Agenda Document Pack - Cabinet - 17/02/2026
North Ayrshire Council · 17 February 2026
Back to Cabinet — 17 February 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, 17 February 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 27 January 2026 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). Report by the Director (Health and Social Care Partnership) 3 Alcohol and Drug Partnership Strategy 2025-28 Submit a report by the Director (HSCP) requesting endorsement of the North Ayrshire Alcohol and Drug Partnership Plan 2025-2028 (copy enclosed). Joint Report by the Executive Director (Education) and the Executive Director (Communities and Housing) 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 Child Poverty & Early Intervention Fund Submit a joint report by the Executive Director (Education) and the Executive Director (Communities and Housing) providing an update on the impact delivered through the Child Poverty & Early Intervention Fund (copy enclosed). Report by the Executive Director (Place) 5 Clyde Valley Waste Partnership Inter-Authority Agreement Update Submit a report by the Executive Director (Place) providing an update in relation to the Clyde Valley Residual Waste Contract and seeking Cabinet approval for proposed amendments to the Inter-Authority Agreement (IAA) between the Partner Councils (copy enclosed). 6 Urgent Items Any other items which the Chair considers to be urgent. 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 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Tony Gurney (Chair) Christina Larsen (Vice-Chair) Eleanor Collier Alan Hill Margaret Johnson Chloe Robertson Chair: Apologies: Attending: 3
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Cabinet 27 January 2026 At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. involving a combination of participation by remote electronic means and physical attendance within the Council Chambers, Irvine Present (Physical Participation) Marie Burns, Tony Gurney, Alan Hill, Christina Larsen, Shaun Macaulay and Chloe Robertson, and for consideration of Education Authority Business Jacqui MacKenzie. In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director, A. McClelland, Head of Service, K. McCormick, Executive Manager and L. Morris, Executive Manager (Education); D. Hammond, Executive Director, Y. Baulk, Head of Service (Housing & Public Protection) and R. Leith, Head of Service (Connected Communities) (Communities and Housing); R. McCutcheon, Executive Director, L. Cree, Head of Service (Sustainability, Transport and Corporate Property), L. Kirk, Head of Service (Economic Development, Growth and Regeneration) and C. Fitzsimmons, Senior Manager (Regeneration) (Place); M. Boyd, Head of Service (Finance); F. Walker, Head of Service (People Services) (People & ICT); A. Craig, Head of Democratic Services, I. Cruickshanks, Senior Manager (Policy, Performance & Democracy), J. Hutcheson, Senior Communications Officer (Media and Internal Communications) and C. Stewart, Committee Services Officer (Democratic Services) (Corporate Services). In Attendance (Remote Participation) C. Cameron, Director (Health and Social Care Partnership). Also Present Eleanor Collier. Chair Marie Burns in the Chair. Apologies Elizabeth Turbet, Lay Member. 1. Declarations of Interest There were no declarations of interest by Members in terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors. 2. Minutes The Minutes of the Meeting of the Cabinet held on 2 December were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. Agenda Item 2 5
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3. Early Years Capacity Review Submitted a report by the Executive Director (Education) providing a summary of the Early Years Capacity (ELC) Review and outlining actions to ensure that North Ayrshire’s Early Years service provision remains aligned to local needs. The ELC Delivery Models and capacity versus demand in NAC schools and ELC settings 2024-25 and 2025-26 was attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) approve the proposal to change Elderbank Early Years from a model 3 to model 2 provision from August 2026; and (b) 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. 4. Achievement of Curriculum for Excellence Levels 2024-25 Submitted 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. Officers responded to Members’ questions and the Cabinet agreed to note (i) the content of the report, including the progress being made by learners in literacy and numeracy, and (ii) the measures being undertaken to make further improvements to attainment and achievement levels across the Broad General Education phase in North Ayrshire. 5. School Attendance Analysis Report 2024-25 Submitted 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. Universal supports for this school session included the launch of a local poster campaign to promote positive attendance, examples of which are attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) receive further updates, for example through the Standards and Quality Report and through a subsequent separate annual attendance report, as necessary; and (b) otherwise note the contents of the report. 6. Joint Planning Approach for Children and Families Submitted a report by the Executive Director (Education) providing an update on progress in developing a joint plan for children and families from 2026. Officers responded to Members’ questions and the Cabinet agreed to (a) note (i) the progress made to date in developing a joint plan and (ii) the proposed governance arrangements for the plan; and (b) support the continued development work in relation to the joint plan. 6
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7. Our Council Plan Progress Report – Mid Year 2025 to 2026 and LGBF Analysis Submitted 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, attached at Appendix 1 to the report. The Cabinet agreed to (a) approve the Mid-Year Report and note it would be considered by the Audit and Scrutiny Committee; and (b) otherwise note the status of the Council’s performance indicators within the LGBF Analysis of the October 2025 Data Release. 8. Revenue Budget 2025/26: Financial Performance to 30 November 2025 Submitted a report by the Head of Finance on the financial performance for the Council at 30 November 2025. Officers responded to Members’ questions and the Cabinet agreed to (a) note (i) the information and financial projections outlined in the report and (ii) the latest financial projection for the Health and Social Care Partnership highlighted at section 2.6 of the report. 9. Capital Programme Performance to 30 November 2025 Submitted a report by the Head of Finance on the progress in delivering the Capital Investment Programme 2025/26 performance to 30 November 2025. Officers responded to Members’ questions and the Cabinet agreed (a) to approve the virement proposal noted within the HRA programme detailed in Appendix 2 to the report; (b) note (i) the revisions to budgets outlined in the report; (ii) the General Services and HRA revised budgets at 30 November 2025 and the forecast expenditure to 31 March 2026; and (iii) the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 10. The Future of Council Tax in Scotland – Consultation Response Submitted 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, attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) note the proposed consultation response contained in appendix 1 of the report; and (b) authorise officers to submit the consultation response to the Scottish Government by the 30 January 2026 deadline. The response would be submitted in draft, subject to confirmation of Cabinet approval following the expiry of the call-in period. 11. Community Asset Transfer – Arran Youth Foundation Submitted a report by the Executive Director (Communities and Housing) requesting amendment of the previously agreed Community Asset Transfer (CAT) to Arran Youth Foundation (AYF) in relation to Arran Youth Hut, Arlington, Arran to a 25-Year Lease. 7
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The Cabinet agreed to (a) 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; (b) authorise relevant Council officers to engage with Arran Youth Foundation and their legal representatives to agree suitable lease terms; and (c) approve the rental level being discounted to represent the 95% reduction previously agreed at Cabinet in 2020. 12. 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 Community Roots, Craufurd Simson Park, West Kilbride Community Sports Club, Friends of Kirktonhall Glen and Saltcoats Victoria Football Club were attached at Appendices 1 to 5, respectively, to the report. The Cabinet (a) reviewed the applications from the North Coast and Cumbrae and Three Towns Locality Partnerships in line with CIF criteria; and (b) agreed to approve (i) the CIF application in relation to Community Roots (Appendix 1 to the report), (ii) the CIF application in relation to Craufurd Simson Park (Appendix 2 to the report), (iii) the CIF application in relation to West Kilbride Community Sports Club (Appendix 3 to the report), (iv) the change of use of funding previously awarded to the Friends of Kirktonhall Glen (Appendix 4 to the report) and (v) the CIF application in relation to Saltcoats Victoria Football Club (Appendix 5 to the report). 13. Pride in Place Impact Fund Submitted 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. Officers responded to Members’ questions and the Cabinet agreed to (a) approve the proposed delivery methodology and approach to the allocation of the PiPIF; and (b) receive a further report updating on the progress of the PiPIF allocation. 14. Local Growth Fund Submitted a report by the Executive Director (Place) on the recently announced Local Growth Fund. Officers responded to Members’ questions and the Cabinet agreed to (a) note the update on the Local Growth Fund; and (b) receive further updates following engagement with the UK Government. 15. Climate Change Consultation Submitted a report by the Executive Director (Place) seeking approval of the proposed response to the Scottish Government on the Draft Climate Change Plan, attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to note the draft response and approve its submission to the Scottish Government. 8
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16. Urgent Items There were no urgent items. 17. Exclusion of the Press and the Public Cabinet resolved in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following items of business on the grounds indicated in terms of Paragraph 9 of Part 1 of Schedule 7A of the Act. Note: Councillor Gurney left the meeting at this point. 18. Exempt Report: Trust Housing Association - Affordable Housing Account Funding Request Submitted a report by the Executive Director (Communities and Housing) on the above. The Cabinet agreed to approve the recommendation as detailed in the report. 19. Exempt Report: Lease to a Nominated Party: The Circuit, Quarry Road, Irvine Submitted a report by the Executive Director (Place) on the above. Officers responded to Members’ questions and Cabinet agreed to approve the recommendation as detailed in the report The meeting ended at 4.50 p.m. The full meeting proceedings can be viewed at https://north-ayrshire.public-i.tv/core/portal/home 9
