Agenda Document Pack - Cabinet - 03/12/2024
North Ayrshire Council · 3 December 2024
Back to Cabinet — 3 December 2024 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, 03 December 2024 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 29 October 2024 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). EDUCATION ITEMS FOR DECISION Reports by the Executive Director (Education) 3 Chief Education Officer's Update Submit a report by the Executive Director (Education) to provide a summary of current key educational issues, both in national and local contexts; and to inform of current and future improvement activities within the Education Service (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 Annual Report - School and Early Learning and Childcare Inspections 2023-24 Submit a report by the Executive Director (Education) to inform of the performance of North Ayrshire schools and early learning and childcare settings in external inspections, with a focus on those published during session 2023-24 (copy enclosed). GENERAL BUSINESS FOR DECISION Reports by the Chief Executive 5 Proxy Voting for Councillors Submit a report by the Head of Democratic Services to advise of a consultation on a proposal to allow proxy voting for councillors and seek views and agreement on a proposed response (copy enclosed). 6 Procurement Annual Activity Report 2023-24 Submit a report by the Head of Finance to provide an update on procurement activity for the period 2023/24 (copy enclosed). Reports by the Director (Health and Social Care Partnership) 7 Brighter Pathways Re-modelling Care Options Submit a report by the Director of Health and Social Care Partnership to provide an update on the work of the Brighter Pathways transformation work which was to address (i) current pressures on placement availability and accommodation for leavers; (ii) to shift the balance of care from high- cost external residential resources to family-based care or internal residential resources; and (iii) to build capacity and provide more local resources and choice to young people who require to be looked after with increased family-based care (copy enclosed). 8 Integration Joint Board Financial Position Submit a report by the Director (Health and Social Care Partnership) to provide an update on the financial position of the Integration Joint Board (copy enclosed). Reports by the Executive Director (Communities and Housing) 9 Strategic Housing Investment Plan 2025 - 2030 Submit a report by the Executive Director (Communities and Housing) seeking approval of the Strategic Housing Investment Plan 2025 - 2030 (copy enclosed). 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 10 Consultation Response: Developing a Universal Definition of “Care Experience” Submit a report by the Executive Director (Communities and Housing) seeking approval for the proposed response to the Scottish Government consultation on developing a universal definition of “care experience” (copy enclosed). Reports by the Executive Director (Place) 11 Roads Winter Service and Weather Emergencies Plan 2025/26 Submit a report by the Executive Director (Place) to seek approval for the Roads Winter Service and Weather Emergencies Plan 2025/26 (copy enclosed). 12 Highlands and Islands Regional Economic Strategy Submit a report by the Executive Director (Place) to seek endorsement for the Highlands and Islands Regional Economic Strategy (copy enclosed). 13 Lochshore Disability Employment Hub Proposal Submit a report by the Executive Director (Place) to seek approval for the creation of a Disability Employment Hub at Lochshore Park, within the Garnock Valley, offering a wide range of opportunities for people with disabilities and long-term health conditions to develop skills for employment (copy enclosed). 14 Urgent Items Any other items which the Chair considers to be urgent. Exclusion of the Public - Para 9 Resolve in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following item of business on the grounds indicated in terms of Paragraph 9 of Part 1 of Schedule 7A of the Act. Non Disclosure of Information In terms of Standing Order 21 (Disclosure of Information), the information contained within the following report is confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 15 Disposal of 27 Vernon Street, Saltcoats Submit a report by the Executive Director (Place) to seek approval to dispose of 27 Vernon Street, Saltcoats to The Ayrshire Community Trust, in accordance with The Disposal of Land by Local Authorities (Scotland) Regulations 2010. 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 4
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Elected Members Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Margaret Johnson Christina Larsen Church Representatives Mr Andrew Bruce Ms Elizabeth Turbet Vacancy Teaching Representative Ms Jacqui MacKenzie Youth Council Representatives Chair: Apologies: Attending: 5
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Cabinet 29 October 2024 IRVINE, 29 October 2024 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Shaun Macaulay, Tony Gurney, Alan Hill, Margaret Johnson and Christina Larsen. In Attendance C. Hatton, Chief Executive; D. Hammond, Executive Director; R. Leith, Head of Service; and A. Morrell, Senior Manager (Community Development) (Communities) (Communities and Housing); C. Cameron, Director (Health and Social Care Partnership); S. Anson, Executive Director (Education); Russell McCutcheon, Executive Director (Place); M. Boyd, Head of Service; D. Forbes, Senior Manager (Strategic Business Partner); and A. Dunsmore, Team Manager (Business Partner) (Finance); F. Walker, Head of Service (People & ICT); A. Craig, Head of Service; L. Jolly, Communications Officer; and S. Wilson, Committee Services Officer (Democratic Services) (Corporate Services). Also Present Eleanor Collier, Davina McTiernan and Donald L Reid. Chair Shaun Macaulay in the Chair. Apologies Marie Burns. 1. Declarations of Interest In terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors, Councillor Hill declared an interest in agenda item 8 – Proposals for Community Investment Fund (CIF) Expenditure and agreed to leave the meeting during consideration of this item of business, taking no part in its determination. 2. Minutes The Minutes of the Meeting of the Cabinet held on 1 October 2024 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Treasury Management and Investment Mid-Year Report 2024/25 Submitted a report by the Head of Finance providing a Treasury Management update for the period 1 April to 30 September 2024. The Treasury Management and Investment Mid-Year Report 2024/25 was attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed (a) to endorse the Treasury Management and Investment Mid-Year Report 2024/25 attached at Appendix 1 to the report; and (b) note the Prudential and Treasury Indicators contained therein. Agenda Item 2 7
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4. Revenue Budget 2024/25: Financial Performance to 31 August 2024 Submitted a report by the Head of Finance advising of the financial performance for the Council at 31 August 2024. Officers responded to Members’ questions and the Cabinet agreed to 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 2.5 of the report. 5. Capital Programme Performance to 31 August 2024 Submitted a report by the Head of Finance advising of progress in delivering the Capital Investment Programme 2024/25. 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; and (ii) the General Services and HRA revised budgets at 31 August 2024 and the forecast expenditure to 31 March 2025. 6. Cost of Living Support Update Submitted a report by the Executive Director (Communities and Housing) providing a further progress report on the response to the cost of living crisis. The Cost of Living Themes and Updates were attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet (a) noted the progress the Council has made in the development and delivery of support in relation to the cost-of- living crisis and towards the Council Plan priority of a wellbeing economy; and (b) agreed to the provision of future updates through the Council’s performance management system and the annual Community Planning Partnership performance report. 7. North Ayrshire Council Community Learning and Development Plan 2024 - 2027 Submitted a report by the Executive Director (Communities and Housing) seeking approval of the North Ayrshire Council Strategic Community Learning and Development Plan 2024-2027 attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) approve the North Ayrshire Council Strategic Community Learning and Development Plan 2024- 2027 attached at Appendix 1 to the report; and (b) authorised officers to take forward the year one Outcome Plan with a view to targeting resources to address the identified unmet needs. Councillor Hill left the meeting at this point. 8
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8. Proposals for Community Investment Fund (CIF) Expenditure Submitted a report by the Executive Director (Communities and Housing) to determine applications by Locality Partnerships for allocation of CIF funding to proposed projects. Applications from Largs Development Trust and Ardrossan Winton Rovers Community Interest Company were attached at Appendices 1 and 2, respectively, to the report. Having reviewed the applications in line with the CIF criteria, the Cabinet agreed to approve to approve the applications attached as Appendices 1 and 2, respectively, to the report. Councillor Hill rejoined the meeting at this point. 9. Urgent Items There were no urgent items. The meeting ended at 3:15 p.m The full meeting proceedings can be viewed at https://north-ayrshire.public-i.tv/core/portal/home 9
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Chief Education Officer’s Update Report Purpose: To provide Cabinet with a summary of current key educational issues, both in national and local contexts; and to inform Cabinet of current and future improvement activities within the Education Service. Recommendation: It is recommended that Cabinet: (a) Notes the contents of this report; and (b) Agrees to receive a further update report from the Chief Education Officer within six months. 1. Executive Summary 1.1 North Ayrshire’s Education Service is focused on improving attainment and closing the poverty-related attainment gap. This includes the introduction of a new approach to attainment dialogue meetings with secondary school leaders. Monitoring tools and professional learning opportunities are being implemented to track learner progress and improve educational outcomes across all sectors. 1.2 The service is addressing increasing demand for additional support needs (ASN) provision, including reviewing current arrangements and collaborating with health and social care services to maximise support. Key developments include enhancing child protection procedures, updating policies on funded school transport, and improving engagement with parents of learners with support needs. 1.3 New vacancy and staff absence management procedures are in place across the service to ensure efficient resource management. A systematic four-year review of policies is underway, with priorities set by school leaders. 1.4 The national thematic inspection of North Ayrshire Education Service resulted in very positive feedback. North Ayrshire is engaging in collaborative improvement activities in a quad with three other local authorities facing similar socio-economic challenges. Future partnership work is also planned with East and South Ayrshire and Ayrshire College to explore expanded qualification options in senior phase education. 2. Background 2.1 The work of the Education Service leadership team is organised into three thematic areas: Raising Attainment and Achievement; Supporting Needs; and Strategic Service Agenda Item 3 11
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Support. This update report will provide key information on each of these thematic areas as well as other current local and national educational issues. 2.2 Raising Attainment and Achievement 2.2.1 Achievement of Curriculum for Excellence levels data will be published nationally in December. Whilst there have been modest improvements in attainment levels in North Ayrshire again this year, the service will continue to have an increased focus on raising attainment and reducing the poverty-related attainment gap, as intimated to Cabinet in August in the Service Improvement Plan. A report summarising our Curriculum for Excellence achievement levels will be brought to Cabinet later in the academic year. 2.2.2 A series of attainment dialogue meetings have been held with all secondary school leadership teams to discuss performance in the latest diet of national qualifications. Discussions focused on the celebration of success as well as the identification of future focused areas for improvement. This work will feed into the school improvement planning cycle. This will be followed up with all schools in March and a full report analysing the attainment outcomes of our school leavers will be brought to Cabinet later in the academic year. 2.2.3 A new tracking and monitoring tool has been created within the service to support establishments with the analysis of learner progress. Establishments have been supported to set achievement targets for the year. These will be monitored through the quality improvement cycle. A Service Improvement Group has been set which will focus on further specific actions to support improved attainment and achievement across the service. 2.2.4 A new Digital Learning Strategy is currently in development. This will provide a framework for learners and staff to ensure that learning is enhanced through the effective use of digital technologies. The strategy will focus on the development of digital skills. The service has been involved in a national research project on the emergent issues around Artificial Intelligence in education. The service continues to work with IT Services to ensure that the Digital Learning Strategy aligns well with the updated North Ayrshire Council Digital Strategy. The service has begun to explore potential additional funding sources for devices across all sectors to support digital technology usage and the development of digital skills. 2.2.5 Senior leaders have been engaging in activity around curriculum design and innovation with a view to ensuring that the curriculum offer across our early years establishments, primary and secondary schools supports learner engagement, high quality learning, teaching and assessment, and help to raise attainment. Linked with this, the service has developed an Ayrshire Growth Deal tool which supports schools to plan tailored skills development through the curriculum. This has been shared across all sectors and has been presented to partners at the Ayrshire Skills Group and with Ayrshire Growth Deal programme managers. 2.2.6 There has been a series of activities to support highly effective teaching and learning experiences for all learners. The Professional Learning Academy is operating an updated delivery model which incorporates the aim of sustainable professional learning and effective use of data for improvement. In addition, senior leaders have engaged with a series of moderation inputs to continue to develop the understanding of the moderation cycle and achievement of a level. In the secondary sector, DHTs and PTs of English and Maths have been provided with opportunities for professional 12
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dialogue around the core Quality Indicators and data literacy which both support raising attainment. 2.2.7 Following the conclusion of the early learning and childcare review, the service has developed a significant programme of service-wide professional learning for early years staff to ensure that quality improvement in our early years provisions remains a key focus. In addition, work to embed play pedagogy in the early stages of primary is ongoing, following the ADES collaborative improvement visit last year, and which was presented to Cabinet earlier this year. 2.3 Supporting Needs 2.3.1 We continue to implement the recommendations from the Morgan Review and findings of ASL inquiry (May 2024). The service is currently undertaking review and scoping work around targeted and specialist additional support needs provision across the service. This is in response to the significant change in the profile of needs in our establishments and the challenges this presents in terms of supporting needs as effectively as possible within our current arrangements. Options will be discussed with relevant stakeholder groups and proposals will be brought to Cabinet for decision in due course. 2.3.2 In collaboration with colleagues in the HSCP, the Brighter Pathways group is focused on supporting children and young people who are on the edge of care placements. We are also engaged in positive partnership around the North Ayrshire Multiagency Neurodevelopmental Support Pathways work and an Education Senior Manager is jointly chairing the panel with a colleague from Health and Social Care. 2.3.3 Child Protection procedures have been reviewed and significantly updated to ensure more streamlined processes are in place for all establishments. The updated policy has been launched with all staff and has been received positively. New monthly monitoring within the service allows for patterns and trends to be easily spotted and professional learning targeted at particular establishments, clusters or localities. We have also introduced a monthly check-in with Service Access colleagues in the HSCP, where concerns can be shared, discussed and resolved. 2.3.4 Given concerns around the escalating costs of funded school transport, the application of the Policy has been reviewed, alongside the approach to appeals. The internal guidance has been updated and the initial application revised to ensure a more consistently rigorous approach to the consideration of applications relating to additional support needs. 2.3.5 Following the Behaviour In Scottish Schools Research (2023) and the publication of the subsequent Scottish Government Action Plan (November 2024), work has been undertaken to review the Corporate Violence and Aggression Policy as it applies within educational settings. This was undertaken collaboratively with colleagues from Corporate Health and Safety as well as trade unions and includes specific instruction around prevention, reporting and support for employees. The policy on Promoting Positive Relationships is being updated to ensure specific guidance is given around behaviour and consequences including the creation of Positive Behaviour Plans which include assessment of risk. 2.3.6 Our approach to engaging with parents and carers around additional support needs has been significantly enhanced with pro-active engagement with two support groups (ASN Ayrshire and ASN 3-towns). This work was recognised in the Scottish parliament 13
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as being positively welcomed by parent support groups. Following this early collaboration, we reviewed our policy for supporting specific diets for neurodiverse learners and now have a new approach which has been welcomed by parents and carers. We continue to work collaboratively to design a partnership forum to encourage open communication with parents and families of children with additional needs. Updated literature has also been created to ensure parents and carers are well informed about issues to do with starting school when your child has additional needs; this incudes the placement process. 2.3.7 Ensuring children and young people’s rights are respected and upheld is a crucial element of our work to support needs and we are piloting both Young Leaders of Learning and Young Inclusion Ambassadors within establishments across North Ayrshire. This also links with recognising and celebrating our achievements in championing inclusion through the Success Looks Different national awards: we are supporting establishments through this process. 2.4 Strategic Service Support 2.4.1 Three new education provisions have opened so far this academic year: Marress House Early Years Centre; Montgomerie Park Primary School and Early Years Class; and Moorpark Primary School and Early Years Class. All provisions are working well and represent excellent additions to our learning estate, providing very high-quality learning environments and excellent facilities for our children and young people. Plans for official openings are in progress and will be shared in the near future. 2.4.2 New vacancy management procedures have been implemented to ensure that all posts governed by the Devolved School Management Scheme are scrutinised prior to vacancies being filled. This takes place on a weekly basis and is managed directly by the Head of Service. Adopting this process replicates the level of scrutiny applied to local government posts in other services and is designed to ensure effective resource management and that posts are only filled if a set of well-defined criteria are met. 2.4.3 New staff absence management procedures are in development. The service is working with the new HR Adviser on the creation of more efficient monitoring and assurance processes. This is part of a larger project which aims to: improve the quality of sickness absence data; analyse trends and underlying drivers of sickness absence; support more systematic implementation of absence management policies through improved monitoring and reporting structures; and address underlying drivers of sickness absence where possible and maximise support available for staff. 2.4.4 The service has worked in collaboration with trade union colleagues through the Local Negotiating Committee for Teachers (LNCT) to review and develop comprehensive new guidance to support the creation of annual Working Time Agreements for teaching staff in all establishments. This guidance will ensure that school leadership teams work effectively in partnership with professional associations to ensure agreement is reached at school level when planning certain key activities for teachers across the school calendar. 2.4.5 The service is in year two of a four-year systematic review and update of service-level policies and operating procedures to ensure that establishments are supported to respond consistently in agreed policy areas. Part of the review process includes a policy review group of Heads of Establishment. Policy areas for review, refresh or development in the current academic year were agreed and prioritised by Heads of Establishment, and include the following thematic areas: Use of mobile phones; 14
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Responsible use of social media; Inventory procedures; Education and the law; Information sharing; Emergency school closures; Recruitment to teaching/promoted posts; Staff new start/leaver procedures; Managing grievance; Exclusion; Transitions; Curriculum review cycle; Early learning; Supporting care experienced learners; Working collaboratively with privately arranged therapists, tutors or practitioners; Physical restraint and seclusion; Supporting staff wellbeing. 2.5 Local and National Issues 2.5.1 HMIe has recently appointed Jacqui Nimmo, Head of Inspection, as a link between North Ayrshire Council and the inspectorate. To date two meetings have taken place with the Chief Education Officer and have focused on working in partnership to support successful inspection outcomes for our establishments. It has been recognised that North Ayrshire has a strong inspection record, further details of which are outlined in the annual report to Cabinet. 2.5.2 A National Thematic Inspection was carried out by His Majesty’s Inspectorate of Education (HMIe) in all 32 education authorities across Scotland during September and October. The inspections focused on how local authorities support improvement across all educational establishments. Inspectors visited North Ayrshire Council in the week beginning 16 September 2024 and met with focus groups of key education staff, including the service leadership team, school leaders, teachers, representatives from the parent forum, trade unions and elected members. The verbal feedback from this inspection was very positive, with a number of areas of effective practice highlighted. A written report is due in December 2024. This is expected to be followed by the development of a new inspection framework to evaluate the quality of the work of education authorities, which was originally announced by the Chief Inspector alongside the National Thematic Inspection in June 2024. Officers in North Ayrshire would welcome the opportunity for involvement in the development of the new inspection framework. 2.5.3 Through the Association of Directors of Education (ADES), North Ayrshire has been grouped together with the Education Services of Glasgow City, Dundee City and North Lanarkshire to work on collaborative improvement activity. These partner local authorities have similarly high levels of deprivation and have committed to work on agreed shared improvement goals. This partnership work will begin in January 2025, with further updates being provided to Cabinet in due course. A principal focus in the initial months will be on using the new self-evaluation tool recently developed by ADES in partnership with HMIe, entitled “How Good is Our Education Authority?” as a focus for collaborative support and challenge. This framework is organised under two key quality indicators: Leadership, direction and continuous improvement; and Improving outcomes for all. 2.5.3 The publication of the annual staff and pupil census is expected in December 2024. It is anticipated that the pupil:teacher ratio will be around 12.4. North Ayrshire Council will continue to work with Scottish Government and engage in discussions whenever possible around service needs in light of our declining school roll. 2.5.4 The Scottish Government’s Educational Reform Programme focuses on evolving the Curriculum for Excellence (CfE) to address key challenges identified by the OECD. Current actions include piloting curriculum reviews (2023–2024) to test methodologies for the Curriculum Improvement Cycle (CIC), aiming to declutter the curriculum, clarify knowledge, and enhance transitions between Broad General Education (BGE) and the 15
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Senior Phase. Stakeholder engagement is underway and North Ayrshire Education Service will be contributing to this work. 2.5.5 North Ayrshire Council Education Service has begun to discuss opportunities for closer partnership working with the education services in East and South Ayrshire. A key consideration in the next period will be a partnership approach, including Ayrshire College, to the provision of a full breadth of qualifications options in the senior phase. 3. Proposals 3.1 It is recommended Cabinet: (a) Notes the contents of this report; and (b) Agrees to receive a further update report from the Chief Education Officer within six months. 4. Implications/Socio-economic Duty Financial 4.1 No direct implications as a result of this report. Human Resources 4.2 No direct implications as a result of this report. Legal 4.3 No direct implications as a result of this report. Equality/Socio-economic 4.4 No direct implications as a result of this report. Climate Change and Carbon 4.5 No direct implications as a result of this report. Key Priorities 4.6 Council priorities: The external inspection activity confirms the focus of the Education Service is to align with the Council Plan 2023-28 strategic aim to “transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” and more specifically “improving educational attainment and achievement and closing the attainment gap” activities. Community Wealth Building 4.7 Better educational outcomes for children young people and adults, as well as increased capacity building and resilience in communities are required to underpin a strong local economy. North Ayrshire works in partnership with local early learning and 16
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childcare providers (local businesses) to ensure the provision of care is a shared endeavour. 5. Consultation 5.1 There has been no specific consultation on the contents of this report. Sam Anson Executive Director For further information please contact Andrew McClelland, Head of Service (Education) and Chief Education Officer, on 01294 324413. Background Papers 0 17
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Annual Report – School and Early Learning and Childcare Inspections 2023-24 Purpose: To inform Cabinet of the performance of North Ayrshire schools and early learning and childcare settings in external inspections, with a focus on those published during session 2023-24. Recommendation: It is recommended that Cabinet: (a) Notes the contents of this report; and (b) Commends the performance of schools and ELC settings in inspections conducted by Education Scotland and the Care Inspectorate. 1. Executive Summary 1.1 Education Scotland published inspection reports on seven educational establishments in North Ayrshire in session 2023-24. Although one school received evaluations of less than satisfactory, the overall performance of our schools and centres continues to be very positive. 1.2 The Care Inspectorate published inspection reports on eight local authority early learning and childcare establishments in North Ayrshire in session 2023-24. The performance of all these establishments was positive. 1.3 Action has been taken by individual schools and early years establishments, supported by the education service, to celebrate strengths and to address areas for improvement identified in the inspection reports. Specifically, in relation to the school which will be subject to a further inspection later this year, a full action plan has been developed and is now being implemented. 2. Background 2.1 Schools are subject to periodic external evaluation by the national inspection agency, Education Scotland. Early Learning and Childcare settings are inspected by both Education Scotland and the Care Inspectorate. 2.2 Education Scotland reports on the quality of school and early years provision under the following quality indicators, taken from the self-evaluation framework How good is our school? (4th edition): Agenda Item 4 19
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• Leadership of change • Learning, teaching and assessment • Ensuring wellbeing, equality, and inclusion • Raising attainment and achievement (primary, secondary, ASN schools) • Securing children’s progress (Early learning & childcare settings). 2.3 In 2022, the Care Inspectorate introduced a new quality framework for daycare of children, childminding and school-aged childcare. This quality framework is structured around the following key questions: • How good is our care, play and learning? • How good is our setting? • How good is our leadership? • How good is our staff team? 2.4 All inspections focus on at least two quality indicators. In session 2023-24, Education Scotland carried out seven school inspections in North Ayrshire (three of which included an inspection of their early years class) as part of a national sample size of 250 schools. 2.5 Education Scotland uses a six-point scale to report on the performance of the educational establishment in each of the assessed quality indicators. The categories of the six-point scale are: excellent, very good, good, satisfactory, weak, and unsatisfactory. Further detail on the meaning of the six-point scale is included at Appendix 2. 2.6 In session 2023-24, the Education Scotland inspection outcomes in North Ayrshire schools were as follows: School Inspection Report Date 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Raising attainment and achievement Dykesmains Primary School 12/12/2023 [Not assessed] Very Good [Not assessed] Very Good St Mark’s Primary School 06/02/2024 [Not assessed] Satisfactory [Not assessed] Satisfactory Winton Primary School 27/02/2024 [Not assessed] Good [Not assessed] Good Cumbrae Primary School 23/04/2024 Very Good Very Good Very Good Very Good Gateside Primary School 28/05/2024 Very Good Very Good Very Good Very Good Kilmory Primary School 27/08/2024 [Not assessed] Satisfactory [Not assessed] Satisfactory Pirnmill Primary School 27/08/2024 [Not assessed] Weak [Not assessed] Weak 2.7 In session 2023-24, the Education Scotland inspection outcomes in early years classes within North Ayrshire schools were as follows: School Inspection Report Date 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Securing children’s progress Cumbrae Primary Early Years 23/04/2024 Good Good Good Good 20
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Gateside Primary Early Years 28/05/2024 Very Good Very Good Very Good Very Good Kilmory Primary Early Years 27/08/2024 [Not assessed] Good [Not assessed] Good 2.8 In session 2023-24, the Education Scotland inspection outcomes in partner early years settings within North Ayrshire were as follows: Partner Early Years Setting Inspection Report Date 1.3 Leadership of change 2.3 Learning, teaching and assessment 3.1 Ensuring wellbeing, equality and inclusion 3.2 Securing children’s progress Douglas Park Nursery 06/02/2024 [Not assessed] Very Good [Not assessed] Very Good West Kilbride Early Years Centre 06/02/2024 [Not assessed] Very Good [Not assessed] Very Good 2.9 Since the introduction of the current inspection framework “How Good is our School? (4th edition)” in session 2016-2017, there has been a total of 32 inspections by Education Scotland across North Ayrshire’s schools and early years classes. Over that time frame, the performance of North Ayrshire schools in Education Scotland inspections has been extremely positive. By way of comparison in the table below, each grade has been assigned a numerical value to show our average performance against the regional and national performance. The higher the value, the better the performance. NAC outperforms regional and national comparators across all quality indicators. Average grade assigned through Education Scotland inspection 2016-2024 (schools only): Quality Indicator NAC 2016-24* Regional 2016-24 (SWEIC)* National 2016-24* Leadership of change 4.54 3.83 3.77 Learning, teaching and assessment 4.13 3.78 3.72 Ensuring wellbeing, equality and inclusion 4.54 4.01 3.94 Raising attainment and achievement 4.10 3.73 3.69 * 6 = Excellent; 5 = Very Good; 4 = Good; 3 = Satisfactory; 2 = Weak; 1 = Unsatisfactory Average grade assigned through Education Scotland inspection 2016-2024 (early learning and childcare settings only (authority provision)): Quality Indicator NAC 2016-24* Regional 2016-24 (SWEIC)* National 2016-24* Leadership of change 4.20 3.83 3.66 Learning, teaching and assessment 4.41 3.95 3.73 Ensuring wellbeing, equality and inclusion 4.30 4.13 3.98 Securing children’s progress 4.41 4.01 3.82 * 6 = Excellent; 5 = Very Good; 4 = Good; 3 = Satisfactory; 2 = Weak; 1 = Unsatisfactory 2.10 A further indicator of quality of educational provision overall is the percentage of school/ early learning and childcare inspections by Education Scotland which resulted in an evaluation of “good” or better. Data has been analysed since the introduction of the current inspection framework in 2016-17 to the end of session 2023-24. Again, this 21
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demonstrates an extremely strong performance in North Ayrshire which significantly outperforms regional and national comparators across all indicators: Percentage of Education Scotland inspections resulting in an evaluation of “good” or better 2016-24 (schools only): Quality Indicator NAC 2016-24* Regional 2016-24 (SWEIC)* National 2016-24* Leadership of change 85% 63% 62% Learning, teaching and assessment 81% 68% 63% Ensuring wellbeing, equality and inclusion 85% 69% 69% Raising attainment and achievement 77% 68% 62% Percentage of Education Scotland inspections resulting in an evaluation of “good” or better 2016-24 (early learning and childcare settings only): Quality Indicator NAC 2016-24* Regional 2016-24 (SWEIC)* National 2016-24* Leadership of change 80% 67% 60% Learning, teaching and assessment 88% 72% 63% Ensuring wellbeing, equality and inclusion 80% 74% 75% Securing children’s progress 88% 75% 68% 2.11 The Education Scotland inspection reports (at Appendix 1) highlight a number of key strengths common to several of the establishments they visited in North Ayrshire in 2023-24. Notable strengths have been identified in the following areas: • Effective leadership: Strong leadership from the Head Teacher and senior leaders in raising attainment, tracking progress, and ensuring positive outcomes for learners. • Collaborative staff work: Teachers and support staff work together to improve learning, teaching and assessment practices. • Positive relationships and support: Strong, supportive relationships between staff and learners within a nurturing, calm and purposeful learning environment. • Learner attainment in key areas: High attainment, particularly in numeracy and listening and talking. • Opportunities for skill development: A wide range of opportunities provided for learners to develop skills and achieve beyond the classroom. 2.12 Areas for improvement in North Ayrshire were identified through the inspection reports. All reports always have at least one identified area for improvement. The improvement actions frequently include the wording “continue to” or “further develop”, demonstrating that establishments are already beginning to take steps to address these points. The most common themes for improvement in 2023-24 were: • Develop more independence in learning: Support children in leading their own learning through more opportunities for learning conversations, goal setting and self- reflection. • Improve assessment and tracking processes: Enhance the use of data and assessments to better track learner progress, identify learning needs and plan appropriately challenging activities. 22
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• Continue to raise attainment in core subjects: Focus on further improving achievement, particularly in literacy and numeracy, and ensure that learning activities are appropriately challenging and tailored to the needs of all learners. 2.13 The key areas for improvement are also being addressed more widely across all establishments through the priority actions of the Service Improvement Plan. 2.14 For Pirnmill Primary School, where the quality indicators of: i) learning, teaching and assessment and ii) raising attainment and achievement were both evaluated as weak, a specific, detailed action plan has been formulated. The implementation of this action plan is already underway and is being led by the new Head Teacher, with support from the central team. A further inspection will be undertaken by Education Scotland within the next year, the outcome of which will be reported to Cabinet. 2.15 In session 2023-24 the performance of North Ayrshire Early Learning and Childcare centres and classes in Care Inspectorate inspections was positive. Care Inspectorate reports can all be accessed via the website. A total of eight Local Authority Early Years centres and classes and four partner nurseries were inspected, the evaluations for which are summarised in the tables below: Early Learning and Childcare Setting (NAC) Inspection Report Date KQ1: How good is our care, play and learning? KQ2: How good is our setting? KQ3: How good is our leadership? KQ4: How good is our staff team? Fairlie Primary School Nursery Class 11/10/2023 Very good Good Good Very Good Lamlash Primary School Nursery Class 06/11/2023 Very Good Very Good Very Good Very Good Brodick Primary School Nursery Class 04/12/2023 Very Good Very Good Very Good Very Good Pennyburn Primary School Nursery Class 28/03/2024 Adequate Adequate Adequate Adequate Annick Primary School Nursery Class 17/04/2024 Very Good Very Good Good Good Hayocks Primary School Nursery Class 11/05/2024 Good Good Good Adequate Gateside Primary School Nursery Class 29/05/2024 Very Good Very Good Very Good Very Good Springvale Early Years Centre 15/08/2024 Very Good Very Good Very Good Very Good Early Learning and Childcare Setting (partners) Inspection Report Date KQ1: How good is our care, play and learning? KQ2: How good is our setting? KQ3: How good is our leadership? KQ4: How good is our staff team? Whitehirst Park Private Nursery 30/08/2023 Good Adequate Good Good Treetops Too (Saltcoats) 24/10/2023 Good Adequate Good Good First Steps Nursery (Irvine) 25/03/2024 Good Very Good Good Good Whitehirst Park Private Nursery 05/07/2024 Good Good Good Good 23
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2.16 The Care Inspectorate updated their framework of quality indicators in 2022. Nevertheless, in order to mirror the approach above (for Education Scotland inspections) to providing trend information over several years, a calculation has enabled average performances to be shown, covering the period 2016-24, both for North Ayrshire’s local authority early learning and childcare settings, as well as for the South West Educational Improvement Collaborative. As with similar comparisons for schools, this demonstrates that we are performing well when benchmarked against others. Average grade assigned through Care Inspectorate inspections in Early Learning and Childcare (NAC settings): New Quality Indicator (from August 2022) Previous Quality Indicator (before August 2022) North Ayrshire Average Performance 2016-24* SWEIC Average Performance 2016-24* Quality of care, play and learning Quality of care and support 4.78 4.54 Quality of setting Quality of environment 4.67 4.39 Quality of leadership Quality of management and leadership 4.33 4.28 Quality of staff team Quality of staffing 4.56 4.48 * 6 = Excellent; 5 = Very Good; 4 = Good; 3 = Satisfactory; 2 = Weak; 1 = Unsatisfactory 2.17 Common strengths from the Care Inspectorate reports on early learning and childcare settings in North Ayrshire in 2023-24 are: • Nurturing Care: Children experience secure, happy, and confident care, with staff consistently providing supportive and responsive interactions that focus on emotional wellbeing. • Strong Teamwork and Leadership: Staff work effectively as teams, supported by strong leadership that encourages collaboration, communication and continuous professional development. • Learning through Play: A strong emphasis on play-based learning, with children leading their own activities and enjoying free-flow access to both indoor and outdoor spaces that promote hands-on, exploratory learning. • Positive Relationships with Families: Settings prioritise building strong, meaningful relationships with families, ensuring that parents and carers are involved and well- supported in the children's learning and development. • Commitment to Continuous Improvement: Many settings show a clear focus on self-evaluation and ongoing improvement, with staff and leadership committed to refining practices and enhancing the quality of care and learning. 2.18 Care Inspectorate reports included six areas for improvement in total for early learning and childcare establishments in North Ayrshire in 2023-24. Plans are in place in the relevant individual establishments to address these. Heads of establishment are working closely with the central team to ensure that improvements are made in the identified areas, which cover: specific aspects of the learning environment and experiences; improvement in processes for monitoring learners’ progress; and maximising the effective deployment of staff. In parallel, the service is in the process of designing and implementing a broad new programme of professional learning for early learning and childcare, which will contribute to and support the systematic improvement of quality across the service. 24
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2.19 As part of the service’s commitment to continuous improvement, inspection outcomes have been used alongside feedback and engagement sessions with head teachers and other senior officers, to feed into an evaluation of the service’s Quality Improvement Framework, which has been refreshed and updated for session 2024-25. There is an increased flexibility in approach, agreed at individual establishment level. The Quality Improvement Framework is designed to give establishments, the service and elected members assurance that self-evaluation is a key aspect of the work of our establishments and that this leads consistently to planned improvements, based on local contexts. 3. Proposals 3.1 It is recommended Cabinet: (a) Notes the contents of this report; and b) Commends the performance of schools and ELC settings in inspections conducted by Education Scotland and the Care Inspectorate throughout academic session 2023- 24. 4. Implications/Socio-economic Duty Financial 4.1 No direct implications as a result of this report. Human Resources 4.2 No direct implications as a result of this report. Legal 4.3 No direct implications as a result of this report. Equality/Socio-economic 4.4 No direct implications as a result of this report. Climate Change and Carbon 4.5 No direct implications as a result of this report. Key Priorities 4.6 Council priorities: The external inspection activity confirms the focus of the Education Service is to align with the Council Plan 2023-28 strategic aim to “transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” and more specifically “improving educational attainment and achievement and closing the attainment gap” activities. Community Wealth Building 4.7 Better educational outcomes for children young people and adults, as well as increased 25
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capacity building and resilience in communities are required to underpin a strong local economy. North Ayrshire works in partnership with local early learning and childcare providers (local businesses) to ensure the provision of care is a shared endeavour. 5. Consultation 5.1 There has been no specific consultation on the contents of this report, however, there is ongoing engagement with school and early years communities at various levels on evaluating the quality of education. This work informs and supports the improvement planning process, both within individual establishments and across the service. Sam Anson Executive Director For further information please contact Andrew McClelland, Head of Service (Education), on 01294 324413. Background Papers 0 26
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1 | Dykesmains Primary School, North Ayrshire Council, 8213429 © Crown Copyright 12 December 2023 Dear Parent/Carer In October 2023, a team of inspectors from Education Scotland visited Dykesmains Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • The highly effective leadership of the headteacher, and senior leaders, in raising attainment and achievement, and in ensuring positive outcomes for children. This includes them engaging in robust monitoring and tracking of children’s progress. • The collaborative work of staff in continuing to improve learning, teaching and assessment. • The positive relationships between all staff and children. Children are supported well within a calm, nurturing and purposeful learning environment. • Children’s attainment in numeracy and in listening and talking. • The skills that children develop through their participation in a wide range of opportunities to achieve. The following areas for improvement were identified and discussed with the headteacher and representatives from North Ayrshire Council. • Develop further the use of assessment in all areas of the curriculum to demonstrate children’s progress across their learning more easily. • Continue to improve children’s progress in writing. Appendix 1 27
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2 | Dykesmains Primary School, North Ayrshire Council, 8213429 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Dykesmains Primary School Quality indicators Evaluation Learning, teaching and assessment very good Raising attainment and achievement very good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and Review | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Dr Celia McArthur HM Inspector 28
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1 | St Mark’s Primary School, North Ayrshire Council, 8217521 © Crown Copyright 6 February 2024 Dear Parent/Carer In December 2023, a team of inspectors from Education Scotland visited St Mark’s Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. St Mark’s Primary School nursery class was inspected by the Care Inspectorate within the past 18 months. Therefore we have agreed with the local authority and school that the nursery class is not part of this inspection. The inspection team found the following strengths in the school’s work. • The school’s vision, values and aims, underpinned by the Gospel values, support a positive climate for learning. Children benefit from nurturing and mutually respectful relationships with staff. • The headteacher and staff’s dedication to supporting children and families experiencing financial barriers. They adopt approaches which help children to feel ready and better able to learn and maintain the dignity of families. • Staff work with partners effectively to offer children a range of achievements and learning opportunities. These help children to develop important skills. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • Staff should develop a shared understanding of high-quality learning and teaching. This will help improve the consistency of learners’ experiences and support children’s progress in learning as a result. • Teachers should continue to develop their use of assessments to measure children’s progress and identify their next steps in learning. They should work together and with colleagues from other schools to regularly review and apply national standards confidently. • Senior leaders and teachers should continue to raise attainment in literacy and numeracy across the school. 29
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2 | St Mark’s Primary School, North Ayrshire Council, 8217521 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for St Mark’s Primary School Quality indicators Evaluation Learning, teaching and assessment satisfactory Raising attainment and achievement satisfactory Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and Review | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Mr Graham Parry HM Inspector 30
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1 | Winton Primary School, North Ayrshire Council, 8210624 © Crown Copyright 27 February 2024 Dear Parent/Carer In December 2023, a team of inspectors from Education Scotland visited Winton Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. Winton Early Years Class was inspected by Care Inspectorate within the past 18 months. Therefore, we have agreed with the local authority and school that the nursery class is not part of this inspection. The inspection team found the following strengths in the school’s work. • Led ably by senior leaders, staff, children and families work very well together as part of the ‘Winton family’ to promote positive and respectful relationships. As a result, children enjoy school, behave well and engage positively in their learning. • The whole staff team have developed inclusive learning environments that support children who require help with their learning. This enables children to improve their wellbeing, make good progress and achieve well. • Staff develop their practice well through strong professional partnerships and collaboration as a team. This is improving children’s experiences. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • Continue to strengthen the use of assessment information to plan learning which is consistently at the right level of difficulty for all children. • Continue to raise attainment and achievement for children across the school. This will be supported by evidencing more clearly the impact support for individuals and groups has on their progress and attainment. 31
