data zones. At present we currently prioritise projects (i.e. Area Based Schemes) using this information, addressing issues such as child poverty and fuel poverty. The success of the CCP hinges on whether it can support these groups, and bring them on the net zero journey, ensuring the transition is fair. Question 17: How do you think the Climate Change Plan aligns with existing local, regional, or national priorities that you are aware of or involved in? From a local authority perspective, the draft CCP aligns well with many of our own priorities, but there are areas where better coordination or clarity is needed: North Ayrshire Council declared a climate emergency in 2019 and set a target to reach net zero by 2030, which is even earlier than Scotland’s national target. The themes in the CCP i.e., decarbonising buildings, promoting active travel, boosting renewables, etc, closely mirror the themes of our Sustainable North Ayrshire Strategy. For example, we have programmes for retrofitting council housing, decarbonising our fleet, developing large scale renewable energy projects, establishing a North Ayrshire Nature Network Strategy and implementing a Tree Planting Strategy for sequestration. The emphasis on a just transition also resonates with our local priority to ensure climate action creates green jobs and does not hurt the vulnerable. Overall, our sense is that the CCP is broadly aligned with the Council’s strategic objectives (as set in our Council Plan where Climate Change is identified as one of four strategic priorities). It provides a helpful national mandate that underscores what we’re trying to do locally. The key will be in execution, ensuring that national initiatives, regulations, and funding streams are coordinated with local authorities, community efforts, and other national strategies. Question 18: If you identified there could be negative impacts of the Climate Change Plan, are there any ways you think we could reduce that negative impact and if so, what would you recommend? Capacity and financial uncertainty are the main negative impacts of the CCP. Further guidance on how the suggestions in the CCP can be implemented (including phasing and engagement) would be welcomed, together with further clarity on funding opportunities, not only for local authorities, but for local businesses, households and communities. 349
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Question 19: Please share any other quantitative data, or sources of this, to assist in developing the impact assessments: Local Authority Data on Buildings and Transport: Councils hold data on housing stock conditions, energy efficiency (from EPCs), and social housing needs. Aggregating this can help refine estimates of cost and uptake for heat and insulation measures by area and tenure. If not already used, data from the Scottish House Condition Survey could be used to see who has loft insulation, who uses what mode of travel, etc. and thus identify sensitive groups. The Scottish Index of Multiple Deprivation (SIMD) could be used to overlay climate policy scenarios. North Ayrshire Council uses this data when considering Area Based Scheme and EV charge point programmes. Question 20: Are there any previous examples or case studies we should consider when assessing potential impacts? In North Ayrshire, we have initiated Community Climate Action Plans. In one of our localities, community members came together to create a plan addressing local transport, energy, and resilience. Early results show enthusiastic participation and also highlight certain concerns, such as fear of higher costs or changes to local character. Including such a grassroots case in impact considerations can ensure the CCP’s implementation is responsive to community level perspectives. It demonstrates the value of engagement, where people shape their own solutions, buy-in is higher and potential negative impacts are reduced. Question 21: Can you think of any further positive or negative impacts, not covered in the impact assessments, that may result from the Climate Change Plan? N/A Question 22: What are your views on the accuracy and scope of the environmental baseline set out in the environmental report? Are you aware of further information that could be used to inform the assessment findings? The environmental baseline in the Strategic Environmental Assessment (SEA) report appears comprehensive at a high level, covering climate data, emissions sources, biodiversity status, air and water quality across Scotland. Question 23: What in your view are the most significant environmental effects which should be taken into account as the Draft Climate Change Plan is finalised? The primary intended effect is large reductions in emissions. The SEA should ensure that the scale of emissions cuts, especially carbon dioxide, methane (from agriculture and waste), and nitrous oxide (from agriculture), are realistically achievable and enough to meet carbon budgets. 350