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NORTH AYRSHIRE COUNCIL 17 February 2026 Cabinet Title: Alcohol and Drug Partnership Strategy 2025-28 Purpose: This report is for awareness and endorsement. Recommendation: Cabinet to endorse the content of the North Ayrshire Alcohol and Drug Partnership Strategy. 1. Executive Summary 1.1 This paper outlines the core strategic priorities for the North Ayrshire Alcohol and Drug Partnership (ADP) over the coming years. The strategy will help inform decision making and the distribution of ADP resources in line with national policy expectations and Public Heath Scotland priorities underpinned by a human rights and trauma-informed approach. 2. Background 2.1 Developing our strategy This strategy has been developed following a review of existing plans and learning, engagement with people working in statutory and third organisations across North Ayrshire and with people with lived experience of alcohol and drug issues. The priorities and areas for action set out in this strategy will be progressed in partnership during the period of 2025 to 2028. Our work is focused on driving progress towards the following vision: People in North Ayrshire enjoy healthy lives, free from the harms of alcohol and drugs. Prevention is prioritised by building on our strengths and supporting our children, young people, and families. People experiencing alcohol and drug problems are supported with their own type of recovery within our communities. Everyone is treated with dignity and respect.” 2.2 Key Priorities and Cross Cutting Principles The strategy has been developed to focus on 6 key priority areas: 1. Families, Infants, Children and Young People 2. Reduce Risk and Facilitate Access to Treatment and Recovery 3. Workforce Support Agenda Item 3 11
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4. Community Development and Support 5. Housing 6. Justice 2.3 The strategy outlines 6 cross-cutting principles that should underpin our overall approach to addressing the key priority areas: • Equalities and Rights • Evidence Informed • Lived Experience • Partnership Working and a Public Health Approach • Prevention • Relationship-based and Trauma-informed 3. Proposals 3.1 The North Ayrshire Alcohol and Drug Partnership Plan 2025-2028 is attached as Appendix 1. It is proposed that the Cabinet endorse this document for continued implementation. The North Ayrshire Integration Joint Board endorsed the Strategy on 12th February 2026. 3.2 Anticipated Outcomes These priorities and principles ensure that people in North Ayrshire have access to safe, timely, evidence-based interventions, where they are treated with dignity and respect. Our ambition is to help limit the impact of problematic alcohol and drug use on children, young people, and families who are supported by a trauma-informed, competent, and committed workforce. The strategy recognises the importance of developing opportunities in the community beyond statutory services to support people to sustain their recovery. The development of local, peer-led opportunities informed by people with lived and living experience is vital to support recovery within North Ayrshire. Working in collaboration is crucial to improving outcomes for people particularly in relation to housing. In the lifetime of the strategy, there is a commitment to supporting initiatives that create more sustainable housing options for people impacted by alcohol and drugs, particularly those involved with the justice system. 3.3 Measuring Impact North Ayrshire Alcohol and Drug Partnership has a robust performance, commissioning and financial management framework incorporating multiple levels of scrutiny. This includes: • Reporting to Scottish Government via the ADP Annual Reporting Survey • A detailed Performance Management Report for IJB • Reporting directly to the Scottish Government on the implementation of the Medication Assisted Treatment Standards (MAT) • Regular scrutiny at ADP SMT and ADP Finance and Quality Assurance Group 12
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4. Implications/Socio-economic Duty Financial 4.1 The ADP Strategy is developed on the basis that the ongoing commitment of funding from the Scottish Government to ADPs will continue. Human Resources 4.2 The plan outlines the value of the workforce across alcohol and drug services. Legal 4.3 Publishing the plan ensures the ADP are compliant with the expectations set out within the Partnership Delivery Framework. Equality/Socio-economic 4.4 No risks have been identified. Climate Change and Carbon 4.5 None. Key Priorities 4.6 The priorities outlined within this plan work towards limiting the impact of alcohol and drugs in our communities in North Ayrshire. Community Wealth Building 4.7 The ADP is committed to ensuring there are resources are available at a grassroot level ensuring recovery is visible within communities. Islands Communities Impact Assessment (ICIA) 4.8 None. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 13
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5. Consultation 5.1 The plan was developed after a period of consultation and engagement with key stakeholders across the alcohol and drug partnership Caroline Cameron Director For further information please contact Michael McLennan, ADP Lead Officer, on 0750099541. Background Papers 0 14
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PUBLIC INFORMATION North Ayrshire Alcohol and Drug Partnership Strategy 2025-2028 15
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PUBLIC INFORMATION Contents Foreword ................................................................................................................ 3 Introduction ............................................................................................................. 5 Our Vision ............................................................................................................... 7 Cross Cutting Principles ......................................................................................... 8 Equalities and Rights .......................................................................................... 8 Evidenced Informed .......................................................................................... 10 Lived Experience ............................................................................................... 10 Partnership Working & Public Health Approach ................................................ 10 Prevention ......................................................................................................... 11 Relationship-based and Trauma Informed ........................................................ 11 Families, Infants, Children & Young People ......................................................... 12 Empowering Children & Young People Through Education & Engagement ......... 13 Holistic, Early & Trauma-Informed Support for Families ....................................... 14 Safeguarding & Supporting Vulnerable Families, Infants & Children & Young People .................................................................................................................. 15 Reduce risk & facilitate access to treatment & recovery ....................................... 15 Delivering Safe, Accessible & Evidence-Based Treatment ................................... 16 Strengthening Recovery Pathways & Community Support ................................... 17 Reducing Harm & Promoting Safer Communities ................................................. 17 Workforce Support ................................................................................................ 19 Workforce Development, Collaboration & Wellbeing ............................................ 19 Community Development & Support ..................................................................... 21 Community & Recovery Support Initiatives ........................................................... 21 Housing ................................................................................................................ 22 Housing & Recovery ............................................................................................. 22 Housing Pathway Improvement ............................................................................ 23 Justice .................................................................................................................. 23 Criminal Justice System & Recovery .................................................................... 23 16
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PUBLIC INFORMATION Foreword This strategy sets out the aspirations and activities of North Ayrshire’s Alcohol and Drug Partnership (NAADP), detailing the priorities and principles that the NAADP and partners are committed to progressing. It will guide our ongoing activities, investments and related monitoring and evaluation. As Independent Chair of the Alcohol and Drugs Partnership I am in the privileged position of being able to observe the tremendous work and collaboration that is going on across our services in the bid to free our communities from the all too often tragic impacts of drugs and alcohol. Statutory services workers within our Health and Social Care Partnership and within Education, our colleagues in the Police, Ambulance and Fire services, very often go above and beyond to support individuals and families affected by drugs and alcohol. Our third sector partners, offer a diverse range of additional supports and recovery options. Crucially, Recovery Development Workers in third sector and community organisations, who themselves have turned their own lives around, are using their experience and community connections to help others towards recovery. The NAADP Support Team has worked closely with all our partners and has undertaken a thorough process of consultation with groups within our recovery communities, with our young people and with other community representatives to establish a set of priorities for the NAADP which, alongside Scottish Government priorities, form the basis of this strategy. This has been ongoing for a significant period and many of the proposals are already underway. For example: • the NAADP has been active in supporting the embedding of the Medication Assisted Treatment (MAT) standards, • a pathway to Residential Rehabilitation has been established for those who need this, • Naloxone is now widely available to services and to local communities in North Ayrshire, • all schools in North Ayrshire are now involved in a developing drugs and alcohol education programme which is coordinated by the NAADP. I am in no doubt that lives are being saved in North Ayrshire as a consequence of these and other activities. However, we still face huge challenges. The drugs landscape constantly changes and we look with concern at the increasing availability of cheaper and more dangerous substances on our streets, and Scotland’s culturally embedded and often troubling relationship with alcohol carries on apace. North Ayrshire contains some of the most deprived communities in the country and it is within communities such as these that drugs and alcohol have their greatest impact. People are still dying as a result. We, in our ADP with all our partners, are committed to joint working and driving action to do all that we can to address these challenges. Our collective efforts and this strategy are aligned with broader work underway, in partnership with Public Health Scotland, to address health inequalities in North Ayrshire. People should be 17
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PUBLIC INFORMATION supported to live long; healthy and active lives and our strategy will fully support that aspiration for the people of North Ayrshire. Billy Brotherston Independent Chair, North Ayrshire Alcohol and Drug Partnership 18