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2 | Winton Primary School, North Ayrshire Council, 8210624 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Winton Primary School. Quality indicators Evaluation Learning, teaching and assessment good Raising attainment and achievement good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and Review | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Gillian Frew HM Inspector 32
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1 | Cumbrae Primary School and Nursery Class, North Ayrshire Council, 8218226 © Crown Copyright 23 April 2024 Dear Parent/Carer In January 2024, a team of inspectors from Education Scotland visited Cumbrae Primary School and Nursery Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work: • The positive nurturing relationships between all staff and children in the school and nursery. Children are confident, secure and engage very well in learning. • The highly respected and aspirational headteacher who is driving school improvement. She is supported very well by an effective and resilient staff team. Together they are successfully improving children’s attainment, experiences and outcomes. • The high-quality experiences, including outdoor learning, community projects and learning through play. Learning is well planned and effectively supported by a range of partners. This is leading to positive outcomes for children. The following areas for improvement were identified and discussed with the headteacher and representatives from North Ayrshire Council. • Provide children with further opportunities to lead their learning and recognise the skills they are developing through learning experiences. • Continue to develop the nursery environment, both indoors and outside, to ensure all curriculum areas are planned well. Ensure that children are engaged and challenged fully in their learning. • In the nursery, continue to develop play and learning experiences around the wellbeing indicators. This will support children to develop a greater sense of their own health and wellbeing. 33
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2 | Cumbrae Primary School and Nursery Class, North Ayrshire Council, 8218226 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using four quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Cumbrae Primary School and Nursery Class Quality indicators for the primary stages Evaluation Leadership of change very good Learning, teaching and assessment very good Ensuring wellbeing, equality and inclusion very good Raising attainment and achievement very good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale Quality indicators for the nursery class Evaluation Leadership of change good Learning, teaching and assessment good Ensuring wellbeing, equality and inclusion good Securing children’s progress good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Find an inspection report | Education Scotland 34
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3 | Cumbrae Primary School and Nursery Class, North Ayrshire Council, 8218226 © Crown Copyright What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Nicola Drew HM Inspector 35
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1 | Gateside Primary School and Early Years Class, North Ayrshire Council, 8211329 © Crown Copyright 28 May 2024 Dear Parent/Carer In April 2024, a team of inspectors from Education Scotland and the Care Inspectorate visited Gateside Primary School and Early Years Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • Children in the school and nursery class who are highly confident and kind to each other, adults and visitors. In the nursery, children have fun in their environment and in the school, children are eager, motivated learners. • The strong nurturing relationships that exist across the school and nursery class between staff, children and their families. These relationships support children well to respect themselves and others. • The strong sense of teamwork between staff and their willingness to take on leadership roles based on their professional learning. Senior leaders support and guide staff well to improve children’s learning experiences, particularly in literacy. • The approaches senior leaders and staff take to identify children’s barriers to learning quickly and address their needs. This is helping staff to get it right for every child in the school and nursery class. • The high levels of attainment of children across the school and nursery. Children make very good progress in their learning and development. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • Senior leaders and all staff should continue to work on areas identified within the school and nursery class improvement plan. 36
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2 | Gateside Primary School and Early Years Class, North Ayrshire Council, 8211329 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using four quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Gateside Primary School and Early Years Class Quality indicators for the primary stages Evaluation Leadership of change very good Learning, teaching and assessment very good Ensuring wellbeing, equality and inclusion very good Raising attainment and achievement very good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale Quality indicators for the nursery class Evaluation Leadership of change very good Learning, teaching and assessment very good Ensuring wellbeing, equality and inclusion very good Securing children’s progress very good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale 37
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3 | Gateside Primary School and Early Years Class, North Ayrshire Council, 8211329 © Crown Copyright We gathered evidence to enable us to evaluate the early learning and childcare setting using the quality indicators from A quality framework for daycare of children, childminding and school-aged childcare. The framework supports settings, providers and inspectors to assess what is working well and what needs to be improved. Following the inspection of each setting, the Scottish Government gathers details of our evaluations to keep track of how well early learning and childcare settings are doing. The Care Inspectorate evaluations are also used by local authorities when considering how settings are meeting the national standard for funded early learning and childcare. The Care Inspectorate’s evaluations for the early learning and childcare setting are: Detailed evaluations Evaluation Key question 1: How good is our care, play and learning? very good 1.1 Nurturing care and support very good 1.3 Play and learning very good Key question 2: How good is our setting? very good 2.2 Children experience high quality facilities very good Key question 3: How good is our leadership? very good 3.1 Quality assurance and improvement are led well very good Key question 4: How good is our staff team? very good 4.3 Staff deployment very good Requirements made by the Care Inspectorate for the early learning and childcare setting. As a result of the inspection, no requirements were made. Areas for improvement made by the Care Inspectorate for the early learning and childcare setting. As a result of the inspection, no areas for improvement were made. 38
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4 | Gateside Primary School and Early Years Class, North Ayrshire Council, 8211329 © Crown Copyright A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and review | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Helen Mulholland Eileen McColgan HM Inspector Care Inspector 39
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1 | Kilmory Primary School and Nursery Class, North Ayrshire Council, 8200424 © Crown Copyright 27 August 2024 Dear Parent/Carer In May 2024, a team of inspectors from Education Scotland visited Kilmory Primary School and Nursery Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • Staff support children to feel welcomed and cared for across the school and nursery. Children experience positive, respectful and nurturing relationships which is impacting positively on their motivation to learn. • Children are friendly, curious and confident. They have a positive attitude to their school and benefit from local partnerships in the community. • In the nursery, staff use stimulating outdoor and real-life learning contexts to engage children in meaningful and relevant activities. This supports children in the nursery to make good progress in their learning. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • Develop consistently high-quality approaches to learning and teaching across the school. Ensure that learning activities are challenging enough and well matched to the needs of all children. • Improve approaches to assessing and tracking children’s progress across the school and nursery. Ensure that all children build on prior learning and experience activities that support them to lead their own learning. • Improve approaches to meeting the learning needs of all children including those who require additional support with their learning. Staff should work with children to set clear, measurable targets that help children make better progress in their learning. • Improve attainment in literacy and numeracy across the school. 40
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2 | Kilmory Primary School and Nursery Class, North Ayrshire Council, 8200424 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Kilmory Primary School and Nursery Class Quality indicators for the primary school Evaluation Learning, teaching and assessment satisfactory Raising attainment and achievement satisfactory Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale Quality indicators for the nursery class Evaluation Learning, teaching and assessment good Securing children’s progress good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Inspection and review | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. North Ayrshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Anne Graham HM Inspector 41
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1 | Pirnmill Primary School, North Ayrshire Council, 8200521 © Crown Copyright 27 August 2024 Dear Parent/Carer In May 2024, a team of inspectors from Education Scotland visited Pirnmill Primary School. During our visit, we talked to parents/carers and children and worked closely with the acting headteacher and staff. The inspection team found the following strengths in the school’s work. • Children are happy, friendly and keen to learn. They benefit from positive and caring relationships across the whole school community that support the wellbeing of children and families. This is supported by senior leaders and staff who understand the island and rural context of the local community. • Strong partnerships which help improve children's wellbeing, enhance learning experiences and support children at times of change. The following areas for improvement were identified and discussed with the headteacher and a representative from North Ayrshire Council. • Staff should develop approaches to support children to lead their own learning. This should include more regular, planned learning conversations. This will enable children to better understand what they have achieved and what is next for them in their learning. • Senior leaders, with support from the local authority, should develop further an effective strategic approach that supports staff to raise attainment and achievement for all children. This should include embedding processes to plan, track and assess children’s learning. • Senior leaders should prioritise and support the improvement of the quality of learning, teaching and assessment to ensure all children make the best possible progress. • All staff should further develop the use of data to track more clearly how much and how well children progress over time. They should use this information to plan learning that challenges children to make the best possible progress. 42
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2 | Pirnmill Primary School, North Ayrshire Council, 8200521 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Pirnmill Primary School Quality indicators Evaluation Learning, teaching and assessment weak Raising attainment and achievement weak Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Details | Find an inspection report | Find an inspection report | Inspection and review | Education Scotland What happens next? As a result of our inspection findings, we think that the school needs additional support and more time to make necessary improvements. We will liaise with North Ayrshire Council regarding the school’s capacity to improve. We will return to carry out a further inspection of the school within one year of the publication of this letter. We will discuss with North Ayrshire Council the details of this inspection. When we return to inspect the school, we will write to you as parents/carers informing you of the progress the school has made. Louise Phillips HM Inspector 43
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How good is our school? Appendix 3: The six-point scale The six-point scale is a tool for grading the quality indicators. It is mainly used by Education Scotland, local authorities and other governing bodies for the purpose of national and/or local benchmarking across a number of establishments. It is not necessary for individual schools to measure themselves against the six-point scale although they may choose to do so. It should be noted that, when a grading is applied, it is for the whole quality indicator. Individual themes should not be graded. In education, an evaluation can be arrived at in a range of contexts. We need to bear in mind that awarding levels using a quality scale will always be more of a professional skill than a technical process. However, the following general guidelines should be consistently applied. Excellent An evaluation of excellent means that this aspect of the school’s work is outstanding and sector-leading. The experiences and achievements of all children and young people are of a very high quality. An evaluation of excellent represents an outstanding standard of provision which exemplifies very best practice, based on achieving equity and inclusion and a deep professional understanding which is being shared beyond the school to support system-wide improvement. It implies that very high levels of performance are sustainable and will be maintained. Very good An evaluation of very good means that there are major strengths in this aspect of the school’s work. There are very few areas for improvement and any that do exist do not significantly diminish learners’ experiences. An evaluation of very good represents a high standard of provision for all children and young people and is a standard that should be achievable by all. There is an expectation that the school will make continued use of self-evaluation to plan further improvements and will work towards improving provision and performance to excellent. Good An evaluation of good means that there are important strengths within the school’s work yet there remains some aspects which require improvement. The strengths have a significantly positive impact on almost all children and young people. The quality of learners’ experiences is diminished in some way by aspects in which improvement is required. It implies that the school should seek to improve further the areas of important strength, and also take action to address the areas for improvement. Satisfactory An evaluation of satisfactory means that the strengths within this aspect of the school’s work just outweigh the weaknesses. It indicates that learners have access to a basic level of provision. It represents a standard where the strengths have a positive impact on learners’ experiences. While the weaknesses are not important enough to have a substantially adverse impact, they do constrain the overall quality of learners’ experiences. The school needs to take action to address areas of weakness by building on its strengths. Weak An evaluation of weak means that there are important weaknesses within this aspect of the school’s work. While there may be some strength, the important weaknesses, either individually or collectively, are sufficient to diminish learners’ experiences in substantial ways. It implies the need for prompt, structured and planned action on the part of the school. Unsatisfactory An evaluation of unsatisfactory means there are major weaknesses within this aspect of the school’s work which require immediate remedial action. Learners’ experiences are at risk in significant respects. In almost all cases, this will require support from senior managers in planning and carrying out the necessary actions to effect improvement. This will usually involve working alongside staff in other schools or agencies. 62 63 Appendix 2 44
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_____________________________________________________ NORTH AYRSHIRE COUNCIL 3rd December 2024 Cabinet Title: Proxy Voting for Councillors ___________________________________________________________________ Purpose: To advise Cabinet of a consultation on a proposal to allow proxy voting for councillors and seek views and agreement on a proposed response. Recommendation: That Cabinet (i) notes the consultation on proxy voting for Councillors; (ii) agrees to submission of the consultation response attached at Appendix 1 and (iii) agrees to receive further updates as the consultation process progresses. ___________________________________________________________________ 1. Executive Summary The Scottish Government has opened a consultation on a proposal to allow proxy voting by councillors. It is considered that proxy voting in the Council is not required due to the limited circumstances when it could be used. It would not be suitable for decisions in quasi-judicial and regulatory committees and for many decisions of full Council where full impacts and implications require to be taken into account by the members participating as part of the decision-making process. A draft response to the consultation providing qualified agreement to the proposal is attached at Appendix 1. Background 1.1 The Local Government Scotland Act 2003 permits local authority meetings to be conducted on a hybrid basis. The members present either in person or online cast their vote on an individual basis. There is no legislative provision to enable voting by proxy in the event of the absence of a Councillor through illness or parental leave. 1.2 The Scottish Government is consulting on a proposal to amend the Local Government (Scotland) Act 1973 to enable a Councillor to have their vote cast by proxy and which will further require the Council to publish a scheme setting out how proxy voting would work where Council decides to introduce it. The consultation can be viewed here: consultation on a proposal to allow proxy voting by councillors. Agenda Item 5 45
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1.3 The consultation recognises that there may be other ways, short of proxy voting which would aid decision making including the appointment of named substitutes or informal pairing agreements whereby two individuals from opposing parties both agree not to vote to enable a councillor to be absent without affecting the balance of the vote. 1.4 There is provision within the Council’s Standing Orders which provides for a substitute Member to attend certain committees of council in the event of the non-availability of the principal Member. These include the Appeals Committee, the Staffing and Recruitment Committee and the Ayrshire Economic Joint Committee. These provisions could be further extended but would not apply to full Council. Were named substitutes to be included for regulatory committees, those named substitutes would also require to undertake the necessary training to be able to participate in the decision-making process. For the Licensing Board, this would come at additional cost due to the external test which Councillors require to take. Named substitutes on quasi-judicial and regulatory committees would not be able to vote based on a direction from the principal appointee as the decision cannot be pre-determined. Attendance at regulatory committees requires consideration of the circumstances set out in the report and the decision is taken in accordance with any statutory provisions, policy and representations to ensure that a fair, transparent and sound decision is taken. It is not anticipated that proxy voting would be widely applicable to the governance of the Council. 1.5 The consultation document relates to a framework proposal at this stage and advises that even if the consultation supports the introduction of proxy voting, there is no legislative time available to introduce the necessary amendment to parliament. Any legislative amendment introduced would not be prescriptive and the operational details and criteria for any proxy voting scheme would not be set out in the legislation. It would be for local authorities to determine how any scheme would operate in practice. The Scottish Government does propose that the following criteria would be included in the operational agreement on proxy voting: • maternity leave, paternity leave, parental leave, shared parental leave or adoption leave; • complications arising from pregnancy, childbirth, miscarriage or baby loss; • serious long-term illness or injury; • bereavement; • attending to a person who is near the end of their life; • any other reason subject to agreement of the full Council. 1.6 A proposed consultation response is attached at Appendix 1. The response includes the following points: 46
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• Proxy voting in the Council is not required due to the limited circumstances when it could be used. It would not be suitable for decisions in quasi-judicial and regulatory committees where decisions cannot be pre-determined and for many decisions of full Council where full impacts and implications e.g. in relation to the Fairer Scotland Duty, Public Sector Equality Duty, ECHR, UNCRC and Islands Duty require to be taken into account by the members participating as part of the decision-making process. To do otherwise could result in any decision being open to legal challenge. • If Parliament decides that proxy voting is introduced: o Individual Councils should determine its applicability to their own circumstances. o It would not be appropriate for all committees and decisions. o It should not be used to circumvent the provisions of Section 35 of the Local Government (Scotland) Act 1973 in relation to Councillor attendance. o A Member who has been suspended by the Standards Commission should not be allowed to exercise a proxy vote. o A Member who has an interest to declare may not arrange for another Member to exercise a proxy vote. o The limited nature of it suitable application should be noted and individual local authorities should have complete autonomy as to its introduction and application. 2. Proposals 2.1 That Cabinet i) notes the consultation on proxy voting for Councillors; (ii) agrees to submission of the consultation response attached at Appendix 1 and (iii) agrees to receive further updates as the consultation process progresses. 3. Implications / Socio-economic Duty Financial 3.1 None in relation to the consultation. Human Resources 3.2 None arising from this report. Legal 3.3 None arising from this report. Equality / Socio-economic 3.4 None arising from this report. Environmental and Sustainability 47
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3.5 None arising from this report. Key Priorities 3.6 The proposals outlined in this report will be of relevance to the Council’s priority of communities, local democracy and a sustainable council. Community Wealth Building 3.7 None. 4. Consultation With Monitoring Officers of other local authorities. Aileen Craig Head of Service, Democratic Services For further information please contact Aileen Craig, Head of Democratic Services by email to acraig@north–ayrshire.gov.uk 48
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APPENDIX 1 Consultation on proposal to Allow Proxy Voting by Councillors Consultation Questions Question 1 Do you agree that an explicit provision should be introduced to allow a councillor to arrange for their vote to be cast by proxy (YES/NO) Proposed Response: No Question 2 Do you agree with the optional criteria set out at paragraph 12 which could be applied by a local authority to allow for proxy voting? (YES/NO) Proposed Response: N/A Question 3 Are there any further comments that you wish to make on the proposal to allow for proxy voting (free text, 300 word maximum)? North Ayrshire Councils considers that this proposal would have limited applicability and for its purposes is not required. The Council already has provision for substitutes on committees which could be extended as necessary and for many decisions, proxy voting would not be permissible. If legislative provision is brought forward, it would be important that any legislative amendments would permit rather than mandate a Council to introduce proxy voting with individual arrangements being a matter for each Council to determine in accordance with its own political and demographic circumstances and governance structures. The Council would wish the following points to be taken into account if proxy voting is to be advanced:- • Proxy voting should not apply to quasi-judicial and regulatory committees where decisions cannot be predetermined. • Proxy voting would not be appropriate in circumstances where a decision requires to be taken and in respect of which various statutory duties apply e.g. the Fairer Scotland Duty, Islands Duty, Public Sector Equality Duty, ECHR, UNCRC. In those circumstances Members voting would require to participate in the meeting and take into account the full report and any debate prior to a decision being taken. To act otherwise, may result in a legal challenge to the Council’s decision-making process. • Proxy voting should not be used to circumvent the provisions of Section 35 of the Local Government (Scotland) Act 1973 in relation to Councillor attendance. 49
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• A Member who has been suspended by the Standards Commission should not be allowed to exercise a proxy vote. • A Member who has an interest to declare may not arrange for another Member to exercise a proxy vote. • A member who has arranged for a proxy to vote on their behalf should not count towards a quorum at the meeting; 50
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Procurement Annual Activity Report (23-24) Purpose: To provide Cabinet with an update on procurement activity for the period 23/24 Recommendation: Cabinet notes the report 1. Executive Summary 1.1 It was agreed by Council in September 2020 that a procurement annual activity report would be produced for Cabinet. This is the fifth report, for the period 23-24. 1.2 Award Activity - During the report year 162 different procurement exercises were awarded to 191 suppliers for a total value of £173.5m. 1.3 Governance - Procurement is governed by public sector procurement legislation and the Council’s Standing Orders Relating to Contracts. North Ayrshire Council have a legal obligation to publish a Contract Register, Procurement Annual Report and Procurement Strategy. 1.4 Spend Analysis - North Ayrshire Council spent a total of £292.3m with 3630 suppliers. The report contains information on spend by category, spend distribution, the top 20 suppliers by spend, the size, type, and location of suppliers. 1.5 Community Wealth Building - £71.5m was spent locally with 879 suppliers which was an increase of £14m from the previous year. The local spend percentage was 24.5%, which meant the 27% Council Plan target was not reached, however, local subcontracting of £10m was reported and if this could have been included, the local spend percentage would have been 28%. The report also contains information on local spend and percentage fluctuation, local spend distribution, and local spend by category. North Ayrshire Council’s Business Support and Development Team continue to work closely with suppliers and the Corporate Procurement Unit to identify and support local suppliers to maximise their success winning contracts within legislative limitations. Local contracts awarded increased to £16.8m, which was an increase of £9.5M since 22-23. Agenda Item 6 51
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1.6 Community Benefits - Community benefits delivered are detailed including 3567 employment weeks, equating to 69 jobs and 42 wish list projects. 1.7 Improvement Activity - The report also provides details of ongoing improvement activity including adding more suppliers to e-invoicing, creating sustainability case studies and carrying out operation workshops to drive improvement of templates, guidance and processes. 1.8 Procurement Commercial Improvement Programme - A capability assessment was carried out by Scotland Excel in November 2023 and the Corporate Procurement Unit achieved advanced practice in 9 out of the 11 areas assessed. 2. Background 2.1 At the Council meeting in September 2020, it was agreed Cabinet would receive a detailed annual report covering all procurement activity. This report covers 23-24 procurement activity. Award Activity 2.2 During the 23-24 period, 162 different procurement exercises were progressed by the Corporate Procurement Unit, resulting in contracts being awarded to 191 suppliers for a total value of £173,544,036.25. The different procurement types undertaken are listed below: Procurement Type Number of Procurements Awarded Total Value Awarded Quick Quotes Awarded 53 £ 3,782,415.93 Single Tender Actions Awarded 38 £ 3,393,399.27 Direct Awards Awarded 18 £ 5,180,128.91 GPA Tenders Awarded 19 £ 112,399,710.58 GPA Multi Supplier Awarded 5 £ 8,732,462.00 Non-GPA Tenders Awarded 13 £ 15,767,634.42 Non-GPA Multi Supplier Awarded 2 £ 4,910,000.00 Mini Competitions Awarded 14 £ 19,378,285.14 Total 162 £ 173,544,036.25 Governance 2.3 Public sector procurement legislation regulates procurement activity for goods, services or works and the regulations North Ayrshire Council need to comply with are noted below: • Procurement Reform (Scotland) Act 2014 • Public Contracts (Scotland) Regulations 2015 • Procurement (Scotland) Regulations 2016 Each regulation has specific thresholds and compliance requirements, and failure to comply could lead to costly legal challenges. In addition to the external legislation the 52
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Council’s Standing Orders Relating to Contracts also has requirements on how officers are permitted to procure. The diagram below shows the activity required at specific values. Procurements above £10k are progressed via the optimal compliant procurement route, which could be Quick Quote, Tender, Framework Call-off or Single Tender Action. Frameworks frequently utilised are mainly owned by Scotland Excel, Scottish Government, Crown Commercial Service and the 3 Ayrshire Councils. 2.4 North Ayrshire Council has a legal obligation to publish a Contract Register of all “live” contracts, and an Annual Procurement Report on its regulated procurements (over £50K for supplies and services and over £2M for works) This gives potential suppliers visibility of future tendering opportunities. A Procurement Strategy is also published and refreshed annually. Spend Analysis 2.5 During the report period North Ayrshire Council spent £292.3m with 3630 suppliers. 2.6 North Ayrshire Council buys a wide range of supplies, services and works and the table below details the top 10 categories by value, and the number of suppliers used within each category. vCode Business Sector Total Spend Total Suppliers Construction £ 131,063,797.77 325 Social Care and Services £ 65,319,257.53 318 Facilities Management £ 24,023,246.57 138 Utilities & Energy £ 18,175,758.28 33 Arts, Sports & Leisure £ 7,406,955.41 101 ICT £ 6,079,078.82 118 Vehicles £ 5,435,535.05 60 Waste & Environmental services £ 5,306,076.90 61 Healthcare £ 4,640,568.37 77 Food Beverage & Catering £ 3,571,624.61 62 Total £ 271,021,899.31 1293 2.7 An analysis of the spend by suppliers shows that 47 of the 3630 suppliers, received more than £1m (67%) and at the opposite end of the spend profile, 2015 suppliers received less than £2,000 (0.3%). The top 20 suppliers by spend (see appendix 1) account for £154.5m (53%). Up to £2,000 Single Quote £2,000 to £9,999 Minimum 3 Written Quotes > £10,000 approach Corporate Procurement Unit Quick Quote, Tender, Framework Call-off, Single Tender Action 53
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2.8 This dataset shows that most suppliers are Scottish, and the chart below shows the amount spent per supplier size in each of the 4 nations. 2.9 The data also shows, that where the size of the company is known, 79% are small or medium enterprises and the chart below confirms most companies fall in the small company definition i.e., less than 50 employees. 2.10 It is also recognised that Third Sector Organisations have a key role in delivering vital services for North Ayrshire citizens and strengthening community empowerment and during 23-24 just over £37m was spent with 130 Thirds Sector Organisations. 21% 30% 49% Large Medium Small 54
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Community Wealth Building 2.11 From a Community Wealth Building perspective, buying from local companies is a strategic priority for North Ayrshire Council, however procurement legislation does not permit preferential treatment based on location. In the year covered by the report £71.5m (24.5%) was spent with 878 local suppliers which was an increase of £14m from the previous year. However, the local spend percentage decreased by 1.5% due to an increase of £71m in total spend because of large capital projects, including flood protection schemes, building construction, and enabling works. These contracts were mainly awarded to tier one contractors, which do not exist in North Ayrshire. The Council Plan local spend target of 27% by 2024, was not reached, however the Corporate Procurement Unit approached these non-local tier one contractors (see the table below), who confirmed £10m of spend was subcontracted locally, and if this spend could have been included, the local spend percentage would have been 28%. Company Local Subcontracted Spend Muir Construction £643,000.00 Marley Contract Services £4,339,235.60 Connect Modular £220,764.50 Sanctus £550,000.00 RJ McLeod £1,000.00 Kiely Bros £28,000.00 Redpath Construction £391,783.60 Van Oord UK Ltd £30,358.00 Hub South West Scotland £3,296,829.00 John McGeady Limited £535,400.00 Total £10,036,370.70 The increase in local spend came from a mixture of different spend categories including the arts, sport & leisure, education, healthcare, social care and services, travel & accommodation and waste & environmental services. There are many variables that can cause future fluctuation including: • The existence, capacity, and competitiveness of the local supply base, • Fluctuation in North Ayrshire Council’s requirements/budgets, • Providing services in-house rather than outsourcing, • The number of local suppliers awarded places on National Frameworks, • An increase in total spend, without a corresponding increase in local spend. 55
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2.12 The graphs below show both the local spend increase and local spend percentage increase over the last 10 years. The actual spend data shows a steady increase throughout the 10-year period, with the local spend more than doubling from £31.9m in 14-15 to £71.5m in 23-24 and the local spend percentage increasing to 24% in 23-24 from 19% in 14-15. 2.13 The top 19 local suppliers by value all received more than £1m, with a total value of £42m (59%) and at the opposite end of the spend spectrum 397 local suppliers received less than £2,000, with a total value of £209k (0.3%). The graph below shows the spend distribution across local suppliers. 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Local spend £m £31.90 £35.70 £37.30 £44.70 £41.90 £43.20 £45.10 £51.20 £57.60 £71.50 £0.00 £10.00 £20.00 £30.00 £40.00 £50.00 £60.00 £70.00 £80.00 LOCAL SPEND £M 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Percentage 19% 18% 20% 23% 20% 20% 21% 23% 26% 24% 19% 18% 20% 23% 20% 20% 21% 23% 26% 24% 0% 5% 10% 15% 20% 25% 30% LOCAL SPEND PERCENTAGE 19 15 53 25 155 214 397 0 50 100 150 200 250 300 350 400 450 £1m or more 500k to £1m 100k to 500k 50k to 100k 10k to 50k 2k to 10k less than £2k 56
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2.14 An analysis of the spend with local suppliers shows that over 75% was spent within the Social Care and Construction sectors. Category Value Percentage Social Care & Services £40,027,404.19 56% Construction £14,253,826.59 20% Arts, Sport & Leisure £6,388,608.04 9% Travel & Accommodation £3,098,697.74 4% Healthcare £1,916,679.02 3% Education £1,890,059.94 3% Waste & Environmental Services £990,346.29 1% Facilities Management £918,938.45 1% Human Resources £294,671.56 1% Other £1,756,894.07 2% 2.15 North Ayrshire Council’s Corporate Procurement Unit and service teams work together to maintain a tender waveplan of all future tendering opportunities and they also participate in bidder’s days and meet the buyer events to raise awareness of opportunities for local suppliers. 2.16 North Ayrshire Council’s Business Support and Development Team continued to engage and support local suppliers across North Ayrshire, and during 23/24 138 businesses received support, with 59 of these businesses receiving one to one consultancy support. The support provided focused on capacity building, putting suppliers forward for North Ayrshire Council Quick Quotes and Tenders, utilising specialist consultancy support, advising suppliers how to register and use Public Contracts Scotland advertising portal and Public Contracts Scotland-Tender e-tendering system, and signposting to other procurement related resources such as the Supplier Development Programme. The Business Support and Development Team continue to work closely with the Corporate Procurement Unit to identify suitable local businesses as early in the procurement process as possible. This work means the team have further influence on smaller value spend for goods, services and works and this has led to individual service teams reaching out. For example, Property Maintenance and Investment, Streetscene and Health and Social Care Partnership teams have sought recommendations to gather quotes for jobs under £10k, resulting in local companies successfully winning work when they would otherwise have remained unknown to the service. A focus also remains on actively encouraging local suppliers to bid on national frameworks, and although this does not guarantee spend it creates a pathway to supplying a product/service to any council when there is a requirement. 2.17 Cabinet previously approved North Ayrshire Council’s response to the Scottish Government consultation on Building Community Wealth in Scotland on 2 May 2023. The response included potential amendments to the Procurement Reform (Scotland) Act 2014 to better support local suppliers where the supply base exists and reviewing the regulated threshold for supplies and services. The Bill will seek to address economic and wealth inequality by supporting the retention of more wealth in local and regional 57
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economies. It will seek to ensure consistent implementation of the Community Wealth Building model of economic development across Scotland. For lower value procurements, between £10K and £50K for supplies and services and between £10K and £500K for works, North Ayrshire Council continue to utilise the Community Wealth Building Quick Quotes process. During 23-24, 53 Quick Quotes with a value of £3.7m were awarded of which 10 were awarded to local suppliers (£813k - 21%). For all other types of procurement exercise (Tenders, Framework Call-offs, Single Tender Actions) including Quick Quotes £16.8m were awarded locally. This was an increase of £9.5M since 22-23. Community Benefits 2.18 As part of the procurement process, community benefits are requested either on a voluntary or mandatory basis, dependant on the value of the proposed contract. The community benefits requested during 23-24 focused on employment and training, with a focus on priority groups, supply chain support, education support and community support. The table below shows what was delivered during 23-24. Improvement Activity 2.19 Additional improvement activities were carried out throughout the year to improve procurement services. The e-invoicing project continued to progress during 23-24 with an additional 4 suppliers being added, increasing the number of suppliers participating in this process to 11. Further rollout of the project is planned for 24-25. To support North Ayrshire Council’s net-zero journey, The Corporate Procurement Unit continued to procure all goods, services and works that support the reduction of climate change impact and adaptation and in addition created 2 sustainability case studies for the design and build of 6 Amenity bungalows at Afton Court Stevenston (modular housing) and Millport flood protection. Both case studies are published on the Scottish Government Sustainable Procurement Tools website. Quarterly operation workshops were also carried out to share and implement new ideas for improvement, and as result numerous templates, guidance documents and processes were amended to support continuous improvement. Procurement Commercial improvement Programme 69 Jobs 3567 Employment Weeks 25 Work Placements 2 SME/TSO Workshops 9 School Projects 18 Community Projects 42 Wish List Projects 14 Employability Sessions 34 Job/Career Fairs 58
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2.20 The Corporate Procurement Unit undertook the Procurement and Commercial Improvement Programme assessment in November 2023 and scored advanced practice in 9 out of the 11 areas assessed, detailed below. The assessment was carried out by Scotland Excel on behalf of the Scottish Government. Question Level Achieved Level Description 1.1 Leadership and Governance 4 Advanced Practice 1.2 Procurement Strategy 4 Advanced Practice 1.3 Climate Change 4 Advanced Practice 1.4 Learning and skills 4 Advanced Practice 1.5 Risk Management 4 Advanced Practice 1.6 Commercial Acumen 4 Advanced Practice 1.7 Continuous Improvement 4 Advanced Practice 2.1 Implementation & Exit Strategies 4 Advanced Practice 3.1 Contract & Supplier Management 3 Good Practice 3.2 Contractual Obligations & Additional Benefits 4 Advanced Practice 3.3 Lessons Learned 2 Improving Developing Level 1 Improving Level 2 Good Practice Level 3 Advanced Practice Level 4 Improvement activity that contributed to the achievement levels included: • Involvement in in-house vs outsource decisions, • Creation of sustainability case studies, • Creation and maintenance of a net-zero roadmap, • Monitoring FNT2030 templates for fleet, waste, ICT and building services, • Implementation of a risk management plan, • Implementation of a Contract and Supplier Management Policy. 3. Proposals 3.1 Cabinet notes the contents of the report. 4. Implications/Socio-economic Duty Financial 4.1 No direct financial implications within this report, however, all progress in growing the level of local spend will continue to be set within the context of North Ayrshire Council’s duty to secure Best Value. Human Resources 4.2 None. 59
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Legal 4.3 North Ayrshire Council’s procurement activities comply with all relevant public procurement legislation and the Council’s Standing Orders. Equality/Socio-economic 4.4 North Ayrshire Council’s procurement activities encourage fair work practices and payment of the real living wage and delivery of community benefits relating to employment and training. Climate Change and Carbon 4.5 North Ayrshire Council’s procurement activities comply with the Procurement Reform Act (Scotland) 2014 sustainable procurement duty. Key Priorities 4.6 None. Community Wealth Building 4.7 Procurement Local suppliers are identified and invited to quick quotes and supported through tendering and framework opportunities wherever possible. Employment Community Benefits for employment and training are requested within relevant procurement exercises. As a Living Wage Accredited Employer, North Ayrshire Council strongly believes that all employees should be paid the real living wage. North Ayrshire Council also encourages all bidders to pay the real living wage and ask for information on their payment practices. This will include the number of staff who are paid and those that are not paid the living wage, with reasons for non-payment. The Corporate Procurement Unit and The Fair Work Ayrshire Team will use this information to work with suppliers to help them achieve payment of the living wage to all employees on future contracts. Land and Assets – Not applicable Financial Power – Not applicable Democratic Ownership – Not applicable 60
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5. Consultation 5.1 Throughout all procurement exercises there is direct involvement with all relevant Directorate teams. Mark Boyd Head of Service (Finance) For further information please contact Suzanne Quinn, Senior Manager (Corporate Procurement), on 01294 324039. Background Papers None 61
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Appendix 1 – Top 20 Suppliers by Spend Supplier Name Aggregate Spend VAN OORD UK LTD £32,987,405.36 HUB SOUTH WEST SCOTLAND LTD £26,046,001.49 PPP SERVICES (NORTH AYRSHIRE) £14,290,705.26 EDF ENERGY CUSTOMERS PLC £11,964,184.62 MARLEY CONTRACT SERVICES £10,334,730.70 CLARK CONTRACTS LTD £8,381,172.11 NORTH AYRSHIRE LEISURE LIMITED £6,073,133.90 JAMES FREW LTD £5,205,769.03 MCTEAR CONTRACTS LIMITED £4,612,532.07 HANSEL ALLIANCE £3,889,198.68 HAMILTON TARMAC £3,654,024.98 R J MCLEOD (CONTRACTORS) LTD £3,581,508.06 CORNERSTONE £3,516,933.16 MUIR CONSTRUCTION LIMITED £3,339,364.20 BUCKREDDAN LODGE NURSING HOME £3,054,878.32 KIBBLE EDUCATION & CARE CENTRE £2,905,127.34 KEY HOUSING ASSOCIATION LTD £2,749,032.75 HILLHOUSE QUARRY GROUP T/A MACASPHALT £2,738,905.09 TOTALENERGIES GAS & POWER LIMITED £2,646,595.05 THE RICHMOND FELLOWSHIP SCOTLAND £2,613,097.40 Total £154,584,299.57 62
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Brighter Pathways Re-modelling Care Options Purpose: To provide an update to Cabinet on the work of the Brighter Pathways transformation work which was to address: 1. Current pressures on placement availability and accommodation for leavers. 2. To shift the balance of care from high-cost external residential resources to family-based care or internal residential resources. 3. To build capacity and provide more local resources and choice to young people who require to be looked after with increased family-based care. Recommendation: Cabinet are asked to note the progress and ongoing work of the Brighter Pathways Programme. 1. Executive Summary 1.1 The Brighter Pathways transformation programme has been progressing since April 2024 with the establishment of a Programme Board which provides appropriate governance and representation across a range of agencies and is supported by a dedicated Programme Manager. The transformation and service developments are being delivered through focused workstreams focusing on the following areas: 1. Housing and Throughcare 2. Fostering and Kinship 3. Education including Residential School Placements 4. Internal Children’s Houses – Model of Care 5. Early Intervention and Crisis/Intensive Support Pathways 6. Strategic Needs Assessment/Data/Workforce 7. Best Practice Models and Research This report provides an update on progress since the last update to the Cabinet in May 2024. The workstreams are at various stages and position papers with recommendations for areas of improvement and developments are being considered. Agenda Item 7 63
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1.2 Positive progress has been made in focusing on the immediate opportunities to identify alternative care options for children and young people in residential care and there has been positive movement. The longer-term systemic changes required to our local care system are being developed in parallel, updates on each of these areas are provided in the report, noting that many of these remain as active areas of work with many expected to bring forward proposals and outputs in March 2025. 1.3 The work of the Brighter Pathways Programme Board is closely aligned with The Promise development plan and the work of the Corporate Parenting Steering Group which is responsible for overseeing the six Corporate Parenting duties, ensuring that each corporate parent upholds the rights and safeguards the wellbeing of Care Experienced people. 2. Background 2.1 Children’s Placements “Looked After Children” …at 18 per one thousand of the local 0 to 18 population, North Ayrshire still has one of the highest national rates of looked after children and young people, ranking fourth highest in Scotland. The national rate for children looked after is 12.3 per one thousand. Over the last couple of years there have been notable decreases specifically in children and young people being looked after at home, with friends/relatives, and with foster carers. However, the number of formerly Looked After young people requesting to stay in their placement under Continuing Care is increasing. In September 2024 there were 55 young people in these placements, which is one of highest rates in the country. This will likely increase further as young people are choosing to remain in their care setting longer and up until aged 21. Overall, the number of Looked After Children has steadily reduced over the last few years but the numbers in residential care have not followed the same trend, and the number of requests for Continuing Care has increased significantly. This reflects the decline in foster care provision and a reliance on residential care. Positively the number of Kinship placements has increased over the same period. The graph below illustrates the movement/trends from 2018 until September 2024. 64