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The CCP’s proposed actions on forestry, peatland and renewable energy will alter land use. The most significant effects on biodiversity could come from both positive actions, (such as habitat restoration, afforestation with native species) and any potential negative ones (such as land-use intensification in some areas, or poorly sited renewables). The SEA should particularly focus on ensuring that the positive environmental effects (emission cuts, cleaner air, restored ecosystems, better water quality) are maximized, and that any potential negative effects (on biodiversity from infrastructure, on landscapes, or shifting of impacts elsewhere) are minimized through careful policy design. Question 24: What are your views on the predicted environmental effects as set out in the environmental report (SEA)? Please share any other useful sources. The SEA’s predicted environmental effects of the CCP seem to be largely positive or neutral in most categories, which is expected given the nature of a climate action plan. The predicted effects on biodiversity are mixed in the SEA (some positive from new woodlands and peatlands, some potentially negative from e.g. infrastructure expansion). We agree with the SEA that overall, with proper safeguards, the CCP can deliver net gains for biodiversity through more native woodlands, healthier peat bogs etc. Question 25: What are your views on the proposals for mitigation, enhancement and monitoring of the environmental effects set out in the environmental report? The SEA report outlines measures to mitigate negative environmental effects, enhance positives, and monitor outcomes. The Council generally supports the proposed mitigation and enhancement measures and stress the importance of rigorous monitoring Question 26: What are your views on the proposed approach to reporting annual emissions output and how this could support public understanding of Scotland’s progress towards achieving our Carbon Budgets? The Council notes that the CCP proposes to continue the annual emissions reporting under the Climate Change Act, likely including an Annual Target report with official greenhouse gas inventory data, and possibly to enhance it with more user-friendly communication. One challenge noted is the time lag in emissions data, as inventory data comes roughly 2 years in arrears. The proposed approach acknowledges this by suggesting use of proxy indicators or preliminary data to give more up-to-date signals. We think 351
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this is wise because a 2+ year lag makes it hard to gauge if recent measures are working. In order to support public understanding, the reporting needs to be clear and accessible. We support proposals for an easy-to-read annual climate scoreboard or dashboard and recommend the integration with Sustainable Scotland Network to align with reporting duties. Question 27: How useful do you think reporting emissions statistics at a more detailed level (including at the sub-sectoral level) would be in helping people understand key sources of emissions, and our progress in reducing them? More detailed levels of reporting would be valuable for local authorities and useful to support programmes such as Scotland’s Climate Intelligence Service’s Climate View Platform. However, there is a capacity issue for the public sector and access to greater detail can be limited. In some cases, financial resource would be required to facilitate the collection of data, putting further financial burden on the local authority. In addition, too much detail can confuse or overwhelm a general audience. If presented without context, sub-sector data might not be meaningful or interpreted correctly. Question 28: How might the use of timely indicators, as proposed, help people to understand what needs to be delivered to achieve our Carbon Budgets, and to understand whether progress is on track? The CCP proposes supplementing emissions data with timely, trackable indicators (called leading indicators or output indicators). We welcome this proposal as it may help to break down the large task of achieving carbon budgets into trackable components, making it clear what must happen and whether it is happening. Question 29: Please detail any specific changes that would improve any of the 14 proposed indicators, including any data sources not currently included within this framework that could provide a useful indicator of progress towards a just transition in Scotland on an annual basis. We would suggest that each of the 14 indicators should have a clear definition and ideally a baseline and target or trajectory. Question 30: What are the most appropriate indicators for judging whether we are achieving meaningful public participation in decisions related to the climate? This includes both the quality of the participatory process itself, and the impact of that participation on the decision-making process. Meaningful public participation is qualitative, but we can still establish indicators. Appropriate indicators should cover breadth of engagement, depth and quality of engagement, and evidence of influence. 352
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An indicator could be the number of people engaged in climate related events per year or per project. In addition, participants could be surveyed on the quality of the process i.e., did they feel heard, was the process fair and accessible, what did they learn? However, gathering performance data can be costly and time consuming, it is therefore important that there are tangible outcomes arising from any indicators selected. 353
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