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PUBLIC INFORMATION Introduction North Ayrshire Council has a joint plan focused on making North Ayrshire a fairer and more equal society for our residents and communities1. The plan acknowledges that we face some extremely complex challenges and emphasises the need for long- term and joined-up approaches, with communities at the heart of everything we do. • NHS Ayrshire & Arran's, "Caring for Ayrshire" vision focuses on: • Delivering care as close to home as possible, supported by community services. • Ensuring safe, effective, and timely access to specialist services when needed. • Creating an integrated health and care system that supports people from birth to end of life. • Encouraging individuals to take an active role in their own health and wellbeing. • Innovating and evolving services to meet future demands through collaboration with communities and partners North Ayrshire Health and Social Care Partnership2 set out a long-term plan for 2022 to 2030 to improve services and the health and wellbeing of the approximately 135,000 people who live in the communities across the area’s towns, villages, and islands, each with unique characteristics, strengths and challenges. North Ayrshire has areas of high deprivation and poverty contributing to high levels of poor health and wellbeing for many local people. The North Ayrshire Health and Social Care Partnership is working towards their vision that “People who live in North Ayrshire are able to have a safe, healthy and active life”, supported by five strategic priorities to: enable communities; develop and support our workforce; provide early and effective support; improve mental and physical health and wellbeing; and tackle inequalities. Analysis undertaken in 20253, highlighted that North Ayrshire has relatively low life expectancy for both men and women (75 years for men and 79 years for women in 2021-23), compared with other places in Scotland. Rates of under 75 mortality have increased in North Ayrshire since 2010. There are also large differences in life expectancy within North Ayrshire (for both men and women) related to levels of deprivation. North Ayrshire has rates of alcohol-related hospital admissions which are close to the Scottish average of 532 per 100,000 population. However, rates of admission vary across areas within North Ayrshire, strongly related to levels of deprivation. There is also variation by deprivation for rates of drug related hospital admissions, as with the data for Scotland as a whole, there are markedly higher rates among people living in the 20 percent most deprived areas. 1 North Ayrshire Council Plan 2 NAHSCP Strategic Commissioning Plan 3 Health Inequalities in Scotland 19
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PUBLIC INFORMATION In 2025 Public Health Scotland (PHS) reported that people in Scotland are drinking 50% above safe limits, with more deprived communities hit hardest4 and reported increased levels of drug-related harm5. PHS emphasise that alcohol and drug harms are closely linked to social and health inequalities and underscore the role that all services can play in collectively addressing this challenge, in line with the measures outlined in the Population Health Framework6. Publication of the updated 2023-24 data for PHS Alcohol Consumption and Harms dashboard in June 2025 revealed that, despite recent improvements, Scotland continues to face a significant alcohol problem, with adults who drink alcohol consuming an average of 21.6 units per week (more than 50% above the Chief Medical Officers' safe drinking guidelines for both men and women). The latest data highlighted stark inequalities, with people living in Scotland’s most deprived areas being six times more likely (compared to people in the least deprived communities) to be hospitalised or die from causes wholly related to alcohol7. The PHS Rapid Action Drug Alerts and Response (RADAR) report published in July 2025 reported concerning increases in naloxone administration incidents, emergency department attendances, and suspected drug deaths8. The findings highlighted the persistently high levels of drug related harm in Scotland and the serious impact of a rapidly evolving, toxic, and unpredictable drug supply. The North Ayrshire Alcohol and Drug Partnership (ADP) is a multi-disciplinary, non- statutory partnership bringing together statutory and third sector organisations, the Police and the Scottish Prison Service. This partnership is working together to tackle alcohol and drug issues in North Ayrshire, as part of the national approach set out in Scotland’s alcohol and drug strategy, ‘Rights, Respect and Recovery (2018) 9. It sets out a vision that Scotland is a country where “we live long, healthy and active lives regardless of where we come from” and where individuals, families and communities: • Have the right to health and life - free from the harms of alcohol and drugs; • are treated with dignity and respect. • are fully supported within communities to find their own type of recovery. In response to the high levels of drug deaths in Scotland, in 2021 the First Minister announced a new National Mission to reduce drug deaths and improve the lives of people impacted by drugs. In 2022 the Scottish Government published the National Drugs Mission Plan for 2022-202610 detailing the key aims to: prevent people from developing problem drug use; reducing harms from the consumption of drugs; getting more people into high quality treatment and recovery services; 4 Public Health Scotland information on alcohol consumption 5 Public Health Scotland information on drug harms increasing in Scotland 6 Scotland’s Population Health Framework 7 Alcohol consumption and harms dashboard 8 RADAR Quarterly Report 9 Rights Respect and Recovery Alcohol and Drug Treatment Strategy 10 National Drugs Mission Plan: 2022-2026 20
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PUBLIC INFORMATION addressing multiple and complex needs; and supporting families and communities affected by problem drug use. This National Mission complements and builds upon the ‘Rights, Respect and Recovery’ alcohol and drug strategy and whole system approaches to improving population health. Our Vision This strategy has been developed following a review of existing plans and learning, and engagement with people working in statutory and third organisations across North Ayrshire and with people with lived experience of alcohol and drug issues. The priorities and areas for action set out in this strategy will be progressed in partnership during the period of 2025 to 2028. Our work is focused on driving progress towards the following vision: “People in North Ayrshire enjoy healthy lives, free from the harms of alcohol and drugs. Prevention is prioritised by building on our strengths and supporting our children, young people, and families. People experiencing alcohol and drug problems are supported with their own type of recovery within our communities. Everyone is treated with dignity and respect.” There are six cross-cutting principles which will be embedded throughout our approach to implementing this strategy. These are detailed in the next section of this strategy document, followed by an outline of the key priorities we are focusing on. For each priority we have detailed the key areas of activity, the outcomes we are collectively working towards, and the actions being progressed. A summary of the strategy vision, key priorities, and cross-cutting principles is provided in the diagram below. This strategy provides the overarching framework for our future action planning, commissioning, and funding decision-making, as well as our ongoing monitoring and evaluation activities. 21
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PUBLIC INFORMATION Cross Cutting Principles Six cross-cutting principles are integrated throughout our approach to implementing this strategy. They are all inter-related and equally important. They are listed below in alphabetical order. Equalities and Rights This strategy principle is being progressed by: • Responding to and working to address the high levels of poverty within North Ayrshire, working with an understanding of how people are affected by multiple and complex disadvantage. • Continue to raise awareness of Charter and include as key principle in National Specification for Alcohol & Drugs Services and the revised Partnership Delivery Framework for ADPs • Monitoring data of impacts for people with protected characteristics. • Decision-making and implementation of actions informed by understanding of differences by the nine protected characteristics under the Equality Act 2010 (age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation). • Implementing gender-informed approaches that recognise the influence of gender on individuals’ needs and experiences, supporting more effective and personalised care across services / sectors. 22
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PUBLIC INFORMATION • Upholding children’s rights as set out in the United Nations Convention on the Rights of the Child (UNCRC) and Human Rights (Charter of Rights). 23
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PUBLIC INFORMATION Evidenced Informed This strategy principle is being progressed by: • Decision-making and implementation of actions informed by available national and local data and evidence. • Monitoring and sharing information from the Rapid Action Drug Alerts and Response (RADAR) system. • Reviewing drug related deaths (including information from North Ayrshire Drug and Alcohol Recovery Services (NADARS) and wider ADP partners) to better understand the circumstances leading to tragic deaths and informing improvements to operational practice across the partnership. This includes consideration of protective factors, risk, significant life events, and areas for development and learning. • Monitoring and evaluation of implementation of this strategy. Lived Experience This strategy principle is being progressed by: • Working with and valuing experiences of people with lived experience of addiction and recovery and their family and friends. • Ensuring the ADP and partner activities are informed and driven by the lived experience of people and communities most affected by decisions and actions being progressed. • Engaging with children and young people. • Ongoing processes to ensure individual and community lived experience is informing decision-making and implementation of actions. • Recruiting and supporting people with lived experience in the workforce. Partnership Working & Public Health Approach This strategy principle is being progressed by: • Valuing and building on the strengths of partnership working across statutory and voluntary sectors and services and community groups. • Progressing inter-related actions across the determinants of health (including actions related to employment support, housing, community environment, tackling poverty) to support people’s health and wellbeing and reduce the risk of alcohol and/or drug harms and other health challenges. • Taking a life-course approach to understanding the causes and consequences of alcohol and drug use, with a priority focus on support for families, infants, children, and young people. • ADP supporting and working with partners across North Ayrshire, Pan- Ayrshire collaborations, and other regional and national partnerships. 24