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2.2 External Residential Care/ Care & Education At present there is a significant overspend associated with Children’s Residential Placements, both within the HSCP and Education. The overspend predominately relates to costly external Residential Placements. There are currently 31 full time external placements. These placements are costly and do not always deliver the best outcomes for children, young people, and their families. The HSCP acknowledges that some children will always require more specialist resources due to their needs and complexity, and in some situations an external residential placement will be unavoidable. Proactive work is underway to identify those young people where there may be opportunities to bring them back from External Residential Care. In September 2024, the service identified 6 young people where it was deemed to be in their best interests to leave their current external placement and either return to an internal children’s residential placement, transition to independent living or to be rehabilitated back to the care of a family member. As a result to date, 3 young people have moved on from external placements, 2 more are planned to exit their residential placement by the end of November 2024 and one young person is currently waiting the allocation of a tenancy. The charts below illustrate children in internal residential and those in external residential care. These evidence the structured approach to categorising and ongoing review of the support needs of young people in care and projected length of time they require to be accommodated, which support future planning and to give an indication of the scale of moves which may be possible. RED: Young people likely to remain in care until 21, either due to Permanence Orders or requests for Continuing Care. AMBER: Young people with no significant changes to care plan, but efforts will continue to support their return to family or independent or supported living. GREEN: Young people who have the potential to return home or transition to independent living. 65
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2.3 Throughcare and Housing Workstream The workstream acknowledged that significant improvements were necessary to improve the process and joint working between social work and housing, to ensure young people leaving care were allocated suitable and appropriate housing when they were ready to leave their care setting. There have been situations where young people in residential care were approaching 21 years of age and there was no allocation of housing, or a transition plan, for these young people. To address these issues, social work and housing colleagues will revise the Housing Protocol to include clear processes for care leavers in terms of housing allocation, and an escalation process if there is a delay in young people receiving a housing offer. Housing and Throughcare are having regular meetings to discuss young people’s housing applications and track progress or delay. A draft version of a revised Housing Protocol will be completed by February 2025. There have been developments and an update to the supported care scheme as an alternative option for UASC and young people moving on from residential care, or an alternative to residential care for young people over 16. It is hoped that the new website and digital approaches to recruitment of carers will lead to more interest in supported care for young people over 16, which could support some young people to move on from residential care. The programme board and PSMT have also agreed an increased allowance for supported carers. The workstream is also considering models of supported accommodation which support young people over 16 to move on to independent living, with appropriate support. This would provide a stepping stone for young people moving on from care to equip and prepare them for independent living. There have been discussions with providers and proposals for a commissioned service for six young people. This would be targeted for young people from external and internal residential care. Options continue to be explored and considered through the programme board. 2.4 Foster Care Our aspiration is that children who require alternative care are best placed in family- based care and we require several new foster carers to meet the current demand for children of all ages. The biggest challenge facing the fostering sector today is the retention and recruitment of high-quality foster carers who can meet the needs of children in care. A lack of available foster carers, in the right place at the right time, means children are missing out on vital support. Children in need of care are at risk of being moved away from their communities, hobbies, siblings, having to change schools and leave behind what is important to them, which has a detrimental impact on their wellbeing, stability and development. The Fostering Service has lost 59 interim carers over the last two years, this is due to resignations, de-registrations and change of role of carers. The service has a target to recruit six new carers per year, however this has not been achieved over the last five years. The service has only recruited two new interim foster carers this year and there are no pending new approvals in 2024. The service has seen a significant reduction in the number of enquiries from potential foster carers and is currently at the lowest number for five years. 66
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Within the foster care workstream, recruitment of foster carers was a priority area that required urgent attention. There have been consultations with the Council Advertising Network, an organisation who specialise in supporting public bodies with digital marketing campaigns. They have extensive experience and specialise in Foster Carer recruitment campaigns, and digital user experience, and have expertise in this area. The organisation currently delivers campaigns for 40 local authority fostering services throughout the UK. In Scotland, Fife Council have also recently begun collaborating with the Council Advertising Network on digital advertising. They have had remarkable success in increasing their number of enquiries (64 enquiries in first 3 months of 2024), however we are, as yet, unsure of how many of these have been converted to approved foster carers. There have been testimonies and information from other Local Authorities who have worked with Council Adverting Network who have increased their enquiries and led to an increase in the number of approved quality foster carers. This proposal would assist in the recruitment and approval of foster carers and would potentially lead to cost savings if we increased fostering resources. This would also prevent children being placed within high-cost external providers. Average annual placement costs are: • Internal fostering provision £23k. • External fostering provision £60k. • Internal residential provision £125k. • External residential care £248k. Evidence has shown that traditional advertising from Local Authorities most often drives potential fosterer carers to internet search engines such as Google, where they will look up fostering in North Ayrshire. Invariably, this leads them straight to the independent agencies rather than our current website, and we miss out on potential carers. At present, when Googling ‘Fostering North Ayrshire,’ the first three results returned are for Barnardo’s, Foster Plus and FCA Scotland. This will vary at any given time, however because the Independent Fostering Agencies (IFA) pay to ensure they are high in the rankings, we will always appear behind at least some of them. A digital advertising campaign employing the same techniques as the IFAs could help us to counteract this problem and would put the service on an equal footing with independent providers. The programme board and PSMT have approved the funding for the Council Advertising Network to support foster care recruitment. This development will also provide a separate webpage for the fostering service that will improve user experience and journey, alongside targeted digital recruitment strategies that have proven to be successful, with increased recruitment activity and conversions to approved quality foster carers. 67
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2.5 Revised Fostering Schemes To further address the recruitment and retention issues of foster carers in North Ayrshire, work is ongoing to devise new fostering schemes which will replace the two schemes that have been in place since 2011. There has been consultation and feedback from current approved carers on the rewards and challenges of foster care and any areas that would provide better support and prevent them considering leaving fostering. The feedback from carers will be used to inform the new fostering schemes in North Ayrshire. It is anticipated that the new fostering schemes will be implemented in March 2025. 2.6 Education including Residential School Placements This workstream is still in its preliminary stage and the next step will be to provide a position paper and recommendations and actions for improvements. Education colleagues and social work staff have been sharing information on supports to children on the edge of care, or children who require additional support or specialist educational resource and scoping out barriers and opportunities and how best we can support children and families. The workstream has collated data to ensure any recommendations are evidence and data driven. The initial discussions have focused on improved joint working between social work and education and how we can fully utilise internal resources to prevent children requiring external education and care placements. 2.7 Internal Children’s Houses – Model of Care This workstream will review the current model of care within internal residential houses to inform any redesign or change to the delivery of high-quality residential care within North Ayrshire. This workstream is also in the initial stages and a position paper will be completed in March 2025 with recommendations. It is recognised that our internal houses are currently significantly challenged because of high numbers of young people supported, with a current focus on moving on young people where we can, we expect to stabilise the houses and thereafter have the opportunity to assertively review the model of care. 2.8 Early Intervention and Crisis/Intensive Support Pathways Within this workstream we have mapped out all of the services within North Ayrshire from education, third sector and social services, to analyse any gaps and explore how families become aware of services provided out-with the partnership. There is also some caution regarding some services that have short term funding, and the impact this will have on children and families who are supported by the services when the funding ends. The focus of the group has been on early intervention and early help to prevent children requiring support from the partnership and statutory services. There will also be a focus on crisis and intensive support to children and families to sustain children with their parents/carers and prevent children being accommodated, or their family- based care placement disrupting. There has been benchmarking with other Local Authorities to explore alternative models for crisis and intensive support to consider new ways of working or change to current services. 68
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There will be a position paper and recommendations presented to the programme board by March 2025. 2.9 Strategic Needs Assessment/Data/Workforce Within the workstream there is ongoing collection of data from numerous sources, Public Health, SCRA, Education and HSCP data analyst. A paper will be produced by March 2025 with the current and future demographic and data to inform future resources and staffing levels. The workstream will project and model likely future need of care settings for children and young people. 2.10 Best Practice Models and Research The focus of this workstream was on residential care and family-based care, data was indicating that there was a high number of children in internal residential care and external residential care, who had previously been in kinship care and internal foster care provision. Furthermore, there was also a number of children in external residential care who were previously cared for within internal children’s houses. The workstreams focus is on how best we can support foster carers, kinship carers and internal residential houses to better support children and young peoples with complex needs and behaviours, with an objective to sustain their placement and provide better outcomes and prevent escalation to external high-cost resource. To date the following areas have been progressed: • Psychological consultation and clinical support to one of the residential houses as a pilot to support staff to manage specific children’s behaviours. This will be evaluated and considered for other houses and for children in foster care. • New referral process implemented for referrals to Rosemount (crisis/intensive support service) for children in foster care whose placement is fragile and at risk of disrupting. The new referral process was to address the following: • Intervention and role clarification. • Touch points, sharing of information, progress/difficulties. • Mechanism to review and measure intervention. • Prevent duplication of role. • Less confusion for carers/clarity of different roles. • Increased joint working. There is ongoing work within this workstream and a position paper with recommendations will be produced by March 2025. 3. Proposals 3.1 For Cabinet members to be fully aware of the areas of progress and ongoing activity of the Brighter Pathways transformation work. 69
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3.2 Anticipated Outcomes • Scrutiny and oversight of all external residential placements • To improve local resources and range of choices for young people leaving care. • To improve long term outcomes for young people/ care leavers • Review current service provision to ensure it meets current context, changing landscape and demographic of young people and families. • Support innovation in supporting children to remain in family-based care, with parents, foster carers, or kinship carers. • Review and analyse the effectiveness of the preventative, early intervention and community-based supports for children, young people and families. 3.3 Measuring Impact The Project Board will be tracking the progress of work plans or developments within the workstreams. There will be analysis of data and a needs analysis to project future demands for supports and services and how services need to be delivered. This will be an ongoing process that will review all young people within internal and external residential resources and their pathway to a supported community-based alternative or independent living. 4. Implications/Socio-economic Duty Financial 4.1 The financial resources associated with Children’s Residential Placements are substantial and represent a significant pressure on the Partnership’s available budget. In 2024/25, the budget for external residential places amounts to £6.4m and it is projected at Month 6 (September) that the year-end outturn will be in the region of £8.5m. A non-recurring budget increase of £4m was agreed by the Cabinet for 2024/25 and it is currently planned to reduce this over the next 2 financial years as the Brighter Pathways programme achieves success. The future years budget setting process will require consideration of the appropriate budget aligned with the assessment of possible moves for young people, financial modelling is being worked through to inform this. It should also be noted that many of the external places are commissioned through frameworks managed by Scotland Excel and that significant inflationary increases have been agreed during 2024/25, well in excess of the budget provision which was made to support the implementation of the Living Wage within Children’s services. It is currently estimated that contract inflation has added £0.339m to the cost of these places. External placements are costly and are not necessarily the best outcome for all young people, Children’s Services as part of the Brighter Pathways work are clear on our ambition to exhaust all other alternatives for children and young people with future External Placements being the last resort or required because of specific individual circumstances. 70
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As part of the programme of work there will be recommendations for short term investment and future re-alignment of financial support in specific areas with a view to longer term financial sustainability for the Cabinet. As noted, whilst financial outcomes are not the main driver for the change programme which is focused on quality outcomes for young people and families, there is an underlying overspend in external residential placements which requires to be addressed. Recognising the work and time required to make the changes, the Cabinet provided for an additional £4m of resource as a budget pressure in 2024-25 to support this cost pressure, with an expectation of this reducing over time. Human Resources 4.2 Any possible impact on staff due to re-modelling or service redesign will be explored fully in the workstreams and project board and affected staff, and Human Resources will be consulted. Legal 4.3 There is legislation and policy that govern looked after and care experienced children and young people and the programme of work will adhere to the legislative frameworks and relevant policies and regulations. Legal services will be consulted on any legal matters that arise throughout the programme of work. Equality/Socio-economic 4.4 The aspirations of the programme board are in line with the vision of The Promise to address the inequality of outcomes experienced by our children and young people who have been, or are in, the care system. If the ambitions of The Promise are realised, not only will there be improved outcomes but also a reduction, and ideally, an elimination of the inequity that exists between care experienced children and young people and children and young people with no experience of care. Risk 4.5 The programme board has a risk log to identify any identified risks from each service represented on the board. When trying to project and plan resources for looked after children there is an element of uncertainty as children who require alternative care are usually in a crisis situation and their admission to care is unplanned with limited opportunity to plan and seek appropriate resource. Trafficked young people are spontaneous arrivals and it is unknown how many we will need to support in the near future. The current care system we are operating with is under significant pressure with capacity issues within foster care and residential care and limited options to support care leavers. The risk of not embarking on the programme of work and 71
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transformational change, could lead to increased costs of external provisions and further overspend. Climate Change and Carbon 4.6 None. Key Priorities 4.7 The work of the Programme Board fully aligns and supports the work of: • The Promise – Plan 21-24. • The United Nations Convention on the Rights of the Child (UNCRC). • Kinship Care Strategy. • Getting it Right for Every Child (GIRFEC). • North Ayrshire Council’s Corporate Parenting Plan 2023-2026. • Children’s Services Plan 2023 -26. The proposal and recommendations support the spirit of The Children and Young People (Scotland) Act 2014, which outlines the need for appropriate accommodation for young people over 16 years of age, to support them to prepare for independent living. Community Wealth Building 4.8 None. 5. Consultation 5.1 Throughout the programme of work there will be ongoing consultation and collaboration with service areas, national bodies, third sector colleagues and consultation and co- production with service providers, young people, families, and carers, many of whom are represented at the Project Board or through the Workstreams. Caroline Cameron Director, Health and Social Care Partnership For further information please contact Elizabeth Stewart, Head of Service, Children, Families and Justice on 01294 317727. Background Papers 0 72
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Integration Joint Board Financial Position Purpose: To provide Cabinet with an update on the financial position of the IJB. Recommendation: That Cabinet notes the financial position of the IJB and the action being taken to manage the overspend position. 1. Executive Summary 1.1 The IJB faces a significant financial challenge and is currently projecting a year- end overspend position of £5.611m (as at Month 6). 1.2 A financial recovery plan has been developed in line with the requirements of the Integration Scheme and full delivery of this would improve the position to an overspend of £2.905m (£2.462m Social Care and £0.443m Health). 1.3 There remain further financial risks to the IJB driven by factors including in-year reductions in funding and significant demand pressures on services. The financial challenges also have implication for the delivery of the Council’s social work duties. 2. Background 2023/24 Final Outturn Position 2.1 The North Ayrshire IJB reported a year-end overspend position of £7.464m (2.4%) for financial year 2023/24. The overspend did not have a financial impact on either North Ayrshire Council or NHS Ayrshire and Arran, as the IJB held sufficient unearmarked financial reserves to absorb the full overspend. However, this left the unearmarked reserve standing at only £0.357m moving into 2024/25. 2.2 The main areas of pressure were residential placements for children, care at home, use of supplementary staff across community wards, and unplanned activities (UNPACS) within the lead partnership for mental health. These underlying areas of overspend are recurring costs and therefore continued into 2024/25. 2024/25 Revenue Budget Agenda Item 8 73
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2.3 The IJB, like the Council, is required to set a balanced budget and met in March 2024 to formally agree the budget for 2024/25. Additional cost pressures of £16.131m were identified and, with only additional funding of £5.841m for specific Scottish Government priorities, savings of £10.290m were approved by the IJB to achieve balance. Both the Council and the Health Board provided a flat cash settlement. The majority of the savings which were approved as part of the 2024/25 budget are on track to be delivered. 2.4 The graphs in Appendix A illustrate the main spending areas of the IJB budget for 2024/25. 2024/25 Projected Outturn 2.5 The finance team within the Health and Social Care Partnership carry out regular budget monitoring in conjunction with Heads of Service and their Senior Management Teams, and update reports are provided to the IJB on 6 occasions during each financial year. 2.6 The most recent report was based on information at Month 6 (September) for social care expenditure and Month 4 information for health expenditure, and this was presented to the IJB in November. The report noted a projected overspend of £5.611m for the current financial year (Month 4 £6.697m overspend). 2.7 Where a projected overspend is identified, the IJB is required to agree a financial recovery plan. Initial actions were agreed by the IJB in June based on the 2023/24 outturn position, and further work has continued to develop the recovery plan with additional actions agreed by the IJB. The full financial recovery plan is part of the IJB financial report, which is attached at Appendix B. Full achievement of the actions identified so far would reduce the projected overspend to £2.905m (Month 4 £2.995m overspend). 2.8 The cost reduction targets include: • A reduction in children’s residential placements • A reduction in the number of older people’s care home placements • Delaying approval of new care packages for adults • Reduced capacity in the Care at Home service • Less usage of supplementary staff in community wards • Additional vacancy turnover targets The recovery plan also reflects the use of the remaining unearmarked reserve balance and a review of earmarked reserves which has released some funding to support the in-year position. 2.9 The IJB has not approved a Financial Recovery Plan which meets the full projected overspend and there remains a significant risk of a year-end actual overspend position. It is challenging to identify short term opportunities to improve the financial position against the performance expectations for services, the increase in demand for social care supports across all client groups, the 74
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inflationary impact on the cost of care including pay and the majority of the delegated budget being committed to front line care delivery, either through staff costs or commissioned providers. The IJB has limited discretionary spend areas and limited scope to generate income or stop services. These challenges are alongside a significant number of financially high-risk areas including continued uncertainty over funding, through late notification and in-year changes to Scottish Government funding. 2.10 The IJB agreed to the establishment of a Finance Working Group (FWG), consisting of IJB members and senior officers, and chaired by the IJB Vice Chair. This meets monthly with the main remit being: • Detailed scrutiny of in-year financial projections • Monitoring the delivery of the financial recovery plan • Monitoring the progress with delivery of the Transformation Plan • Reviewing the 3-year Medium-Term Financial Outlook • Detailed scrutiny of budget planning for the next financial year. The FWG is not a decision-making group and all decisions in relation to the budget which require formal agreement will continue to be made by the IJB. 2.11 The first 3 meetings have already taken place. The group has focussed on the most significant areas of cost pressure and has so far undertaken deep dives into the recovery plans in the following service areas: • Financial Risks • Care at Home • Brighter Pathways (Children’s Residential Placements) • Older People’s Residential Care Services • Financial Inclusion • Charging income and opportunities 2.12 Further meetings are scheduled to the end of the year and will include follow-up work on some of the areas above, as well as further areas identified: • Medium Term Financial Outlook • Complex Care including out of area placements • Addictions Prescribing • Supplementary Staffing 2.13 Building on the work of the Finance Working Group, proposals are being developed for agreement by the IJB, in advance of the budget setting in March, which will generate future recurring savings. Examples include Financial Inclusion services and the setting of fees and charges. 2.14 Other management actions which have been implemented include: • Review of expenditure authorisation levels across the Partnership and escalation of specific decisions to senior officers. In particular, a new 75
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governance group has been introduced, involving the Director and Heads of Service, to oversee the agreement of higher value packages of care (above £40,000 per annum). • Staff communication in relation to discretionary/non-essential spend. • Review of temporary posts and robust vacancy management/approval. The vacancy scrutiny group now has representation from all of the Heads of Service and a recruitment freeze has been implemented for all but essential frontline posts. • Restrictions on all but essential overtime working. 2.15 Any remaining overspend will have a financial impact on the Council and NHS Ayrshire and Arran. The Integration Scheme sets out at paragraph 8.2.1 that: “The Chief Officer will deliver the Outcomes within the total delegated resources (paid and Set Aside) and where there is a forecast overspend against an element of the operational budget, the Chief Officer, the Chief Finance Officer of the Integration Joint Board and the appropriate finance officers of the Parties must agree a recovery plan to balance the overspending budget, which recovery plan shall be subject to the approval of the Integration Joint Board. If the recovery plan is not successful the Parties will consider making interim funds available based on the agreed percentage contribution for joint responsibilities, as outlined above, with repayment in future years on the basis of a revised recovery plan agreed by the Parties and Integration Joint Board. If the revised plan cannot be agreed by the Parties or is not approved by the Integration Joint Board, the dispute resolution mechanism in clause 14 hereof, will be followed.” 2.16 There are a number of ongoing risks to the financial position of the IJB; these include but are not limited to: • The recent announcements by Scottish Government in relation to public sector finances and in-year spending reductions will impact on current and future funding. • Uncertainty around the level of funding for 2024-25 pay awards, which have very recently been settled for local government and NHS. • The significant financial challenge within NHS Ayrshire and Arran and an expectation that IJBs will support this through the transfer of risk around primary care prescribing overspends and by contributing to the cost of delayed discharges from the acute hospitals. • Continued growing demand for services • The expectation that performance will continue to be maintained or improved despite the significant resource challenges, for example the joint mission for delayed discharge improvement. • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages, where any additional packages happen on an unplanned basis and would have a significant financial cost. 2.17 Integration Joint Boards across the country are reporting similar financial challenges, with many having exhausted their unearmarked reserves during 2023/24, and the majority having financial recovery plans in place for 2024/25 to 76
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address a projected overspend position. This situation is driven by the well- documented increases in demand for health and social care services, the high levels of cost inflation in recent years and a lack of investment in additional capacity over a number of years. 2025-26 and beyond 2.18 Work is underway in relation to the development of the 2025/26 budget, which will be agreed by IJB in March 2025, and to refresh the 3-year Medium-term Financial Outlook for the period 2025-2028. 2.19 The most recent MTFO, which was reported to IJB earlier in 2024, noted that there is likely to be a significant budget shortfall which will required to be addressed in each financial year: 2.20 The IJB has agreed a Transformation Plan which will contribute to meeting the financial deficit. This is attached at Appendix C for information. Social Work Duties 2.21 The Chief Social Work Officer presented a report to the IJB in November to outline the context around Social Work Duties, Available Resource and Ethical Considerations. Social Work encompasses a diverse range of services. In Scotland, local authority Social Work departments or Health and Social Care Partnerships deliver these services with the aim of supporting some of the most vulnerable people in society and improving the quality of their lives. Most Social Work and social care resources are directed towards adult services, mostly on care services for older people (65 years+). Social Work services also provide services to children and young people to help support and protect vulnerable children and their families. Criminal justice Social Work involves a range of services to the criminal justice system. In North Ayrshire all social work services are delivered via the Health and Social Care Partnership. 2.22 The cross-cutting nature of Social Work means that it is regulated by a complex and constantly evolving statutory framework. The 1968 Social Work (Scotland) Act recognises the central role of the local authority in determining where there is a need for the provision of community care services and how such need should be met. The legislation, as amended in 1990, describes assessment as a two- stage process: first the assessment of needs and then, having regard to the results of that assessment, the local authority shall decide whether the needs of that person call for the provision of services, services can only be provided where the resources are available to do so. 77
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2.23 The use of eligibility criteria applies to the second part of the assessment process. National eligibility criteria for social care were agreed by the Scottish Government and COSLA in 2009 and the criteria were explicitly designed to apply consistently across all adult care groups. NAHSCP has a locally agreed eligibility criteria that it uses, set by the IJB which defines service access at the substantial or critical level only. These are defined as follows: • Critical Risk: Indicates that there are major risks to an individual’s independent living or health and well-being and likely to call for the immediate or imminent provision of social care services. • Substantial Risk: Indicates that there are significant risks to an individual’s independence or health and wellbeing and likely to call for the immediate or imminent provision of social care services. 2.24 Since the adoption of substantial and critical assessed need as the threshold for accessing services in North Ayrshire there have been a number of significant changes in relation to the operating context and the financial context along with the emergence of a more progressive approach to service design and delivery based around people and place. 2.25 There has been considerable demographic change with an ageing local population, greater numbers of people living with multiple long-term conditions, increasing numbers of children with an identified disability along with an increased complexity of need across all age groups. This is further exacerbated by the broader societal impact of austerity, Covid and the broader effects of poverty which has compounded the range of difficulties society is facing. 2.26 Alongside this social context available resources have also become more constrained with demand far outstripping both financial and human capacity. Managing infinite human need within finite resources has always been part and parcel of balancing Social Work demand and capacity. Financial settlements have resulted in significant pressures on budgets, both as a result of the changes noted above and inflationary pressures and has resulted in residents waiting for access to services. 2.27 Projected figures show no signs of the health and social care system being in a place to resource itself to meet society’s needs, and within the North Ayrshire context it is not impossible to imagine a time in the near future, where like others, we find ourselves in a position where we will not be able to meet our statutory duties. Accounts Commission report 2.28 A recently published Accounts Commission report, ‘Integration Joint Boards Finance and Performance’, provides a useful summary of the position. It notes the highly challenging landscape faced by IJBs in delivering community health and social care services, including increasing demand for support, insufficient funding, recruitment and retention challenges across the workforce and the uncertainty caused by the plans for a National Care Service. Although the report 78
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presents the national position, most of the challenges highlighted clearly reflect the position in North Ayrshire and the key points are noted in the following paragraphs. 2.29 The report notes that Integration Joint Boards (IJBs) face a complex landscape of unprecedented pressures, challenges and uncertainties. These are not easy to resolve and are worsening, despite a driven and committed workforce. The health inequality gap is widening, there is an increased demand for services and a growing level of unmet and more complex needs. There is also variability in how much choice and control people who use services feel they have, deepening challenges in sustaining the workforce, alongside increasing funding pressures. 2.30 The Accounts Commission report that there isn’t significant evidence of the shift in the balance of care from hospitals to the community intended by the creation of IJBs. IJBs operate within complex governance systems that can make planning and decision making difficult. They cannot address the issues across the sector alone. Whole system collaborative working is needed as part of a clear national strategy for health and social care that will promote improved outcomes across Scotland but reflects the need to respond to local priorities. 2.31 The workforce is under immense pressure reflecting the wider pressures in the health and social care system. Across the community health and social care sector there are difficulties in recruiting and retaining a skilled workforce. The Covid-19 pandemic, the cost-of-living crisis, and the impact of the withdrawal from the European Union have deepened existing pressures. Unpaid carers are increasingly relied on as part of the system but are also disproportionately affected by the increased cost-of-living. Without significant changes in how services are provided and organised, these issues will get worse as demand continues to increase and the workforce pool continues to contract. 2.32 Uncertainty around the direction of the plans for a National Care Service and continued instability of leadership in IJBs across the country have also contributed to the difficult context for planning and delivering effective services. There are many examples of IJBs trying to work in new and different ways, but there is a lack of collaboration and systematic shared learning on improvement activities. 2.33 The financial outlook for IJBs continues to weaken with indications of more challenging times ahead: • In common with other public sector bodies, financial pressures arising from rising inflation, pay uplifts and Covid-19 legacy costs are making it difficult to sustain services at their current level and, collaborative, preventative and person- centred working is shrinking at a time when it is most needed. • The financial outlook makes it more important than ever that the budget process involves clear and open conversations with IJB partners, workforce, people who use services and other stakeholders around the difficult choices required to achieve financial sustainability. 79
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• Overall funding to IJBs in 2022/23 decreased by nine per cent in real terms or by one per cent in real terms once Covid-19 funding is excluded. The total reserves held by IJBs almost halved in 2022/23, largely due to the use and return of Covid-related reserves. The majority of IJBs reported notable savings, but these were largely arising on a non-recurring basis from unfilled vacancies. • IJBs have had to achieve savings as part of their partner funding allocations for several years. The projected funding gap for 2023/24 has almost tripled, in comparison to the previous year, with over a third anticipated to be bridged by non-recurring savings, with a quarter of the gap bridged using reserves. This is not a sustainable approach to balancing budgets. 3. Proposals 3.1 It is proposed that Cabinet notes the financial position of the IJB, the work being undertaken to improve the in-year position and the ongoing risks. 4. Implications/Socio-economic Duty Financial 4.1 There is a financial risk to the Council if the IJB remains in an overspend position at the end of the financial year. Human Resources 4.2 None. Legal 4.3 The preparation of a Financial Recovery Plan by the IJB complies with the requirements of the Integration Scheme. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 None. Community Wealth Building 4.7 None. 80
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5. Consultation 5.1 No consultation has been required in the preparation of this report. Caroline Cameron Director (Health and Social Care) For further information please contact Caroline Cameron, Director (Health and Social Care), on carolinecameron@north-ayrshire.gov.uk. Background Papers None. 81
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NORTH AYRSHIRE Health & Social Care Partnership #NAHSCPIJB budget (1) 82
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NORTH AYRSHIRE Health & Social Care Partnership #NAHSCPIJB budget (2) 83
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NORTH AYRSHIRE Health & Social Care Partnership #NAHSCPIJB budget (3) 84
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NORTH AYRSHIRE Health & Social Care Partnership #NAHSCPIJB budget (4) 85
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Integration Joint Board 14th November 2024 Subject : 2024-25 – Month 6 Financial Performance Purpose : To provide an overview of the IJB’s financial performance as at Month 6 (September). Recommendation : It is recommended that the IJB: (a) notes the overall integrated financial performance report for the financial year 2024-25 and the current overall projected year- end overspend of £5.611m, reduced to £2.905m through already identified financial recovery actions; (b) notes the progress with delivery of agreed savings; (c) approves the actions which are being taken to progress financial recovery and that a further recovery plan will be presented to the next IJB; (d) notes the remaining financial risks for 2024-25; and (e) approves the budget reductions which are detailed at paragraph 2.10 Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health MDT Child & Adolescent Mental Health Services BRAG Blue, Red, Amber, Green UNPACS UNPACS, (UNPlanned Activities) – Extra Contractual Referrals NRAC NHS Resource Allocation Committee PAC Performance and Audit Committee MHOF Mental Health Outcome Framework MDT Multi-Disciplinary Team 86
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1. EXECUTIVE SUMMARY 1.1 The report provides an overview of the financial position for the Partnership and outlines the projected year-end outturn position informed by the projected expenditure and income commitments; these have been prepared in conjunction with relevant budget holders and services. It should be noted that, although this report refers to the position at the end of September further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. It should also be highlighted that the NHS Ayrshire and Arran finance department have not been able to provide updated financial projections for month 6 and the position for Health delivered services reflects the month 4 position. There is a risk therefore of movement in the projections from Health for month 7, noting that with restrictions on spend in place this may be a welcomed favourable movement. 1.2 The projected outturn is a year-end overspend of £5.611m (1.7%) for 2024-25, reduced to £2.905m through already identified financial recovery actions. There is an increasing risk to achieving financial balance during 2024-25, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions: Split TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth6 £5.611m £0.812m £4.799m Less Financial Recovery Plan Projections £2.706m £0.369m £2.337m Residual Risk £2.905m £0.443m £2.462m 1.3 From the core projections, overall, the main areas of pressure are: care at home, residential placements for children, physical and learning disability care packages, supplementary staff in wards, staff costs in Montrose House and Unplanned Activities (UnPACs) within the lead partnership for mental health. 1.4 The main movements in the overall projected position and recovery plan are summarised below: Improvement: • Payroll turnover – social care £1.336m • Care at home £0.562m • LD care packages £0.126m • Integrated Island Services £0.214m Deterioration: • Children’s residential places (inflationary increases) £0.486m 87
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• Care Home places (inc interim places) £0.513m (including £0.156m in relation to the increase in the National Care Home Contract rate for the Agenda for Change pay award). 1.5 The Integration Scheme describes the required approach where there is a projected overspend on the IJB integrated budget, which includes the requirement to agree a recovery plan to balance the overspending budget. Only if the recovery plan is unsuccessful will the Health Board and Council consider making available interim funds. NHS Ayrshire and Arran and North Ayrshire Council are not in a financial position to make interim funds readily available, therefore it is imperative that the IJB continues to support the process of development of the Financial Recovery Plan and the actions required to work towards financial balance by the year-end. 1.6 The projected IJB outturn position has been adjusted to reflect the impact of Lead Partnership services. The overspend in relation to North Lead Partnership services for Mental Health is not fully attributed to the North HSCP as a share has been allocated to East and South HSCPs, similarly the impact of the outturn on East and South led services has been shared with North, both on an NRAC basis in line with the agreed risk sharing mechanism. There is a requirement for the 3 IJBs to be aware of the position for Lead Partnership services and plans to deliver services from within allocated budget, on that basis further information will be brought forward with further detail on Lead Partnership services. 1.7 The 2024/25 financial position is being adversely impacted by several factors outwith the control of the IJB. • Formal confirmation by The Scottish Government of the 2024/25 funding for the Mental Health Outcome bundle saw a 3.5% reduction from 2023/24 which equates to £0.350m and the service are currently working through the implications of this reduction. It is expected that this can be managed within the carry forward reserves from 2023/24 so there is no impact on 2024/25 but the service is exploring the implications of bringing spend within budget in 2025/26. • Children’s residential placement contract inflation – Scotland Excel negotiate rates for several national framework contracts and the rates agreed to date are significantly higher than the 5.94% increase assumed as part of the Scottish Living Wage increase. Rates which are agreed to date are included in the projection and those still to be agreed are assumed to have an increase based on the average of rates agreed to date. Overall, the estimated impact is an increase to the projection of £0.486m. Local Government Pay Award Shortfall – the additional cost of the 2024/25 local government pay award is estimated to be £0.900m. It is unknown at this stage of this will be fully funded and the potential cost is not included in the month 6 projected outturn. 88
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2. CURRENT POSITION 2.1 The report includes an overview of the financial position including commitments against the available resource, explanations for the main budget variances and an update on progress in terms of savings delivery. 2.2 FINANCIAL PERFORMANCE – AT MONTH 6 At month 6 against the full-year budget of £321.135m there is a projected year-end overspend of £5.611m (1.7%). The Integration Scheme outlines that there is an expectation that the IJB takes account of the totality of resources available to balance the budget in year. Following this approach, an integrated view of the financial position should be taken, however it is useful to note that this overall position consists of a projected overspend of £4.799m in social care services and a projected overspend of £0.812m in health services. Appendix A provides the financial overview of the Partnership position. The sections that follow outline the significant variances in service expenditure compared to the approved budgets. The projections for some areas will be subject to fluctuations as they depend on recruitment plans for new funding and also the capacity of providers to take on work. Appendix F provides information on the costs of bank and agency staff as requested at the August IJB. 2.3 Health and Community Care Services Against the full-year budget of £89.939m there is a projected overspend of £6.143m (6.8%) (£0.094m adverse movement) and the main variances are: a) Care home placements - the budgeted number of permanent placements was 765 and at month 6 there were 793 placements. The projected overspend is £1.072m (£0.458m adverse) on permanent placements (including £0.156m in relation to increased NCHC rates to reflect the recently agreed nursing pay award), £0.208m (£0.208m adverse) on interim placements and respite placements are projected to be online (no change). The plan to manage down the number of permanent placements to reach the target is challenging due to the need to minimise delayed discharge from hospital and to continue to support those in critical and substantial need in the community. Income recovered from charging orders is projected to be £0.703m over recovered (£0.153m favourable movement). This income is challenging to predict as it depends on the length of the legal process and time taken to sell the property that the charging order is registered to. 89
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b) Care at home is projected to be £2.672m overspent (£0.582m favourable movement). The position reflects the cost of meeting the significant demand and level of provision for care at home support. The favourable movement is due to the impact of the care at home recovery plan including the holding of vacancies and improved sickness absence rates. Earlier in the financial year it was more difficult to accurately project the cost of the in-house service due to the phased move of services in-house, more recent months provide a settled financial baseline from which more accurate projections can be estimated, providing greater confidence in the projected outturn position. c) Physical Disability Services – projected overspend of £0.790m (£0.108m adverse) split as follows: £1.116m over in residential placements, £0.050m over in direct payments and £0.376m under in community care packages. d) Integrated Island Services is projected to overspend by £0.539m (£0.214m favourable movement). The most significant variance is a projected overspend at Montrose House of £0.422m (£0.136m favourable movement) which relates to the net overspend on agency staff (i.e. net of underspend on employee costs). A new contract to procure agency nursing staff commences in November which will reduce the hourly costs moving forward and this is reflected in the projection. e) Specialist Rehab wards – projected overspend of £0.126m (no movement) (Redburn ward £0.152m overspend and Douglas Grant £0.026m underspend). The overspend is due to cover costs for vacancies as well as supplementary staffing for patients who require one to one support. f) Wards 1 and 2 – Projected overspend of £0.762m (no movement) due to use of supplementary staffing. 2.4 Mental Health Services Against the full-year budget of £107.398m there is a projected overspend of £0.968m (0.9%) (favourable movement of £0.101m) prior to the re-allocation of the Lead Partnership variance to East and South HSCP. The main variances are: • Learning Disabilities are projected to overspend by £0.788m (£0.126m favourable movement) across community care packages, direct payments and residential placements. This improvement reflects the positive impact of assertive reviews of care packages. • Community Mental Health services are projected to underspend by £0.380m (£0.031m favourable) across community care packages, direct payments and residential placements. The main reason for underspend is the availability and capacity of adult community providers to deliver new packages of care. 90