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PUBLIC INFORMATION Prevention This strategy principle is being progressed by: • Integrating actions on prevention of alcohol and drug harm across all the priority areas for action detailed in this strategy. • Sharing information across whole population regarding alcohol and drug related harms. • Providing support for people across all life-stages impacted by alcohol and drug harm, both through their own use of alcohol and drugs and use by a family member and others. • Having a priority focus on supporting families, infants, children, and young people, linking to related actions to fulfil children’s rights and The Promise11 commitment to ensure that all children grow up loved, safe and respected. Relationship-based and Trauma Informed This strategy principle is being progressed by: • Building relationships and providing non-judgemental support to tackle stigma and ensure people and families can access help and care. • Providing the workforce with appropriate training, supervision, and wellbeing support to care for people with trauma, and where relevant to their role to provide effective, safe psychological therapies. • Providing trauma-informed services and support that recognises the impacts of trauma and responds in ways which supports resilience and recovery for individuals and families and avoids re-traumatisation. • Valuing and including the views and experiences of people in our workforces and people with lived experience. Key Priorities We have identified several key priority areas for action that are critical to driving progress on achieving our vision that: “People in North Ayrshire enjoy healthy lives, free from the harms of alcohol and drugs. Prevention is prioritised by building on our strengths and supporting our children, young people, and families. People experiencing alcohol and drug problems are supported with their own type of recovery within our communities. Everyone is treated with dignity and respect.” The diagram below provides an overview of these key priorities and the associated outcomes. The following sections provide more detail about each priority, including the key areas of activity, the outcomes we are collectively working towards, and the actions being progressed. 11 The Promise 25
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PUBLIC INFORMATION Families, Infants, Children & Young People Children and young people (CYP) in North Ayrshire consistently identify addressing alcohol and drug issues as their top priority, with many sharing concerns for themselves, their peers, family members, and people across their community. Supporting families, infants and CYP is a key priority for this strategy, to help ensure support is provided as early as possible and fewer people develop problem drug and alcohol use in the longer term. Throughout our work we will take a children’s rights- based approach in line with the UNCRC and aligned with the Getting it right for every child (GIRFEC) national approach to ensuring the right support at the right time12 and The Promise13 ambition for all children and young people to grow up loved, safe and respected so that they realise their full potential. Our partnership work focused on families, infants and CYP encompasses the following main areas of activity, including the outcomes (Outcomes 1 to 3) we are working towards, and the associated key actions. 12 Getting It Right for Every Child (GIRFEC) Strategy 13 The Promise Scotland Strategy 26
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PUBLIC INFORMATION Empowering Children & Young People Through Education & Engagement Key Actions Outcome 1: Children and young people are informed, empowered, and supported through accessible education, outreach, and engagement initiatives that promote health, wellbeing, and resilience. Education and prevention: • Continue ‘Champions for Change’ in primary schools. • Sustain S1 Roadshows and develop new educational resources. • Pilot peer facilitation and health education at Irvine Royal Academy. • Expand and develop attainment support in schools. • Deliver staff training on drug trends and ADP pathways. • Involve our lived experience workforce in engaging with young people as part of effective prevention activities. Outreach and support: • Increase youth work outreach at Irvine Beach and other hotspots, especially during warm weather in partnership with the Connected Communities (Community Learning and Development) service in North Ayrshire. Support for high-risk and CYP not in school • Strengthen referral pathways from housing, justice, and social services. Consistent messaging and peer support • Work with partners to ensure consistent communications regarding risk and harm. • Train peer mentors to support friends disclosing substance use. • Use social media campaigns to reach CYP with harm reduction messages. Parent and carer engagement • Engage with parents in schools and provide information about alcohol and drugs. • Host community-based information sessions beyond school settings. • Distribute resources via GPs, food banks, and libraries. • Offer online webinars and accessible digital materials. Coordination and directory • Maintain and promote a directory of support services for CYP and families. • Strengthen partnership working across sectors to ensure consistent, early intervention. 27
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PUBLIC INFORMATION Holistic, Early & Trauma-Informed Support for Families Key Actions Outcome 2: Families are supported early and holistically to build resilience, strengthen relationships, and reduce the impact of substance use and poverty, enabling children to thrive Early intervention and relationship-based support: • Maintain and develop provision of early and effective support to children, young people and families. Whole-family recovery and therapeutic support • Sustain and develop the Stronger Families service to support recovery and holistic family needs. • Enhance joint work with third sector and statutory services on skills development and relationship-building. • Provide ongoing support to families leaving Harper House and young people in residential detox/rehab settings. Targeted and intensive family support: • Assess and address the gap in support to prevent Foetal Alcohol Spectrum Disorder (FASD) through education and early intervention. • Develop targeted, intensive support pathways for families with complex needs, alongside universal early help. • Increase focus on support for children under 12, particularly those affected by parental substance use. • Enable families to access therapeutic support for both parents and children. 28
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PUBLIC INFORMATION Safeguarding & Supporting Vulnerable Families, Infants & Children & Young People Key actions Outcome 3: Infants, children and young people are safeguarded and supported through integrated, trauma-informed services that prioritise family unity and long- term wellbeing Integration and safeguarding: • Strengthen integration of ADP work with child protection structures, Children and Families Affected by Substances Group and Child Protection Committee. • Progress actions to safeguard CYP from criminal exploitation, including drug dealing, running drugs, and drug debts. • Align family support with The Promise to help keep families together safely. Care experienced children and young people: • Sustain and develop support services for care experienced children and young people. • Provide targeted support for kinship carers, particularly around trauma and FASD. Family recovery and workforce development: • Explore implementation of the CRAFT model (Community Reinforcement and Family Training) to empower families and carers in the recovery journey. • Develop staff capacity to deliver trauma-informed, family-centred support. Reduce risk & facilitate access to treatment & recovery Our partnership work focused on reducing risk and facilitating access to treatment and recovery encompasses the following main areas of activity, including the outcomes (Outcomes 4 to 6) we are working towards, and the associated key actions. 29
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PUBLIC INFORMATION Delivering Safe, Accessible & Evidence-Based Treatment Key actions Outcome 4: People affected by substance use have access to safe, person-centred, and evidence-based treatment options that meet their individual needs and support their recovery journey Clinical standards and access: • North Ayrshire Drug & Alcohol Recovery Service (NADARS) to continue to provide a wide range of support and interventions, including support to stop substance use, mental health services, physical and sexual health support, needle exchange, and the implementation of the Medication Assisted Treatment (MAT) Standards. • Delivery of residential detoxification and rehabilitation through Ward 5 at Woodland View. • Implementation of the North Ayrshire Non-Fatal overdose pathway System improvement and equity: • Implementation of the Residential Rehabilitation Action Plan14. • Implementation of the Co-occurring Mental Health and Substance use pathway15. Policy and strategy: • Collaborate with Public Health Scotland (PHS) to inform national alcohol and substance use strategies. • Continue to progress Recovery Orientated System of Care (ROSC), in line with the national, ‘Rights, Respect, and Recovery’ strategy16, to guide integrated, person-led approaches. 14 North Ayrshire Residential Rehabilitation Information 15 Community alcohol and drug services 16 Rights, Respect, and Recovery: Alcohol and Drug Treatment Strategy 30
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PUBLIC INFORMATION Strengthening Recovery Pathways & Community Support Key actions Outcome 5: Recovery is supported through integrated pathways, peer-led initiatives, and community-based services that promote hope, connection, and long-term wellbeing Recovery culture and access: • Turning Point Scotland Prevention, Early intervention, and Recovery Service (TPS PEAR) to continue to provide person-centred, accessible support and interventions to people on their recovery journey. • Community organisations supported to promote inclusive, person-centred recovery opportunities in the community. • Develop more opportunities in the evening and weekend to increase levels of engagement and activity for people impacted by drugs and alcohol. Reducing barriers and tackling stigma: • Identify and reduce barriers to support for recovery for all people, including providing trauma-informed and gender-informed support. • Develop our approach in North Ayrshire to reduce stigma around specific recovery models (e.g., 12 Step, mutual aid, community groups) to prevent disengagement and enhance partnership working. Integrated support: • Improve information sharing across organisations to streamline access and referrals. Reducing Harm & Promoting Safer Communities Outcome 6: Individuals, families, and communities are protected from the harms of substance use through proactive harm reduction, training, and accessible information Key actions Naloxone access and training: • Expand availability of Naloxone. • Improve staff and community training (including First Aid basics like recovery position and airway maintenance). • Continue to develop our communications plan regarding naloxone. Harm reduction resources: • Provide up-to-date communication and harm reduction information and • resources education on emerging synthetic substances and contaminants. • Develop and share clear, accessible information on drug trends and risks 31
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PUBLIC INFORMATION • Raise community awareness about new synthetic substances and their dangers. • Develop new training informed by drug trends. Collaboration and systems improvement: • Continue to engage with people with lived experience for feedback on service provision, strengths, and to identify areas for development. 32
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PUBLIC INFORMATION Workforce Support People across our workforce supporting individuals impacted by substance use are undertaking critical work and can face difficult challenges, for example when individuals relapse, become ill or tragically lose lives, and they witness the associated impacts on families and communities. It is therefore crucial members of our workforce are equipped with the right knowledge and skills, enabled to work with trauma-informed and multi-agency approaches, and supported with their own wellbeing. This may include help for vicarious trauma for all members of the workforce (including those with lived experience of issues related to alcohol and drugs). Our partnership work focused on workforce support encompasses the following main areas of activity, including the outcomes (Outcomes 7 and 8) we are working towards, and the associated key actions. Workforce Development, Collaboration & Wellbeing Outcome 7: A confident, compassionate, and trauma-informed workforce that provides high-quality, person-centred support for individuals and families affected by substance use Outcome 8: Members of the workforce supporting people impacted by substance use work as part of a strong multi-agency collaboration and are supported with their own wellbeing and continuous learning. Key actions Enhanced workforce capability: • Staff are supported, alongside their professional and clinical qualifications, to develop the knowledge and skills in line with consistently demonstrate the core competencies outlined in the Drugs and Alcohol Workforce Knowledge and Skills Framework17. Improved quality of care: • Workforce support and development to help ensure individuals who use substances receive effective, person-centred, and trauma-informed support, leading to improved engagement and outcomes. Sustainable workforce wellbeing: • Ensure staff feel supported in their roles through regular supervision, access to trauma-informed resources, and opportunities to maintain their own wellbeing. 17 Drugs and Alcohol Workforce Knowledge and Skills Framework 33
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PUBLIC INFORMATION • Support staff wellbeing and support around vicarious trauma by creating spaces for shared learning, mutual support, and open dialogue, especially for those with lived experience. Learning and development: • Workforce members have equitable access to current, relevant, and high- quality learning opportunities through the Prevention and Service Support Team (PSST) and other relevant training sources. • Support knowledge and skills through more multi-agency joint training, to make staff more aware of the different roles and responsibilities of people that are operational and on the ground. Trauma-informed approaches: • Staff are helped to apply trauma-informed approaches in their daily work, supported by the National Trauma Transformation Programme18 learning resources, contributing to safer and more supportive environments. • Trauma-informed workplaces developed to help reduce stigma and enable individuals in recovery to seek support without fear of judgement or job loss. 18 National Trauma Transformation Programme 34
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PUBLIC INFORMATION Community Development & Support Actions to reduce poverty and address inequalities, including support for education and employment, are all key to tackling alcohol and drug harms which are closely linked to social and health inequalities (as outlined in the Introduction). Our partnership work related to community development and support is focused on building on the assets and strengths of our communities, fostering connections, and supporting people in recovery. Our partnership work focused on community development and support encompasses the following main areas of activity, including the outcome (Outcome 9) we are working towards, and the associated key actions. Community & Recovery Support Initiatives Outcome 9: Connected and compassionate communities where people are supported to grow, contribute, and thrive together, through shared resources, inclusive opportunities, and strong local partnerships Key actions • Support individuals in recovery to gain confidence, skills, and qualifications through tailored educational opportunities, such as college courses designed specifically for their needs. • Develop targeted youth work programmes that support resilience, healthy choices, and positive community engagement. • Ensure people have access to holistic community support services that address a range of social, emotional, and practical needs. • Develop and sustain initiatives that ensure people impacted by alcohol and drug experiencing poverty are supported in meeting their basic needs, reducing inequality, and promoting dignity and stability. • Individuals are supported to access training, volunteering, and employment opportunities, enhancing their economic independence and self-worth. • Recovery groups/activities, drop-ins, and club sessions are developed across North Ayrshire to foster a sense of community, reduce isolation, and promote mutual support • People with lived/living experience are supported to access meaningful roles in volunteering, promoting inclusion, purpose, and peer-led support. 35
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PUBLIC INFORMATION Housing Housing is a basic need. Addiction often leads to people presenting as homeless. It is crucial to enable people impacted by alcohol and drug harms to access quality housing that meets their needs (and the needs of their family) and supports long- term health and wellbeing. People who are experiencing high need related to addiction, and sometimes also contact with the justice system (see Justice priority below), require support to access housing and homelessness services and to be linked to other services. Strong partnership working and a ‘no wrong door’ approach (‘ask and act’) is key to addressing homelessness and progressing prevention. Our partnership work focused on housing encompasses the following main areas of activity, including the outcomes (Outcomes 10 and 11) we are working towards, and the associated key actions. Housing & Recovery Outcome 10: People impacted by addiction, homelessness, and/or the justice system experience stable transitions, reduced reoffending, and improved wellbeing, supported by strong partnerships, integrated services, and innovative housing solutions. Key actions • Ongoing collaboration between NADARS and housing services to support individuals transitioning from residential rehab. • Joint work with Justice Services and a dedicated housing officer to support people leaving prison and to reduce reoffending. • People impacted by addiction are linked to housing and other relevant services to ensure holistic support. • Individuals in recovery or leaving prison are signposted and supported to services which ensure smooth transitions into stable housing, reducing risk of relapse or reoffending. • Reducing the risk of homelessness by improving access to appropriate accommodation options. • Strong cross-sector collaboration to ensure people receive timely, coordinated support. 36
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PUBLIC INFORMATION Housing Pathway Improvement Outcome 11: The risk of homelessness and relapse is reduced by providing the right support at the right time, with a strong focus on early support and prevention Key actions • Investment in training for housing support workers to help increase understanding of addiction, recovery and trauma, and to facilitate trauma-informed and person- centred approaches that provide support for individuals’ specific, circumstances and needs. • Develop trauma-informed approaches to housing options, including gender- specific and privacy-respecting environments to best support people on their recovery journey. • Prioritise local placements to maintain continuity of care and community support. • Embed lived experience in service design and evaluation to ensure relevance and dignity. Justice Our partnership work encompasses all points of the criminal justice system to help address alcohol and drug issues, and to develop and enhance recovery opportunities for all people involved with the justice system. Our partnership work focused on justice encompasses the following main areas of activity, including the outcome (Outcome 12) we are working towards, and the associated key actions. Criminal Justice System & Recovery Outcome 12: Individuals who have contact with the justice system experience compassionate support for their recovery and continuity of care, from co-ordinated services that are trauma-informed and gender-informed, fostering their long-term rehabilitation and wellbeing Key actions Improved continuity of care: • Individuals receive consistent addiction treatment and recovery support during and after custody. ADP and Community Justice Partnership will work together to promote pathways to people within custody suites and to people being liberated from prison back to North Ayrshire. Reduced reoffending: 37
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PUBLIC INFORMATION • Continued investment in Recovery Development Workers within Community Justice Services to promote recovery and housing pathways to reduce the likelihood of returning to prison. • Develop a drop-in hub specifically for people being liberated from prison to enable them to access resources and support from one place. Gender-informed justice responses: • Women in the justice systems are linked with appropriate support services in North Ayrshire to receive equitable, trauma-informed, and family-sensitive support. Enhanced multi-agency coordination: • Safeguarding and justice services work collaboratively to address complex needs involving substance use and domestic abuse. Increased engagement in recovery: • People subject to Drug Testing and Treatment Orders (DTTOs) are actively supported through structured recovery programs, improving outcomes and compliance. 38
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PUBLIC INFORMATION Finance Alcohol and Drug Partnerships coordinate local use of earmarked and additional resources. Scottish Government funding to support national alcohol and drugs strategic objectives is delegated in its entirety for disbursement per local ADP Strategic Plans. As ADPs are not incorporated legal entities, Scottish Government funding is provided, via NHS Boards, to Integration Authorities (IAs), to allow accountable local commissioning and distribution. In North Ayrshire, ADP finances are managed through the ADP Finance and Quality Assurance Group. The group have oversight over ADP budgets, distribution of funding, and monitoring and evaluating the impact of funding provided. Core Monies 45% DDTF 3% National Mission 38% Residential Rehab 0% Whole Family Approach 3% Outreach 1% Stabilisation Fund 5% Lived and living experience 2% Mat Standards -3% 25/26 ADP Initial Projections 39