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• There is a projected underspend of £0.106m (no movement) in relation to the cost of Hospital Based Complex Continuing Care (HBCCC), this reflects the impact of change in provision for these services. • The Lead Partnership for Mental Health is projected to be £0.658m overspent (no movement) and the main variances are as follows: • Adult Inpatients – overspent by £0.442m due to overspends in supplementary staff for enhanced observations (1:1 and 2:1) and use of bank staff. • The UNPACS (Unplanned Activities) budget – projected overspend is £0.679m based on current placements and an allowance for one further placement. The actual cost of the future placements may be different from the estimated cost assumed in the projection. These placements are for individuals with very specific needs that require a higher level of security and/or care from a staff group with a particular skill set/competence. There are no local NHS secure facilities for women, people with a learning disability or people with neurodevelopmental disorder. This can necessitate an UNPACs placement with a specialist provider which can be out-of-area. The nature of mental health UNPACs spend is that it is almost exclusively on medium or long term complex secure residential placements which are very expensive so a small change in placements can have a high budgetary impact. Due to the complexity and risk involved, transitions between units or levels of security can take many months. Applications to approve a placement are made to the Associate Medical Director for Mental Health who needs to be satisfied that the placement is appropriate and unavoidable prior to this being agreed. A new group has been established to review the UnPACS budget and placements with a wider service representation. • Learning Disability Services – projected to underspend by £0.538m. This position is after recharging other areas on a cost basis for two outwith authority placements which have incurred additional costs in relation to usage of supplementary staffing due to sustained enhanced observations. There is a risk in relation to recovering this income as the two areas receiving the charges are currently refusing to pay and legal advice is being sought. • Elderly Inpatients – projected overspend of £0.415m due to the use of supplementary staffing. The elderly mental health wards continue to operate at full occupancy and at times with waiting lists, with several patients who are on enhanced observations and bank costs remain high. 91
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• MH Pharmacy – is projected to overspend by £0.585m due to increased demand and cost of medicines. ▪ Innovation Fund – projected underspend of £0.112m due to slippage within some of the projects and not all of the funding has been allocated. • The turnover target for vacancy savings for the Lead Partnership is held within the Lead Partnership as this is a Pan-Ayrshire target. There is a projected over recovery of the vacancy savings target of £0.819m in 2024-25. Further information is included in the table below: Vacancy Savings Target (£1.116m) Projected to March 2025 £1.935m Over/(Under) Achievement £0.819m 2.5 Children and Justice Services Against the full-year budget of £43.839m there is a projected overspend of £1.688m (3.85%) (£0.554m adverse movement) and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £2.051m (£0.682m adverse movement). The main areas within this are noted below: • Following budget investment of £4m the children’s residential placements are overspent by £1.898m (£0.359m adverse movement) based on 31 placements at month 6. This demonstrates a reduction of 6 places since the start of the financial year. There are a number of factors leading to this challenging position: • We have 32 places available in our internal children’s houses, due to demand these have been operating at 100% occupancy for some time, leading to increased use of external placements where residential care is required. • The requirement to support Unaccompanied Asylum-Seeking Children (UASC) under the National Transfer Scheme and to support trafficked young people who have been identified in North Ayrshire. • A number of young people in residential care have requested Continuing Care, whereby a young person can remain in their placement until age 21. • Where appropriate young people are placed to meet their educational needs, the cost of Residential School Placements in the most cases is shared 50/50 with Education services. 92
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• Contractual inflation has increased the projected costs of residential places by £0.339m which is outwith the control of the service. Children’s Services are continuing to work with other services including Education and Housing to address the challenges through the work of the ‘Brighter Pathways’ Programme Board and associated workstreams. This forms part of the Transformation Plan which was approved at the March IJB and an update on this programme of work is included separately on the agenda. . • Looked After and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.761m underspent (£0.033m adverse movement). • Children with disabilities – there is a net projected overspend of £0.582m (£0.326m adverse movement) across residential placements, direct payments and community packages. The adverse movement is largely linked to inflation (£0.147m) and increased package costs (£0.101m) where estimated costs were used in previous periods. • Residential respite – placements are overspent by £0.135m (£0.077m adverse movement). These short-term placements are used to prevent an admission to full time care or to avoid placement breakdown. • Employee costs – are projected to overspend by £0.172m (adverse movement of £0.044m), largely due to staffing levels in the children’s houses. b) Head of Service – is projected to underspend by £0.675m (£0.151m favourable movement). This consists of a projected overspend due to the planned saving of £0.233m in relation to the staff reconfiguration in the children’s houses which was not achieved in 23-24 and this is offset by the grant funding in relation to Unaccompanied Asylum-Seeking Children, which is projected to amount to £0.964m (£0.145m favourable movement) and which contributes to costs incurred across a number of C&F service areas. c) C&F Health Team – is projected to overspend by £0.246m (no movement) mainly in relation to the Band 6 to 7 regrade for Health Visitors and the progression of posts up the Band 7 scale. 2.6 ALLIED HEALTH PROFESSIONALS (AHP) The non-employee costs element of the AHP services are projected to be on-line. All underspends in employee costs have contributed to payroll turnover. 2.7 CHIEF SOCIAL WORK OFFICER This is projected to be on-line. 93
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2.8 MANAGEMENT AND SUPPORT Management and Support Services are projected to underspend by £2.787m (£1.494m favourable) and the main areas of underspend are: • There is projected slippage on the LD and MH transition funding of £0.786m (£0.186m favourable) due to delays in children transitioning into adult services and actual costs being less than estimated. This involves complex planning by services with service users and families and can change over time based on assessed need when moving into adult services. • The 2024-25 budget included a budgeted deficit on the social care side of £0.437m which is offset by a budgeted surplus of £0.437m on the health side of the budget. The net impact is neutral, but Appendix A shows this position for each element. • An over-recovery of payroll turnover of £1.836m (£1.336m favourable) for social care services and an over-recovery of payroll turnover of £0.296m (no movement) for health services as outlined in the table below. The turnover targets and achievement for the financial year for Health and Social Care services outwith the Lead Partnership is noted below: Social Care Health Vacancy Savings Target (3.301m) (1.522m) Projected to be achieved by March 2025 5.137m 1.818m Over/(Under) Achievement 1.836m 0.296m The areas contributing to the health and social care vacancy savings are spread across a wide range of services with vacancy savings being achieved in most areas. As part of the recovery plan, the vacancy scrutiny group has been enhanced with the Heads of Service and professional leads attending. Each post is scrutinised and filled only where deemed necessary with a recruitment freeze now implemented for all non-essential posts. This has led to a significant increase in the level of turnover when projected to the year end. The Health element of vacancy savings will be updated in month 7. The turnover target for the North Lead Partnership for Mental Health services is detailed separately within the Lead Partnership information at section 2.4. 2.9 Savings Progress a) The approved 2024-25 budget included £10.290m of savings. BRAG Status Position at Budget Approval Position at Month 6 94
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£m £m Red - 0.111 Amber 0.523 0.475 Green 9.767 - Blue - 9.704 TOTAL 10.290 10.290 b) The main area to note is that the red savings have increased since month 4 as the saving in relation to Montrose House looks unlikely to be achieved. Appendix B provides an overview of those service changes which do have financial savings attached to them and the BRAG status around the deliverability of each saving. 2.10 Budget Changes The Integration Scheme states that “either party may increase it’s in year payment to the Integration Joint Board. Neither party may reduce the payment in-year to the Integration Joint Board nor Services managed on a Lead Partnership basis…. without the express consent of the Integration Joint Board.” Appendix C highlights the movement in the budget position following the initial approved budget. Reductions Requiring Approval: Ref Description Amount (£000) 1 ICT Budget transfers (5) 2 Transfer to FM services re cleaning post at West Road (10) 2.11 Pan Ayrshire Lead Partnership services and Large Hospital Set Aside Lead Partnerships: - The IJB position is adjusted to reflect the impact of Lead Partnership services. The outturn for all Lead Partnership services is shared across the 3 Partnerships on an NRAC basis. The outturn in relation to North Lead Partnership services is not fully attributed to the North IJB as a share is allocated to East and South Partnerships; similarly, the impact of the outturn on East and South led services is shared with North. At Month 6 the MH lead partnership is projected to overspend by £0.658m (£0.215m NRAC share for East and £0.188m for South). South HSCP – projected overspend of £0.581m of which £0.215m will be allocated to North. The variance is mainly due to an overspend of £0.512m in the community store. This includes the costs of replacing mattresses, repairs and maintenance 95
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contract and equipment costs. There is also a projected overspend of £0.074m in the continence service and an underspend £0.006m in the Family Nurse Partnership East HSCP - projected underspend of £0.360m in total (of which £0.133m will be allocated to North). The main variances are: Allied Health Professions (Lead Partnership) There is a projected underspend of £0.302m (£0.431m at month 4) on AHP services hosted by East Ayrshire for the current year, which mainly relates to staffing savings in Physiotherapy / MSK and Podiatry services and is partially offset by increased Orthotics costs. Primary Care and Out of Hours Services (Lead Partnership) There is a small projected underspend of £0.064m (£0.023m projected overspend at month 4) on the Primary Care Lead Partnership budget, with additional costs in Out of Hours services £0.321m (£0.371m at month 4), with work ongoing to mitigate increased costs as far as possible over the course of the 2024/25 financial year and going forward, as well as additional Primary Care contracting and support costs £0.027m (£0.024m at month 4). These additional costs are offset by a projected underspend in Dental services totalling £0.344m (£0.219m at month 4), where staffing numbers are running at less than establishment. Recruitment over the remainder of the financial year has the potential to impact further on the projected outturn position at month 6. In addition, there is a small saving on Primary Medical Services costs £0.058m (£0.152m at month 4). Prison and Police Healthcare (Lead Partnership) The £0.101m (£0.043m at month 4) projected underspend at month 6 is largely due reduced staffing costs. Other Services (Lead Partnership) The £0.106m (£0.243m at month 4) projected overspend is due to increased Area Wide Evening Services costs, mainly due to additional staffing costs including high use of bank staff, which will require to be further addressed going forward. Set Aside: - Work has been undertaken with partnerships to progress and develop set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. 1. Further work has been undertaken through the Ayrshire Finance Leads group to establish baseline resources for each partnership and how this compares to the NRAC “fair share” of resources. Ayrshire Finance Leads have now agreed a baseline methodology for set aside budgets which involves using the four full years prior to the pandemic, 2016/17 – 2019/20 inclusive. 96
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The 2023/24 usage is now available as is Q1 of 2024/25 and these has been presented to Ayrshire Finance Leads for validation. The HSCPs require to agree their final share of the baseline with each other, however the aggregate will remain unchanged. IJB Baseline at 2022/23 prices (£) East 26,215,888 North 35,007,962 South 28,371,789 Total 89,595,639 The annual budget for Acute Services is £435.0m. The directorate overspent by £16.8m after 6 months. This was caused by overspends on agency medical and nursing staff, together with drug expenditure including the New Medicines Fund, equipment and supplies. These have been required due to the level of operational pressure being experienced, in common with many other areas in Scotland. 164 additional unfunded beds remained open across both main hospital sites during September. There is a material underlying deficit caused by: • Unachieved efficiency savings • Length of Stay (LoS) and emergency admission rates in NHS Ayrshire and Arran acute hospitals are above the Scottish average. • High expenditure on medical and nursing agency staff, high rates of absence and vacancies causing service pressure. • Delayed transfers of care and high acuity of patients. The IJBs and the Health Board work closely in partnership to maintain service and improve performance. Initial work has commenced to develop a joint strategic commissioning plan for the provision of unscheduled care services, which will outline these services will be delivered over the medium-term using the set aside resources available. This will support a shift in the balance of care into the community and support a reduction in the number of acute beds. 2.12 FINANCIAL RISKS There are a number of financial risk areas that impact or may impact on the financial position. • The recent announcements by Scottish Government in relation to public sector finances and in-year spending reductions will impact on current and 97
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future funding, including for 2024-25 pay awards, which have recently been settled for local government and NHS but the funding position is not yet clear. • Continued growing demand for services. • Staff recruitment and retention challenges across a number of service areas. • The provider market and the ongoing ability to source packages of care for service users. • The expectation that performance will continue to be maintained or improved despite the significant resource challenges, for example the joint mission for delayed discharge improvement. • Ongoing delivery costs of Scottish Government policy directives, particularly where these are not fully funded or inflation proofed. • The ongoing review of the Integration Scheme. • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this. • The wider system financial challenges, especially the financial position of NHS Ayrshire and Arran Health Board, their financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges last financial year. • The recurring underlying levels of overspend which may impact on the Partnership’s ability to continue to sustain service levels in the future. • The IJB free general fund reserves are estimated to be fully used during this financial year, leading to an increased risk of requiring additional in-year financial contributions from NHS Ayrshire and Arran and North Ayrshire Council to break even. • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs. • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas. • The use of supplementary staffing for enhanced observations across a number of service areas. • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges. • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re- grade, protected learning time and reduction to the working week. Non- recurring funding has been provided to meet costs associated with this but it is unclear whether this will be sufficient. • Scot Excel inflationary increases for children’s service are significantly higher than assumed. These risks will continue to be monitored during 2024-25. 98
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2.13 RESERVES The IJB reserves position is summarised in the table below. General Fund Reserve Earmarked Reserves Total Unearmarked External Funding HSCP £m £m £m £m Balance – 1 April 2024 0.357 3.379 1.774 5.510 Anticipated Drawdown (0.357) (3.379) (1.202) (4.938) Balance – 31 March 2025 - - 0.572 0.572 The £1.774m HSCP earmarked reserve relates to the Service Redesign and Change Fund; of this total only £0.096m currently remains uncommitted with the balance being committed to investment in an early intervention approach within Children and Families social work and supporting the delivery of the transformation programme across 2024-25 and 2025-26. Further detail on the reserves is given in Appendix D. 2.14 Financial Recovery Plan The IJB set a balanced budget for 2024/25 on 14th March 2024. This did not require any draw on reserves but did include the approval of £10.290m of savings to achieve financial balance. Following the finalisation of the 2023/24 outturn position, the IJB agreed some initial recovery actions at the meeting in June. In line with the requirements of the integration scheme, work has continued to develop the financial recovery plan and identify further targets for financial improvements. The current plan is outlined in full at Appendix E. There has been progress towards some of the targets, and these are already reflected in the current projected outturn of £5.611m overspend. Further work is required to deliver on the balance of these targets as well as the additional targets which have now been identified. Services will work towards implementing the recovery plan to deliver on these cost reduction targets while carefully managing the level of risk. This will include the preparation of equality impact assessments. It is recognised that there needs to be further savings identified to move towards a breakeven position. Any decisions to implement changes which have significant impact on service delivery and the wider system will be discussed at the Finance 99
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Working Group before being brought back to the IJB for further approval as part of the financial recovery plan. MANAGEMENT ACTIONS/CONTROLS: Other management actions which have been implemented include: • Review of expenditure authorisation levels across the Partnership and escalation of specific decisions to senior officers. In particular, a new governance group has been introduced, involving the Director and Heads of Service, to oversee the agreement of higher value packages of care (above £40,000 per annum). • Staff communication in relation to discretionary/non-essential spend. • Review of temporary posts and robust vacancy management/approval. The vacancy scrutiny group now has representation from all of the Heads of Service and a recruitment freeze will be implemented for all but essential frontline posts. • Restrictions on all but essential overtime working. • Ongoing review of future year savings or transformation programmes to identify scope for acceleration. • Maximise opportunities from the recently reopened Independent Living Fund (ILF) Scotland. GOVERNANCE: • In order to facilitate greater scrutiny of the financial position and the delivery of the financial recovery plan during 2024/25, the IJB agreed at the June meeting to establish a ‘Finance Working Group’, chaired by the IJB Vice Chair. The Director and Heads of Service will be members of the group. This will meet monthly to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. Meetings have now been scheduled to the end of the year. To date the Finance Working Group has met three times and covered care at home, care homes, charging income, financial inclusion, an overview of the budget and the Brighter Pathways project. The next meeting will review Complex Care, Addictions Prescribing and an update to the Medium-Term Financial Outlook. • Strengthened support from Finance Team to front line services and increased engagement with Heads of Service and Senior Management Teams, including line by line reviews of all budget areas. Review and enhancement of frequency and level of financial information provided to support oversight and decision making in line with financial constraints, with an added focus on areas 100
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of underspend to maximise opportunities to delay or stop spend and contribute to the overall financial challenge. INTEGRATION SCHEME The Integration Scheme describes the required approach where there is a projected overspend: The Chief Officer will deliver the Outcomes within the total delegated resources (paid and Set Aside) and where there is a forecast overspend against an element of the operational budget, the Chief Officer, the Chief Finance Officer of the Integration Joint Board and the appropriate finance officers of the Parties must agree a recovery plan to balance the overspending budget, which recovery plan shall be subject to the approval of the Integration Joint Board. If the recovery plan is not successful the Parties will consider making interim funds available based on the agreed percentage contribution for joint responsibilities, as outlined above, with repayment in future years on the basis of a revised recovery plan agreed by the Parties and Integration Joint Board. There is an increasing risk to achieving financial balance during 2024-25, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions and illustrates the current estimated risk exposure to the IJBs funding partners: Split TOTAL Health/NHS AA Social Care/NAC Projected Overspend @ mth6 £5.611m £0.812m £4.799m Less Financial Recovery Plan Projections £2.706m £0.369m £2.337m Residual Risk £2.905m £0.443m £2.462m 3. PROPOSALS 3.1 Anticipated Outcomes Continuing to closely monitor the financial position will allow the IJB to take corrective action where required to deliver services in 2024-25 from within the available resource, thereby limiting the financial risk to the funding partners. The transformational change programme will have the greatest impact on the financial sustainability of the partnership, the IJB require to have a clear understanding of progress with the delivery of the transformation plan. 3.3 Measuring Impact Ongoing updates to the financial position will be reported to the IJB throughout 2024- 25. 101
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4. IMPLICATIONS 4.1 Financial The outturn is an overall year-end overspend of £5.611m (1.7%). The report outlines the main variances for individual services. There IJBs unearmarked reserve balance is projected to be zero by the end of the financial year and there is an ongoing risk in relation to the £2.905m of the overspend where financial recovery improvement actions require to be identified. This current position poses a financial risk to North Ayrshire Council and NHS Ayrshire and Arran. 4.2 Human Resources The report highlights vacancy or turnover savings achieved during the year. Services will review any staffing establishment plans and recruitment in line with normal practice when implementing service change and reviews as per agreement with the IJB. Tight vacancy scrutiny management arrangements are in place for the HSCP. 4.3 Legal None. 4.4 Equality/Socio-Economic None. 4.5 Risk Para 2.12 highlights the financial risks. The report falls in line with the agreed risk appetite statement which is a low-risk appetite in respect to adherence to standing financial instructions, financial controls and financial statutory duties and a high-risk appetite in relation to finance and value for money. The ‘financial viability of the HSCP’ risk on our strategic risk register has increased the risk score to reflect the 23/24 outturn and current projected 24/25 overspend. 4.6 Community Wealth Building None. 4.7 Key Priorities The ability to deliver on our strategic priorities may be compromised due to the greater financial risk faced in 2024-25 and the increased focus required on financial rather than service improvement. This will be kept under close scrutiny throughout 2024-25. If we are unable to successfully develop a financial recovery plan to achieve financial balance, consideration may be given to revising the strategic commissioning plan. 5. CONSULTATION 5.1 This report has been produced in consultation with relevant budget holders and the Partnership Senior Management Team. 102
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5.2 The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director of Finance and North Ayrshire Council’s Head of Finance after the report has been finalised for the IJB. Caroline Cameron, Director Author – Paul Doak, Head of Finance and Transformation Eleanor Currie, Principal Manager Finance [pdoak@north-ayrshire.gov.uk/eleanorcurrie@north-ayrshire.gov.uk]- 103
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PUBLIC INFORMATION 2024-25 Budget Monitoring Report–Objective Summary as at 30th September 2024 Appendix A Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 COMMUNITY CARE AND HEALTH 71,123 76,174 5,051 18,816 19,908 1,092 89,939 96,082 6,143 6,049 94 : Locality Services 30,440 31,937 1,497 5,366 5,410 44 35,806 37,347 1,541 879 662 : Community Care Service Delivery 36,664 39,469 2,805 0 36,664 39,469 2,805 3,476 (671) : Rehabilitation and Reablement 2,063 2,390 327 0 2,063 2,390 327 17 310 : Long Term Conditions 917 934 17 9,459 10,373 914 10,376 11,307 931 924 7 : Community Link Workers 338 338 0 0 0 0 338 338 0 0 0 : Integrated Island Services 701 1,106 405 3,991 4,125 134 4,692 5,231 539 753 (214) MENTAL HEALTH SERVICES 34,206 34,624 418 73,192 73,742 550 107,398 108,366 968 1,069 (101) : Learning Disabilities 25,694 26,482 788 556 555 (1) 26,250 27,037 787 916 (129) : Community Mental Health 6,485 6,105 (380) 1,739 1,738 (1) 8,224 7,843 (381) (411) 30 : Addictions 2,027 2,037 10 1,899 1,899 0 3,926 3,936 10 12 (2) : HBCCC 0 0 0 353 247 (106) 353 247 (106) (106) 0 : Lead Partnership Mental Health NHS Area Wide 0 0 0 68,645 69,303 658 68,645 69,303 658 658 0 CHILDREN & JUSTICE SERVICES 38,924 40,366 1,442 4,915 5,161 246 43,839 45,527 1,688 1,134 554 : Irvine, Kilwinning and Three Towns 3,021 3,075 54 0 0 0 3,021 3,075 54 32 22 : Garnock Valley, North Coast and Arran 3,123 3,154 31 0 0 0 3,123 3,154 31 43 (12) :Intervention Services 1,700 1,704 4 0 0 0 1,700 1,704 4 (1) 5 : Care Experienced Children & Young people 27,131 29,182 2,051 0 0 0 27,131 29,182 2,051 1,369 682 : Head of Service - Children & Families 1,064 389 (675) 0 0 0 1,064 389 (675) (524) (151) : Justice Services 2,472 2,472 0 0 0 0 2,472 2,472 0 0 0 : C&F Health Team 413 390 (23) 4,203 4,449 246 4,616 4,839 223 215 8 : Lead Partnership NHS Children's Services 0 0 0 712 712 0 712 712 0 0 0 CHIEF SOCIAL WORK OFFICER 1,559 1,558 (1) 0 0 0 1,559 1,558 (1) 12 (13) PRIMARY CARE 0 0 0 53,109 53,109 0 53,109 53,109 0 0 0 ALLIED HEALTH PROFESSIONALS 0 10,306 10,306 0 10,306 10,306 0 0 0 MANAGEMENT AND SUPPORT COSTS 9,608 7,576 (2,032) 4,407 3,652 (755) 14,015 11,228 (2,787) (1,293) (1,494) FINANCIAL INCLUSION 970 891 (79) 0 0 0 970 891 (79) 2 (81) OUTTURN ON A MANAGED BASIS 156,390 161,189 4,799 164,745 165,878 1,133 321,135 327,067 5,932 6,973 (1,041) Over/ (Under) Spend Variance at Period 4 Movement in variance from Period 4 TOTAL Partnership Budget - Objective Summary Council Health 2024/25 Budget 104
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PUBLIC INFORMATION Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Return Hosted Over/Underspends East 0 0 0 0 (215) (215) 0 (215) (215) (215) 0 Return Hosted Over/Underspends South 0 0 0 0 (188) (188) 0 (188) (188) (188) 0 Receive Hosted Over/Underspends South 0 0 0 0 215 215 0 215 215 204 11 Receive Hosted Over/Underspends East 0 0 0 0 (133) (133) 0 (133) (133) (77) (56) OUTTURN ON AN IJB BASIS 156,390 161,189 4,799 164,745 165,557 812 321,135 326,746 5,611 6,697 (1,086) Over/ (Under) Spend Variance at Period 4 Movement in variance from Period 4 Partnership Budget - Objective Summary 2024/25 Budget Council Health TOTAL 105
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PUBLIC INFORMATION 2024-25 Savings Tracker Appendix B Social Care: Description Deliverability Status at budget setting Deliverability Status at Month 6 2024/25 Saving Description of the Saving Children, Families & Criminal Justice Service redesign Amber Blue 0.123 Restructure areas of specialist service provision including substance use and corporate parenting, embedding the roles and functions of those teams within our locality-based early intervention approaches and strategic planning including engagement. Community Care & Health Review of Day Care provision Amber Blue 0.100 Carry out a review and streamline day care provision. Sensory Impairment Team Green Blue 0.062 Remove the dedicated management post and realign the team into core social work teams. Care Home places Green Amber 0.375 Reduce the number of funded care home places by 15, leaving budgetary provision for 765 places at average cost. Charging for community alarm provision to sheltered housing tenants Amber Blue 0.200 Introduce a charge for community alarm provision in council sheltered housing units to ensure an equitable approach across all housing tenures. Montrose House capacity Green Red 0.111 Restrict the capacity at Montrose House care home to the current level of residency. Voluntary Early Release Green Blue 0.174 Recurring savings achieved by the release of back-office staff through the council's voluntary early release scheme. Carers Strategy funding Green Blue 0.384 Utilise the remaining Carer's Strategy funding to invest in respite provision and short breaks for carers and to support existing investments in services which support unpaid carers. Increase to charging Green Blue 0.131 Increase charges for non-residential care by 10% and charges for residential care by 5% Remove vacant posts Green Blue 0.280 Remove a number of vacant posts across support services. Employers' superannuation contributions Green Blue 7.238 Align the budget to the new employer superannuation contribution rates from 1st April 2024. Payroll Turnover Green Blue 0.077 Increase targets for payroll turnover through the recruitment process. TOTAL SOCIAL CARE SAVINGS 9.255 North Ayrshire Health and Social Care Partnership 2024/25 Savings Support Services and Partnership-wide savings 106
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PUBLIC INFORMATION Health: Description Deliverability Status at budget setting Deliverability Status at Month 6 2024/25 Saving Description of the Saving Hospital Based Complex Continuing Care (HBCCC) provision Green Blue 0.500 Align the budget to the level of ongoing need for HBCCC provision. Increase recharge to East Ayrshire for beds at Woodland View Green Blue 0.021 Apply an inflationary increase to the recharge to East Ayrshire HSCP. Community Recovery and Rehab provision Amber Amber 0.100 Review and streamline a range of current provisions to remove duplication. Enhanced ICT Green Blue 0.100 Carry out a review of the service delivery model and release recurring staffing savings. Payroll Turnover Green Blue 0.314 Increase targets for payroll turnover through the recruitment process. TOTAL HEALTH SAVINGS 1.035 TOTAL NORTH HSCP SAVINGS 10.290 107
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PUBLIC INFORMATION 2024-25 Budget Reconciliation Appendix C COUNCIL Period Permanent or Temporary £'m Initial Approved Budget 156.190 Adjustments to baseline (0.574) Less Resource Transfer 23/24 (24.640) Revised Budget 130.976 Resource Transfer 24/25 1-3 P 24.861 Realign Girfec Team To Connected Communities 1-3 P (0.073) ICT Budget Transfers 1-3 P (0.006) CJSW Funding 2425 1-3 T 0.053 Children’s Living Wage Allocation 1-3 T 0.525 ICT Budget Transfers 6 P (0.002) ICT Budget Transfers 6 P (0.003) Post Realigned from the Policy, Performance & Elections Team 6 P 0.059 Transfer to FM Services re Cleaning Services at West Road 6 P (0.010) Roundings 1-3 0.010 Social Care Budget Reported at Month 6 156.390 HEALTH Period Permanent or Temporary £'m Initial Budget exc set aside 157.894 Add Resource Transfer 23/24 24.640 Month 10-12 Adjustments and adjusting for the full year impact of part years amounts and temporary funding. (0.033) Revised Budget P 182.501 Add resource Transfer 24/25 (24.861) North Superannuation 24/25 uplift 1 1.134 MH: Anticipate Hollybush Combat Stress 24/25 1 1.424 MH: Anticipate Delivery of Veteran Funding 24/25 1 0.105 MH: Anticipate Perinatal MH, Infant MH (inc MNPI) 24/25 1 0.750 Training grade ADJ – April 1 0.063 Pecos Nurse Post 1 (0.018) Script Switch To Pharmacy 1 (0.002) Breastfeeding Pay Award – South 2 0.005 108
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PUBLIC INFORMATION Nest – South 2 0.066 24-25 Foxgrove North 2 0.033 24-25 Breast Feeding – North 2 0.005 24-25 Huntingtons North 2 0.005 24-25 NEST North 2 0.066 Phlebotomy Admin Returned 2 0.005 23-24 - 50% North Share to East - Tier 3 Weight Management 2 (0.077) 24-25 North Share to East - Tier 3 Weight Management 2 (0.022) Anticipate ADP Afc Pay Uplift 3 0.091 Anticipate ADP Drug Prevalence 3 0.084 Anticipate ADP Lived & Living Exp 3 0.013 Anticipate ADP Mat 3 0.250 Anticipate ADP National Mission 3 0.296 Anticipate ADP Residential Rehab 3 0.134 Anticipate ADP Whole Family Approach 3 0.094 Training Grade Adj – Jun 3 (0.054) Prescribing (Ambush) North Rx 3 1.573 Prescribing (Ambush) North Rx Cres 3 (1.477) 24-25 North Budget Paper - Office 365 (to East) 3 (0.073) 24-25 North Budget Paper - Prison Pharm Contract (to East) 3 (0.093) South Mat Funding – Psychiatrist 3 0.029 Hd198: Early Intervention In Psychosis/ Body Image And Social Media Resource 3 0.242 Hd203: Digital Mental Health Programme Licence & Support 3 0.005 Reduction to the Working Week (mth 2 - 4) 4 0.105 Post to medical records 4 (0.037) HD107: breast Feeding project funds 4 0.056 BBV 4 0.280 Anticipated budgets assumed in the report but not yet allocated 4 2.045 Health Budget Reported at Month 6 164.745 TOTAL COMBINED BUDGET 321.135 109
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PUBLIC INFORMATION 24-25 IJB Reserves Position Appendix D Area of Reserves Balance at 31 March 2024 2024-25 Anticipated Draw Downs Projected Balance at 31 March 2025 : Alcohol & Drug Partnership 641 (641) 0 : Mental Health Action 15 57 (57) 0 : Service Redesign / Challenge Fund 1,774 (1,202) 572 : Community Living Change Fund 377 (377) 0 : Family Wellbeing Fund 1,313 (1,313) 0 : Wellbeing Fund 50 (50) 0 : Breast Feeding Network 26 (26) 0 : MH Recovery and Renewal 546 (546) 0 : Buvidal 23 (23) 0 : Brooksby 5 (5) 0 : Cossette Funding 4 (4) 0 : Expansion of Primary Care Estates 55 (55) 0 : GP Premises Improvements - tranches 1 and 2 63 (63) 0 : Mental Health Wellbeing in Primary Care 81 (81) 0 : Dental Practice Improvement 29 (29) 0 :Appropriate Adult Scheme 2 (2) 0 :Adult Tier 3 Weight Management Service 19 (19) 0 : Phlebotomy 22 (22) 0 : LD Health Checks 66 (66) 0 Total Earmarked 5,153 (4,581) 572 Unallocated General Fund 357 (357) 0 General Fund 5,510 (4,938) 572 Earmarked Funds 110
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PUBLIC INFORMATION Financial Recovery Action Plan Appendix E FINANCIAL RECOVERY PLAN £m £m £m Projected Overspend at Month 6 5.611 SERVICE AREA Cost reduction target Achieved in projected outturn Still to be achieved Target set? Health and Community Care Reduce care home placements in line with budget saving (0.700) 0.000 (0.700) June IJB Reduce CAH capacity/delay recruitment/in- house efficiencies (0.850) (0.582) (0.268) June IJB Community Wards - reduce supplementary staffing and review bed capacity (0.500) (0.247) (0.253) June IJB MH and LD (North Ayrshire) Freeze adult community support approvals outwith transitions 0.000 0.000 0.000 June IJB Respite provision - ensure use of in-house capacity is maximised 0.000 0.000 0.000 June IJB HBCCC mitigation plan (0.106) (0.106) 0.000 August IJB MH and LD (Lead Partnership) Ward staffing (adults/elderly inpatients) (0.300) 0.000 (0.300) August IJB Psychiatry (use of agency) (0.312) (0.312) 0.000 August IJB CEDS/CAMHS (0.202) (0.202) 0.000 August IJB North Ayrshire share (38.6%) (0.314) (0.198) (0.116) Children and Families Reduce children's external placements - early reduction from Brighter Pathways work (0.500) (0.500) 0.000 June IJB Additional target re-residential placements (0.500) (0.229) (0.271) August IJB Additional target re-residential placements (0.225) 0.000 (0.225) September IJB Reduce investment in C&F social work via service redesign fund (0.300) 0.000 (0.300) September IJB Cross Partnership Vacancy management and temporary posts (0.500) (0.500) 0.000 June IJB Use of remaining reserve balance (0.357) 0.000 (0.357) August IJB Review of earmarked reserves (0.216) 0.000 (0.216) September IJB Target Achieved Outstanding (5.068) (2.362) (2.706) Remaining projected overspend 2.905 111
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PUBLIC INFORMATION Bank and Agency Costs to Month 6 Appendix F Bank and Agency Costs 1) NHS 4863 (Registered) 4864 (Unregistered) 4853 (Registered) 4854 (Unregistered) TOTAL AAC074 NORTH CORE SLT ADULT 8,393 8,393 AAC403 WARD 1 WOODLANDS VIEW 34,920 225,803 260,722 AAC406 WARD 2 WOODLANDS VIEW 26,513 155,470 181,983 AAC410 ACH REDBURN REHAB WARD NRS 4,978 61,525 66,503 AAC412 ACH DOUGLAS GRANT REHAB WD NRS 8,280 36,613 44,893 AAD401 WARD 3 WOODLANDS VIEW NURSING 24,023 183,094 1,589 709 209,415 AAD402 WARD 4 WOODLANDS VIEW NURSING 27,339 154,288 185 181,812 AAH047 NEW CLONBEITH NURSING(JURA) 70,510 52,118 122,628 AAH415 WVIEW THE GLEN ECT 1,797 1,797 AAH417 WVIEW WARD 10 ACUTE MH NRS 30,213 42,330 72,543 AAH423 WVIEW WARD 8 ACUTE MH NRS 18,861 431,987 251 451,100 AAH460 WARD 5 WOODLANDS VIEW 13,856 17,339 31,195 AAH466 WVIEW WARD 7B REHAB MH NRS 2,103 2,103 AAH492 NEW DUNURE NURSING(CLONBEITH) 29,391 83,451 112,842 AAT001 TRINDLEMOSS 38,661 87,076 125,737 AAW047 ARRAN HOSPITAL NURSING 16,496 21,877 13,091 51,465 ACA405 CAMHS MANAGEMENT 1,943 1,943 ACN004 PACKAGE OF CARE (P) - CY 15,313 15,313 ACN012 PACKAGE OF CARE (P) - AMG 36,067 36,067 ACN013 PACKAGE OF CARE (P) - LMO 4,884 4,884 ACP002 NC POC TEAM 2 259 259 ACP003 NC POC TEAM 3 1,199 1,199 ACA412 CAMHS UNSCHEDULED CARE 3,287 3,287 ACF002 EARLY YRS-C/F TEAM 2 290 290 ACF051 IMMUNISATION NURSING 11,321 7,237 18,558 ACN000 ARRAN HV 316 316 ACN047 ARRAN DN 235 235 ADN000 THREE TOWNS DN 7,927 161 8,088 ADN033 IRVINE DN 13,138 13,138 ADN042 NORTH WEST COAST DN 4,037 99 4,136 ADN075 GARNOCK VALLEY DN 58,839 58,839 ADN080 NORTH DN TEAM LEADERS 4,286 4,286 ALA047 LADY MARGARET NURSING 9,159 4,116 13,275 AMA408 PREVENTION + SERVICES SPT TEAM 1,481 1,481 AML146 LD HEALTH CHECKS 73,240 73,240 AML392 NORTH CLDT 429 429 AML402 LDS MANAGEMENT 4,190 4,190 AML442 NORTH PARTNERSHIP ADMIN MH 13 13 AML500 MHS INPATIENT MGT 16,335 16,335 AMN412 CMHT NURSING-NORTH AYRSHIRE 8,054 8,054 AMN415 WVIEW WARD 7C FORENSIC REHAB N 5,340 72,642 77,982 AMN419 DAY ACTIVITIES TEAM 227 227 AMN425 INTENSIVE COMMUNITY NURSING TEAM 21,003 21,003 AMN431 ADULT MENTAL HEALTH LIASION TEAM 2,295 2,295 AMN433 PCMHT NORTH 1,663 1,663 AMN446 WVIEW WARD 6 LOW SECURE NRS 37,984 117,628 155,611 AMN454 WARRIX AVE 12,933 19,271 32,204 ANP074 NORTH CORE SLT PAEDS 1,483 1,483 AMN468 ACTION 15 - ADULT LIAISON 5,410 5,410 ANU632 ICFN - COMMUNITY PHLEBOTOMY 6,877 6,877 AWV438 WVIEW WARD 7A LD A+T NRS 11,497 382,852 1,588 5,379 401,316 AXC407 WVIEW WARD 9 ACUTE MH NRS 22,091 101,402 123,494 AXC418 WVIEW WARD 11 ACUTE MH NRS 46,675 155,589 257 202,521 TOTAL 723,286 2,498,562 16,442 6,782 3,245,072 2) SOCIAL CARE Month 6 Agency Cost Montrose House 498,029 Acm - Irvine 1,188 Mh Acm 54,708 Ld Acm 15,852 TOTAL 569,777 Bank Agency 112
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NORTH AYRSHIRE COUNCIL 03 December 2024 Cabinet Title: Strategic Housing Investment Plan 2025 – 2030 Purpose: To seek Cabinet approval of the Strategic Housing Investment Plan 2025 – 2030 Recommendation: That Cabinet: (i) approves the Strategic Housing Investment Plan 2025-2030 at Appendix 1 for submission to Scottish Government; (ii) approves the projects set out within the SHIP shadow programme at Appendix 1; (iii) gives delegated authority to the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands to liaise directly with the Scottish Government in agreeing the acceleration of projects in the main SHIP programme, as required; and (iv) notes that acceleration of any projects from the SHIP shadow programme will require Cabinet approval. 1. Executive Summary 1.1 The Strategic Housing Investment Plan (SHIP) is reviewed annually and sets out the priorities and locations for affordable housing investment by the Council and registered social landlords in North Ayrshire for a five-year period. 1.2 Cabinet approved the Strategic Housing Investment Plan 2024 – 2029, delivery of 26 new homes at St Mary’s, Largs, and a Buy Back programme to support Ukrainian Displaced People in November 2023. The reports made a combined commitment for the Council and its partners to deliver 1,368 new affordable homes by March 2029, supported by anticipated £130m Scottish Government grant funding from April 2023 to March 2029. A total of 78 new build homes and 42 buybacks were completed during 2023/24 from the 1,368 target. 1.3 In May 2024, the Council was advised of a reduction to the 2024/25 funding Resource Planning Assumption (RPA), and of an expectation that the funding would reduce in future financial years. For strategic planning purposes, the Council was advised that the level of funding that the government can legally commit to, for the current and three future financial years (April 2024 to March 2028), is £33.264m. In September 2024, the 2024/25 RPA was increased by £0.293m to be utilised to acquire housing (new build or off the shelf) and / or to bring long term voids back into use to address temporary accommodation pressures, revising the legal commitment value to £33.557m. 1.4 Officers have been advised to assume funding for the Strategic Housing Investment Plan 2025-2030 at £11.880m per annum from April 2025 to March 2030. The draft SHIP is Agenda Item 9 121
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therefore based on projected Scottish Government grant funding of £71.573m for the Council and its partner landlords for the six years from April 2024 to March 2030. 1.5 The Council and its partners have legally agreed funding commitments totalling £32.876m to date. When deducted from the current £33.557m maximum legal commitment available this results in a balance of £0.681m uncommitted funding. 1.6 The amount of funding that the government can legally commit to will increase if: • the Council is successful in obtaining additional funding from the £40m unallocated grant allowance for local authorities during 2025/26. • the Council is able to claim funding from slippage in other local authority areas. • the RPA award for 2025/26 is above the current £9.504m legal commitment. 1.7 Due to the funding reductions, existing projects have had to be prioritised based upon housing need, deliverability, strategic alignment, value for money, and their impact upon community regeneration in order to align with the grant funding envelope currently available. Projects which cannot be supported in the main programme, due to the current lack of funding, have been moved to a shadow programme which will be accelerated, subject to Cabinet approval, should slippage occur in the main programme, or if additional funding becomes available. 1.8 To increase capacity, and as one of the sites is currently in use, the following projects have been removed from the programme: • Refurbishment project 8 (2 units), North Ayrshire Council • Glebe Place, Saltcoats (8 units), North Ayrshire Council (currently in use) • Unallocated block (67 units), Cunninghame Housing Association 1.9 The Council and its partners continue to experience significant affordability challenges due to changes in the rate of inflation, higher than budgeted interest rates for borrowing and increasing housing standards and specifications, compared to the level of grant funding available to offset these pressures. 1.10 The Council projects detailed within the main programme represent Council investment of £173.644m, supported by £80.550m Scottish Government Grant. Following the review of the SHIP, an estimated additional £9.171m is required beyond the funding allocated in the latest HRA 30-year Business Plan, which is expected to be addressed by an estimated additional £12.524m in grant funding for the Council projects within the main programme. The Council projects in the prioritised SHIP have grant funding assumed at benchmark rates inflated to the site start date at an assumed 3.1% per annum. The funding variances are considered within the current review of the HRA Business Plan, prior to it being presented to Council in February 2025 as part of the 2025/26 HRA budget and rent setting. 1.11 The Council projects within the shadow programme represent Council investment of £41.289m, supported by £23.802m Scottish Government Grant. The Council projects in the shadow programme have grant funding set at levels which will allow the schemes to be wholly funded with borrowing costs offset by rental income, this approach has been taken to remove the impact of these sites from the HRA Business Plan as part of the 2025/26 HRA budget and rent setting. 122
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1.12 The Council has delivered 897 new build homes (as at 11 November 2024) against its 1,641 unit target, with 744 homes still to be completed. The amendments to the SHIP revise the Council’s cumulative new build development target to 1,643 units. 1.13 It is proposed that delegated authority is assigned to the Executive Director (Communities and Housing), in consultation with the Cabinet Member for Communities and Islands, to liaise with the Scottish Government and agree the acceleration of projects detailed in the main Strategic Housing Investment Plan, as required. This is of particular importance where deliverability is delayed due to emerging constraints and challenges that require to be addressed. Cabinet approval will be required for the acceleration of any projects in the shadow programme or for the addition of any new projects to the approved Strategic Housing Investment Plan. 1.14 The draft Strategic Housing Investment Plan 2025 - 2030 aims to secure investment in a total of 1,143 properties, providing sustainable, affordable, accessible, and high-quality homes which will contribute to the wider regeneration aims for the area. This will in turn secure employment and training opportunities for North Ayrshire businesses and residents and support the Council’s Community Wealth Building Strategy. Members are invited to approve the SHIP and the shadow programme at Appendix 1 for submission to the Scottish Government, as the Council’s investment plan for new affordable housing in the area over the next five years. 2. Background 2.1 The Strategic Housing Investment Plan (SHIP) sets out the priorities and locations for affordable housing investment by the Council and registered social landlords in North Ayrshire over a five year period to support the outcomes in the Local Housing Strategy. It is prepared in accordance with Scottish Government guidance and includes details of individual development projects to be taken forward over its lifespan (see Appendix 1). 2.2 Cabinet approved the Strategic Housing Investment Plan 2024 – 2029 on 7 November 2023 which made a commitment for the Council and its partners to deliver 1,302 new homes, on the assumption that this would be supported by £124m Scottish Government grant funding. Cabinet also approved the development of 26 new homes on the former St Mary’s school site, supported by £4m Scottish Government grant funding, and the acquisition of up to 40 properties supported by £2m grant to accommodate Ukrainian Displaced People for three years. 2.3 The reports made a combined commitment for the Council and its partners to deliver 1,368 new affordable homes by March 2029, supported by £130m Scottish Government grant funding for the six years from April 2023 to March 2029. 2.4 In accordance with Scottish Government guidance, the Council has historically over- committed the funding within the Strategic Housing Investment Plan by approximately 25% to ensure that the full grant allocation is spent, and to provide the opportunity for North Ayrshire to absorb slippage from other local authority areas. 2.5 A total of 78 new build homes were completed during 2023/24 towards the 1,368 target. This comprises Cunninghame Housing Association’s 24 homes at Green Street, Saltcoats, and for the Council, the remaining 36 homes at Irvine Harbourside, six bungalows at Afton Court, Stevenston, and 12 amenity flats at the former Largs Police Station. 123