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NORTH AYRSHIRE COUNCIL 17 February 2026 Cabinet (Education) Title: Child Poverty & Early Intervention Fund Purpose: To provide an update on the impact delivered through the Child Poverty & Early Intervention Fund. Recommendation: That Cabinet notes the content of the report, including: i) the impact delivered through the CPEIF to date, and ii) provisional proposals that any future CPEIF investment is aligned with the emerging Children and Families Plan. 1. Executive Summary 1.1 A North Ayrshire that is fair for all requires every child to have the same opportunities in life. Over recent years, we have invested significant focus in programmes that support this ambition. There are encouraging early signs that this focus is supporting improvement. The most recent statistics published by the End Child Poverty Coalition showed that child poverty within North Ayrshire decreased from 29.2% in 2022-23 to 24.3% in 2023-24. 1.2 The North Ayrshire Child Poverty and Early Intervention Fund (CPEIF) is a strategic investment by North Ayrshire Council, established as part of our 2023–24 budget, to support the North Ayrshire Child Poverty Action Plan 2023–2026. It is a targeted, flexible £1.2m pot to reduce drivers of poverty and mitigate immediate cost-of-living pressures. 1.3 In total, £1.013 million of the fund has now been spent or committed, with proposals for a further £0.070m under active consideration. Existing interventions are not only delivering immediate support to families, but also helping to prototype new models of working – such as co-design of policies and integrated delivery teams – that could inform mainstream services in the future. 1.4 We are now working towards developing a joint plan and report incorporating Child Poverty, Children’s Services and Children’s Rights for the period 2026-2029. This will streamline processes, strengthen accountability, and enable more effective targeting of resources to improve outcomes for children, young people, and families. 2. Background Strategic Context Agenda Item 4 41
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2.1. A North Ayrshire that is fair for all requires every child to have the same opportunities in life. Over recent years, we have invested significant focus in programmes that support this ambition. Amongst others, that includes: • Being one of three local authorities involved in the Collaboration for Health Equity in Scotland (CHES). Using the ‘Marmot principles’ the ultimate goal of this programme is to work with partners to enable people to live longer, healthier lives by addressing the root causes of health inequalities and prevent illness before it starts. • Participation in the Scottish Government’s Fairer Futures Partnership (FFP), which has provided us with funding to establish a dedicated Child Poverty Strategy Team providing oversight and direction to activity across Council services. • Being invited to be one of seven ‘early adopters’ of the Scottish Government’s Whole Family Support programme, which aims to provide local authorities with the conditions required to maximise holistic, wraparound support to vulnerable families. 2.2 These programmes build upon a pre-existing package of Council-wide activity as outlined in our Child Poverty Action Plan 2023-26. Many of the initiatives within that action plan were shaped around contributions captured through a series of mini- enquiries with community representatives. 2.3 There are encouraging early signs that this focus is supporting improvement. The most recent statistics published by the End Child Poverty Coalition showed that child poverty within North Ayrshire decreased from 29.2% in 2022-23 to 24.3% in 2023-24. This reduction of 4.9 percentage points was the largest in Scotland over this time period. However, those figures also mean that over 7,000 of our children may still be struggling to access everyday essentials such as food, clothing and transport. It is also important to note that specific priority areas within North Ayrshire have considerably higher levels of child poverty; for example, 40% in Stevenston Hayocks and 47% in Irvine Fullarton. CPEIF Overview 2.4 The North Ayrshire Child Poverty and Early Intervention Fund (CPEIF) is a strategic investment by North Ayrshire Council, established as part of our 2023–24 budget, to support the North Ayrshire Child Poverty Action Plan 2023–2026. It is a targeted, flexible £1.2m pot to reduce drivers of poverty and mitigate immediate cost-of-living pressures. 2.5 Over successive funding rounds from 2023 to 2025, the emphasis of CPEIF investments has evolved from quick-response measures (e.g. emergency financial relief and access enablers) toward coordinated, community-led programmes delivered with partners. Existing interventions are not only delivering immediate support to families, but also helping to prototype new models of working – such as co-design of policies and integrated delivery teams – that could inform mainstream services in the future. 2.6 The fund is currently governed through a multi-agency approach (via the Community Planning Partnership and the associated Senior Officers Group), ensuring alignment with broader strategies like the Local Outcomes Improvement Plan, CHES and the FFP, as well as the nationally recognised drivers of poverty. Investment and Impact 42
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2.7 In total, £1.013 million of the fund has now been spent or committed, with proposals for a further £0.070m under active consideration. That means that £117k is left which is neither spent nor potentially earmarked. A full breakdown of that position is presented in Annex A. 2.8 Examples of particular use and impact include: • £227,000 invested in a unique 12-month whole family support pilot, co-designed with local community and voluntary partners (including 1st Alliance Community Bank, Beith Community Development Trust, CHAP, and The Ayrshire Community Trust (TACT)). The goal of this collaborative project is to provide a whole system approach to early intervention, boosting financial resilience and making it easier for households to access tailored support. Service Level Agreements have all been signed, and the project is now in the recruitment phase, with a monitoring and evaluation framework in place to record impacts delivered. • An allocation of £50,000 to furthering our No Wrong Door initiative to ensure residents seeking cost-of-living information are directed to the correct support regardless of which council department or partner organization they initially contact. • £50,000 was allocated to support travel for training and employment, including a range of pilot initiatives to help parents who are engaging with services to access travel solutions to support their employability journey. As part of this, there is currently capacity to provide bus travel for approximately 150 parents for up to six months each, enabling attendance at employment-focused activities including training for work, the Skills for Life Programme, and to support access to new employment opportunities. This investment directly reduces transport-related financial pressure for low‑income families and strengthens pathways into sustained employment. • The full £50,000 committed to enhancing Digital Inclusion by providing computer equipment for our communities has been spent. This included working with a range of partners to identify recipients who would benefit from enhanced digital inclusion to support employability. Partners included The Lennox Partnership (We Work for Families), TACT, Children's First and The Network Brokerage. Digital devices were allocated by the partners, ensuring that they were shared with those most in need. MiFi contracts were also passed on to enable online access where that was a barrier. Each partner also created bespoke training and support tailored to meet participants needs and maximise the potential of the new resources. • £20,000 was initially allocated in 2024/25 to explore models for more sustainable and affordable childcare provision across the region. This has subsequently been extended with a further £107,000 into 2025/26 to support capacity building for out of school childcare, including retention of a fixed-term post to provide essential resource capacity. Key outputs delivered to date include: o Increased provision of registered childminders, in partnership with the Scottish Childminding Association, through a funded project involving 20 prospective childminders. From that cohort, eight are registered or awaiting Care Inspectorate registration, with the remainder at varying stages of the process o Supporting the creation of 24 out of school childcare places in Fairlie, working with the voluntary management group, meeting a key gap in 43
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provision. These places are also available outwith term time following keyholding arrangements being agreed with the local school o Supporing the creation of 30 out of school childcare places in the Garnock Valley, provided by Beith Trust, following a decision to close provision by a previous provider. The ‘Beith Hive’ initiative has expanded to include pick- ups from local schools, using an electric vehicle procured through a CIF award o Supporting the creation of 20 breakfast club places at Whitehirst Park PS in Kilwinning. Work is ongoing to expand provision in this locality further, following delays with an interested provider who had reached Care Inspectorate registration stage o Preparation and delivery of a calendar of training to the sector o Preparation of a new toolkit, in conjunction with the Fairlie project o Working with The Ayrshire Community Trust, a review of the needs of the sector has been completed, with the work progressing to the next phase to identify opportunities for a more strategic approach to provision • £100,000 provided to continue support to 16 local food larders / community shops as we support groups to transition to self-sustaining models where possible. • £53,000 allocated for a specialist housing adviser within CHAP. This role focuses on providing expert advice to families on housing issues, homelessness prevention, and related social security support. As of December 2025, 60 individuals had been referred to the service. 25% of those referred fell within at least one child poverty priority family group, and several families are represented across multiple priority groups. Over a third of cases have since been closed following successful resolution, and those ongoing are receiving continuing support. The work is also generating key learning, evidencing increased complexity of cases requiring multi- agency work, higher demand for representation at Summary Court and gaps in early intervention for at-risk tenants. • £65,000 towards a new North Ayrshire Family Enterprise Fund, intended to nurture entrepreneurial skills and pathways to sustainable self-employment. Applications for this 12-week programme, which will include childcare provision as well as support to apply for a small business grant, are currently open, with Ayrshire College delivering the course from April. • £112,000 supporting tests of change within Saltcoats North East and Kilbirnie South & Longbar as part of the Fairer Futures Partnership. This pilot tests a shift from signposting to consistent, place-based, and relational wraparound support. New posts will welcome named workers to provide hands‑on and coordinated support across agencies. Families will develop sustained, trusting relationships, and experience improved access to services and reduced stress. Evaluative indicators will include number of warm handovers and supported applications, service engagement and benefits uptake, appointment attendance, and family feedback gauging trust, reduced isolation, and improved confidence to navigate systems independently. • £10,000 has been used to secure on-year membership of the Smart Data Foundry (part of the Edinburgh Futures Institute). This tool uses financial data to provide insights which can reduce poverty and inequality, with indicators including metrics on spending behaviour and financial resilience. Licenses have been allocated across 44