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2.6 The Council and its partners acquired 42 buybacks during 2023/24. The Council purchased 33 homes for Ukrainian households and five homes for the Council’s buyback programme. Riverside Scotland bought back two homes in Kilwinning and Trust Housing Association acquired two homes on Arran. Resource Planning Assumption 2.7 The Council was advised of a reduction to the 2024/25 funding Resource Planning Assumption (RPA) in May 2024. The Council was also advised of an expectation that the funding would reduce in future financial years. The Scottish Government committed to providing North Ayrshire Council and its registered social landlord partners with grant funding of £11.880m from April 2024 to March 2025 and advised the amount of funding which could be legally committed for April 2025 to March 2028 is: • 80% of £11.880m for 2025/26 (£9.504m). • 60% of £11.880m for 2026/27 (£7.128m). • 40% of £11.880m for 2027/28 (£4.752m). 2.8 In September 2024, the Council was advised of a £0.293m increase to the 2024/25 Resource Planning Assumption, revising it to £12.173m. This funding is allocated from a £40m fund for local authorities during 2024/25 to address temporary accommodation pressures. The £0.293m should be directed towards acquisitions to help address temporary accommodation pressures or, where appropriate, to bring long term voids back into use. Acquisitions can either be existing properties or new build properties ‘off the shelf’. There is a further £40m fund to be distributed to local authorities during 2025/26, the allocation of which is still awaited. 2.9 For strategic planning purposes, the level of funding that the government can currently legally commit to from April 2024 to March 2028 is therefore £33.557m as illustrated in Table 1 below. Table 1: Government grant funding which can be legally committed by financial year Financial year Maximum legal commitment 2024/25 £12.173m 2025/26 £9.504m 2026/27 £7.128m 2027/28 £4.752m Total £33.557m 2.10 The Council and its registered social landlord partners have offers of grant funding totalling £44.245m (as at 1 October 2024) to deliver 369 units for the four year period as detailed within Table 2 below. A total of £11.369m of this funding had been claimed as at 31 March 2024, leaving a £32.876m balance still to be claimed. Table 2: SHIP projects with committed Scottish Government grant funding. Site Units Scottish Government Grant (£m) Pre 2024/25 Spend (£m) Future Spend (£m) Laburnum Avenue, Beith (NAC) 7 £0.700 £0.621 £0.079 Newhouse Drive, Kilbirnie (NAC) 7 £0.699 £0.620 £0.079 124
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St Mary's, Largs (NAC) 26 £3.977 £2.458 £1.519 James McFarlane, Ardrossan (NAC) 19 £1.993 £0.801 £1.192 Stanecastle, Irvine (NAC) 31 £3.204 £1.082 £2.122 King's Arms, Irvine (NAC) 6 £0.769 £0.313 £0.456 Garnock Academy, Kilbirnie (NAC) 50 £5.307 £0.530 £4.777 Ayrshire Central, Irvine (NAC) 202 £24.356 £2.253 £22.103 Garven Road, Stevenston (CHA) 20 £3.200 £2.691 £0.509 Riverside Buy Back Programme 1 £0.040 £0.000 £0.040 Total 369 £44.245 £11.369 £32.876 2.11 Deducting the £32.876m required from the £33.557m maximum legal commitment available leaves a balance of £0.681m uncommitted funding. As set out at 2.8 above, £0.293m should be committed to address temporary accommodation pressures, resulting in £0.388m uncommitted funding for the remaining projects within the Strategic Housing Investment Plan. 2.12 Officers have been advised to assume funding for the Strategic Housing Investment Plan 2025-2030 at £11.880m per annum for the five years from April 2025 to March 2030. The draft Strategic Housing Investment Plan is therefore based on projected Scottish Government grant funding of £71.573m for the Council and its partner landlords for the six years from April 2024 to March 2030 as illustrated in Table 3 below. Table 3: Resource Planning Assumption and maximum legal commitment per annum (£m) 2024/25 2056/26 2026/27 2027/28 2028/29 2029/30 Total (£m) Resource Planning Assumption £12.173 £11.880 £11.880 £11.880 £11.880 £11.880 £71.573 Maximum legal commitment £12.173 £9.504 £7.128 £4.752 £0.000 £0.000 £33.557 2.13 In summary, whilst the Council’s assumed financial envelope for the period is £71.573m, the amount of funding that the government can currently commit to legally is £33.557m. This means that applications for funding beyond the £0.681m uncommitted funding balance cannot be approved until further funding becomes available, which, in time, could delay development. Preparing the Strategic Housing Investment Plan 2025 - 2030 2.14 Due to the funding reductions, the existing SHIP projects have been prioritised based upon housing need, deliverability, strategic alignment, value for money, and their impact upon community regeneration to align to the grant funding envelope anticipated to be available. Projects which cannot be supported in the main programme, due to the current lack of funding, have been moved to a shadow programme which will be accelerated, subject to Cabinet approval, should slippage occur in the main programme, and/or if additional funding becomes available or as part of future annual SHIP reviews. 2.15 Bringing primarily former social housing stock back into ownership can assist with housing management and maintenance issues, increases housing supply, supports the Council’s Regeneration Delivery Plan, and contributes to bringing long-term empty homes back into use. All developing registered social landlord partners buyback programmes have 125
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therefore been prioritised within the Strategic Housing Investment Plan. 2.16 The projects which have been prioritised in the main programme, which do not already have an offer of grant as set out within Table 2 above, are detailed in Table 4 below alongside the rationalisation for their prioritisation. The Council projects in the prioritised SHIP have grant funding assumed at benchmark rates inflated to the site start date at an assumed 3.1% per annum. Table 4: Projects prioritised in the main SHIP programme Site Units Estimated Site Start Grant funding (£m) Pre 2024/25 Grant Spend (£m) Future Grant Spend (£m) Council funding (£m) Rationale for prioritisation Nelson Street, Largs (NAC) 3 Apr 2025 £0.171 £0 £0.171 £0.461 These homes are currently empty and require investment to be brought back into effective use Montgomerie Park, Irvine (NAC) 188 Mar 2026 £24.822 £4.579 £20.243 £29.285 Significant level of grant claimed to date in relation to site acquisition and ground consolidation costs. Site forms part of compensatory provision for the demolition of high flats. Site contributes to wider Masterplan area and school roll. Nursery Place, Ardrossan (NAC) 6 Apr 2026 £0.796 £0 £0.796 £0.962 The existing flatted accommodation is being vacated and the blocks are scheduled for demolition. The schemes require a low level of investment making them a good fit to absorb slippage. Grange Court, Stevenston (NAC) 6 Apr 2026 £0.824 £0 £0.824 £0.683 Fullarton Street, Irvine (NAC) 43 Jul 2026 £5.902 £0 £5.902 £7.051 The high flats have been demolished and the development will contribute to stock replacement and regenerate the vacant site which is in a prominent location. Bourtreehill Village, Irvine (NAC) 32 Aug 2028 £4.630 £0 £4.630 £5.294 Crofthead Court has been vacated and is scheduled for demolition. The site is part of a wider area regeneration. Springbank, Arran (Trust) 26 Dec 2025 £5.000 £0 £5.000 Arran development has been long standing in the SHIP and the site contributes to addressing housing need on the island. Council Buy Backs 60 Apr 2024 £2.400 £0 £2.400 £3.403 The acquisition of market housing & empty homes can assist with housing management & maintenance issues & increase housing available for social rent. Cairn Buy Backs 2 Apr 2024 £0.085 £0 £0.085 CHA Buy Backs 6 Nov 2023 £0.240 £0 £0.240 Riverside Buy Backs 14 Apr 2023 £1.328 £0.080 £1.248 Trust Buy Backs 6 Nov 2023 £0.600 £0.196 £0.404 126
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Total 392 £46.798 £4.855 £41.943 £47.139 2.17 Deducting the £32.876m legally committed sites and £41.943m sites prioritised within the SHIP from the £71.573m projected grant funding leaves a balance of (£3.246m) for the sites within the SHIP shadow programme. 2.18 The Council projects in the shadow programme have indicative grant funding set at levels which will allow the schemes to be wholly funded with borrowing costs offset by rental income, this approach has been taken to remove the impact of these sites from the HRA Business Plan as part of the 2025-26 HRA budget and rent setting review. It should be noted that whilst this approach reduces the impact upon the HRA Business Plan, it increases the demand upon the Resource Planning Assumption funding available within the SHIP. The registered social landlord funding rates are also indicative and will be subject to review at the point of the funding application when a construction tender has been received. The projects in the shadow programme are listed in Table 5 below. Some sites have been anonymised for reasons of commercial sensitivity, or as they require further work to ensure that they comply with the Council’s Planning or Roads policies. Table 5: Projects in the SHIP shadow programme Site Units Estimated Site Start Grant Funding (£m) Pre 2024/25 Spend (£m) Future Spend (£m) Comments / constraints / current challenges Corsehillhead, Kilwinning (NAC) 7 Jul 2027 £1.908 £0.203 £1.705 Options appraisal required for financial viability. James Reid, Saltcoats (NAC) 46 Jul 2027 £7.215 £0.830 £6.385 Culvert issues are preventing Scottish Water approval. St Michael’s P3, Kilwinning (NAC) 46 Oct 2027 £7.433 £0 £7.433 Site replaces the unallocated regeneration block. Regeneration 1d, Ardrossan (NAC) 36 Jan 2028 £7.246 £0 £7.246 Awaiting confirmation of site availability. Redburn Place (Confidential site 1), Irvine (Cairn) 10 Oct 2025 £1.800 £0 £1.800 Planning consent required. Confidential site 3, Kilwinning (Cairn) 4 Apr 2027 £0.407 £0 £0.407 Planning consent and land acquisition required. Confidential site 12, Kilwinning (CHA) 25 Apr 2026 £4.000 £0 £4.000 Site replaces part of CHA unallocated block. Bank Street (111), Irvine (CHA) 16 Apr 2027 £2.560 £0 £2.560 Proposals to be agreed with CHA. Sharphill (Ph 5), Saltcoats (CHA) 100 Oct 2028 £14.800 £1.277 £13.523 Financial viability assessment required. Confidential site 10, Ardrossan (CHA) 50 Apr 2029 £8.000 £0 £8.000 Land acquisition and site feasibility assessment required. Parkend Gardens, Saltcoats (Link) 12 Jan 2029 £1.910 £0.083 £1.827 Financial feasibility review is ongoing. Regeneration 3, Kilwinning (Riverside) 30 Apr 2028 £2.834 £0 £2.834 Location to be finalised. Total 382 £60.113 £2.393 £57.720 2.19 It should be noted that the amount of funding that the government can legally commit to 127
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will increase if: • the Council is able to claim funding from slippage in other local authority areas. • the Resource Planning Assumption award for 2025/26 is above the current £9.504m legal commitment. • the Council is successful in obtaining additional funding from the £40m unallocated grant allowance for local authorities during 2025/26. 2.20 The financial and / or technical feasibility is still being reviewed for a number of the sites within the SHIP. Alternative funding and delivery models 2.21 The Strategic Housing Investment Plan is not the only funding mechanism being explored to deliver new build or acquired affordable housing. The Council and its partners are exploring alternative delivery and funding models to maximise the funding available, and units delivered, and reduce demand for the Council’s Resource Planning Assumptions. For example, Trust Housing Association are accessing the governments Affordable Housing for Key Workers initiative to acquire second hand homes on Arran. It is hoped that alternative delivery mechanisms can free up funding within the main SHIP programme, or assist to fund projects within the shadow programme, if funding does not become available through slippage or additional grant funding allocations. As part of the annual rent consultation an option has been included to consider an additional 1% increase to support an increased provision of Council housing. Amendments to the SHIP 2.22 In order to increase capacity within the SHIP, and as one of the sites is currently in use, the projects listed below have been removed from the programme: • The Council’s 2 unit refurbishment project 8 (£0.114m) • The Council’s 8 unit Glebe Place, Saltcoats project (£0.836m) • 67 units from Cunninghame Housing Association’s unallocated block (£10.720m) 2.23 An options appraisal determined that refurbishment project 8 would not represent value for money and therefore the site was not acquired. The Glebe Place, Saltcoats homes, which were previously scheduled for demolition, are currently occupied following refurbishment, the options for the site will be considered when the properties become void. Cunninghame Housing Association has retained 25 units from its unallocated block for a scheme in Kilwinning. There are no other schemes associated with the remaining 67 units which have been removed to aid overall affordability of the programme based on current funding assumptions. 2.24 The following amendments have also been made to the Strategic Housing Investment Plan: • The Council’s Montgomerie Park, Irvine site has been reduced from 189 to 188 units due to site constraints. The one excess unit has been moved to the unallocated regeneration block. • The Council’s Fullarton site has been reduced from 62 units to 43 units due to site restrictions associated with flood risk. The 19 excess units have been moved to the unallocated regeneration block. 128
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• The Council’s James Reid site has been reduced from 47 units to 46 units due to site constraints. The one excess unit has been moved to the unallocated regeneration block. • The eight units associated with the Council’s Glebe Place, Saltcoats project have been moved to the unallocated regeneration block as the site has been removed from the plan. • The Council’s unallocated regeneration block has been increased from 15 units to 44 units, utilising the 29 units reallocated from the four sites above. • A site has been identified for the Council’s unallocated units which will complete the final phase of the former St Michael’s Academy in Kilwinning. The site can provide 46 units, and as grant has been assumed at a rate which will deliver the site with no impact to the HRA 30 year business plan, the additional two units have also been included within the SHIP shadow programme. 2.25 The Scottish Government benchmark grant rates are subject to annual inflation in line with the Scottish Social Housing Tender Price Index. The Council and its partners continue to experience significant affordability challenges due to changes in the rate of inflation, higher than budgeted interest rates for borrowing and increasing housing standards and specifications, compared to the level of grant funding available to offset these pressures. The government has advised the Council and its partners that there is flexibility within the grant award assessments and to seek funding at the minimum levels required to deliver schemes, as the benchmark levels are set to determine the funding appraisal route. It should be noted that each project is assessed on a case by case basis and funding may be capped in accordance with the government’s value for money assessment. If the grant funding obtained for sites increases, the capacity of the total Resource Planning Assumption (which has been treated as fixed) will be reduced, as less units can be delivered within the overall funding available. Progress to date 2.26 The Council and its partners have delivered 1,778 new build homes since April 2013. . 2.27 The approval of the Strategic Housing Investment Plan 2024 – 2029 revised the Council’s new build completion target to 1,615 units. The addition of the 26 units at the former St Mary’s site in Largs further revised the target to 1,641 units. The Council had delivered 885 new build homes to 31 March 2024, with 756 homes still to be completed. A further 12 homes have been completed at Newhouse Drive, Kilbirnie (three homes) and St Mary’s, Largs (nine homes) as at 11 November 2024 leaving 744 homes still to be completed. 2.28 The Council’s new build development target has been increased to 1,643 units from 1,641 units following the addition of the third phase St Michael’s Wynd site, which replaced the unallocated regeneration block. 2.29 Cunninghame Housing Association completed their 20 unit Garven Road, Stevenston development in October 2024. The site provided 17 two bedroom general needs homes, one three bedroom general needs house, a two bedroom amenity property and a two bedroom bungalow suitable for wheelchair users. 2.30 As reported to Cabinet on 7 November 2023, due to past successes in accelerating projects and claiming additional funding year upon year, alongside slippage in some projects, North Ayrshire was unable to claim the Resource Planning Assumption for the 2023/24 financial year. The Council claimed an estimated total of £10.234m against the 129
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Resource Planning Assumption of £15.648m for the year (this value will be confirmed when the Scottish Government out-turn report is published later this year). This value is £0.441m higher than the spend estimate reported to Cabinet in November 2023. 2.31 As previously reported, the Council and its partners claimed an additional £19.165m towards affordable housing in the area from slippage in other local authority areas in the six years from April 2016 to March 2022. The slippage during 2022/23 and 2023/24 therefore results in a cumulative over-claim of £2.361m against the Resource Planning Assumption for the period. Slippage was experienced at a number of Council developments due to redesign works required as a result of regulatory changes and assessment of zero direct emissions heating systems options. Housing demand 2.32 Housing demand figures were obtained from the North Ayrshire Housing Register during June 2024, there were 3,575 applicants with an assessed housing need. Proportionate demand for social housing by locality is illustrated in Chart 1 below. The house size and type priorities within the SHIP have also been informed by housing register demand. 2.33 The Arran Housing Task Force was established to quantify the demand for affordable housing on Arran and identify issues that may be limiting economic growth. A quantitative study has been undertaken by North Star Consulting and Research to determine affordable housing demand on the island. The Task Force has developed an action plan to address any identified housing issues on the island. 2.34 No demand issues have been identified in relation to accommodation for gypsy / travellers. Following consultation with current tenants at Redburn Grove, Irvine in April 2023, future improvement proposals for the site are being developed and costed, reflecting feedback gathered in relation to their preferences for future housing. A business case is being developed which will include all available funding streams and a full options appraisal for the site, including the potential to transfer the site from the General Fund to the Housing Revenue Account. Proposed housing delivery Arran, 163, 5% Cumbrae (part of North Coast), 33, 1% Garnock Valley, 328, 9% Irvine, 1366, 38% Kilwinning, 494, 14% North Coast, 339, 9% Three Towns, 852, 24% Chart 1: Proportionate demand for social housing by locality 130
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2.35 The Council and its registered social landlord partners aim to provide a total of 1,143 new affordable homes across the six localities in the draft plan. The anticipated house types to be delivered by locality are noted in Table 6 below. The 83 units noted as ‘TBA’ are the buybacks being progressed by four developing organisations. Table 6: New supply housing (including buy backs & refurbs) by locality & type Locality Arran Garnock Valley Irvine Kilwinning North Coast Three Towns TBA Sub Total Total All Family NAC 0 36 263 31 17 66 60 473 747 Family RSL 32 0 22 48 0 149 23 274 Amenity NAC 0 19 140 12 12 22 0 205 236 Amenity RSL 0 0 2 5 0 24 0 31 Sheltered NAC 0 0 0 0 0 0 0 0 0 Sheltered RSL 0 0 0 0 0 0 0 0 W/chair NAC 0 9 99 10 0 25 0 143 160 W/chair RSL 0 0 2 6 0 9 0 17 Total All 32 64 528 112 29 295 83 1,143 Total NAC 0 64 502 53 29 113 60 821 Total RSL 32 0 26 59 0 182 23 322 2.36 The Council and its registered social landlord partners completed and planned developments are noted by locality alongside housing demand in Table 7 below. Table 7: Housing demand and completed and planned development Arran Garnock Valley Irvine Kilwinning North coast Three Towns TBA Total Demand at June 2024 163 328 1366 494 372 852 0 3,575 Complete at March 2024 90 73 592 283 351 389 0 1,778 Planned 32 64 528 112 29 295 83 1,143 Total (complete plus planned) 122 137 1,120 395 380 684 83 2,921 *It should be noted that, in addition to the above RSL and NAC plans, Arran Development Trust will deliver 18 new affordable homes in Lamlash, Arran. 2.37 Chart 2 plots Strategic Housing Investment Plan completions against the net stock gain. The 'net gain' column indicates the additional homes available per locality following completion of the developments, minus the strategic demolitions set out in the plan. It also illustrates proportionate demand from the housing register as at June 2024 and historic new build completions from April 2013 to March 2024. Please note that proportionate 131
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demand is indicative to illustrate trends; the actual demand figures will be less as transfer applicants who are included in these figures will leave an existing tenancy behind when they are allocated a new home. Chart 2: Completions, net gain, proportionate demand and historic completions 2.38 If any project becomes delayed or non-viable, the Council will work with registered social landlord partners and the Scottish Government to review alternative opportunities to ensure that new homes are delivered, and the available grant funding spent. 2.39 In order to ensure that the Council can quickly absorb funding available from other local authorities (which is generally available at short notice at the financial year end) and spend its annual Resource Planning Assumption, Cabinet is asked to delegate authority to the Executive Director (Communities and Housing), in consultation with the Cabinet Member for Communities and Islands, to liaise with the Scottish Government and agree the rescheduling of the projects noted within the main Strategic Housing Investment Plan, as required. This is of particular importance where deliverability is delayed due to emerging constraints and challenges that require to be addressed. Spending on projects within the shadow programme or the additional of any new projects will require Cabinet approval. 2.40 The Council will continue to progress sites within the SHIP shadow programme to a ‘shovel ready’ state to support the absorption of any additional funding made available. 2.41 In terms of ongoing governance, senior officers monitor the progress of the new build programme monthly through the Strategic Housing Investment Plan project board. 0 200 400 600 800 1000 1200 1400 Irvine Kilwinning 3 Towns North Coast Garnock Valley Arran TBA SHIP Completions 2013 - March 2024 SHIP Completions April 2024 - March 2030 Net Gain 2013-2030 Proportionate Demand from NAHR 132
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Strategic Priorities 2.42 The Strategic Housing Investment Plan is based on a series of guiding principles for housing provision, taken from the Local Housing Strategy 2023 - 2028. The plan also contributes to a wider range of Council and national priorities, including: • Children’s rights and wellbeing • 20-minute neighbourhoods to allow people to meet their needs locally, where feasible • Regeneration, including town centre and estate based regeneration • Green space provision for tenants • Investment in island communities • Refugee resettlement programme • Sustainability, affordable warmth and zero emissions • Specialist accommodation delivery to support residents to live independently • Bringing empty homes back into use SHIP impact on North Ayrshire school capacity 2.43 Experience at other sites demonstrates that new affordable housing developments generally comprise of families who already reside within the school catchment area. Officers from Housing, Planning and Education continue to monitor developments to ensure any impact upon school capacity can be addressed or mitigated. SHIP Investment 2.44 The draft Strategic Housing Investment Plan (SHIP) 2025 - 2030 is based on future projected Scottish Government grant funding provision of £132.538m for the Council and its partner landlords from April 2024 to March 2030. 2.45 The Council projects detailed within the main programme represent Council investment of £173.644m, supported by £80.550m Scottish Government Grant. Following the review of the SHIP, an estimated additional £9.171m is required beyond the funding allocated in the latest HRA 30-year Business Plan, which is expected to be addressed by an estimated additional £12.524m in grant funding for the Council projects within the main programme. The £9.171m funding requirement comprises increased budget estimates due to delays associated with grant funding reductions, and budget adjustments required to align with revised project timelines. The funding variances are considered within the current review of the HRA Business Plan, prior to it being presented to Council in February 2025 as part of the 2025/26 HRA budget and rent setting. 2.46 The Council projects within the SHIP shadow programme represent Council investment of £41.289m, supported by £23.802m Scottish Government Grant. The grant funding rates for the Council projects in the SHIP shadow programme are £4.708m higher than the estimated benchmark rates inflated to their anticipated site start date, at an assumed 3.1% per annum. 2.47 As noted at 2.25 above, in accordance with Scottish Government guidance, the Council will seek grant funding above benchmark levels to offset any funding shortfall, on a site- 133
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by-site basis, as required. 3. Proposals 3.1 It is proposed that Cabinet (i) approves the Strategic Housing Investment Plan 2025- 2030 at Appendix 1 for submission to Scottish Government; (ii) approves the projects set out within the SHIP shadow programme at Appendix 1; (iii) gives delegated authority to the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands to liaise directly with the Scottish Government in agreeing the acceleration of projects in the main SHIP programme, as required; and (iv) notes that acceleration of any projects from the SHIP shadow programme will require Cabinet approval. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications arising from the projects included within the Strategic Housing Investment Plan 2025-2030 have been assessed by each of the developing organisations, ensuring that the programme is fully deliverable within the timescales set out. The current HRA Business Plan includes a budget of £164.473m to deliver the North Ayrshire Council development projects set out within the main SHIP programme, inclusive of Scottish Government funding. It is estimated that an additional £9.171m is required to support the Council’s developments set out within the main SHIP 2025- 2030, which is expected to be addressed by an estimated additional grant income of £12.524m. The funding variances and the removal of the Council projects in the SHIP shadow programme are considered within the current review of the HRA Business Plan prior to it being presented to Council in February 2025 as part of the 2025-26 HRA Budget and rent setting. The projects within the SHIP shadow programme are anticipated to require estimated funding of £41.289m, inclusive of £23.802m government grant. Human Resources 4.2 Council projects within the Strategic Housing Investment Plan will be delivered by North Ayrshire Council staffing and complemented by external expertise, where required. Legal 4.3 The Town & Country Planning (General Permitted Development) (Scotland) Order 1992, Schedule 1, Part 12, Class 33, as amended, enables local authorities to undertake works, within their district, for the erection of dwellings so long as the development conforms with the Local Development Plan. The Council’s House Building Protocol governs the design and consultation processes for such development to ensure that appropriate levels of design scrutiny and consultation are maintained. In 2019, it was agreed that all future Council housing developments progressed as permitted development will be required to obtain a ‘Certificate of Lawfulness’ from the Council’s Planning Service. This will certify that each site within the SHIP has been considered against the full terms of the adopted Local Development Plan. Housing development proposals by the Council which do not fall within the scope of permitted development, including schemes which require an Environmental Impact Assessment (EIA) will require planning permission. Proposals over 0.5 hectares in area will require 134
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to be screened for the purposes of EIA. Equality/Socio-economic 4.4 The provision of new social housing will have a positive impact on those who require specialist accommodation, older people, those who are homeless, or at risk of homelessness, and those for whom purchasing a home is not an affordable option. The benefits of new build housing in relation to health, wellbeing and educational attainment, are well documented. New housing will also support our island communities and their economies. A reduction in new build completions will have a negative impact on these groups. Climate Change and Carbon 4.5 New homes should have a low environmental impact, with the aim of reducing fuel use and associated fuel costs. All projects within the SHIP will be delivered in accordance with Building Standards regulations for energy efficiency. In addition, the majority of the new projects incorporated into the plan will be delivered to Section 7, Silver Level, of the 2019 Building Regulations in respect of Energy for Space Heating. Innovative approaches to fuel efficient development will be considered on a site-by-site basis (e.g. zero direct emissions heating systems, solar photovoltaic panels, smart technologies etc). New Council homes contribute significantly to the Council’s Sustainability agenda. New housing is more energy efficient, better ventilated, and has higher levels of thermal comfort, which supports improved health and well-being. Key Priorities 4.6 The provision of new affordable housing supports the Council Plan strategic priorities: ‘Wellbeing’; ‘Climate Change’; ‘A Sustainable Council’: and ‘Communities and Local Democracy’. It supports the ambitions of the Council’s Regeneration Delivery Plan to drive forward development on strategic regeneration sites, including town centres. There is also evidence that children and young people can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment and the provision of new affordable housing also supports the Council Plan priority that children and young people experience the best start in life. New housing will also support our island communities and their economies. A reduction in new build completions will have a negative impact on these groups. Community Wealth Building 4.7 The delivery of the Strategic Housing Investment Plan, alongside investment in land and asset maintenance, plays a key role in community wealth building. Effective use of community benefit clauses in development contracts, and partnership work with colleagues in Economic Development to support local construction and supply chain companies to bid for this work, can secure many of these jobs for local people and support the Council’s Community Wealth Building Strategy. For example, the contractor for the Ayrshire Central, Irvine development will engage with local Primary schools, secondary schools, colleges, the Council, and CEIS. They will assist with STEM events, career events, mock interviews, CV advice, and arrange work experience. The contractor will also engage with local community groups and assist them where possible. 135
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5. Consultation 5.1 The Council has taken a collaborative approach to the preparation of the SHIP, and the following stakeholders have been involved in the process: • ANCHO in partnership with Cairn • Cunninghame Housing Association • Riverside Scotland • Link Group Ltd • Trust Housing Association • The Scottish Government • North Ayrshire Council Officers (Economic Growth, Education, Finance, Housing, Planning, Property Management and Investment, Active Travel & Transport, Roads, and the Health and Social Care Partnership). 5.2 Regular meetings are held with developing organisations, the Council and the Scottish Government as part of the SHIP governance process. The meetings will continue to be convened on a quarterly basis each year, to ensure that partners’ requirements are identified, and the development programme delivered. DAVID W. HAMMOND Executive Director (Communities and Housing) For further information please contact Fiona Ellis, Senior Manager, Housing Strategy and Development, on 01294 324031. Background Papers Local Housing Strategy 2023 – 2028 136
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Page 1 North Ayrshire Council Strategic Housing Investment Plan 2025 to 2030 137
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Page 2 Contents Contents.................................................................................................................................................................................................................... 2 Introduction ............................................................................................................................................................................................................ 4 Strategic Policy Context ..................................................................................................................................................................................... 5 Equalities ........................................................................................................................................................................................................... 6 Childrens rights and wellbeing ........................................................................................................................................................................... 6 Environment ....................................................................................................................................................................................................... 7 Collaboration ...................................................................................................................................................................................................... 7 Investment Priorities .............................................................................................................................................................................................. 8 More homes at the heart of great places ........................................................................................................................................................... 8 Affordability and choice .................................................................................................................................................................................... 11 Affordable warmth and zero emissions ............................................................................................................................................................ 20 Improving the quality of our homes .................................................................................................................................................................. 21 Prioritising projects .......................................................................................................................................................................................... 25 SHIP funding streams .......................................................................................................................................................................................... 25 Affordable housing supply programmes ........................................................................................................................................................... 25 Reserves and balances ................................................................................................................................................................................... 26 Borrowing ......................................................................................................................................................................................................... 26 138
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Page 3 Affordable housing policy developer contribution ............................................................................................................................................. 26 Other funding sources ...................................................................................................................................................................................... 27 Council tax on second and empty homes ........................................................................................................................................................ 27 Planning and other regulatory matters ................................................................................................................................................................ 28 Delivery risks ....................................................................................................................................................................................................... 29 Amendments or additions to the plan .................................................................................................................................................................. 29 Development projects .......................................................................................................................................................................................... 30 Irvine & Kilwinning ........................................................................................................................................................................................... 30 Three Towns .................................................................................................................................................................................................... 31 North Coast ...................................................................................................................................................................................................... 32 Garnock Valley ................................................................................................................................................................................................. 32 Arran ................................................................................................................................................................................................................ 33 Progress update .................................................................................................................................................................................................. 34 139
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Page 4 Introduction The Strategic Housing Investment Plan 2025-2030 sets out the priorities for affordable housing investment in North Ayrshire over the next five years and outlines how the Council and its partners will deliver these priorities. The focus of the plan is to support the Scottish Government’s Affordable Housing Supply Programme (AHSP) to deliver affordable housing in North Ayrshire. The provision of new build housing has many benefits, including, helping to regenerate the area, providing sustainable housing solutions which help to address fuel poverty and support educational attainment, and supporting the ageing population and people with accessible housing and particular needs to live more independently. The Council and its registered social landlord partners have experienced significant affordability challenges and pressures. The rate of inflation, cost of borrowing, and rising material costs have significantly impacted upon construction costs and project viability. The recent reductions to the Affordable Housing Supply Programme has further compounded these issues and meant that some schemes have had to be removed from the programme, with other sites moved to a shadow programme to manage priorities within the currently anticipated grant funding envelope. Increasing standards and emerging legislation also impact upon project costs and timelines as options appraisals and financial modelling are required prior to implementation. For example, the cost to tenants and future maintenance and replacement costs of zero direct emissions systems had to be reviewed with solutions considered on a site-by-site basis to ensure that they were affordable to install and for tenants to utilise. The Council’s standard house types had to be revised to accommodate new equipment to support the heating systems. Further implications are likely to be experienced as Housing for Varying Needs and Building Standards are revised to enhance accessibility and adaptability of housing stock. These changes are likely to impact upon the Council’s standard house types and construction costs. Development is not the only policy intervention being explored by the Council. It would be very difficult for the Council and its partners to meet housing need only through investment in new homes. Work to maintain and improve the condition of existing social housing stock, provide aids and adaptations and improve the private rented sector are all intended to address the housing needs of the local population. The Council and developing registered social landlord partners with stock in North Ayrshire all have buyback programmes within the plan to increase affordable housing in the area and contribute to wider regeneration and estate management. 140
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Page 5 Strategic Policy Context Housing to 2040, Scotland’s first 20-year housing strategy, was announced in March 2021. The strategy committed to providing around £16bn of investment to support the delivery of 100,000 new homes by 2032, with at least 70% for social rent. The Scottish Government’s Affordable Housing Supply Programme comprises a range of funding mechanisms to enable affordable housing providers to deliver homes in communities across Scotland to support local authorities’ Local Housing Strategies. The Scottish Government allocated Resource Planning Assumptions for the full five-year period of the current parliament to deliver the ambitious affordable homes target set out in Housing to 2040. In May 2024, the Council was advised of reductions to the previously committed Resource Planning Assumptions which has had implications particularly for larger projects which require an up-front funding commitment. The impact of the funding reduction has been considered through the preparation of the Strategic Housing Investment Plan 2025-2030. The Council’s Cabinet approved the latest Local Housing Strategy 2023-28 on 13 June 2023. The Local Housing Strategy sets out the Council’s ambition: ‘We want all our people to live in the right homes, in great places, with access to any support services they need.” The strategy mirrors the format of Housing to 2040 and sets out four overarching outcomes which align to the four key strategies in Housing to 2040 as detailed below. The Strategic Housing Investment Plan is an extension of, and aligns to, the Local Housing Strategy. In preparing the plan, the Council has referred to the outcomes identified in the Local Housing Strategy, which support the objectives of the Council Plan. The Strategic Housing Investment Plan also aligns with the Council’s Community Wealth Building Strategy, which sets out how the Council, in conjunction with communities and businesses, will build a strong local economy and address wealth inequality by supporting fair work, encouraging local spend, and using the land and property we own. 141
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Page 6 Equalities In line with the Council Plan, fairness and equity is core to the Strategic Housing Investment Plan. It strives for a North Ayrshire where everyone has the same life chances to grow, prosper and have fulfilling and healthy lives. The Council Plan priorities are detailed in figure 1. An Equality Impact Assessment has been undertaken for the Strategic Housing Investment Plan. It found that there are no negative or discriminatory effects on any equality groups. The provision of new social housing will have a positive impact on those who require specialist accommodation, older people, those who are homeless, or at risk of homelessness, and those for whom purchasing a home is not an affordable option. The benefits of new build housing in relation to health, wellbeing and educational attainment, are well documented. Public Health Scotland’s Healthy housing for Scotland report recognises that adequate housing which is safe, accessible, available, appropriate and high quality is key to us achieving the highest attainable standard of health. Childrens rights and wellbeing The North Ayrshire Child Poverty Action Plan 2023 notes that North Ayrshire has the second highest level of child poverty of any area in Scotland. Access to good quality and affordable housing is a key asset in addressing child poverty, and poverty overall. Research undertaken by Shelter suggests children can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment. All new build Council family homes have study space and private gardens. 142
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Page 7 Environment A Strategic Environmental Assessment pre-screening questionnaire undertaken confirmed that there would be no likely significant adverse environmental effects from the activities set out within the Local Housing Strategy (which are not already subject to Strategic Environmental Assessment elsewhere), and for this reason a full strategic environmental assessment was not required. The likely environmental impact of development proposals (both positive and adverse) are scoped within the Strategic Environmental Assessment for the North Ayrshire Local Development Plan. Collaboration As the strategic housing authority, the Council is committed to supporting partners to deliver affordable housing development within North Ayrshire. The Council adopts a collaborative approach in the preparation of the Strategic Housing Investment Plan. The key stakeholders listed below have influenced the final programme. Local registered social landlord partners, including ANCHO, Cairn, Cunninghame Housing Association, Link Group Ltd, Riverside Scotland and Trust Housing Association North Ayrshire Council services, including Economic Growth, Education, Finance, Housing, Planning, Property Management and Investment, Active Travel and Transport, Roads, and the Health and Social Care Partnership The Scottish Government The Council and its partners engage with communities when developing new build sites in the Strategic Housing Investment Plan. For Council projects, local residents are invited to review and comment upon the draft plans for the site. Thereafter the final plans are presented to the community and local residents are also invited to ‘Meet the Builder’ when a contractor has been appointed. Following the completion of each new site, design teams assess each project’s success in delivering places people can be proud of, as part of the ‘lessons learned’ review. 143
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Page 8 Developing the Strategic Housing Investment Plan The priorities set out within the Strategic Housing Investment Plan were developed with partners and the local community through the preparation of the Local Housing Strategy. Due to the current affordability challenges, the Council did not invite new site nominations for the plan from its registered social landlord partners. Instead, the Council met with each developing RSL to discuss the progress towards the current programme and future development plans. All existing developments were considered on their individual merits, with reference to the development priorities set out within the Local Housing Strategy, deliverability, and any known constraints. Thereafter, the Council discussed the revised plan with partners. The Council will continue to monitor the development programme and new opportunities at quarterly meetings with developing landlords and the Scottish Government. Council Officers monitor the impact of the new build programme on education facilities and other services through the monthly Strategic Housing Investment Plan project board. If any project becomes delayed or non-viable, the Council will work with registered social landlord partners and the Scottish Government to ensure that new homes are delivered by accelerating other projects within the plan. Continual improvement The Council regularly meets the Scottish Government and partner landlords to review the progress of the Strategic Housing Investment Plan and share good practice. The Council holds ‘lessons learned’ meetings and undertakes tenant satisfaction surveys for each site. Investment Priorities The Local Housing Strategy notes that the Strategic Housing Investment Plan will be reviewed annually to establish affordable housing investment priorities for the Council and its partners which seek to address the key priorities established within the Local Housing Strategy, set out below. More homes at the heart of great places The places we live have a significant impact on wellbeing. High quality places are safe, provide access to services and can help to reduce isolation and enhance communities. Place making principles form the foundation of project development, informing site selection (where appropriate) and the design process. North Ayrshire has a diverse housing market comprising rural, urban and island communities. The Council has established six localities: 144
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Page 9 Community Wealth Building & Fair Work First The Council’s Community Wealth Building Strategy introduced a new model to develop resilient, inclusive local economies, with more local employment and a larger and more diverse business base, ensuring that wealth is locally owned and benefits local people. Through the Strategic Housing Investment Plan, contractors are expected to participate in the Council (or partners’) Community Benefits scheme, providing apprenticeships to young people, skilling up the local workforce and supporting economic growth. Homes for Scotland suggests there are 4.1 jobs created for every new home constructed. Effective use of community benefit clauses in development contracts, and partnership work with colleagues in Economic Development to support local construction and supply chain companies to bid for this work, can secure many of these jobs for local people. The Council’s housebuilding programme can support the Council’s ambitions to encourage more young people into training and employment. The North Ayrshire Local Employability Partnership Delivery Plan 2022 – 2026 sets out the intentions to help people of all ages to gain skills for employment. It will prepare people for employment, training, education and/ or volunteering, with the aim of increasing qualification levels and job prospects as well as reducing unemployment. Developing the Young Workforce have launched an online Skills Academy to support school leavers and job seekers. The Council’s Fair Work First Statement sets out the commitment to ensuring that fair working practices are in place to support ‘Fair Work First’. 20-minute neighbourhoods The provision of housing within 20-minute neighbourhoods allows people to meet their needs locally and encourages active transport. The goal is to support a better quality of life in places, whilst making towns and villages more resilient. The Strategic Housing Investment Plan will prioritise new social housing developments which support the principles of 20-minute neighbourhoods, where feasible. Regeneration and town centres Public sector investment can have a transformational impact for communities, and there are cumulative benefits through considering how this can be coordinated with developing partners and the private sector. The Council explores site and area specific opportunities with partners to secure maximum regeneration benefits. This supports the ambitions of the Council’s Regeneration Delivery Plan to drive forward place-based development on strategic regeneration sites, including town centres. 145
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Page 10 Town centre regeneration is a primary focus of the Strategic Housing Investment Plan, with several projects completed to date within, or near, town centres. The plan supports major housing led regeneration in North Ayrshire, an example being provision for the replacement of the 275 homes in the Fullarton tower blocks which have been demolished in Irvine. Regeneration often results in higher development costs as sites require demolition, refurbishment or have significant constraints/ abnormal costs. The Strategic Housing Investment Plan also includes the provision of funding for 242 units to assist the delivery of Housing’s Estate Based Regeneration Programme. This investment aims to provide new homes to replace any stock which requires to be demolished or reconfigured as part of the Estate Based Regeneration Programme. Island communities The Council is committed to supporting island communities. General needs houses, amenity bungalows and homes for wheelchair users were provided on the Isle of Cumbrae during summer 2021 (18 homes) and at Brathwic Terrace on the Isle of Arran during summer 2022 (34 homes). A ‘Local Lettings Initiative’ was introduced for Arran prior to the allocation of the new Council homes. The Local Lettings Initiative gives additional priority to island residents and key workers. Arran Development Trust has secured funding from the Rural and Island Housing Fund to deliver 18 new affordable homes in Lamlash and Trust Housing Association is currently developing proposals for a further 26 new homes in Brodick. The Council has established the Arran Housing Task Force to quantify demand for affordable housing on Arran and identify issues that may be limiting economic growth. A quantitative study has been undertaken to determine affordable housing demand on the island, recognising the assessed housing demand information from the North Ayrshire Housing Register and community feedback. The study is awaiting formal sign off by the Taskforce and will be published thereafter. An action plan has been developed and three subgroups have been formed (funding, supply and research) to address the report findings. The task force membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups and Arran registered social landlords. 146
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Page 11 A post has been funded for the Council’s Housing Strategy Team from the income from the reduction in discount for empty and second homes Council Tax in North Ayrshire from April 2024 to support the work of the Arran Housing Task Force and the delivery of the group action plan. The Local Housing Strategy recognises that it is more expensive to build new homes on islands, compared to the mainland. Higher living, transport, infrastructure, and fuel costs alongside limited on-island construction companies are identified as contributing factors to this issue. These issues are being explored as part of the Community Wealth Building ambitions and Local Island Plans. Green space Research shows that where people have access to good quality outdoor green space, there is a corresponding positive and lasting impact on public health. The Strategic Housing Investment Plan will prioritise new social housing developments which include the provision of outdoor green space for residents. Affordability and choice Housing demand The Local Housing Strategy has set a target of 1,625 new social housing units and a private rented sector target of 1,300 new units. There were 6,349 applicants on the North Ayrshire Housing Register on 6 June 2024, of these, 3,575 applicants had an assessed housing need. When transfer applicants are deducted 3,022 applicants remain (transfer applicants leave an existing social tenancy behind for reallocation when they are rehoused). Figure 1 details housing register applicant needs. Please note that the numbers are not mutually exclusive, for example, applicants can request both amenity and sheltered homes. 3,575 applicants with an assesed housing need 215 requests for wheelchair accessible homes 120 require larger homes (6 people or more) 1,084 requests for amenity housing 412 requests for sheltered housing 346 homeless applicants 64 require OT assessed adapted homes Figure 1: Applicant Needs (Source: Housing Register June 2024) 147
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Page 12 Location There is no limit to the number of letting areas applicants can select when making a housing application and demand has therefore been assessed proportionately in Figure 2 to reduce double counting. It is important to note that individual housing allocations can impact upon demand within areas. For example, if an applicant housed in the Three Towns also had Arran as an area of preference this would reduce demand for housing in Arran. Three Towns, Irvine and Kilwinning are the most pressured localities. Further analysis is required to determine housing pressures within the Arran and Cumbrae localities as the proportionate analysis is not effective in determining pressure within smaller localities. This work is ongoing for Arran through the Arran Housing Task Force, previously referenced in the ‘Island communities’ section of this document. The demand for further new build development on Cumbrae will be considered annually as part of the review of the Strategic Housing Investment Plan. The total number of homes which will be developed over the lifetime of the Strategic Housing Investment Plan have been plotted by locality in figure 3. These new supply figures illustrate the aspiration to plan for a growing population, and to seek continued investment in housing stock to improve overall stock condition. They have been plotted alongside the net gain for the same period, proportionate demand from the housing register as at June 2024 and historic new build completions from April 2013 to March 2024. 148
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Page 13 Figure 3: Completions, net gain, proportionate demand, and historic completions The 'net gain' column indicates the additional homes available per locality following completion of the developments, minus the strategic demolitions set out in the Strategic Housing Investment Plan. Size Applicant house size requirements are determined by the strategic bedroom need which is the minimum number of bedrooms required based on household composition. The proportion of homes by bedroom size is noted by locality in Table 1 based on proportionate demand. 149
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Page 14 Table 1: Proportionate housing demand by strategic bedroom need and locality (Source: North Ayrshire Housing Register, June 2024) Analysis of the North Ayrshire Housing Register identifies demand trends for properties. House size has been identified by considering the minimum accommodation size suitable for the household; this is referred to as the 'strategic bedroom need’. The strategic bedroom need is used for planning purposes only. Generally, one-bedroom homes are found to be of lower demand. Two-bedroom homes are a more popular option for smaller households and are more flexible in meeting households’ future needs. An additional bedroom can also provide study space, or space for home working. An indicative size mix (table 2) for developments across North Ayrshire has been prepared by uplifting the two-bedroom provision and reducing the one-bedroom, thus meeting tenant aspirations and providing flexibility in terms of property sizes as households change composition over time. Table 2: Altered demand by bedroom size (reflecting aspiration) and locality This mix is intended as a guide only; each project will be considered on a site-by-site basis by the developing organisation, before being approved by the Council. The Council currently has plans to build four, five and six-bedroom homes for larger families within its development programme. The need for further housing for larger families will be considered on a site-by-site basis as the housing mix is agreed for emerging projects. Number of Beds Arran Garnock Valley Irvine Kilwinning North Coast Three Towns North Ayrshire 1 65% 57% 58% 56% 65% 60% 59% 2 13% 14% 15% 14% 12% 15% 14% 3 14% 18% 14% 16% 14% 13% 15% 4+ 8% 11% 13% 14% 9% 12% 12% Number of Beds Arran Garnock Valley Irvine Kilwinning North Coast Three Towns North Ayrshire 1 13% 14% 15% 14% 12% 15% 14% 2 65% 57% 58% 56% 65% 60% 59% 3 14% 18% 14% 16% 14% 13% 15% 4+ 8% 11% 13% 14% 9% 12% 12% 150
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Page 15 Homelessness North Ayrshire Council’s Rapid Rehousing Transition Plan was approved in 2019 and sets out how the Council and its partners will work together to implement a housing led approach to meeting the needs of homeless households. Where it is not possible to prevent homelessness, the priority is to secure a settled housing option for every homeless household as quickly as possible. The plan aligns with the housing supply priorities set out within the Strategic Housing Investment Plan. The Rapid Rehousing Transition Plan priorities are to: The provision of new affordable housing which meets housing applicants needs and aspirations through the Strategic Housing Investment Plan will continue to support the delivery of the Rapid Rehousing Transition Plan. The Council and its partners have also established the North Ayrshire Homelessness Taskforce to review homelessness risk factors and inform homelessness prevention work. The groups findings will inform the new North Ayrshire Homelessness Strategy which is being developed to align to the homelessness prevention duties set out within the proposed Housing (Scotland) Bill 2024. Gypsy/ travellers The Council has not identified any additional demand issues in relation to accommodation for gypsy/ travellers. The Council has reviewed the condition of the permanent site at Redburn Grove, Irvine in consultation with residents to identify any future maintenance and investment works. An options appraisal is underway to develop plans and a business case for site improvements. The Council will make an application to the Scottish Government to seek funding for any necessary renovation or improvements when this is complete. Housing for key workers The Council will work with its partners to make bids to the Scottish Governments five year £25m Rural Key Workers Housing Fund for appropriate projects to provide affordable housing for key workers in rural areas. Trust Housing Association has already made a successful bid to the fund, to acquire homes for key workers on Arran. The Arran Housing Task Force will continue to work collaboratively to identify and discuss potential opportunities to utilise the fund. 151
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Page 16 Ensuring best value As part of the tendering process, the Council prepares minimum specifications for materials utilised in the new build developments to ensure that they align to current lifecycle replacement and maintenance programmes. A suite of standard house types has also been developed to further assist with maintenance programmes and reduce project design costs. The Council is committed to making efficiency savings through strategic procurement arrangements in the delivery of the new build affordable housing programme, to ensure value for money for tenants. Several Strategic Housing Investment Plan projects have been procured through Hub South-West, as part of a procurement strategy to achieve cost and time savings through economies of scale. The Council has also, with ten local authority partners, worked with Scotland Excel to develop a New Build Residential Construction Framework Agreement available for use by all Scottish local authorities and registered social landlords. The Council has been utilising off site construction following a successful pilot scheme at Ardrossan Road, Seamill. During 2023, six new amenity bungalows were developed in Stevenston town centre. A further 14 homes are expected to be delivered by early 2025 at Laburnum Avenue in Beith and Newhouse Drive in Kilbirnie. The construction method results in less waste and has sustainability benefits. It also reduced the construction time on site, and in turn, reduced disruption for local residents and businesses from site traffic and works. 152
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Page 17 Figure 4: Afton Court development of six amenity bungalows utilising off site construction in Stevenston town centre Rent levels and affordability The Scottish Housing Regulator expects social landlords to be able to demonstrate affordability and engage meaningfully with tenants on rent increases. Increasing costs and inflation mean that retaining affordable rent levels is a significant challenge for the Council and its partners. The Council is committed to working with its partners to find sustainable routes out of poverty for children and their families. The Council Plan 2023- 28, has addressing inequalities at its core, and aims for “a North Ayrshire that is fair for all”. Budget decisions directly align to Council Plan priorities. The most recent Year End Progress Reports for 2023-24 demonstrate the impact of the action taken across services and with partners to address inequalities and inequity in North Ayrshire. In August 2024, the Council’s Cabinet approved the publication of the Child Poverty Action Plan Report 2023-24, which shows progress against the Child Poverty Action Plan 2023-26, aligned to Scotland’s Child Poverty Plan “Bright Start, Better Futures 2022-26”. The progress report highlights action that has been taken throughout 2023 and 2024, based on the three key drivers of child poverty - income from employment, income from social security and the cost of living. This action has been informed by consultation with residents and their community groups, ensuring real lived experience informs the approach. The Council is continuing to align delivery to target the six priority families as outlined in the national plan. 153
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Page 18 Empty homes and second home buy backs Empty homes are detrimental to the local environment, often the target of antisocial behaviour, and are more likely to fall into disrepair. The Council and its partners recognise that bringing former social housing stock into ownership can assist with housing management and maintenance issues and increase housing available through the North Ayrshire Housing Register. All developing registered social landlord partners with stock in North Ayrshire now have provision for buyback programmes within the Strategic Housing Investment Plan. The Council has acquired four empty homes over the past four financial years which have been brought back into use as Council stock. Table 3 details the number of empty homes brought back into use in North Ayrshire from April 2020 until March 2024, all of these homes were subject to the Council Tax levy (this is where the Council currently focuses empty homes resources). A post has been funded for the Council’s Private Sector Advice Team from the reduction in discount for empty and second homes Council Tax in North Ayrshire since April 2022 to focus on bringing empty homes back into use. Table 3: Empty homes brought into use per annum 2020/21 to 2023/24 Duration empty Under 6 months 6 to 12 months 1 to 2 years 2 to 5 years 5 to 10 years 10+ years Total 2020/21 35 61 15 10 0 0 121 2021/22 18 71 136 109 0 0 334 2022/23 23 3 31 64 2 0 123 2023/24 259 66 5 39 9 0 378 154
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Page 19 Private sector support The Council’s Private Sector Advice Team provide advice on private sector housing issues in North Ayrshire. The service is part of the revised Scheme of Assistance 2019 which introduced a range of new measures to improve private sector housing condition, including: A ‘pre-tenancy support service’ for landlords to aid the prevention of future property condition issues. A ‘missing shares scheme’ to remove barriers where a property owner refuses to meet their common repair obligations. Use of the Council’s powers for Compulsory Purchase Orders (CPOs) where appropriate to acquire empty properties in poor condition, bringing them back into mainstream housing stock. An Empty Homes Loan Fund to assist property owners to bring properties back into effective use. Second homes The Council’s Local Housing Strategy notes that there are 1,500 second homes in the area, almost all of which are located on the islands. On Arran, 25% of privately owned houses are second homes; on Cumbrae this rises to 43%. This reduces the number of homes available for local people, and in turn pushes up house prices and private rent charges. The Council is currently undertaking a community consultation on proposals to implement an additional Council Tax levy on second homes from 1 April 2025. Alternative models of affordable housing delivery The Council and our partner registered social landlords will continue to review alternative housing models which could be utilised to increase affordable housing supply during the lifetime of the Strategic Housing Investment Plan. 155
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Page 20 Affordable warmth and zero emissions Sustainability The Council’s Sustainable North Ayrshire Strategy 2024-2027 includes actions to achieve net-zero carbon emissions by 2030. New housing has a key role to play in carbon reduction, climate change mitigation, and alleviation of fuel poverty. The Council and its partners will continue to consider innovative and sustainable approaches to heat and power, such as low carbon heat, solar photovoltaic panels and smart technologies. The Council will ensure that all new build housing utilises Net Zero Direct Emissions heating systems in accordance with building standards. In advance of the new regulations the Council installed three biomass district heating schemes in Stevenston, Dalry and Largs. A bespoke energy strategy has been created for each emerging new housing development to ensure that the heating options for the sites are both energy efficient and affordable for tenants. The Council recognises that a ‘fabric first’ approach to sustainability can provide benefits to tenants, in terms of reducing heating costs. It also benefits the environment as all homes are designed to minimise heat loss. The Council completed two ‘sustainable demonstrator homes’ within Dickson Drive, Irvine in 2020 to highlight best practice in design and innovation, ensuring benefits from sustainable technologies are maximised. Also, in recognition of the safety benefits of sprinkler systems, the Council installed sprinklers in all new build housing proposals which reached technical design stage after October 2019, prior to the introduction of Building Standards legislation in March 2021. 156
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Page 21 Secure by design Successful design can contribute to community stability and promote feelings of safety and inclusion. All Council developments are planned utilising ‘secure by design’ principles. Active Travel Access to safe walking networks, cycle pathways and public transport connects communities to local amenities and services. In turn, these can result in direct health benefits, through increased physical activity and reduced air pollution. They can also lead to indirect health benefits by providing improved access to opportunities for employment, leisure, and healthcare services. The sustainable travel hierarchy, illustrated in figure 5 opposite, sets out the transport priorities for sustainable transport in development. Improving the quality of our homes Over 40% of the stock developed by the Council and its partners since April 2013 has addressed particular housing needs, demonstrating the commitment to supporting tenants to live independently. The cost of particular needs housing is often more expensive than general needs housing, for example, housing for wheelchair users has a larger ground floor footprint, increasing construction costs and reducing economies of scale as site densities are reduced. Similarly, supported accommodation and sheltered housing require communal space which also increases costs. Wheelchair accessible accommodation All amenity and sheltered housing in North Ayrshire should be built to an ambulant housing standard as a minimum. To ensure need is met now and in the future, the new Local Housing Strategy increased the target to ensure at least 10% of all tenure new build stock is suitable for wheelchair users (increased from 7% in the previous strategy). In recognition of the benefits of providing adaptable housing, and to address demand from the North Ayrshire Housing Register, the Council and registered social landlord partners developed 189 (11% of new supply) new build homes suitable for wheelchair users since April 2013. The Strategic Housing Investment Plan 2025 – 2030 estimates the delivery of a further 160 (14% of new supply) homes suitable for wheelchair users. In addition, a set of standard house types for Council developments were designed in partnership with Housing Services Occupational Therapists which are of an accessible design to make best use of assets and adapt to tenants’ changing mobility needs. 157
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Page 22 In preparing North Ayrshire’s third Local Development Plan, the Council will further consider the housing needs of older people and disabled people in the area and the establishment of an appropriate target for the delivery of accessible or adaptable homes, including wheelchair housing and intergenerational homes within the private sector, to support independent living particularly although not exclusively among older or disabled people. The Government has committed to a new ‘Scottish Accessible Homes Standard’ which will be part of national building standards by 2025/26, and in turn increase the provision of accessible homes in the private sector. The accessible standard will see accessibility designed and built into all new homes, increasing the housing choices for people with disabilities and reducing the need for expensive retrofitting as people age or their needs change. Occasionally it may be necessary to build larger specialist housing to meet the specific needs of individual households. Where this is provided by a registered social landlord, the Council will approve the proposals before a planning application is submitted. Supported accommodation Officers within the Place Directorate and the Health and Social Care Partnership developed a new supported accommodation housing model which has been implemented at sites across North Ayrshire. The focus is on maximising independence for adults within a homely setting, who require a higher level of support, and who are living with learning disabilities, or mental illnesses (all ages), or who are under 65 years and have physical disabilities. The new supported accommodation model can: The Strategic Housing Investment Plan has supported the Health and Social Care Partnership to meet specialist housing need through four dedicated supported accommodation projects which have provided 62 (4% of new supply) new homes across North Ayrshire. 158
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Page 23 Housing for older people The Local Housing Strategy recognises that the proportion of older people in North Ayrshire is higher than that of Scotland as a whole (23% compared to 19%). It further predicts that by 2043 the over 75 age group will account for 28% of local people. Recognising the need to develop housing solutions appropriate for the older population, the Council and its partners have delivered 334 (19% of new supply) amenity homes and 251 (14% of new supply) units of sheltered housing since April 2013. The Council ensures that its sheltered housing is developed utilising dementia friendly design principles. The Strategic Housing Investment Plan 2025 – 2030 estimates the delivery of a further 236 (21% of new supply) amenity homes. Alongside the new build programme, the Council will continue to deliver its sheltered housing re-provisioning programme, which includes £38m investment in the refurbishment of sheltered housing units out with the Strategic Housing Investment Plan. 159
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Page 24 Extra care housing Housing Services and the Health and Social Care Partnership worked together over the last few years to develop a model for Extra Care Sheltered Housing. The vision was to create safe, affordable homes for tenants who require additional support, with extra services to promote independent living, such as assistance with meals or welfare checks, to be available to tenants for an additional fee. Following development of the outline model, demand analysis was undertaken by the Health and Social Care Partnership in 2021 alongside engagement with other areas in Scotland where similar housing models operate. At that time, it was determined as an outcome of the analysis that there was not sufficient demand to integrate the extra care model into a new sheltered housing complex. The Council has, however, incorporated flexibility into some new build sheltered complexes to allow this model to be reconsidered in the future should the Health and Social Care Partnership choose to develop this further. Assistive technology The Flatt Road development in Largs provides an exemplar for assistive technology to promote independent living. Features that can be installed within the sheltered housing complex and supported accommodation, where required, to support tenants’ individual needs include: 160
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Page 25 Prioritising projects All projects which meet the criteria outlined above will be ‘high priority’. In the case of developments by registered social landlords the housing mix and type for each individual development site and the proposed rent levels for the new homes should be formally agreed with the Council prior to the submission of a planning application. Due to the funding reductions, existing projects have had to be prioritised based upon deliverability, strategic alignment, value for money, and their impact upon community regeneration in order to align with the grant funding envelope currently available. Projects which cannot be supported in the main programme, due to the current anticipated funding envelope, have been moved to a shadow programme which will be accelerated, should slippage occur in the main programme, and/or if additional funding becomes available. SHIP funding streams Affordable housing supply programmes The main SHIP programme is based upon assumed grant funding of £71.573m for North Ayrshire from April 2024 to March 2030 (see table 4). Funding for Council projects in the main programme not yet at tender stage has been assumed at benchmark plus annual Scottish Social Housing Tender Price Index inflation which has been assumed at 3.1% per annum. The Council projects in the SHIP shadow programme have grant funding 161
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Page 26 set at levels which will allow the schemes to be wholly funded with borrowing costs offset by rental income. The Council will seek grant funding above these levels on a site-by-site basis, as required. The registered social landlord funding rates have been included as requested by each developing organisation and will be subject to Scottish Government authorisation. The sites within the SHIP shadow programme will assist the Council to meet the requirement for ‘slippage’ in accordance with Scottish Government guidance. The slippage requirement is to ensure that the allocation is fully spent even if delays or constraints emerge on other development sites, and to provide the opportunity for North Ayrshire to absorb slippage from other local authority areas. Table 4: North Ayrshire Resource Planning Assumption (RPA) per annum 2024/25 and assumptions for 2025/26 to 2029/30 (£m) Reserves and balances All developing organisations will utilise available reserves and balances to support the development programme. Borrowing A large portion of development funding is secured from borrowing. Private finance supports registered social landlords development programme, and prudential borrowing supports local authority new build projects. Affordable housing policy developer contribution The Council’s previous Affordable Housing Policy (RES4), which required contributions to affordable housing provision from specified private developments within North Ayrshire, was removed within the new Local Development Plan (LDP2) adopted on 28 November 2019. Developer contributions, in the form of commuted sums, received through the application of the Affordable Housing Policy under the previous Local Development Plan, will be utilised to fund projects being delivered through the Strategic Housing Investment Plan, when required. The Council had an on-site contribution through the affordable housing policy at the 31-unit Ardrossan Road, Seamill development. Table 5 details the number of units supported per annum and the value of these contributions. All projects supported were delivered as part of the Affordable Housing Supply Programme. Financial Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Total RPA £12.173 £11.880 £11.880 £11.880 £11.880 £11.880 £71.573 162
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Page 27 Table 5: Projects supported by developer contributions April 2020 to March 2024 Financial Year 2020/21 2021/22 2022/23 2023/24 Total Number of units supported 0 0 34 34 34* Funding value 0 0 £47,500 £18,750 £66,250 As at 31 March 2024 the Council had £0m of funding from developer contributions in hand. The Council will utilise any other incoming funds to support Council projects within the Strategic Housing Investment Plan and partner developments, where appropriate. *Please note that the project supported spanned two financial years so the total number of units was 34. Other funding sources The Council will consider utilising other funding sources to support the Strategic Housing Investment Plan, where appropriate. The Council successfully secured £0.6m from the Scottish Government’s Low Carbon Vacant and Derelict Land Investment Programme to support the King’s Arms, Irvine town centre regeneration project. The Council will make applications to the Housing Infrastructure Fund to support the Montgomerie Park, Irvine and James Reid, Saltcoats sites. Council tax on second and empty homes The Council is currently undertaking a community consultation on proposals to implement an additional Council Tax levy on second homes from 1 April 2025. Income received from the reduction in discount for empty and second homes in North Ayrshire is held in the Council’s Affordable Housing Account. Table 6 details the number of units supported per annum and the value of these contributions. All projects supported were delivered as part of the Affordable Housing Supply Programme. The account also funds two posts as detailed within the ‘Island communities’ and ‘Empty homes and second home buy backs’ sections above. Table 6: Projects supported by Council Tax on empty and second homes April 2020 to March 2024 Intentionally blank 2020/21 2021/22 2022/23 2023/24 Total Number of units supported 191 469 321 539 1,267* Funding from Council Tax levy on second homes and empty homes £1,252,078 £2,024,139 £541,320 £1,147,139 £4,964,676 *Please note that a number of the projects supported spanned two financial years so the total number of units was 1,267. 163
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Page 28 As at 31 March 2024 the Council had £1.925m of funding from the Council Tax levy on second and empty homes and an estimated annual income of £1.034m. The Council will utilise the funds to support Council projects within the Strategic Housing Investment Plan and partner developments, where appropriate. Planning and other regulatory matters In 2014, the Council’s Cabinet approved the House Building Protocol, to be used in all Council housing development projects that meet the criteria for permitted development. Class 33 of the Town and Country Planning (General Permitted Development) (Scotland) Order 1992, as amended, enables local authorities to carry out works, within their district, for the erection of dwellings so long as the development conforms with the Local Development Plan. In 2019, it was agreed that all future Council housing developments progressed as permitted development will be required to obtain a ‘Certificate of Lawfulness’ from the Council’s Planning Service. This will certify that each site within the SHIP has been considered against the full terms of the adopted Local Development Plan. Housing development proposals by the Council which do not fall within the scope of permitted development, including schemes which require an Environmental Impact Assessment (EIA) will require planning permission. Proposals over 0.5 hectares in area will require to be screened for the purposes of EIA. 164
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Page 29 Delivery risks Through experience, and engagement with registered social landlords and other developers, development constraints or risks to delivery of the programme have been identified as: • Inflation of building costs and rising tender prices • Shortages of materials • Capacity within the building and development industry across the country • Costs of infrastructure and ground remediation • Delays obtaining statutory utility consents • Emerging costs relating to legislative and building standards regulations amendments • Availability of grant funding The Council and its partners will continue to work closely to monitor and actively manage these risks through the period of the Strategic Housing Investment Plan. Amendments or additions to the plan The delegated authority to accelerate any project detailed within the main SHIP programme is held by the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands. North Ayrshire Council Cabinet approval will be required to accelerate projects within the SHIP shadow programme or for the addition of any new projects to the plan. 165
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Page 30 Development projects An overview of projects detailed in the Strategic Housing Investment Plan tables is provided below by locality. Irvine & Kilwinning Project Estimated timeline Site Information Stanecastle, Irvine (NAC) 31 units Site start: 25 March 2024 Expected completion: Autumn 2025 Work is underway to deliver a mix of general needs, amenity, and wheelchair user accommodation on the site of the former Stanecastle School. King’s Arms, Irvine (NAC) 6 units Site start: 13 May 2024 Expected completion: Winter 2025 Works have commenced on site to regenerate a prominent town centre building to deliver six amenity flats, retaining the original building façade. Ayrshire Central, Irvine (NAC) 202 units Site start: 4 November 2024 Expected completion: Winter 2027 Work is underway on this site, which is in a high demand area, to deliver a mix of general needs, amenity, and wheelchair user properties. Montgomerie Park, Irvine (NAC) 188 units Site start: Spring 2026 Expected completion: Spring 2029 This development will provide a mix of general needs, amenity, and wheelchair user accommodation. The site forms part of a wider masterplan area comprising private development, affordable housing, a new school, and new retail provision. Fullarton Street, Irvine (NAC) 43 units Site start: Summer 2026 Expected completion: Summer 2028 This project will redevelop the site of the former Irvine high flats which have now been demolished. The centrally located site will deliver a mix of general needs, amenity, and wheelchair user accommodation. Corsehillhead, Kilwinning (NAC) 7 units Site start: Summer 2027 Expected completion: Autumn 2028 This development will provide a mix of general needs, amenity, and wheelchair user accommodation in Kilwinning. The site will complete the redevelopment of the former school site where two previous phases of social housing have been developed. St Michael’s Wynd, Kilwinning (NAC) 46 units Site start: Autumn 2027 Expected completion: Spring 2029 The project will deliver a mix of general needs and amenity accommodation in the Corsehill area of Kilwinning. An options appraisal is required for this site to review its financial viability. Bourtreehill Village, Irvine (NAC) 32 units Site start: Autumn 2028 Expected completion: Autumn 2029 The site will see the regeneration of the Bourtreehill Village area of Irvine. The site is expected to deliver new retail provision and 32 new homes. 166
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Page 31 Project Estimated timeline Site Information Redburn Place, Irvine (Cairn) 10 units Site start: Autumn 2025 Expected completion: Autumn 2026 This development will provide general needs, amenity, and wheelchair accommodation. This site was formerly known as Confidential Site 1. Confidential site 3 (Cairn) 4 units Site start: Spring 2027 Expected completion: Spring 2028 This site has the capacity for 4 affordable, general needs homes. This site is currently confidential due to a requirement for planning consent and for acquisition of land. Confidential site 12, Kilwinning (CHA) 25 units Site start: Spring 2026 Expected completion: Spring 2027 The 92 unit former ‘unallocated block’ has been reduced to 25 units and a site has been identified within Kilwinning which remains confidential whilst project viability is assessed. Bank Street, Irvine (CHA) 16 units Site start: Spring 2027 Expected completion: Spring 2028 This town centre regeneration project in Irvine aims to provide 16 new homes for affordable rent. Regeneration project 3, Kilwinning (Riverside) 30 units Site start: Spring 2028 Expected completion: Spring 2030 This project involves the regeneration of 30 properties to deliver a mix of general needs houses, amenity properties and homes suitable for wheelchair users. The location has still to be finalised. Three Towns Project Timeline Site Information James McFarlane, Ardrossan (NAC) 19 units Site start: 25 March 2024 Expected completion: Summer/autumn 2025 The Council is currently redeveloping the former James McFarlane school to provide general needs, amenity, and homes suitable for wheelchair users. The site is located close to Ardrossan town centre. Nursery Place (Regen 1e), Ardrossan (NAC) 6 units Site start: Spring 2026 Expected completion: Spring 2027 This Estate Based Regeneration Programme redevelopment will see 12 properties in Ardrossan demolished to be replaced with approximately six new affordable homes. Grange Court, Stevenston (NAC) 6 units Site start: Spring 2026 Expected completion: Spring 2027 This Estate Based Regeneration Programme redevelopment will see 16 properties demolished near Stevenston town centre to be replaced with approximately six new affordable homes. James Reid, Saltcoats (NAC) 46 units Site start: Summer 2027 Expected completion: Early 2029 The site of the former James Reid school and the former Focus Centre will provide general needs, amenity, and wheelchair accommodation. Issues with a culvert are impacting Scottish Water approval, options are being reviewed to resolve this matter. 167
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Page 32 Project Timeline Site Information Regeneration Project 1d, Ardrossan (NAC) 36 units Site start: Early 2028 Expected completion: Winter 2029 This project provides a regeneration opportunity for 36 affordable homes, comprising general needs, amenity, and wheelchair user accommodation. Garven Road, Stevenston (CHA) 20 units Site start: 25 September 2023 Completion: 1 October 2024 This site has delivered 20 new general needs, amenity, and wheelchair user homes. Sharphill Phase 5, Saltcoats (CHA) 100 units Site start: Winter 2028 Expected completion: Spring 2030 The next phase of the Sharphill site will deliver an additional 100 new homes, providing a mix of general needs, amenity, and wheelchair user homes. The scheme has been paused whilst the financial viability is assessed. Confidential Site 10, Ardrossan (CHA) 50 units Site start: Spring 2029 Expected completion: Winter 2030 This project has capacity for up to 50 homes and is confidential until site feasibility can be confirmed. Parkend Gardens, Saltcoats (Link) 12 units Site start: Early 2029 Expected completion: Early 2030 This development is in close proximity to Saltcoats town centre and adjacent to the Council’s Kyleshill Court. It will deliver a mix of general needs, amenity and wheelchair accommodation. The financial viability of the scheme is currently being assessed. North Coast Project Timeline Site Information Former St Mary’s Primary, Largs (NAC) 26 units Site start: 15 January 2024 Expected completion: Early 2025 Works are well advanced at the former school site which will deliver general needs houses and amenity properties. Nelson Street, Largs (NAC) 3 units Site start: 15 January 2024 Expected completion: Early 2025 This site will see empty homes refurbished at the site which is in close proximity to Largs town centre. Garnock Valley Project Timeline Site Information Newhouse Drive, Kilbirnie (NAC) 7 units Site start: 15 January 2024 Expected completion: Early 2025 Low demand flatted accommodation has been demolished and work is well advanced to deliver 7 new affordable homes on the Kilbirnie site. Modular construction was utilised to reduce the time on site and the impact of works on surrounding residents and businesses. 168
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Page 33 Project Timeline Site Information Laburnum Avenue, Beith (NAC) 7 units Site start: 15 January 2024 Expected completion: Early 2025 Low demand flatted accommodation has been demolished and work is well advanced to deliver 7 new affordable homes on the Beith site. Modular construction was utilised to reduce the time on site and the impact of works on surrounding residents and businesses. Former Garnock Academy, Kilbirnie (NAC) 50 units Site start: 17 June 2024 Expected completion: Early 2026 Work is underway at the site of the former Garnock Academy to deliver a mixture of general needs homes, amenity bungalows and homes suitable for wheelchair users. Arran Project Timeline Site Information Springbank, Brodick (Trust HA) 26 units Site start: Winter 2025 Expected completion: Autumn 2027 Trust Housing Association are exploring the viability of developing 26 homes at this Brodick site. This site was formerly known as Confidential Site 4. The access point for this development should be agreed with NAC Roads as the existing road network may not cope with the additional units 169
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Page 34 Progress update The Council has made a commitment to develop 1,643 new homes by 2030. Good progress has been made towards achieving this target, with 885 new Council homes built as at 31 March 2024. The tables below detail the Council and its partners progress to date (excluding sites which are noted for completion during 2024/25 within the Strategic Housing Investment Plan 2025 – 2030). Table 7: Social housing new build completions by locality and financial year Locality Pre 2018/19 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Total Arran 56 0 0 0 19 15 0 90 Garnock Valley 24 0 0 49 0 0 0 73 Irvine 250 0 111 0 83 35 113 592 Kilwinning 68 64 0 0 24 127 0 283 North Coast 85 26 58 0 141 29 12 351 Three Towns 84 126 0 28 105 16 30 389 Total Units 567 216 169 77 372 220 155 1,778 Table 8: Social housing new build completions by type House type General needs Amenity housing Sheltered housing Supported accommodation Wheelchair user Ground floor living (wheelchair user) Other adapted Other New Supply Shared Equity (NSSE) Total Units 958 334 251 62 90 49 10 8 16 1,778 Percentage 53.9% 18.8% 14.1% 3.5% 5.1% 2.7% 0.6% 0.4% 0.9% 100% It should be noted that 50 of the amenity, sheltered and supported accommodation units detailed above are suitable for wheelchair users. 170
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Page 35 Completed North Ayrshire Council projects Locality General Needs Amenity Sheltered Supported Wheelchair User Ground Floor Living Other Total Units Completion year Copeland Crescent, Millport North Coast 0 11 0 0 1 0 0 12 2013/14 Redstone Avenue, Kilwinning Kilwinning 37 3 0 0 2 4 0 46 2014/15 John Galt PS, Irvine Irvine 64 10 0 0 6 0 0 80 2014/15 Stevenston Institute, Largs North Coast 0 11 0 0 0 0 0 11 2015/16 Dickson Drive, Irvine Irvine 6 2 0 0 0 0 0 8 2015/16 Kiln Court, Irvine Irvine 0 0 16 0 0 0 0 16 2015/16 Montgomery Court, Kilbirnie Garnock Valley 0 8 16 0 0 0 0 24 2016/17 Fencedyke, Irvine Irvine 19 10 0 0 3 3 0 35 2017/18 Glencairn House, Stevenston Three Towns 0 0 28 0 0 0 0 28 2018/19 Canal Court, Saltcoats Three Towns 0 0 36 0 0 0 0 36 2018/19 Ardrossan Road, Seamill North Coast 25 5 0 0 1 0 0 31 2019/20 Dickson Drive, Irvine Irvine 14 3 0 0 4 3 0 24 2019/20 Watt Court & Dalry Primary Garnock Valley 0 8 22 15 0 0 4 49 2020/21 Dalrymple Place, Irvine Irvine 0 0 24 0 9 0 0 33 2021/22 St Beya, Cumbrae North Coast 3 9 0 0 3 3 0 18 2021/22 Springvale, Saltcoats Three Towns 6 2 0 0 2 4 0 14 2021/22 Flatt Road, Largs North Coast 49 16 28 22 5 2 1 123 2021/22 Towerlands, Irvine Irvine 20 12 0 0 5 13 0 50 2021/22 Brathwic Terrace, Arran Arran 17 8 0 0 2 7 0 34 2022/23 St Michael's Wynd, Kilwinning Kilwinning 34 2 24 10 2 6 1 79 2022/23 St Colm's Place, Largs North Coast 0 0 29 0 0 0 0 29 2022/23 Caley Court, Stevenston Three Towns 0 0 0 15 0 0 1 16 2022/23 Harbourside, Irvine Irvine 24 10 28 0 4 4 1 71 2023/24 Afton Court, Stevenston Three Towns 0 6 0 0 0 0 0 6 2023/24 Largs Police Station North Coast 0 12 0 0 0 0 0 12 2023/24 Total Locality 318 148 251 62 49 49 8 885 Completion Year 171
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Page 36 Arran Development Trust has also secured funding from the Rural and Island Housing Fund to deliver 18 new affordable homes in Lamlash as detailed in table 9 below. Completed Registered Social Landlord projects Locality General needs Amenity Wheelchair Other adapted NSSE Total units Completion Year Flatt Farm, Largs (CHA) North Coast 16 10 0 0 0 26 2013/14 Vineburgh Phase 3, Irvine (CHA) Irvine 43 10 0 0 10 63 2013/14 Jetty Road, Fairlie (CHA) North Coast 10 3 0 0 0 13 2014/15 Benlister Road, Lamlash (Riverside) Arran 50 0 0 0 6 56 2014/15 Vineburgh Phase 4, Irvine (CHA) Irvine 41 6 1 0 0 48 2014/15 Pennyburn, Kilwinning (Riverside) Kilwinning 21 0 1 0 0 22 2015/16 Waterside Street, Largs (CHA) North Coast 0 12 0 0 0 12 2015/16 Seamore Street, Largs (CHA) North Coast 8 3 0 0 0 11 2016/17 Ardrossan Harbour Phase 1 (CHA) Three Towns 55 13 2 0 0 70 2017/18 New Street, Stevenston (CHA) Three Towns 7 7 0 0 0 14 2017/18 Nelson Street, Largs (CHA) North Coast 7 5 2 0 0 14 2018/19 Corsehillhead, Kilwinning (CHA) Kilwinning 57 5 2 0 0 64 2018/19 Ardrossan Harbour Phase 2 (CHA) Three Towns 2 4 4 0 0 10 2018/19 Sharphill Phase 3, Saltcoats (CHA) Three Towns 19 3 2 0 0 24 2018/19 Stanley P.S., Ardrossan (CHA) Three Towns 24 2 2 0 0 28 2018/19 Victoria Hotel, Largs (CHA) North Coast 0 12 0 0 0 12 2018/19 Balnagowan, Skelmorlie (CHA) North Coast 25 0 2 0 0 27 2019/20 Tarryholm Phase 1, Irvine (Riverside) Irvine 61 14 2 10 0 87 2019/20 Ardoch Court, Stevenston (CHA) Three Towns 26 0 2 0 0 28 2020/21 Corrie Crescent (Charitable Bond) (CHA) Three Towns 12 1 0 0 0 13 2021/22 Glebe, Saltcoats (CHA) Three Towns 0 0 2 0 0 2 2021/22 Sharphill Phase 4, Saltcoats (CHA) Three Towns 65 5 6 0 0 76 2021/22 West Byrehill, Kilwinning (CHA) Kilwinning 59 8 5 0 0 72 2022/23 Tarryholm Phase 2, Irvine (Riverside) Irvine 32 40 5 0 0 77 2023/24 Green Street, Saltcoats (CHA) North Coast 0 23 1 0 0 24 2023/24 Total Locality 640 186 41 10 16 893 Completion Year 172
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Page 37 Table 9: Community housing new build completions Project Locality Developer Tenure General Needs Other Total Units Completion Year Rowarden, Lamlash Arran Arran Development Trust Affordable private rent 18 0 18 2024/25 173