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multiple directorates and a core staff working group assembled to share use cases. The working group have worked closely with the SDF team to design a new metric of high benefits dependency Next steps 2.9 As highlighted at the Cabinet meeting of January 27th, 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. This will streamline processes, strengthen accountability, and enable more effective targeting of resources to improve outcomes for children, young people, and families. That joint plan will be presented to Cabinet later this year for approval. 2.10 Moving forward – and conditional upon appropriate Cabinet review and approval - it is proposed that any future CPEIF investment would be aligned with the Children and Families Plan and its associated cross‑agency evaluation framework, ensuring that CPEIF‑funded activity contributes coherently to whole‑family support, collaborative practice, and meaningful wider systems change. 3. Proposals 3.1That Cabinet notes the content of the report, including: i) the impact delivered through the CPEIF to date, and ii) provisional proposals that any future CPEIF investment is aligned with the emerging Children and Families Plan. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications arising directly from this report. Human Resources 4.2 There are no human resource implications arising directly from this report. Legal 4.3 Our statutory obligations related to this area are covered under the Child Poverty (Scotland) Act 2017. Equality/Socio-economic 4.4 The activity referenced within the report actively seeks to improve equality and socio- economic outcomes for North Ayrshire residents. Climate Change and Carbon 4.5 There are no climate change or carbon implications arising from this report. Key Priorities 45
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4.6 Interventions supported through the CPEIF contribute to our four Council Plan priorities, with a particular focus on transitioning to a Wellbeing economy. Community Wealth Building 4.7 A range of activity supported through the CPEIF help to build capacity within the third sector and across communities. Islands Communities Impact Assessment (ICIA) 4.8 There are no Islands Communities Impact Assessment implications arising from this report. United Nations Rights of the Child (UNCRC) 4.9 Our focus on child poverty, including through the Child Poverty Action Plan, demonstrates our commitment to Children’s Rights. Consumer Duty 4.10 There are no Consumer Duty implications arising from this report. 5. Consultation 5.1 N/A Sam Anson / David Hammond Executive Director (Education) / Executive Director (Communities & Housing) For further information please contact Sam Anson, Executive Director (Education), on samanson@north-ayrshire.gov.uk. Background Papers 0 46
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Annex A: Breakdown of CPEIF investments Initiative Description Value Initial Phase School meal debt Reduction of outstanding ParentPay school meal debt. 61,322 Provision of ICT Devices Distribution of ICT devices to vulnerable families. 50,000 Sustainable Childcare Initial support to regarding capacity building for out of school care. 20,000 Employability Travel Plans Support for travel passes for those travelling to work as part of an employability programme. 50,000 Active Schools Provide access to sport and physical activity holidays programmes to those living in poverty. 20,000 No Wrong Door Training and promotional materials associated with NWD initiative. 50,000 Swim and Skate Free swim and skate sessions during school holidays. 20,000 Total 271,322 2025/26 Programme Essential Skills Programme Match funding from Shared Prosperity Fund- £130k. 50,000 Swim and Skate (2025/26) Free swim and skate sessions during school holidays. 18,000 Childcare Theme Continuation of support in relation to Council hosted post and other activity to support capacity building for out of school childcare. 107,000 Whole Family Support Cross-partner team aligned to strategic support, advocacy, intensive employability & wellbeing support, and financial inclusion. Developed in collaboration with the Third Sector COG. 227,000 CHAP Specialist Housing Adviser. 52,594 47
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Family Enterprise Fund Nurturing entrepreneurial skills and pathways to sustainable self-employment. 64,890 FFP Tests of change Supporting tests of change within Saltcoats North East and Kilbirnie South & Longbar through the FFP. 112,070 Smart Data Foundry Access to data to support poverty and inequality objectives. 10,000 Fairer Food Network Continued support to 16 Larders/Community Shops 100,000 Total 741,554 Net Position Total committed 1,012,876 Live proposals 70,000 Total committed + proposals 1,082,876 48
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NORTH AYRSHIRE COUNCIL 17 February 2026 Cabinet Title: Clyde Valley Waste Partnership Inter-Authority Agreement Update Purpose: The purpose of this report is to update Cabinet in relation to the Clyde Valley Residual Waste Contract and also seek the approval of Cabinet for proposed amendments to the Inter- Authority Agreement (IAA) between the Partner Councils. Recommendation: That Cabinet: a. agrees the proposed changes to the Inter-Authority Agreement; and b. agrees the Chief Executive or their authorised delegate, be authorised to execute, [in the presence of a witness], the revised Inter-Authority Agreement. 1. Executive Summary 1.1 This report provides an update on the first six years of the Clyde Valley Residual Waste Contract, a 25-year partnership between East Dunbartonshire, East Renfrewshire, North Ayrshire, North Lanarkshire and Renfrewshire Councils for the treatment of residual waste and seeks the approval for proposed amendments to the Inter-Authority Agreement (IAA) between the Partner Councils. 2. Background 2.1 In 2009 the Scottish Government released a report by Sir John Arbuthnott in relation to savings Councils could achieve through collaboration of Services across the Clyde Valley Authorities, these being Glasgow, North Lanarkshire, South Lanarkshire, Inverclyde, East Dunbartonshire, East Renfrewshire, West Dunbartonshire and Renfrewshire Councils. In 2010 North Lanarkshire Council were lead on investigating the ability to collaborate on waste management services. 2.2 Initially all aspects of waste management were reviewed, however the project team focused on a solution for the upcoming Landfill Ban enforced by the Waste Scotland Regulations 2012 (this subsequently moved from 2017 to 2020 and now to 2025). 2.3 The Final Business case was presented to the Authorities in late 2012 and four of the Clyde Valley Authorities (North Lanarkshire, East Renfrewshire, Renfrewshire and East Dunbartonshire Council) and North Ayrshire gained approval to procure a long-term solution for the treatment and disposal of household residual waste which aligned to the Landfill Ban. 2.4 The solution had to provide a delivery point for each Partner within their boundary with only North Lanarkshire Council needing to provide such a facility as all other four had Agenda Item 5 49
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existing waste transfer sites. 2.5 Procurement for a solution took place from 2013-2016, the Contract was signed with the preferred bidder (Viridor) in May 2016 with the Contract going live in January 2020. 2.6 North Lanarkshire Council continue to act as the Lead Authority for the Contract, and all obligations are backed off through an Inter-Authority Agreement (IAA) with the other four Partners. 2.7 The solution provided by Viridor offered the following: • Contract for 25 years for the treatment of household residual waste up to a maximum of 190K tonnes per annum: • Provision of 4 Waste Transfer Stations to serve East Dunbartonshire, East Renfrewshire, Renfrewshire and North Ayrshire Councils. North Ayrshire’s existing transfer station being retained by the council, with the contractor operating within an existing waste bulking shed. • A purpose-built recycling and waste transfer facility at Bargeddie which would accept and sort all waste from the above 4 facilities along with all waste delivered direct from North Lanarkshire Council. The key purpose of this facility would be to remove all plastics and metals from the waste resulting in a minimum recycling rate from the residual waste of 4%. • The provision of an energy from waste plant at Dunbar which would accept all waste from the Bargeddie facility which in turn would be incinerated to produce renewable electricity. 2.8 The Contract commenced on 7 January 2020 and has now been live for just over six years. The Contract Management Team has been in place since the Contract was signed in May 2016 to ensure successful delivery of the Contract. 2.9 The Inter-Authority Agreement (IAA) was signed in 2016 however as the contract has progressed, it has been noted that there are a few practical amendments to be made. 2.10 The first six years of the contract have been a success and over 900,000 tonnes have been diverted from landfill and approximately 66,000 tonnes of plastic and metal have been recycled or repurposed, when they would have otherwise gone to landfill. The treatment of Clyde Valley residual waste produces in the region of 110GWh of electricity (equivalent of powering 43,000 homes) and was fed back into the national grid. 2.11 The tonnages have fallen gradually from the first full contract year 2020/21 to 2024/25, as the Partner Councils aim to reduce residual waste arisings by recycling kerbside. Individual tonnages are detailed below in Table 1: 50
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Table 1 – Partner Council Tonnages Partner 2020/21 Tonnage 2024/25 Tonnage % Difference East Dunbartonshire 25,184.62 21,966.27 -12.78 East Renfrewshire 19,003.89 18,165.31 -4.41 North Ayrshire 28,853.6 27,897.98 -3.31 North Lanarkshire 69,550.43 66,052.96 -5.03 Renfrewshire 38,814.1 37,680.04 -2.92 Totals 181,406.64 171,762.56 -5.32 2.12 The Contract has evolved through several variations and updates to suit both legislation requirements and the logistics of managing the Contract. These are summarised in Table 2 below: Table 2 – Contract Variations Contract Variation Number Date Submitted Summary of Variation Reason for Variation 1 04/07/2017 Vary Schedule Part 4 (Payment Mechanism) in order to provide for reconciliation of National Non-Domestic Rates To close the loop of reconciliation on forecasted tonnages 2 15/03/2023 Vary Schedule Part 4 (Payment Mechanism) in order to reflect current practices To reflect current practices 3 03/11/2023 Vary Schedule Part 1 (Definitions) "ATS Site Plans" and "Renfrewshire ATS Site" To remove a part of the Linwood site at the back of the site to give this land back to RC. This involves varying the site plans and areas of responsibility and also moving one borehole to within this new boundary and taking new samples to re- establish the baseline 4 21/10/2024 Vary Schedule Part 1 (Definitions) "ATS Site Plans" and "East Renfrewshire ATS Site" Review areas of responsibility at the ERC ATS Facility 5 15/03/2023 Updated PA for data protection, change in addresses, changes to definitions, Authority ATS Works To reflect current practices 6 03/11/2023 Vary Schedule Part 1 (Definitions) "ATS Site Plans" and "Renfrewshire ATS Site" Amended area of responsibility to match fence line 2.13 As a result, the Inter Authority Agreement (IAA) needs to be updated to reflect current Contract positions and those obligations now being passed to the Partner Councils as 51