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Official‐Protect# CONFIDENTIAL DRAFT SHIP 2025‐2030 Pre 2025/26 2025/26 2026/27 2027/28 2028/29 2029/30 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 General Needs Amenity Supported W heelchair Ground Floor Sheltered Afton Court Stevenston NAC ‐ New Build ‐ ‐ ‐ £90,678 £0 £90,678 £0 £0 £0 £0 £0 £0 Buy Backs 2023/2024 ! NAC ‐ Buy Back 01 Apr 23 31 Mar 24 ‐ £213,863 £0 £213,863 £0 £0 £0 £0 £0 £0 Buy Backs (Ukraine) 2023/2024 ! NAC ‐ Buy Back 14 Nov 23 31 Mar 24 ‐ £1,927,200 £0 £1,927,200 £0 £0 £0 £0 £0 £0 Refurbishment Project 8 Irvine TBA NAC ‐ Refurb ‐ ‐ ‐ £0 £0 £0 £0 £0 £0 £0 £0 £0 Glebe Place Saltcoats X: 224700 Y: 641700 NAC ‐ New Build ‐ ‐ ‐ £0 £0 £0 £0 £0 £0 £0 £0 £0 cost overruns Sharphill 4 CHA ‐ New Build ‐ ‐ ‐ £295,858 ‐ £295,858 £0 £0 £0 £0 £0 £0 Unallocated Regeneration Block TBA TBA NAC ‐ New Build ‐ ‐ 2025/26 £0 £0 £0 £0 £0 £0 £0 £0 £0 2nd Hand & Empty Home Buy Backs ! ! NAC 60 Buy Back 01 Apr 24 31 Mar 29 2024/25 5 8 9 9 9 20 5 8 9 9 9 20 £2,400,000 60 £0 £0 £333,000 £320,000 £360,000 £360,000 £360,000 £667,000 Laburnum Avenue (Regen 1a) Beith X: 234170 Y: 653640 NAC 7 New Build 15 Jan 24 17 Jan 25 2023/24 7 7 £699,468 4 3 £0 £620,701 £78,767 £0 £0 £0 £0 £0 Newhouse Drive (Regen 1b) Kilbirnie X: 230940 Y: 653815 NAC 7 New Build 15 Jan 24 17 Jan 25 2023/24 7 7 £699,468 4 3 £0 £620,701 £78,767 £0 £0 £0 £0 £0 Former St Mary's school Largs X: 220995 Y: 659630 NAC 26 New Build 15 Jan 24 31 Jan 25 2023/24 26 26 £3,976,743 14 12 £0 £2,457,542 £1,519,201 £0 £0 £0 £0 £0 James McFarlane (Redev 8a) Ardrossan X: 223300 Y: 643345 NAC 19 New Build 25 Mar 24 18 Jul 25 2023/24 19 19 £1,993,029 10 4 1 4 £291,370 £510,102 £1,191,558 £0 £0 £0 £0 £0 Stanecastle (Redev 11a) Irvine X: 234070 Y: 640150 NAC 31 New Build 25 Mar 24 18 Sep 25 2023/24 31 31 £3,204,355 17 7 3 4 £575,543 £506,031 £2,122,781 £0 £0 £0 £0 £0 King's Arms (Regen 1c) Irvine X: 232090 Y: 638935 NAC 6 New Build 13 May 24 01 Dec 25 2023/24 6 6 £769,055 6 £288,868 £24,131 £456,056 £0 £0 £0 £0 £0 Garnock Academy (Redev 9) Kilbirnie X: 231290 Y:654800 NAC 50 New Build 17 Jun 24 31 Jan 26 2023/24 50 50 £5,306,966 28 13 2 7 £530,177 £0 £3,308,000 £1,468,789 £0 £0 £0 £0 Ayrshire Central (Redev 12) Irvine X: 232105 Y: 640785 NAC 202 New Build 04 Nov 24 30 Nov 27 2024/25 202 202 £24,355,655 65 85 26 26 £2,252,936 £0 £2,348,508 £7,874,211 £7,128,000 £4,752,000 £0 £0 Nelson Street Largs X: 220655 Y: 659595 NAC 3 Refurb 01 Apr 25 01 Dec 26 2024/25 3 3 £171,000 3 £0 £0 £10,000 £161,000 £0 £0 £0 £0 Montgomerie Park Irvine X: 233060 Y: 641300 NAC 188 New Build 01 Mar 26 30 Apr 29 2025/26 188 188 £24,822,268 121 32 19 16 £4,579,235 £0 £0 £280,000 £740,000 £2,500,000 £4,894,831 £11,828,202 Nursery Place (Regen 1e) Ardrossan X: 223735 Y: 642845 NAC 6 New Build 01 Apr 26 30 Apr 27 2026/27 6 6 £796,362 4 2 £0 £0 £0 £0 £250,000 £546,362 £0 £0 Grange Court (Regen) Stevenston X: 226485 Y: 642150 NAC 6 New Build 01 Apr 26 30 Apr 27 2026/27 6 6 £823,563 6 £0 £0 £0 £0 £250,000 £573,563 £0 £0 Fullarton Street (HF) Irvine X: 232050 Y: 638550 NAC 43 New Build 12 Jul 26 31 Jul 28 2024/25 43 43 £5,902,198 36 4 1 2 £0 £0 £0 £0 £500,000 £812,029 £4,590,169 £0 Bourtreehill Village (Redev 7) Irvine X: 234475 Y: 639220 NAC 32 New Build 01 Aug 28 31 Aug 29 2024/25 32 32 £4,630,312 24 6 1 1 £0 £0 £0 £0 £0 £0 £2,000,000 £2,630,312 Cairn Buy Back Programme ! ! Cairn 2 Buy Back 01 Apr 24 31 Mar 26 2024/25 2 2 £85,000 2 £0 £0 £80,000 £5,000 £0 £0 £0 £0 Garven Road (Confidential Site 8) Stevenston X: 227180 Y: 641075 CHA 20 New Build 25 Sep 23 01 Oct 24 2023/24 20 20 £3,200,000 18 1 1 £0 £2,691,071 £508,929 £0 £0 £0 £0 £0 CHA Buy Back Programme ! ! CHA 6 Buy Back 01 Nov 23 31 Mar 30 2023/24 1 1 1 1 1 1 1 1 1 1 1 1 £240,000 6 £0 £0 £45,000 £40,000 £40,000 £80,000 £35,000 £0 Unallocated CHA Block (67 units) TBA TBA CHA ‐ New Build ‐ ‐ 2025/26 £0 £0 £0 £0 £0 £0 £0 £0 £0 Riverside Buy Back Programme Kilwinning ! Riverside 15 Buy Back 01 Apr 23 01 Mar 27 2023/24 2 3 5 5 2 3 5 5 £1,367,730 15 £0 £80,000 £92,434 £400,000 £400,000 £395,296 £0 £0 Springbank (Confidential site 4) ₳ Arran X: 202088 Y: 635639 Trust 26 New Build 01 Dec 25 30 Sep 27 2024/25 26 26 £5,000,000 26 £0 £0 £0 £1,231,000 £2,112,000 £1,657,000 £0 £0 Trust Buy Back Programme Arran ! Trust 6 Buy Back 01 Nov 23 31 Mar 29 2023/24 2 1 1 2 2 1 1 2 £600,000 6 £0 £196,250 £0 £100,000 £100,000 £203,750 £0 £0 761 380 230 71 17 42 21 70 121 19 257 53 241 £93,570,771 469 178 0 54 60 0 £8,518,129 £10,234,129 £12,173,000 £11,880,000 £11,880,000 £11,880,000 £11,880,000 £15,125,514 CONFIDENTIAL DRAFT SHIP Shadow Programme 2025‐2030 Pre 2025/26 2025/26 2026/27 2027/28 2028/29 2029/30 + 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 + General Needs Amenity Supported W heelchair Ground Floor Living Sheltered Corsehillhead Kilwinning X: 231315 Y: 643095 NAC 7 New Build 01 Jul 27 01 Aug 28 2027/28 7 7 £1,908,397 5 2 £202,654 £0 £0 £0 £0 £900,000 £805,743 £0 James Reid & FC (Redev 8b) Saltcoats X: 225511 Y: 642690 NAC 46 New Build 01 Jul 27 01 Jan 29 2027/28 46 46 £7,215,204 26 11 4 5 £829,748 £0 £0 £0 £0 £2,500,000 £3,885,456 £0 St Michael's Phase 3 (NAC unallocated) Kilwinning X: 229300 Y: 643040 NAC 46 New Build 01 Oct 27 01 Apr 29 2027/28 46 46 £7,432,515 26 10 4 6 £0 £0 £0 £0 £0 £1,500,000 £5,000,000 £932,515 Regeneration Project 1d Ardrossan TBA NAC 36 New Build 01 Jan 28 31 Oct 29 2027/28 36 36 £7,246,166 20 5 11 £0 £0 £0 £0 £0 £750,000 £3,733,812 £2,762,354 Redburn Place (Confidential site 1) Irvine TBA Cairn 10 New Build 01 Oct 25 01 Aug 26 2025/26 10 10 £1,800,000 6 2 2 £0 £0 £0 £700,000 £1,100,000 £0 £0 £0 Confidential Site 3 Kilwinning TBA Cairn 4 New Build 01 Apr 27 01 Apr 28 2027/28 4 4 £407,000 4 £0 £0 £0 £0 £0 £207,000 £200,000 £0 Confidential Site 12 (CHA unallocated) Kilwinning TBA CHA 25 New Build 01 Apr 26 30 Apr 27 2026/27 25 25 £4,000,000 20 2 2 1 £0 £0 £0 £0 £4,000,000 £0 £0 £0 Bank Street (111) Irvine X: 232720 Y: 639260 CHA 16 New Build 01 Apr 27 30 Apr 28 2027/28 16 16 £2,560,000 16 £0 £0 £0 £0 £0 £1,750,000 £810,000 £0 Sharphill (Ph 5) Saltcoats X: 225351 Y: 643409 CHA 100 New Build 01 Oct 28 01 Mar 30 2028/29 100 100 £14,800,000 78 17 5 £1,277,000 £0 £0 £0 £0 £0 £5,000,000 £8,523,000 Confidential Site 10 Ardrossan TBA CHA 50 New Build 01 Apr 29 31 Oct 30 2029/30 50 50 £8,000,000 45 3 2 £0 £0 £0 £0 £0 £0 £0 £8,000,000 Parkend Gardens Saltcoats X: 225165 Y: 641130 Link 12 New Build 10 Jan 29 10 Jan 30 2028/29 12 12 £1,909,931 8 3 1 £83,625 £0 £0 £0 £0 £0 £100,000 £1,726,306 Regeneration Project 3 Kilwinning TBA Riverside 30 New Build 01 Apr 28 01 Mar 30 2028/29 30 30 £2,833,680 24 3 1 2 £0 £0 £0 £0 £0 £0 £0 £2,833,680 382 0 10 25 155 142 50 0 0 10 25 73 274 £60,112,893 278 58 0 21 25 0 £2,393,027 £0 £0 £700,000 £5,100,000 £7,607,000 £19,535,011 £24,777,855 #REF! £0 £0 ₳ The access point for this development should be agreed with NAC Roads as the existing road network may not cope with the additional units Confidential Sites Sites removed from SHIP 2024 ‐ 2029 Estimated SHIP Spend Year 5 Estimated SHIP Spend Year 6 Site Starts Site Completions Scottish Government Grant Type Estimated Site Start Estimated Practical Completion SHIP 2024 ‐ 2029 Added to SHIP November 2023 Estimated SHIP Spend Year 2 Estimated SHIP Spend Year 3 Estimated SHIP Spend Year 4 House Types Pre 2023/24 Spend SHIP Spend 2023/24 Estimated SHIP Spend Year 1 SHIP Approval Year Site Coordinates Developer Units Estimated SHIP Spend 2028/29 Estimated SHIP Spend 2029/30 Site Town Estimated SHIP Spend 2025/26 Estimated SHIP Spend 2026/27 Estimated SHIP Spend 2027/28 Estimated SHIP Spend 2024/25 SHIP Approval Year Site Starts Site Completions Scottish Government Grant House Types Pre 2023/24 Spend SHIP Spend 2023/24Site Coordinates Developer Units Type Estimated Site Start Estimated Practical Completion Site Town #Official‐Protect 174
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Consultation response: Developing a universal definition of “care experience” Purpose: To seek approval for the proposed response to the Scottish Government consultation on developing a universal definition of “care experience”. Recommendation: That Cabinet approves the consultation response at Appendix 1 for submission to the Scottish Government. 1. Executive Summary 1.1 The Promise was launched in 2020 following the National Independent Care Review as a 10-year programme to support care experienced children and young people. The Scottish Government has published a consultation paper to seek views on the need for a universal definition of ‘care experience’ and what the potential impacts of this could be. 1.2 North Ayrshire Council alongside the Health and Social Care Partnership (HSCP) are committed to ensuring that children and young people with care experience are supported across Council services and that the inequality of outcomes which they experience are addressed. In December 2023, the Council adopted a definition of “care experience” which closely aligns to the national proposals in this consultation. 2. Background 2.1 The Promise was launched in 2020 following the National Independent Care Review. It aims to address the inequality of outcomes experienced by children and young people who have been – or are currently in – the care system, ensuring they are able to fulfil their potential, reducing the number of children and young people coming into the care system and increasing the number of preventative, early intervention and community- based supports for children, young people and families. 2.2 The Promise tells us that while it is not a legal term, ‘care experience’ is a term that has a special and different meaning for many of the people who identify with it. This includes infants, children and young people, and adults who may choose to identify as ‘care experienced.’ Reasons for this could include that they feel it describes the situation that they have grown up in, or that this describes an understanding of their personal identity. However, not everyone who could identify as ‘care experienced’ will choose to do so for a number of reasons, including that for some people it may feel like a stigmatising term. Agenda Item 10 175
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2.3 As well as providing a sense of identity, there are existing supports and entitlements available to people with care experience, particularly young people with care experience. This is relevant in areas such as education, including further and higher education. However, there is not currently one cross-sector definition which is commonly understood and used in practice; or that acknowledges the individual experience of care that different people can have. This means that eligibility for existing supports is not currently connected by a universal definition. This means that while eligibility for some existing supports may be linked to legal provisions, such as having been ‘looked after,’ the wording used to define who is eligible to access support can vary between different organisations. 2.4 The Promise also tells us that a universal definition of ‘care experience’ will help to normalise care as more people can understand and relate to it. The Promise sets out that there must be a more universal, commonly understood definition as it relates to rights and entitlements and an understanding that the purpose of those rights and entitlements is to support people with care experience. 2.5 The HSCP ensures that young people with care experience are supported across Council services. Some current examples of this work include: • 64 active members of the Promise Champions staff network as of August 2024. At the most recent meeting in September, the Champions were joined by Clare Morris, Promise Delivery Partner, as a Guest Speaker introducing the ‘Promise Plan 2024- 30’. During the meeting, attendees had the opportunity to begin thinking about their own service’s work towards the plan and how they might work collaboratively with the other Corporate Parents attending. • Six drop-in sessions for North Ayrshire Council staff have been held to learn more about the Corporate Parenting Team and how they can best support the Care Experienced community. 13 members of staff have accessed this so far. Further drop-ins are planned for September – December 2024. • 109 Corporate Parents have attended a training session delivered by the Corporate Parenting Team between May – August 2024. Some of the partners delivered to include Ayrshire College, Police Scotland, the School Counselling Team, Fire & Rescue, HSCP and Connected Communities. • All North Ayrshire Council Staff receive access to a copy of triannual Staff Briefings and monthly columns on the Staff News website to keep up to date with the Corporate Parenting Team’s work and how they can get involved. • All North Ayrshire Council Staff have been offered the opportunity to attend a face- to-face or online training session delivered by Each and Every Child focusing on reducing stigma around the care system and those with care experience. • To mark the 10-year anniversary of the Children and Young People (Scotland) 2014 Act, Who Cares? Scotland hosted their first ever Corporate Parenting Awards. They presented 14 awards to celebrate positive and progressive Corporate Parenting practice from the last decade while recognising the key role that Corporate Parents play in the lives of care experienced people. 176
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• A Care Experienced young person nominated the Council for the ‘Creating Financial Equality’ category, which we won. This award was in relation to North Ayrshire Council being the first local authority in Scotland to introduce a Council Tax exemption for Care Experienced people, up to the age of 26. This was introduced as a local initiative in recognition of the barriers that can prevent care experienced people experiencing financial freedom. After discussions with the Scottish Government, this was then introduced nationally across Scotland. The judging panel was comprised of a diverse group of care experienced people and representatives from Who Cares? Scotland who dedicated their free time to helping shortlist the nominations. • We held a range of events during Care Experienced Week this year (21st – 27th October 2024). We have worked closely with the internal Media and Communications Team to provide a series of videos and information across social media and the NAC website. We also hosted a Family Cinema Night and a celebration at the Harbour Arts Centre for young people & staff. • Two Annual Promise Conferences are planned (one for primary school aged children and one for secondary/college aged learners). • We continue to work closely with care experienced young people. We held a summer programme this year with four trips offered to care experienced young people and their families. Our school Champions Boards (Youth Forums) run monthly in Secondary schools across North Ayrshire and from January 2025 onwards schools will have the option to introduce this group as part of their timetable. There will also still be the opportunity for a lunch time group within school as well. • Implementation of the Signs of Safety model by the HSCP. This approach is designed to place parents, children and those naturally connected to the child at the centre of the assessment, decision-making, and planning process. The goal is to ensure that children and young people can grow up within their families whenever possible. The Signs of Safety model emphasises a strengths-based, safety- organized approach to child protection casework 2.6 A motion was approved by the Council on 29 March 2023 in support of adding “care experienced” as a protected characteristic in North Ayrshire’s Equality Impact Assessments. In December 2023, the Council agreed to adopt the following definition of “care experienced” for the purpose of EIAs: “Anyone who is currently in care or has been for any length of time regardless of their age. This care may have been provided in many different settings, such as: (i) “Kinship Care” (living with a relative who is not your mum or dad (ii) “Looked After at Home” (with the help of Social Work) (iii) “Residential Care” (Living in a residential home or school) (iv) “Foster Care” (living with foster carers) (v) “Secure Care” (living in a secure accommodation), (vi) “Adoption” (living with adoptive parents.” The proposed definition within the consultation includes all of these settings as well as Supported Accommodation. 177
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2.7 The consultation response at Appendix 1 sets out proposed support for the need for a clear and universal definition of care experience. The challenges facing people with care experience have been the subject of regular discussion through our Promise Champions Board, with the need for an improved understanding what it means to be care experienced, types of care experience, and the rights and entitlements that care experienced people can access. An agreed definition would help avoid confusion, reduce stigma, and improve consistency of supports and entitlements provided to those with care experience. 3. Proposals 3.1 Cabinet is asked to approve the consultation response from North Ayrshire Council included at Appendix 1 and for this to be submitted to the Scottish Government by 8 January 2025. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 None. There may be future legal implications from a sector wide agreed definition of care experience. Equality/Socio-economic 4.4 North Ayrshire Council and the HSCP are already committed to “The Promise” and to supporting those with care experience as outlined in the proposed response. Climate Change and Carbon 4.5 None. Key Priorities 4.6 The proposals will deliver on the Council’s key priorities of Wellbeing: To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people and Communities and Local Democracy: We will have active, inclusive and resilient communities by helping to define work which ensures young people with care experience are supported to achieve their potential and to be an active part of their community. 178
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This also aligns with the key priorities of the HSCP around providing Early and Effective Support, Tackling Inequalities and Enabling Communities. Community Wealth Building 4.7 None. 5. Consultation 5.1 This is a national Scottish Government consultation launched on 9 October 2024 and is due to close on 8 January 2025. The consultation is open to all citizens and organisations. David W. Hammond Executive Director, Communities and Housing For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415 or Elizabeth Stewart, Head of Service (Children, Families and Justice Services) on 01294 317727 Background Papers Appendix 1 – Proposed Consultation Response 179
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Appendix 1 – Proposed Response 1. Do you agree or disagree that there is a need for a universal definition to describe ‘care experience’? Agree strongly. 2. What are your views on the potential advantages of developing a universal definition of ‘care experience’? A universal definition would mean that everyone could have a better understanding of the persons included in the term “care experienced”, which would in turn result in a better understanding of the rights and entitlements those persons could access. This could improve consistency in the entitlements that care experienced people access as this currently looks very different between local authorities. It could support the reduction of stigma around the term ‘care experience’ by making it universally known and understood. This could enhance a sense of community between care experienced people and broaden the opportunity to connect. Care experienced people who are currently unaware that they are care experienced could find it easier to self-identify with the term and access rights and entitlements if it is better understood. It could sharpen the understanding of non-care experienced people to the types of care experience and the work of The Promise. It could increase care experienced people’s faith in their Corporate Parents taking them & their experiences seriously. Additionally, having many different terms e.g. ‘Looked After,’ ‘Care Leaver,’ ‘Continuing Care,’ ‘Throughcare,’ ‘Aftercare,’ ‘Care Experienced’ etc, can be confusing for all. 3. What are your views on the potential disadvantages of developing a universal definition of ‘care experience’? We believe that the potential advantages outweigh the potential disadvantages. A universal definition might not capture the unique and diverse experience of all individuals who are care experienced. This could lead to a one size fits all approach that overlooks specific needs and circumstances, that said, it is also recognised that the definition may become too lengthy as it will need to include the many types of care that people experience. A definition would need to be as succinct as possible but should not erase any important information. A broader definition could increase the number of individuals eligible for certain supports and services, potentially stretching resources even further and impacting the quality of support provided. Definitions can become outdated, and this would need to be considered when thinking about its applicability long-term. Each person’s experience will be unique. Rights and entitlements will vary greatly for different age groups. Therefore, it might prove difficult to create a concise definition that encapsulates the vast range of experiences, ages, types, and needs. 180
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People’s opinions may vary greatly when discussing such a sensitive matter, therefore, there is the risk that some may feel unhappy with the result. This looks to already be considered by offering the opportunity to engage in a wide consultation. There is the possibility that if we continue to label children and young people, it could well be that the term “care experienced” becomes a stigmatising label itself and is something that we should remain mindful of. In addition, for some children, especially those on compulsory supervision orders at home, they may not have knowledge or recollection of this legal order and by attaching the term care experienced, it may trigger or take an individual back to a challenging time in their life and it could be detrimental to both the individual and their relationship with their family. Whilst we remain supportive of any commitment to positive action to improve the lives of care experienced children and to create communities where all children grow up loved, safe and respected, careful consideration must be given to delineate between positive action and positive discrimination to ensure full compliance with the Equality Act 2010. 4. Do you have any views on the definition of ‘Care Leaver’ as set out in the consultation paper? As mentioned in the consultation paper, care needs to be taken when creating a universal definition to consider how this interacts with existing legislation that makes it clear who has legal rights and duties to support care experienced people. These people should continue to be held accountable. A definition should ensure that the entitlements that can be legally accessed as a care experienced person remain clear to both practitioners and care experienced people. 5. Do you have any views on the statutory definition of ‘Looked After’ as set out in the consultation paper? While this definition may make it clear for some practitioners supporting care experienced people to allocate resources, the definition does not describe care in a way that is easy to understand for all. Nor does it refer to the guidance that a person is termed care experienced even once they are no longer ‘Looked After’ by the local authority and after experiencing care at any age, stage or duration of their life. 6. What experience of care would you expect to be covered by any definition of 'care experience'? Please choose all that apply. A motion was approved by North Ayrshire Council on 29 March 2023 in support of adding “care experienced” as a protected characteristic in North Ayrshire’s Equality Impact Assessments. In December 2023, the North Ayrshire Council agreed to adopt the following definition of “care experienced” for the purpose of EIAs: “Anyone who is currently in care or has been for any length of time regardless of their age. This care may have been provided in many different settings, such as: (i) “Kinship Care” (living with a relative who is not your mum or dad (ii) “Looked After at Home” (with the help of Social Work) (iii) “Residential Care” (Living in a residential home or school) 181
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(iv) “Foster Care” (living with foster carers) (v) “Secure Care” (living in a secure accommodation), (vi) “Adoption” (living with adoptive parents.” The proposed definition within the consultation includes all of these settings as well as Supported Accommodation. There are risks with including Supported Accommodation in the definition as this is not a clearly defined setting with different understanding of what Supported Accommodation is and its use from a housing perspective across a number of client groups and social care settings. Any agreed definition including defining specific care settings would need to take cognisance the legislative framework including the requirement for a decision by the Children’s Hearing System or a Court. 7. Do you have any other comments about a proposed universal definition of ‘care experience’? We regularly consult with young people during our Champions Board meetings. They have expressed that they would like both Corporate Parents and peers to have an improved understanding of what it means to be care experienced, the types of care experience, and the rights and entitlements that can be accessed. They believe that others often confuse them with Young Carers or people with disabilities who require personal care. They think that an improved, shared understanding for all could reduce the stigma and discrimination they can face. As practitioners, it would help to have a universal definition when we discuss care experience across services and collaborate as a Promise Champions staff network. This could potentially help all staff with Corporate Parenting responsibilities to understand and refine their duties to our care experienced people. Even with all the above said, it is also important to note that agreeing a universal definition does not ensure that individuals will automatically have access to entitlements. Anecdotal information tells us that there are some individuals who don’t consider themselves to be care experienced despite their circumstances growing up. From a service perspective, many are reliant on individuals sharing that they are care experienced to allow them to access additional supports. Within Health Visiting services for example, parents are required to tell their allocated Health Visitor of their care experience, so they can access their entitlement to funded early learning and childcare for their children aged younger than 3 years old. With multiple systems in place across services, the sharing of information which would remove barriers to access supports is a very long way off and therefore places more of a reliance on professionals to ask the question, and for the individual to 1) know they are care experienced and 2) feel able to share that without fear of discrimination/ judgement. 8. Do you have any comments on the existing language of care? The language of care towards care experienced people still needs to improve. There have been several encouraging steps made so far, and many practitioners are keen to review & improve their use of written and spoken language. Each & Every Child offer free, 182
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attentive support. As a Council, we have pledged to using our Care Experienced Language Charter and Anti-Discrimination & Stigma Policy written by our care experienced young people who attend our Champions Board. We have a variety of additional supports on offer for those who require assistance. Language of care continues to be a priority for us and will develop in 2025, and beyond. That said, for some services and functions, there will remain a need to understand current legal status for children as opposed to their overarching lifelong experience. For example, looked after children are entitled to a health assessment. This assessment is only an entitlement for the duration of the child or young person’s legal order and not for children and young people who have previously been looked after, and therefore are considered to be care experienced. 9. Do you have any suggestions on potential ways to change and improve the language of care? There needs to be more steps taken for the public, and non-care experienced young people, to better understand the ‘Care System’ and hear structured real-life stories of experience and progress. It could be beneficial for practitioners to hear about what other local authorities are doing that has worked well. 10. Are you aware of good practice to change and improve the language of care? We are aware of some good practice happening in local authorities across the country to change and improve the language of care. We have worked closely with Each & Every Child over the past couple of years to provide opportunities for both staff and Care Experienced people. The HSCP have implemented the Signs of Safety model of practice. This is a strength and relationship-based framework that aims to work in partnership with children and their families. The model focuses heavily on how we communicate and work with children and their families. A shift in language is central to the changes in practice. Professionals from different disciplines use the same language, which helps in creating a unified approach to addressing concerns and working towards shared goals. All written and verbal communications with families are in clear, everyday language. This helps families understand the concerns and the steps being taken to ensure safety. There is a greater focus on positives, strengths and framing in a bid for the process of intervention to be viewed as supportive rather than punitive. The model has been well received by both families and the workforce with families noted to feel more empowered. More widely, the redesign of the Children's Hearings System in Scotland places a strong emphasis on the use of language to ensure it is supportive, non-judgmental, and easily understood by children and families. As mentioned, this area continues to be a priority for us as a Council and we would welcome the opportunity to hear about other areas of good practice, as well as sharing our own experience. As referred to in question 8, the North Ayrshire Corporate Parenting Team developed a Language Charter in 2023. Copy is attached for reference. 183
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NA CE Language Charter.pdf 11. Further information about your organisation's response: As mentioned, this topic has and continues to be regularly discussed with our care experienced community during Champions Board meetings and other youth work events, and with North Ayrshire-wide Corporate Parents during our Promise Champions staff network meetings and training events. 12. How satisfied were you with this consultation? Very satisfied. 13. Please enter comments here: The consultation was clear. The steps were easy to follow, and the questions were applicable to the subject matter. 14. How would you rate your satisfaction with using this platform (Citizen Space) to respond to this consultation? Very satisfied. 15. Please enter comments here: The format was accessible. 184
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NORTH AYRSHIRE COUNCIL 03 December 2024 Cabinet Title: Roads Winter Service and Weather Emergencies Plan 2024/25 Purpose: To seek approval from Cabinet for the Roads Winter Service and Weather Emergencies Plan 2024/25. Recommendation: That Cabinet (a) approves the Roads Winter Service and Weather Emergencies Plan 2024/25; and (b) notes the preparations and actions taken which are contained in the Winter Preparation Action Plan. 1. Executive Summary 1.1 North Ayrshire Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads which by definition includes carriageways, footways, footpaths, pedestrian precincts, etc. 1.2 The Council is also responsible for the management and operation of the coastal flood protection controls at Largs and Saltcoats. The Council will close the flood gates on the promenades and erect the flood barriers at Largs Pier in advance of predicted severe weather with minimum disruption to promenade users and the Largs to Cumbrae ferry. Coastal flooding can occur at any time and, accordingly, the Council provides this service throughout the year. 1.3 A review of the Council's Winter & Weather Emergencies Service was undertaken over the summer months. The 2024/25 Winter Preparation Action Plan has been developed to ensure adequate preparations and effective arrangements are in place for 2024/25. The Winter Preparation Action Plan is included at Appendix 1. 1.4 The Roads Winter Service and Weather Emergencies Plan 2024/25 is contained at Appendix 2. 2. Background 2.1 In its statutory role as the local Roads Authority, the aim of North Ayrshire Council in respect of its winter service and weather emergencies is to: • provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions. • establish a pattern of working which will keep delays, diversions, or road closures to a minimum during adverse weather conditions. • conduct operations having regard to the requirements of the Health & Safety at Work Act 1974 and any other relevant enactments. Agenda Item 11 185
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2.2 Separately, the Trunk Road Network is the responsibility of Transport Scotland and their management contractor, Amey. The Trunk Road network includes the A78, the A737 from Kilwinning to the Renfrewshire Boundary and A738 from the Pennyburn Roundabout to the A737 Dalry Road, Kilwinning. 2.3 All winter gritting and snow clearing operations on the Trunk Road Network are the responsibility of Amey. The Council’s Roads Team do however liaise on a regular basis with the trunk road operator during periods of adverse weather in order to provide the best possible seamless service to the travelling public. 2.4 The Council’s current updated Winter Preparation Action Plan 2024/25 highlights a number of key areas where preparation arrangements are being reviewed and refreshed: • Salt supply resilience, storage and capacity • Resilience arrangements • Grit bins/community resilience 2.5 Whilst the Council's primary focus is on our Priority Network, our communities have an expectation of wider assistance during extreme weather, for example in and around schools, in residential streets, car parking areas etc. There are approximately 500 grit bins provided on the road network. Salt is also available from a number of supply points throughout the Council area. Details of planned winter treatments are posted on the Council’s website. In addition, details of disruption to the road network caused by adverse weather are also posted on the website. In periods of severe weather Elected Members are also provided with regular service updates. 2.6 Road hazard weather forecasting is provided through a collaborative contract led by South Lanarkshire Council. Weather Forecast provider, MetDesk Limited, is appointed as the weather forecast provider. During the winter period MetDesk Limited will provide the weather forecasting service and monitor road and weather conditions. 2.7 The Council’s gritting routes have been developed from thermal mapping of the road network. Thermal mapping is a process by which the variation of minimum night-time road surface temperature is measured, and this provides the temperature relationship across the whole network, identifying those sections of the road which are likely to freeze first. Thermal Mapping identifies colder roads and enables selective targeting of those areas in need of treatment. Our gritting routes are unchanged for this winter, details of each Priority route are provided on the Council’s web pages at: http://www.north-ayrshire.gov.uk/roads-and-travel/winter-gritting.aspx 2.8 Priority 1 routes will be treated on receipt of an adverse weather forecast as detailed in the decision-making matrix contained in Appendix C of the Winter Service and Weather Emergencies Plan 2024/25. 2.9 Priority 2 routes will be treated in addition to Priority 1 routes when sub-zero temperatures are forecast to extend beyond midday and will be treated following completion of Priority 1 routes. Generally, the treatment of Priority 2 routes will commence at 8.00am however appropriate treatment may be instructed at any time depending on conditions. 2.10 Priority 3 routes will generally only be treated following severe weather or when sub- zero conditions are forecast to continue over an extended period. They will be treated as resources permit only after all Priority 1 and Priority 2 routes are clear unless identified as an emergency. 186
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2.11 Operational resources from Neighbourhood Services (Roads and Streetscene) will be provided for the Winter and Weather Emergencies Service. The stand-by period for carriageway treatments will be 10 October 2024 until 10 April 2025. This period may be extended beyond the given dates if required. These arrangements include home stand- by which is activated by the designated Winter Supervisor when instructed by the Winter Controller or as the result of hazardous road conditions being reported. Arrangements have also been made with Streetscene to assist with the treatment of priority footways over the winter season and stand-by arrangements are also in place with Streetscene to treat footways, when necessary, at weekends from 23 November 2024 through to 2 February 2025 and over the festive holiday period. Generally, the treatment of footways will commence at 8.00am. 2.12 Last winter season, which was generally a mild winter the Service used 5,848 tonnes of salt, this was similar to the previous year when we used 5,097 tonnes of salt treating the road network, however in winter 2020/21, which was a colder winter, the Service used 8,153 tonnes of salt during the winter. A total of approximately 7,000 tonnes of salt will be stored at our Goldcraigs Depot and 2,400 tonnes at our Market Road Depot on Arran, complying with the salt stock levels agreed with the West of Scotland Regional Resilience Partnership (WoSRRP). In addition, salt will be distributed to Streetscene Depots to assist with the treatment of footways. Salt usage will be monitored weekly and stocks will be augmented if necessary. 2.13 The role of communities to provide their own resilience is recognised and grit bins will be replenished to allow communities to self-help during periods of adverse weather within available resources over the winter period. 2.14 Similar to last winter, winter treatment decisions and any road closures due to adverse weather will be provided on the Council’s website. 2.15 A pre-winter planning meeting was held on 3 September 2024 with Managers from across Council Services. This meeting was held to ensure Services are taking the necessary steps to prepare for the severities of winter weather. 2.16 A planning exercise known as the ‘dry run’ was carried out on 4 October 2024 to check our readiness for the forthcoming winter season. 2.17 The weather stations on the A760 at Catburn, between Largs and Kilbirnie, and on the B880 String Road, Arran have been serviced and calibrated and will assist Winter Controllers and Supervisors in monitoring weather conditions. Cameras are fitted on the weather stations and images from the these are available to members of the public through the Council’s website. 2.18 Each year, a Winter Preparation Action Plan is created to ensure adequate and appropriate arrangements are being put in place for the forthcoming winter. The 2024/25 Action Plan detailed at Appendix 1 confirms all planned actions are either complete or are on target. 2.19 In critical situations should our operational resources be impacted; a reduced priority network has been developed to ensure that essential transport links can continue to be treated during adverse weather conditions. This minimum resilience network will assist in maintaining network access for vital services in extreme circumstances. 3. Proposals 3.1 Cabinet is asked to approve the Roads Winter Service and Weather Emergencies Plan 187
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2024/25 and note the preparations undertaken as detailed in the attached 2024/25 Winter Preparation Action Plan. 4. Implications/Socio-economic Duty Financial 4.1 A budget of £0.658 m has been allocated for the delivery of the Roads Winter Service and Weather Emergencies Plan 2024/25. Human Resources 4.2 The Winter Service and Weather Emergencies Plan will be delivered within existing resources. Legal 4.3 The Council has a statutory obligation under Section 34 of the Roads (Scotland) Act 1984 "to take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads". Equality/Socio-economic 4.4 The delivery of the Winter Service maintains accessibility to our towns and communities and supports social and economic activity. Climate Change and Carbon 4.5 This report provides details of operational arrangements in place for responding to Climate and related weather emergency incidents. There are no carbon issues arising directly as a result of this report. Key Priorities 4.6 Delivery of the winter service supports the Council Plan priority of keeping North Ayrshire residents safe. Community Wealth Building 4.7 Delivery of the Winter and Weather Emergencies Service supports Community Wealth Building by maintaining a resilient road network enabling access to employment and movement of goods and services. 188
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5. Consultation 5.1 Consultation regarding preparations for the forthcoming winter season and the development of the Winter Action Plan was undertaken with The Ayrshire Civil Contingencies Team, Transport, Streetscene, Waste Services, Communications, Customer Services, North Ayrshire Health and Social Care Partnership, Education, Housing, suppliers, and external organisations. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Neighbourhood Services on 01294 324570. Background Papers Appendix 1 – Winter Preparation Action Plan 2024-25 Appendix 2 – Winter Service 2024-25 189
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1 Appendix 1 NEIGHBOURHOOD SERVICES - 2024/25 WINTER PREPARATION ACTION PLAN Service Improvement Action Existing Operation Proposed Action Timescale Progress 1.0 Policies, Procedures & Guidance 1.1 Review Existing Policy and Procedures document Winter and Weather Emergencies Procedures and Resources Document reviewed on annual basis. Review annually after each Winter Period. September 2024 Complete 2.0 Review of Existing Winter Maintenance Operations 2.1 Existing Priority Gritting Routes Priority 1 routes cover 44% of the network, Priority 2 routes cover 21% of the network. No changes proposed, review annually. September 2024 Complete 2.2 Non-Priority Routes Priority 3 routes are treated following an extended cold spell or following severe weather. No changes. September 2024 Complete 2.3 Footway Gritting Formal arrangement with Streetscene for assisting with reactive delivery of the winter service. Review annually. September 2024 Complete 2.4 Assistance from outside parties Formal arrangement in place with local contractors to assist in the event of extreme weather conditions. Review annually. Arrangements made for a contractor to provide Gritting on Cumbrae for this winter. September 2024 Complete Service Improvement Action Existing Operation Proposed Action Timescale Progress 2.5 Gritting of other Council locations Education and Housing have arrangements in place with Streetscene and Community Justice Review arrangements annually. September 2024 Complete 190
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2 for assistance with snow clearing and gritting. 2.6 Network Resilience Resilience network developed should drivers be depleted in extreme situations (eg. The Pandemic) Mutual aid arrangements established with neighbouring authorities Trunk Road Operator. Review annually September 2024 Complete 3.0 Winter Gritting Fleet 3.1 Winter Gritting Fleet The gritting fleet comprise 13 No. 18 tonne Econ Uni-Bodies and 1 No 7.5 Tonne Econ Uni-Bodies and 1 Trailer Gritter. 1 new 7.5 tonne Multi-spread to be provided for this winter season. Vehicles to be serviced and gritter units to be calibrated. October 2024 Complete 4.0 Operational Controls 4.1 Weather forecast provision The Council’s weather forecast service is currently procured by means of a collaborative contract with 12 other Local Authorities in the South West of Scotland. A contract is in place for this winter with MetDesk Limited, Contract was awarded for 4 years + 2 year extension option, commencing May 2023. September 2024 Complete 4.2 Ice Prediction methods North Ayrshire Council has two weather stations installed on the road network and has access to a further two weather stations in the Council area, provided by Transport Scotland, on the trunk road network. We also have access to a number of additional weather stations on our neighbouring authorities’ road network. Stations to be serviced and calibrated for start of winter season. September 2024 Complete 191
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3 Service Improvement Action Existing Operation Proposed Action Timescale Progress 4.3 Winter Gritting Records Records of winter instructions and operations recorded on Vaisala Manager - Winter Roads Management System. Record footway treatments undertaken. Continue to record roads winter actions on Vaisala Manager - Winter Roads Management System. September 2024 Complete 4.4 Business Continuity The provision of Winter and Weather Emergencies Procedures and Resources document is included within the Business Continuity Plan. Review Business Continuity Plan. Review Annually Complete 5.0 Salt 5.1 Salt Storage Ensure salt stock complies with Scottish Government resilience levels prior to the onset of the winter season. 7000 Tonnes of salt to be stored at Goldcraigs Depot and 2400 tonnes to be stored on Arran for start of winter season. Review Annually Complete 5.2 Salt Distribution Procedure implemented for salt distribution throughout Council Services in place at Depot. Review and ensure all staff are aware of procedures annually. Review Annually Complete 6.0 Communication 6.1 Information available to Members, Council Services, general public and other stakeholders Weather forecasts and winter decisions distributed across Services. Roads winter gritting decision posted on Council Website. Details of any road closures due to adverse weather posted on Website. Issue information to Locality Planning Partnerships. Continue to provide information on the Council website. Monitor effectiveness of information provided on the Council website. Promote Roads Winter Service during Customer Services Week and Are You Ready for Winter campaign. Oct/Nov 2024 Review Annually Review Annually Oct/Nov 2024 On target Complete On target On target 192
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4 7.0 Measuring Performance 7.1 Monitor performance of winter actions Performance is currently measured using APSE Performance indicators which measure efficiency in relation to documented procedures. Review annually. October 2024 On target 7.2 Monitor performance on individual routes Gritting routes optimised following thermal mapping exercise undertaken during winter season 2018/19. No changes proposed, review annually. September 2024 Complete 8.0 Training 8.1 Winter Service Training Staff trained in delivery of winter service. Identify training needs of personnel involved with the provision of the winter maintenance service. Arrange appropriate training. Review Annually Complete 8.2 Severe Weather Exercise Ayrshire Local Resilience Partnership arrange Severe Weather tabletop exercises periodically. Appropriate attendance at ALRP exercises as arranged. As arranged. Complete 9.0 Health & Safety 9.1 Toolbox Talks Toolbox talks are delivered to all personnel engaged in the delivery of the winter maintenance service. Review annually and provide toolbox talk at the start of each winter. Annually Complete 193
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APPENDIX 2 Neighbourhood Services Roads Winter Service and Weather Emergencies Plan 2024 to 2025 Cunninghame House Irvine Ayrshire KA12 8EE Phone: 01294 310000 194
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1 | P a g e Contents 1. Introduction ............................................................................................................... 3 2. Priorities For Winter Treatment ................................................................................. 4 2.1.1 Carriageway Priorities ........................................................................................ 4 2.1.2 Carriageway Routes for Proactive Treatment .................................................... 4 2.1.3 Carriageway Routes for Reactive Treatment ..................................................... 4 2.1.4 Carriageway Routes for Snow Clearance .......................................................... 5 2.1.5 Cumbrae ............................................................................................................ 5 2.2 Footway/Footpath Priorities ............................................................................... 5 2.3 Cycle Routes ...................................................................................................... 6 2.4 Response and Treatment Times ........................................................................ 6 3. Organisation .............................................................................................................. 6 4.1 General .............................................................................................................. 7 4.2 Labour ................................................................................................................ 7 4.3 Vehicle Plant and Equipment ............................................................................. 7 4.4 Salt ..................................................................................................................... 8 5. Other Resources ....................................................................................................... 8 6. Weather Forecasting ................................................................................................. 8 7. Decision Making ........................................................................................................... 9 .8. Ice Prediction .......................................................................................................... 10 9. Road Condition Reports .......................................................................................... 10 10. Communications .................................................................................................. 10 11. Road Closures ..................................................................................................... 11 12. Liaison With Police Scotland ............................................................................... 11 13. Ayrshire Local Resilience Partnership (ALRP) Disruptive Weather Response Arrangements ................................................................................................................. 12 14. Cross Boundary Arrangements ........................................................................... 12 195
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2 | P a g e 15. Vehicle Routes .................................................................................................... 12 16. Precautionary Salting .......................................................................................... 13 17. Grit Bins ............................................................................................................... 14 18. Largs And Saltcoats Flood Protection Schemes .................................................. 14 19. Sandbag Procedures ........................................................................................... 14 20. Resilience Arrangements .................................................................................... 15 Appendix A - Level of Service ......................................................................................... 16 Appendix B - Decision Making ........................................................................................ 17 Winter Treatment Spread Rate Matrix ............................................................................ 18 Appendix C - Summary of Available Labour & Plant ..................................................... 200 Appendix D - Community Grit Bins ................................................................................. 21 Appendix E - Summary of Available Materials .............................................................. 222 Appendix F - Salt Resilience Plan (Mainland) ............................................................... 233 Appendix G - Contact Address & Telephone Numbers ................................................. 255 Appendix H - Distribution List ........................................................................................ 266 Appendix I - Bridges with Weight or Height Restrictions ............................................... 277 Appendix J - Arrangements with other Authorities .......................................................... 29 Appendix K - Grit Bin Policy & Procedure ..................................................................... 300 Winter gritting (north-ayrshire.gov.uk) ........................................................................ 300 Appendix L - Winter Minimal Resilience Network ........................................................... 31 196