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well as practical matters being updated. The proposed changes do not represent any fundamental change in the purpose of the contract or the participating local authorities. 2.14 Table 3 below explains the substantive amendments made to the IAA and does not include minor changes which are stylistic; or are factual updates. Definitions used within this document are contained in either the IAA, or the Project Agreement between North Lanarkshire Council (as Lead Authority) and Viridor. Table 3 – Substantive Amendments to IAA Relevant Clause(s) Original Drafting New drafting Data Protection • Amended and deleted definitions • Amended Clause 18 In line with legal position at the time of entering into IAA in 2016. Drafting updated to reflect change in legal position including Data Protection 2018 and UK GDPR (post Brexit version of EU GDPR). This is standard drafting across all Local Authority contracts, and a similar amendment was made to the Project Agreement Clause 4 Duties of Lead Authority and Other Authorities – General Duties of All Authorities • Amended Clause 4.5 • New Clauses 4.5A, 4.5B, 4.5C and 4.5D Original drafting in IAA envisioned that each Authority’s share of the Minimum Tonnages and Maximum Tonnages1 agreed before Services Commencement (7 January 2020) would be reviewed and agreed 5 years from Services Commencement and every 5 years thereafter New drafting reflects agreement by Steering Group in November 2024 that the Authorities want the power to review and amend (by agreement) the Minimum and Maximum Tonnages annually. It was agreed that experience has shown that it is better for Authorities to have more flexibility to make changes and not be locked in for 5 years. It was agreed that this will be based on the tonnages provided in the previous Contract Year and will commence from the 1 April immediately occurring after Steering Group approval. For example, in advance of the 5th anniversary of Services Commencement the Steering Group approved the relevant tonnages in November 2024 to apply from 1 April 2025 and this was based on the tonnages in Contract Year 2023- 24. The Steering Group members also have the power to amend the metric being used to calculate Minimum and Maximum Tonnages Furthermore, the drafting states that each year the Steering Group must decide on the share of tonnages between 1 November and 31 December. 1 The Minimum Tonnage is defined in the Project Agreement as “100,000 tonnes of Contract Waste (excluding Ad Hoc Waste) per Contract Year (pro rated for any Contract Year of less than 12 months)” and the Maximum Tonnage is defined in the Project Agreement as “190,000 tonnes of Contract Waste (excluding Ad Hoc Waste) per Contract Year.” 52
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Relevant Clause(s) Original Drafting New drafting Additional drafting has also been inserted placing duties on the Contract Manager to confirm the allocation of the Authority’s share and monitor the tonnages delivered throughout the Contract Year and highlight any issues to the Steering Group. Where appropriate, the word “Authorities’” (apostrophe after the ‘s’) has been amended to “Authority’s”. Clauses 7.8 – 7.9 Share of CMT Annual Budget • Amended Clause 7.9 The share of the tonnages split between the Authorities impacts the share of the CMT Annual Budget 2and the CMT Annual Budget Proportions3. The original drafting envisioned that this would be adjusted 5 years from Services Commencement and every 5 years thereafter. The position remains that share of the tonnages split between the Authorities impacts the share of the CMT Annual Budget Proportions. The drafting at clause 7.9 has been amended to reflect the change in position relating to updating the Minimum and Maximum Tonnages share at clause 4 (see above). Accordingly, the CMT Annual Budget Proportions will also be updated annually, instead of every 5 years. Clause 12 Payments • Amended Clause 12.6 The original drafting placed an obligation on each Authority to pay their monthly payment proportion (in cleared funds) to the Lead Authority (NLC) by the 25th day of the month in which the instruction or invoice for payment has been served. The drafting has been amended to change the obligation to make payment in cleared funds within 21 days of receipt of an instruction for payment or invoice. This is due to a change made to the Project Agreement that afforded more time for NLC to make payment, and NLC has passed this on to other Local Authorities. Clause 15 Liability of the Councils • Amended Clause 15.11 • New clause 15A The original drafting did not reflect how the Project Agreement and associated insurances work in practice. It suggested that the Lead Authority (NLC) would have responsibility for Amendments have been made to reflect how the insurance obligations work in practice. Where the Project Agreement requires any insurances from both the Lead Authority (NLC) or other Authorities, as co-insured or otherwise, there is a responsibility to 2 Defined in IAA as “the sum set in accordance with Clause 7 (Contract management Team (CMT) Annual Budget) and Schedule Part 5 (CMT Annual Budget) which represents the upper limit of the financial threshold calculated by the Joint Steering Board for each Authority's annual contribution to the necessary funding of the Lead Authority to discharge its functions on behalf of all the Authorities under this Inter-Authority Agreement as managed by the Joint Steering Board, notified to the Joint Steering Board and approved by each Authority in respect of this Project (and the Authorities acknowledge that the CMT Annual Budget does not include the Monthly Unitary Payment made under the Project Agreement).” 3 Defined in Schedule Part 5 of IAA as “CMT Annual Budget does not include the Monthly Unitary Payment made under the Project Agreement.” The Initial CMT Annual Budget Proportions are set out at Schedule Part 5 and cover Contract Year 2016 – 2017. 53
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Relevant Clause(s) Original Drafting New drafting administering all Project insurances where not administered by Viridor. administer this in accordance with the Project Agreement. A new clause 15A was inserted to narrate the position in relation to North Ayrshire Council ATS Site as the insurance is held differently to all of the other ATS Sites. North Ayrshire Council is liable to insure the building at North Ayrshire ATS Site under a Property Damage Policy in accordance with Part X – Insurance of the Project Agreement. Clause 27 Notices • Amended Clauses 27.1 and 27.2 and corresponding amendments at Schedule Part 4. The original drafting allowed notices to be served by fax and allowed notice by email to be served. However, it was not clear as to how this would work in practice. The amended drafting deletes references to notices by fax and adds in additional detail as to how a notice would be served by email. Schedule Part 1: Project Tasks The original list set out the correct authority for certain decisions and obligations, either being Contract Manager Matter, Lead Authority Matter, Project Director Matter, Joint Steering Board Metter, Matters Reserved to Authorities and Statutory Officer Matter. Additional entries have been made to reflect the amendments made to the IAA. Schedule Part 2: Joint Steering Board Functions and Terms of Reference • Paragraph 2.7 amended Paragraph 2.7 originally required the Lead Authority's internal audit service to provide a statement of assurance annually. Paragraph 2.7 amended to require that the Lead Authority's internal audit service provides a statement of assurance, every two years (instead of annually). Schedule Part 4: Addresses of the Authorities The original list set out addresses for each Authority where notices should be sent to. The amendments expand this list to include email addresses for each Authority so that notices by email can be issued to the Head of Service/Manager/Director acting as Joint Steering Board member for Clyde Valley Project, copied to Head of Legal Services/Corporate Governance (or such role as amended or updated) at the time of issuing of the notice. 54
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Relevant Clause(s) Original Drafting New drafting Schedule Part 8: Part 2 – Cost Sharing Principles The original drafting contained cost sharing principles between the Local Authorities. The cost sharing principles largely remain but have been expanded to include some detail not originally provided in relation to the East Renfrewshire ATS Ancillary Waste Payment. There is now a recognition of the possibility of a payment arising due to the East Renfrewshire ATS Ancillary Income Share. The amendments make it clear that any sum payable in respect of the East Renfrewshire ATS Ancillary Waste Payment shall be borne wholly by and/or allocated wholly to East Renfrewshire Council. This reflects the position in the payment mechanism contained in the Project Agreement. The text relating to Monthly Unitary Charge has also been amended to reflect the change in Minimum and Maximum Tonnages being agreed annually instead of every 5 years following Service Commencement. 2.15 The contract has been set up to be flexible to deal with the ever-changing waste legislative environment and includes provisions for Qualifying Changes in Law if they arise as well as specific Contractor and Authority Changes should either Party want those as the Contract progresses. 3. Proposals 3.1 It is proposed that Cabinet: a. agrees the proposed changes to the Inter-Authority Agreement; and b. agrees the Chief Executive or their authorised delegate, be authorised to execute, [in the presence of a witness], the revised Inter-Authority Agreement. 55
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4. Implications/Socio-economic Duty Financial 4.1 The budget for the Clyde Valley Residual Waste Contract costs is already included within the Waste Service’s annual revenue budget. The changes in the IAA in relation to Clause 4.5 regarding the change from a five-year review to an annual review of the apportionment of waste tonnages has no impact on the 2025/26 financial year contract costs. The council’s share of the annual Guaranteed Minimum Tonnage (GMT) in the contract and the annual apportionment of the Contract Management Team costs is based on the percentage share of the actual waste tonnage sent by each partner authority, which will change to being recalculated on an annual basis, rather than every five years, which will ensure the charges accurately reflect changes in waste tonnages. The impact of this change is expected to be minimal, and depending on the annual movement in waste tonnages, the change to the apportionment of the GMT and the Contract Management Team costs may be positive or negative. Human Resources 4.2 None. Legal 4.3 The Inter-Authority Agreement is a legally binding document. Legal Services have reviewed the revised IAA document as part of the wider Clyde Valley Contract Project Team. The amendment to Clause 15 of the IAA that solely relates to North Ayrshire Council, brings the IAA into alignment with the current approach to buildings insurance, whereby the council arranges the insurance policy to cover the wider waste transfer station building, of which the contractor occupies an existing bulking shed. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 The continued membership of the Clyde Valley Residual Waste Contract will assist in the achievement of targets in respect of recycling and landfill diversion and ensure the ability to align with the ban on biodegradable municipal waste to landfill. Key Priorities 4.6 The proposal supports the Council Plan strategic priority to be a sustainable council, through supporting the effective governance and management of resources. Community Wealth Building 4.7 None. 56
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5. Consultation 5.1 The council’s Legal Services have been consulted regarding the changes to the IAA, as they form part of the council’s team that works on the Clyde Valley Residual Waste Contract. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Service (Neighbourhood Services). Background Papers 0 57
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