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3 | P a g e 1. Introduction North Ayrshire Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads which includes carriageways, footways, footpaths, pedestrian precincts. In its statutory role as the local Roads Authority, the aim of North Ayrshire Council in respect of its winter service and weather emergencies is to: - 1. provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions. 2. establish a pattern of working which will keep delays, diversions, or road closures to a minimum during adverse weather conditions. 3. conduct operations having regard to the requirements of the Health & Safety at Work Act 1974 and any other relevant enactments. This Plan only relates to the Council’s duties as Roads Authority and does not cover the wider response of the Council during winter and other weather emergencies. North Ayrshire Council has no responsibility for the treatment of trunk roads. From 01 April 2001, the contract for management and maintenance of the trunk roads in Scotland has been awarded by the Scottish Government to the private sector. The successful contractor for the South West of Scotland is Amey and the roads involved in North Ayrshire are as follows: - A78 full length from Meadowhead roundabout, Dundonald to Inverclyde boundary at Skelmorlie. A737 Dalry Road, Kilwinning to Renfrewshire boundary. A738 Pennyburn roundabout to A737 Dalry Road, Kilwinning All winter gritting and snow clearing operations on these roads will be the responsibility of Amey. North Ayrshire Council’s Neighbourhood Services (Roads) and Amey liaise on a regular basis during periods of adverse weather to provide the best possible service to the travelling public. North Ayrshire Council is also responsible for the management and operation of the coastal flood protection controls at Largs and Saltcoats. The Council will close the flood gates on the promenade and erect the flood barriers at Largs Pier in advance of predicted severe weather with minimum disruption to promenade users and the Largs to Cumbrae ferry. Coastal flooding can occur at any time and, accordingly, the Council will provide this service throughout the year. In the event of extreme weather similar to that which was experienced on Arran late March 2013, where major disruption affected large parts of the community, a coordinated response is adopted by the Council to ensure public safety. In dealing with such emergencies, Police Scotland initially lead the emergency or response stage of the emergency. Thereafter, the Council leads the recovery stage. Generally, there are 3 levels of Civil Contingencies response. There is a strategic group at National 197
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4 | P a g e or Strathclyde wide level, a tactical group at North Ayrshire level and an operational group at local level. The Ayrshire Civil Contingencies Team (ACCT) act as lead for the Council and implement the Civil Contingencies Plan liaising with all relevant Stakeholders identified within the Plan. 2. Priorities For Winter Treatment North Ayrshire Council has defined the priorities for carriageway and footway/footpath treatment as follows: 2.1.1 Carriageway Priorities Where slush is formed, this shall be removed as soon as practicable to avoid the risk of rutting should there be a further significant fall in road temperatures which might result in freezing conditions. 2.1.2 Carriageway Routes for Proactive Treatment Priority 1 – Strategic, Main Distributor and Distributor routes, bus routes and certain pre- determined Secondary Distributor routes identified from the Local Transport Strategy (LTS) will be treated when it is forecast that snow or ice is likely to be present on road surfaces. Due to the various climatic domains within North Ayrshire the Priority 1 routes may be adjusted to cover either the four pre-determined Inland Routes or two pre-determined High Routes which all currently form part of our existing Priority Network. Priority 1 gritting routes are available on the Council website here Winter gritting (north- ayrshire.gov.uk) 2.1.3 Carriageway Routes for Reactive Treatment Priority 2 – Remaining Secondary Distributor, local access, and residential distributor roads. Given the presence of ice and snow, Priority 2 routes may be treated during normal working hours as resources permit, when sub-zero temperatures are forecast to continue beyond midday following completion of Priority 1 routes. Priority 3 – The remaining road network including minor rural unclassified routes and remaining residential areas not already covered. Priority 3 routes will be treated as resources permit when sub-zero conditions are forecast to continue over an extended period only after all Priority 1 and Priority 2 routes are clear unless it is identified as an emergency. 198
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5 | P a g e 2.1.4 Carriageway Routes for Snow Clearance On receipt of a weather warning predicting medium (25 - 100 millimetres deep) or heavy (over 100 millimetres deep) snowfalls, the Senior Manager (Network) where appropriate, will recall to depots such vehicles capable of being equipped with snow ploughs. While snow is still falling the Strategic and Main Distributor Network will be prioritised for ploughing and treatment in order to target resources and to keep these routes open for traffic. After snow has stopped falling but is lying, the remaining Priority 1 precautionary routes will be ploughed and treated before commencing ploughing and treatment on Priority 2 and Priority 3 routes as resources and conditions permit. 2.1.5 Cumbrae There are no Roads Operatives based on the Isle of Cumbrae, however contract arrangements have been made to carry out gritting operations and assist with weather emergencies on the Island. 2.2 Footway/Footpath Priorities With limited resources available footways and footpaths will only be treated when considered necessary (heavy snowfall or extensive icing). They will normally only be treated during normal working hours (commencing from 8am), but arrangements are in place to undertake emergency work out of normal working hours, weekends, and public holidays in extreme circumstances. Generally, treatment of footways and footpaths will be reactionary and not pre-planned, and where possible work will be undertaken during normal working hours. When treatment is instructed the following priorities will apply: - Priority 1 Routes will be considered for treatment if it is forecast that ice or snow is likely to be present or where surfaces are wet with temperatures forecast to remain below zero until 10am the next working day. Priority 1 Routes - Urban shopping areas and precincts, footway access to schools, emergency facilities including fire and rescue, police and ambulance services, hospitals, sheltered housing, doctors surgeries and health centres. Priority 2 routes will be treated if it is forecast that ice or snow is likely to be present with temperatures forecast to remain below zero for a prolonged period only after priority 1 routes are clear. Priority 2 Routes - Steep hills on main distributor and residential distributor routes, routes to bus stops, only after all Priority 1 have been cleared: 199
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6 | P a g e Priority 3 routes will be treated if it is forecast that ice or snow is likely to be present with temperatures forecast to remain below zero for a prolonged period only after priority 1 and 2 routes are clear. Priority 3 Routes - Other areas of high pedestrian concentration. Streetscene staff will assist with the treatment of footways. To maximise coverage on footways, generally only one side of a road will be initially treated. It is not possible for the Council to treat all footways and footpaths within North Ayrshire. As such the Council encourages the community to participate in self-help, through the use of grit bins which can be requested through the grit bin application process. Grit bins will only be allocated where it has been assessed and deemed as an appropriate location by the Council. 2.3 Cycle Routes With limited manpower resources no treatment will be carried out on off road cycle routes. 2.4 Response and Treatment Times Routine precautionary salting of priority 1 carriageway routes should be completed within 3 hours of the planned start time. For emergency or unplanned salting, the start time from leaving the depot shall be no more than 1 hour. 3. Organisation The Head of Neighbourhood Services is responsible for specifying the level of winter service required based on approval from the Council. The Senior Manager (Network) is responsible for implementing this service. A duty Winter Controller and Winter Supervisor will be appointed by the Senior Manager (Network) for the whole of the winter period covered by these procedures (mid-October to early April) 200
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7 | P a g e 4. North Ayrshire Council Resources (Roads) 4.1 General Following approval from the Council, it is the responsibility of the Head of Neighbourhood Services to define the level of service to be provided within their sphere of operations and to issue appropriate instructions to the Senior Manager (Network) to provide the necessary labour and plant for winter operations. This level of service will be based on the national Code of Practice for Well Managed Highway Infrastructure (see Appendix A). The level of winter treatment is established utilising the weather forecasts provided by MetDesk Limited in accordance with the winter treatment matrix (Appendix B). The Senior Manager (Network) shall thereafter be responsible for advising the Head of Service of any matters which may affect his ability to deal with adverse weather conditions such as. labour disputes, extensive plant breakdowns. Labour resources from Neighbourhood Services (Roads) will be provided for the Winter and Weather Emergencies Service. The stand-by period will be 24 October 2024 until 10 April 2025. This period may be extended beyond the given dates if conditions warrant such action. These arrangements include home stand-by which is activated by the designated Winter Supervisor when instructed by the Winter Controller or as the result of hazardous road conditions being reported. 4.2 Labour A proportion of the roads labour force will be on stand-by for winter service operations out of normal working hours, with the remainder on call out as necessary. This allows evening and early morning precautionary salting to be carried out on our priority carriageway network to undertake treatment before the morning rush hour. In determining the labour resources required for the winter service, cognisance is taken of the key objective to treat all priority routes before the commencement of the morning peak period. 4.3 Vehicle Plant and Equipment Prior to commencement of winter service operations, the Senior Manager (Network) will ensure that all equipment for salting roads and snow clearing is in working order and, where appropriate, that ancillary items can be fitted to vehicles without difficulty, such as ploughs set up on blocks to facilitate assembly. The above procedure should also be applied to vehicles and plant available under contract for the winter service. The Senior Manager (Network) will ensure that all vehicles engaged in the winter service are equipped with radios or other appropriate communication devices to allow contact to be maintained between the depot and operators. Superintendents have mobile telephones. There is also vehicle tracking system fitted and operational in all vehicles to reduce the risk associated with gritting operations. 201
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8 | P a g e A summary of labour, vehicles, plant, and equipment available for the winter service work is detailed in Appendix C. Once per year the Senior Manager (Network), will organise a trial closure of the flood gates and erection of the de-mountable barriers at the Largs and Saltcoats flood protection controls. This is to ensure that the gates and barriers remain in full working order and that all staff are familiar with the process. 4.4 Salt Salt is purchased through a Scotland Excel annual purchase contract. Mainland salt deliveries are stored in the salt barn within the Goldcraigs Depot. Salt on Arran is stored in the open at the Roads Depot in Market Road, Brodick. During the season, the Senior Manager (Network) will arrange for a weekly check to be made on the amount of salt used and for stocks to be augmented as necessary. There is a procedure in place at the depot to strictly control salt distribution. All vehicles are tagged and must cross the weighbridge to accurately record salt usage. This includes salt distributed to Streetscene and contractors assisting with winter service delivery. Small quantities of salt are available for issue free of charge to the public, subject to residents supplying a suitable container. Details of locations of community grit bins where small quantities of salt are available are given in Appendix D The planned salt stock level at commencement of winter is given in Appendix E. In the event of prolonged severe weather, the Council has a salt resilience plan (Appendix F), which will be implemented if conditions require. 5. Other Resources During adverse weather conditions, the Senior Manager (Network), (after consultation with the Head of Neighbourhood Services), shall, if necessary, augment his resources by the use of personnel from Streetscene and external contractors at rates agreed prior to engagement through a framework contract. The Head of Neighbourhood Services should be advised, as soon as practicable, of external resources engaged as a result of decisions made out with normal working hours. The Senior Manager (Network) will provide a supply of salt to Streetscene and external contractors where appropriate to permit the treatment of agreed footways/footpaths. This will be managed through a salt management system based at Goldcraigs Roads Depot. 6. Weather Forecasting North Ayrshire Council, through a collaborative contract led by South Lanarkshire Council, has appointed MetDesk Limited, as their weather forecast provider. During the winter service period MetDesk Limited will provide a weather forecasting service and monitor road and weather conditions. 202
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9 | P a g e The forecasters receive, monitor, and interpret, climatic, ice prediction and weather radar information on a continuous basis and provide detailed weather forecasts on a daily basis during the whole winter period. SEPA operate a coastal flood warning system for the Firth of Clyde. If storm surges and coastal flooding are predicted, SEPA provide advance warning to the Council by e-mail and also through their Floodline service which is available on their website or by phone. This service is available all year round. 7. Decision Making The Senior Manager (Network) will appoint suitably trained and experienced personnel as Winter Controllers. During the winter season the Winter Controller will receive the weather forecast around 12.00 hours and decide on the treatment to be carried out. The Winter Controller will check the treatment decision of neighbouring authorities for consistency and reconsider if necessary. The weather forecast provider will provide an evening forecast around 18.00 hours and if this update indicates any change in the forecast the Winter Controller will amend the decision accordingly and advise the Winter Supervisor. For out of office hours, Saturdays, Sundays and public holidays the Senior Manager (Network) shall provide the weather forecast provider with contact telephone numbers of the on-duty Winter Controller. If the forecast conditions change from good to adverse at any time, then the weather forecast provider will phone the Winter Controller either at work or at home as appropriate. Thereafter, it is the responsibility of the Winter Controller to take action including the calling out of stand-by squads to undertake salting/snow clearing. Winter Controllers have the facility at any time to contact the weather forecast provider for advice or clarification of forecasts. These arrangements will be in place from 10 October 2024 until 10 April 2025 and these dates can be extended if required. The decision-making process is illustrated in Appendices A & B. The Head of Neighbourhood Services will appoint suitably trained staff and experienced personnel to manage the coastal flood prevention schemes at Largs and Saltcoats. During the winter season, this will be the Winter Controller. 203
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10 | P a g e 8. Ice Prediction In addition to the weather forecast information, the Council has available further information from sensors which have been installed at the locations listed below: - • A78 Ardrossan • A78 Sharphill • A737 Highfield • A760 Catburn • A735 Near Dunlop • B880 Arran, summit of The String The sensors provide current details of road and air temperatures and indicate the presence of moisture, thereby identifying locations that icing has occurred or where there is a risk that icing will occur. By utilising the data from these sensors, the weather forecast provider is able to supplement their forecast by producing site specific forecasts. The above information is available to the Winter Controller via computer link 24 hours a day throughout the winter period. 9. Road Condition Reports During periods of adverse weather, the Senior Manager (Network) shall receive reports on road conditions from the Winter Supervisor by 9.45am. These reports should be updated as necessary depending on changing circumstances. 10. Communications The Head of Neighbourhood Services or nominated senior manager will deal with statements to the Press, Radio, and Television regarding road conditions throughout the area. The Council’s Communication team will assist and may take the lead role depending on the nature of any significant event. General advice and information, along with timeous service updates, will be placed on the Council’s website. The Head of Neighbourhood Services (or nominated senior officer) will ensure that all staff involved in communication with members of the public are fully briefed with consistent and accurate information. A protocol has been agreed by the West of Scotland Regional Resilience Partnership (WoS RRP) and Ayrshire Civil Contingencies Team (ACCT) for the transfer of information in relation to Winter and Weather Emergencies. 204
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11 | P a g e The Council’s daily winter decisions are available for the public and can be accessed via the Council’s website. Any winter and weather emergencies can be reported to North Ayrshire Council and the Trunk Road Operators using the contact information contained within Appendix G. The distribution list for winter weather emergencies can be found under Appendix H. 11. Road Closures Where it is considered that a road is rendered unsafe due to adverse winter conditions then Police Scotland or persons acting on behalf of the Chief Constable will arrange to have the road closed and advise the on-duty Winter Supervisor as soon as possible of their actions. The Winter Supervisor will advise the Winter Controller/Senior Manager (Network) of any road closures. Appropriate measures will also be taken to re-direct traffic and to ensure that the necessary signs are put in place. When the road affected is a through route the adjoining Councils will be kept informed. Police Scotland will advise the other emergency services (Ambulance & Fire) of the closures. Prior to signing diversionary routes, the capacity of the roads and the headroom and weight restrictions of structures should be checked with the Winter Controller to ensure that they are adequate (see Appendix I). 12. Liaison With Police Scotland Neighbourhood Services (Roads) will ensure close liaison with Police Scotland, particularly during periods of severe weather. Where practicable, Police Scotland will be informed in advance of North Ayrshire Council’s proposed operations. Similarly, arrangements have been made for exchanging information on proposed actions with neighbouring authorities and the trunk road operating company. Where necessary the service will request appropriate assistance from Police Scotland when moving equipment, arranging road closures, and dealing with abandoned vehicles. Reports from Police Scotland regarding dangerous road conditions should be acted upon by the Winter Supervisor as soon as practicable, having regard to priorities in this document and the conditions pertaining throughout the area. 205
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12 | P a g e 13. Ayrshire Local Resilience Partnership (ALRP) Disruptive Weather Response Arrangements There have been several occasions when severe weather including high winds, heavy rain and snow has caused disruption to communities and services in Ayrshire. Arrangements are in place where partner organisations can trigger the ALRP Disruptive Weather Response Arrangements. The purpose of these arrangements are: - • To protect human life, property, and the environment • To implement a professional and coordinated multi-agency response to the incident in conjunction with our communities. • To maintain wider public confidence in the multi-agency response and minimise general community and infrastructure impact. • To ensuring that all possible measures are in place to protect vulnerable or displaced members of the community. • To support effective public communication regarding the incident along the principles of warning and informing. • To ensure awareness of the potential impact of events out with Ayrshire on the local multi-agency response. • To ensure that organisational and partnership learning points are captured to ensure a continuing focus on safeguarding the public. 14. Cross Boundary Arrangements Because the Council boundaries do not always coincide with convenient turning points at the end of gritting routes, arrangements have been drawn up with all adjacent authorities for the gritting routes to be continued short distances to appropriate turning points. See (Appendix J). 15. Vehicle Routes A thermal mapping exercise was undertaken on North Ayrshire’s road network over winter season 2018 to 2019 and routes have been developed by the Roads Service on the basis of the priorities listed in Section 2. However, in order to minimise unproductive mileage, some roads in a lower category may be treated out of sequence. This may also occur when conditions vary throughout the area. A complete set of route cards will be kept in the Neighbourhood Services (Roads) offices, with a duplicate set being held in Goldcraigs Depot. Treatment of precautionary carriageway salting routes should be completed within three hours of planned start time under routine conditions. When the Winter Controller instructs immediate winter service operations, the response time to start treatment should be within one hour. 206
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13 | P a g e It should be noted that gritting routes are either at or close to capacity and it is unlikely that any additions to routes could be considered without additional finance and human resources. 16. Precautionary Salting On receipt, within normal working hours, of a forecast from the weather forecast provider warning of frost, freezing or snow conditions, the Winter Controller in consultation with the Senior Manager (Network), shall consider precautionary salting of main roads. Where such a warning is received out with normal working hours, the Winter Controller has delegated authority to activate call-out procedures as indicated in Section 7. Extensive and accurate records of weather forecasts, winter treatment decisions and actions taken will be kept to demonstrate our compliance to our Winter and Weather Emergencies Plan. 207
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14 | P a g e 17. Grit Bins There are approximately 550 grit bins distributed across North Ayrshire. These are located at areas of particular difficulty such as dangerous bends, steep gradients. The policy and procedures for siting of grit bins, and requests for additional bins is shown in Appendix K. Grit bins will be refilled prior to the start of winter and as considered necessary during the winter season and following periods of severe weather when resources are available. The locations of Community Grit Bins are listed in Appendix D and are also show on the council website here Winter gritting (north-ayrshire.gov.uk) 18. Largs And Saltcoats Flood Protection Schemes On receipt of a severe weather warning predicting a combination of strong winds, high tides, or tidal surges the Winter Controller will, when necessary, instruct the closure of the flood gates on the promenade at Largs and/or the erection of the flood barriers at the Largs Pier and/or Saltcoats promenade. 19. Sandbag Procedures The deployment of sandbags to prevent or contain floodwaters can be an effective way of mitigating the effect of a flood, however the lead time for filling and deployment can be lengthy, as a large number of bags cannot be filled in advance due to storage problems. Therefore, an early decision must be taken to sandbag, to avoid a subsequent waste of time and effort. The deployment of sandbags will be decided with regard to the following priorities: 1. To prevent loss of life or serious injury 2. Maintenance of access for the emergency services 3. Protection of vital facilities within the community 4. Protection of transportation routes 5. Protection of NAC property 6. Protection of private dwelling houses 208
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15 | P a g e The decision to deploy sandbags will be made by the Winter Controller / Supervisor or appropriate officers in Building Services, Cleansing or the Island Officer on Arran in accordance with the Services' callout/emergency procedures. Notes: 1. Sandbags will not normally be deployed to protect commercial property; 2. Appropriate stocks of empty and filled sandbags will be held by the Services mentioned above, based on previous usage and experience. The above procedure mainly relates to tidal, fluvial and watercourse flooding. Where flooding occurs as a result of a blocked, damaged, or ineffective Council owned drainage systems, sandbags will be deployed as required to mitigate the effects of flooding (and reduce the likelihood of claims against the Council) including the protection of commercial property. Sandbags are not readily available for collection by either residents nor commercial property owners in the event of heavy rain being forecast, they should make their own arrangements to ensure that their properties are protected from potential flooding. During an emergency situation, the Council will deploy sandbags to protect transportation routes and properties as far as is possible where flooding occurs in line with priorities outlined above. 20. Resilience Arrangements In critical situations should our operational resources be reduced, a minimum resilience network for winter gritting has been prepared. Should we have to reduce our level of service due to an extreme situation our priority gritting routes will reduce from six to three. On Arran we may require reducing from two to one gritting vehicle covering the island routes and the treatment time for gritting operations will increase accordingly. The Head of Service will decide if the level of service has to be reduced due to extreme situations. Details of our resilience network are attached as Appendix L. 209
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16 | P a g e Appendix A - Level of Service Road Surface Temperature Precipitation Predicted Road Conditions Wet / Wet Patches Predicted Road Conditions Dry Temperature Forecast between +1.5oC and +0.5oC No Rain No Hoar Frost No Fog High Route Patrols No action likely Temperature Forecast below +0.5oC No Rain No Hoar Frost No Fog Priority 1 Routes Salt before frost No action likely Temperature Forecast below +0.5oC Expected Hoar Frost Expected Fog Priority 1 Routes Salt before frost Priority 1 Routes Salt before frost Temperature Forecast below +0.5oC Expected rain BEFORE freezing Priority 1 Routes Salt after rain stops Priority 1 Routes Salt after rain stops Temperature Forecast below +0.5oC Expected rain DURING freezing Priority 1 Routes Salt before frost, as required during rain and after rain stops Priority 1 Routes - Salt before frost, as required during rain and after rain stops Temperature Forecast below +0.5oC Possible rain Possible hoar frost Possible fog Priority 1 Routes Salt before frost Monitor weather conditions Temperature Forecast below +0.5oC Expected Snow Fall Priority 1 Routes and footways Salt before snow fall Priority 1 Routes and footways Salt before snow fall The decision to undertake precautionary treatments should be adjusted, where appropriate, to take account of residual salt. All decisions should be evidence based, recorded, and continuously monitored and reviewed. 210
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17 | P a g e Appendix B - Decision Making Note: • Rate of spread for precautionary treatments may be adjusted to take account of local variations along the routes such as residual salt, temperature variations, surface moisture (air or road surface) road alignment and traffic density. • All decisions should be evidence based, recorded and require continuous monitoring and review. • Ice refers to all ice on the road surface, including black ice. • The level of service generally complies with the recommendations laid down in “NWSRG best practice guide for Winter Salt” as recommended in the Well Managed Highway Infrastructure Code of Practice and takes account of recommendations by the SCOTS Winter Group following a review of the Code of Practice and consultation with the National Winter Service Research Group (NWSRG). 211
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18 | P a g e Winter Treatment Spread Rate Matrix Recommended Spread Rates – Dry Salting (g/m2) Road Surface Temperature (RST) when frost/ice is predicted and road wetness. Poor Cover (salt stored uncovered) Medium Traffic Normal Loss Good Cover (salt stored under cover) Medium Traffic Normal Loss Comments RST at or above -2 deg and dry or damp road conditions 10 10 None RST at or above -2 deg and wet road conditions 15 10 None RST below -2 deg and above - 5 deg and dry or damp road conditions 15 or 20 10 or 15 Spread rate dependent on residual salt on road surface RST below -2 deg and above - 5 deg and wet road conditions 1 x 20 & monitor & treat as required 20 None RST at or below -5 deg and above -10 deg and dry or damp road conditions 1 x 20 & monitor & treat as required 20 Spread rate dependent on residual salt on road surface RST at or below -5 deg and above -10 deg and wet road conditions 1 x 20 & monitor & treat as required 1 x 20 & monitor & treat as required None 212
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19 | P a g e Salt Type Precautionary Treatments Before Snow or Freezing rain Light or Medium Traffic Heavy Traffic Dry Salt Light Snow Forecast 20g/m2 20g/m2 Pre-wet Salt Light Snow Forecast 20g/m2 20g/m2 Treated Salt Light Snow Forecast 15g/m2 15g/m2 Dry Salt Moderate/Heavy Snow Forecast 20g/m2 40g/m2 Pre-wet Salt Moderate/Heavy Snow Forecast 20g/m2 40g/m2 Treated Salt Moderate/Heavy Snow Forecast 15g/m2 30g/m2 Dry Salt Freezing rain Forecast 1 x20g/m2 then monitor 1 x20g/m2 then monitor Pre-wet Salt Freezing rain Forecast 1 x20g/m2 then monitor 1 x20g/m2 then monitor Treated Salt Freezing rain Forecast 1 x15g/m2 then monitor 1 x15g/m2 then monitor 213
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20 | P a g e Appendix C - Summary of Available Labour & Plant Type Of Plant/Labour Goldcraigs Arran Other NAC Total 18 Tonne Uni-body Gritter 10 3 0 13 7.5 Tonne Uni-body Gritter 1 0 0 1 Trailer Gritter 0 1 0 1 Footway Gritter 1 0 7 8 18 Tonne Uni-body Lorry 10 3 0 13 26 Tonne Multi-lift Lorry 1 0 0 1 7.5 Tonne Uni-body Lorry 1 0 0 1 Tractor 0 0 9 9 JCB 3CX 0 1 0 1 Telehandler 1 1 0 2 Fixed V Plough 3 2 0 5 Small Blade Plough 1 1 0 2 Large Blade Plough 12 3 0 15 Drivers 22 11 0 33 Pickup Drivers 7 4 22 33 Operatives 4 1 29 34 Note When necessary, labour, vehicles, plant and equipment from other Council Departments, plant hirers and contractors will be used to supplement above resources. This also applies for non-winter related emergency responses. 214
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21 | P a g e Appendix D - Community Grit Bins Small quantities of salt are available for issue free of charge to members of the public, subject to their supplying a suitable container from the Community Grit Bins sited at the following locations. Ardrossan – Car park, North Crescent Road Beith – Community centre, Kings Road Brodick – Household waste recycling centre Dalry – Car park, Kirk Close Fairlie – Car park, Pier Road Irvine – Bartonholm civic amenity site Kilbirnie – Cleansing depot, Paddockholm Road Kilwinning – Byrehill Place (off Pennyburn Road) Lamlash – Council office Largs – Cleansing depot, Alexander Avenue Millport – Kepple Pier Saltcoats – Cleansing depot, Mid Dykes Road Skelmorlie – Toward View (opposite fire station) Stevenston – Car park, Garnock Road West Kilbride – Community Centre, Corse Street 215
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22 | P a g e Appendix E - Summary of Available Materials The following salt, grit and sand stocks will be in place at commencement of winter: - Goldcraigs (salt barn) • 7000 tons of salt • 100 tons of sand for sandbags Arran • 2400 tons of salt • 300 tons of sand for sandbags Cumbrae • 20 tons of salt • 500 filled sandbags Note: Approximately 4000 sandbags are located at Goldcraigs, and 500 on Arran. 216
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23 | P a g e Appendix F - Salt Resilience Plan (Mainland) Level 1 (Green) Service – Stock Levels 2500 Tonnes and above • Service levels as detailed in NAC Winter and Weather Emergencies Plan. • Typical daily salt usage (snow conditions) 470T – resilience 10 days or • Typical daily salt usage (frost & ice only) 235T – resilience 20 days Level 2 (Amber 1) Service – Stock Levels 1800 Tonnes – 2500Tonnes • Only Priority 1 carriageway routes treated with pure salt, remaining priority carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • All footway routes reduced to salt/sand mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50. • Typical daily salt usage (snow conditions) 330T – resilience 2 days. or • Typical daily salt usage (frost & ice only) 165T – resilience 4 days Level 3 (Amber 2) Service – Stock Levels 1000 Tonnes – 1800 Tonnes • All carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • Priority 1 footway routes treated with salt/sand mix at 50/50 • Remaining footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix at 50/50 • Typical daily salt usage (snow conditions) 150T – resilience 5 days. or • Typical daily salt usage (frost & ice only) 75T – resilience 10 days Level 4 (Red) Service – Stock Levels less than 1000Tonnes • Priority 1 carriageways reduced to half the normal spread rate or salt/grit mix at 50/50 • Treat remaining carriageway routes with sand/grit mix at 50/50 • All footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix. • Typical daily salt usage (snow conditions) 100T – resilience 10 days or • Typical daily salt usage (frost & ice only) 50T – resilience 20 days Assuming 7000 tonnes in stock at start of winter our total resilience would be either: • Total Resilience during periods of heavy snow - 27 days or Total Resilience during periods of frost & ice conditions - 54 days 217
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24 | P a g e Salt Resilience Plan (Arran) Level 1 (Green) Service – Stock Levels 1000 Tonnes and above • Service levels as detailed in NAC Winter and Weather Emergencies Plan. • Typical daily salt usage (snow conditions) 52T – resilience 28 days or • Typical daily salt usage (frost & ice only) 26T – resilience 56 days Level 2 (Amber 1) Service – Stock Levels 550 Tonnes – 1000Tonnes • Only Priority 1 carriageway routes treated with pure salt, remaining priority carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • All footway routes reduced to salt/sand mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50. • Typical daily salt usage (snow conditions) 44T – resilience 10 days. or • Typical daily salt usage (frost & ice only) 22T – resilience 20 days Level 3 (Amber 2) Service – Stock Levels 250 Tonnes – 550 Tonnes • All carriageway routes reduced to half the normal spread rate or salt/grit mix at 50/50 • Priority 1 footway routes treated with salt/sand mix at 50/50 • Remaining footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with salt/sand mix at 50/50 • Typical daily salt usage (snow conditions) 30T – resilience 10 days. or • Typical daily salt usage (frost & ice only) 15T – resilience 20 days Level 4 (Red) Service – Stock Levels less than 250 Tonnes • Priority 1 carriageways reduced to half the normal spread rate or salt/grit mix at 50/50 • Treat remaining carriageway routes with sand/grit mix at 50/50 • All footway routes treated with sand/grit mix at 50/50 • Grit bins replenished with sand/grit mix. • Typical daily salt usage (snow conditions) 20T – resilience 12 days or • Typical daily salt usage (frost & ice only) 10T – resilience 24 days Assuming 2,400 tonnes in stock at start of winter our total resilience would be either • Total Resilience during periods of heavy snow - 60 days or Total Resilience during periods of frost & ice conditions - 120 days 218
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25 | P a g e Appendix G - Contact Address & Telephone Numbers During working hours North Ayrshire Council Neighbourhood Services (Roads) Cunninghame House Irvine KA12 8EE Telephone: 01294 310000 Arran Local Office Lamlash Isle of Arran KA27 8JY Telephone: 01770 600338 Trunk Roads A78, A737 and A738 Amey Network Control Centre 150 Polmadie Road Glasgow G5 0HD Control Room telephone: 0800 0420188 Email: OCCR-southwest@amey.co.uk Outside of working hours North Ayrshire Council Call centre – road and lighting faults 24 hours, seven days a week Telephone: 01294 310000 219
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26 | P a g e Appendix H - Distribution List Copies North Ayrshire Council Chief Executive 1 Executive Director: Place 1 Executive Director: Education 1 Executive Director: Communities & Housing 1 Head of Neighbourhood Services 1 Head of Democratic Services 1 ACCT 1 All Elected Members of North Ayrshire Council 33 Police Scotland Divisional Commander, Kilmarnock 1 Traffic Management, Ayr 1 Strathclyde Partnership for Transport 1 Scottish Fire & Rescue Service – Divisional Commander 1 Scottish Ambulance Service 1 MetDesk Limited 1 Amey 1 Ayrshire Roads Alliance 1 Renfrewshire Council - Head of Roads 1 East Renfrewshire Council – Head of Roads & Planning 1 Inverclyde Council – Head of Transportation & Roads Service 1 Contact Centre, Building Services, Stevenston 1 Contact Centre, Bridgegate House, Irvine 1 220
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27 | P a g e Appendix I - Bridges with Weight or Height Restrictions Height Restrictions Bridge Location Grid Reference Signed Height Metric Signed Height Imperial B714/50: Dalry, Railway Bridge 229960 649702 3.8 12’ – 6” B706/40: Barrmill 236834 651392 4.0 13’ – 0” B7047/10: Meadowfoot Road, West Kilbride 220791 647032 4.6 15’ – 0” C6/10: West Balgray 235333 642491 3.9 12’ – 9” C26/10: South Kilruskin 220541 650473 4.4 14’ – 6” C26/20: North Kilruskin 220423 650868 5.0 16’ – 6” U67/10: Dubbs 228508 642006 3.0 9’ – 9” U67(A78 280): Todhill (Dubbs Road, under A78, Kilwinning Bypass) 229175 642250 4.0 13’ – 0” U67/30: Nethermains 230059 642199 3.7 12’ – 0” C56/30: Moor Road 220639 652980 4.7 15’ – 6” C67/20: Tandelhill 238174 651683 4.4 14’ – 3” C99/20: Cockenzie 230694 646241 3.0 10’ – 0” Unc.TG/230: Garnock View, Glengarnock 231875 653191 3.8 12’ – 6” Unc.TI/70: Old Church Street, Irvine 213571 638800 4.0 13’ – 3” 221
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28 | P a g e Weight Restrictions Bridge Location Grid Reference Signed Weight B781/30: West Kilbride, Dalry Road 221015 649062 7.5T C129/20: Floors, north of Kilmaurs 240866 641921 17T C99/30: Dusk Bridge, near Dalry 230599 646882 7.5T Unc.TL/30: Largs, May Street 220711 658602 7.5T U16/10: Dalgarven Mill Bridge, north of Kilwinning, (formerly Unc.NC/30) 229571 645847 26T U23: Fairliecrevoch Bridge, Perceton, Irvine 236065 642011 3T Unc.NT/10: Barrmill 236472 650997 3T (Not Adopted) U54/30: Sevenacres Mill Bridge, Kilwinning 233123 643810 Currently being replaced. 222
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29 | P a g e Appendix J - Arrangements with other Authorities Roads to be treated by North Ayrshire South Ayrshire – U107 from the South Ayrshire Council boundary at the railway bridge to A759 Auchengate Interchange. East Ayrshire - A736 – from Caldwell Bridge southwards to Lugton, A736 – from B778 junction south eastwards to Torranyard, C24 - from Greenhill Terrace, Knockentiber to boundary at Plann Bridge, C126 from Montgreenan Bridge to North Lodge and Knockentiber Road from boundary near Springside to junction with C24. Renfrewshire Council - A760 – from boundary to Kerse Road junction and Kerse Road – from boundary to A760 junction. Roads to be treated by adjacent authorities Ayrshire Roads Alliance (East Ayrshire) A71 – from boundary westwards to Corsehill Roundabout, A735 – that section within North Ayrshire boundary, B769 – from boundary south westwards to Chapeltoun junction, C129 – that section within North Ayrshire boundary, C20 – that section within North Ayrshire boundary, B706 – from boundary to A736, C117 – from Chapeltoun Bridge to Wheatrig Bridge. Ayrshire Roads Alliance (South Ayrshire) B730 from the North Ayrshire Council boundary at the railway bridge south of Drybridge to junction Shewalton Road, Drybridge. Note: There are no cross-boundary arrangements with East Renfrewshire Council. 223
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30 | P a g e Appendix K - Grit Bin Policy & Procedure 1. North Ayrshire Council shall provide grit bins for self-help by members of the public. These shall be sited locally in accordance with this policy. 2. Grit bins shall only be located where the following criteria are met: - • The location is not on a precautionary carriageway route. • The gradient is greater than 1 in 10, or at a junction with a known history of accidents. • The location shall not obstruct the passage of pedestrians, a minimum of 1.5m clearance on the footway is required. • The location shall not obstruct sight lines. • The location is not within 200m of another grit bin location. • The location is within an urban area. • The location is within the boundary of the public road. Neighbourhood Services will not provide grit bins in private areas or car parks for internal use by either the Council or any other public or private property such as schools, parks, hospitals, old people’s homes, etc. unless a service level agreement is in place. 3. Grit bins will only be located where they can be filled from a lorry. The grit bins shall be refilled prior to the start of winter and as considered necessary during the winter season and following periods of severe weather when resources are available. 4. Grit bins will generally be left in place during the summer months unless there is a history of vandalism at a particular location. 5. The location of grit bins will be recorded in an electronic database, which will be made available on the North Ayrshire Council website. 6. Only written requests on the Council’s Grit Bin Application Form will be considered, these are available from the Head of Neighbourhood Services, Cunninghame House, Irvine, KA12 8EE, and on the Council’s website. 7. A request will not be accepted unless a location to site the grit bin has been agreed. Therefore, even if the criterion for locating a grit bin is met, a grit bin will not be provided if the adjacent residents cannot agree a position. The signed agreement of adjacent residents must be included on the submitted application form, otherwise the application will not be considered. 8. Grit Bin Application forms are available on the Council’s website at Winter gritting (north-ayrshire.gov.uk) 224
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31 | P a g e Appendix L – Winter Minimal Resilience Network 225
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Highlands and Islands Regional Economic Strategy Purpose: To seek Cabinet endorsement for the Highlands and Islands Regional Economic Strategy Recommendation: That Cabinet: a) Notes the input provided by Officers to the development of the Highlands and Islands Regional Economic Strategy; b) Notes the constrained fiscal environment within which the Strategy will be delivered and that the requirement to ensure the development of a suitable governance structure and delivery plan, which takes cognisance of the financing and resourcing challenges associated with its delivery will be intimated to HIREP. c) Endorses the Highlands and Islands Regional Economic Strategy as provided at Appendix 1. 1. Executive Summary 1.1 The Highlands and Islands Regional Economic Partnership (HIREP) was established in 2021 to enable inclusive and sustainable economic growth and build resilience throughout the region. It is a partnership of public, private, third sector and academic organisations who are committed to working together to realise the economic potential of the region. 1.2 The Highlands and Islands Regional Economic Strategy (HIRES) has been developed to define the strategic and collaborative approach to economic development for the Highlands and Islands region, including the islands of Arran and Cumbrae. The development of the strategy has been led by Highlands and Islands Enterprise (HIE) with collaboration and input from across the HIREP membership and consultations with businesses, third sector, academic and community organisations in 2023 and 2024. 1.3 North Ayrshire is covered by two Regional Economic Partnerships and therefore two Regional Economic Strategies. Launched in June 2023, the Ayrshire Regional Economic Strategy recognises the importance of and challenges faced by our islands. The Economic Policy Team has actively contributed to the development of the HIRES, promoting the adoption of Community Wealth Building as a cross-cutting theme to achieve synergies with the Ayrshire Regional Economic Strategy. Agenda Item 12 227
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1.4 The HIRES will be formally approved following consideration and endorsement by individual HIREP members through their individual governance processes. It is proposed that Cabinet endorse the HIRES provided as Appendix 1. 2. Background 2.1 The Highlands and Islands region is a unique geography made up of seven local authority areas: Na h-Eileanan Siar, Orkney, Shetland, Highland, Moray, Argyll and Bute and the North Ayrshire Council islands of Arran and Cumbrae. The region covers 52.3% of Scotland’s land mass and is home to a population of 491,600, equating to 9% of Scotland’s total population. 2.2 The Highlands and Islands Regional Economic Partnership (HIREP) was established in 2021 to enable inclusive and sustainable economic growth and build resilience throughout the region. It is a partnership of public, private, third sector and academic organisations who are committed to working together to realise the economic potential of the region. Since inception, HIREP has worked across a range of policy areas including Housing, Population Attraction and Retention, Skills, Childcare, Local Visitor Levy, Community Wealth Building and Community Benefit. Membership of the HIREP includes the following organisations: • Na h-Eileanan Siar • Orkney Council • Shetland Council • Highland Council • Moray Council • Argyll and Bute Council • North Ayrshire Council • Highlands and Islands Enterprise • Skills Development Scotland • Scottish Funding Council • University of the Highlands and Islands • NatureScot • Visit Scotland • Bord na Gaidhlig • Highlands and Islands Transport Partnership (HITRANS) • Cairngorm National Park Authority • Business representatives and third sector organisations 2.3 The purpose of the Highlands and Islands Regional Economic Strategy (HIRES) is to galvanise collaborative partner action in pursuit of shared ambitions, goals and actions to deliver on the economic potential of the region. It has been informed by the National Strategy for Economic Transformation (NSET) and aligns with strategies of member organisations to ensure outcomes are maximised through collaborative action. 2.4 North Ayrshire is covered by two Regional Economic Partnerships and therefore two Regional Economic Strategies, the HIRES and the Ayrshire Regional Economic Strategy (ARES). The ARES recognises the significance of the islands, their key challenges and actions to address and seeks to support alignment with the 10 year Island Plans. Through active engagement in the development of HIRES Officers have 228
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sought to reduce the potential for duplication and to achieve synergies with the Ayrshire Regional Economic Strategy 2.5 The HIRES outlines a 10-year vision for the Highlands and Islands and positions a Just Transition to Net Zero as a key opportunity for businesses and communities. The Strategy also recognises the importance of enabling infrastructure, assets and services across the partnership which will be critical to realising our collective ambitions. It is acknowledged that the work of individual partners will continue at a regional or local level, however the Strategy focuses on where collaborative action is necessary for delivering the best outcomes for the region. 2.6 The development of the strategy has been led by Highlands and Islands Enterprise (HIE) with collaboration and input from across the HIREP membership. It has been subject to two rounds of consultation, round one in November/December 2023 and round two in Summer 2024. In round one, HIE undertook a targeted consultation with a cohort of over seventy consultees, including business, third sector, academic and community interests to seek validation of regional opportunities and challenges identified by HIREP. Representatives from Arran and Cumbrae were included as part of the targeted consultation. 2.7 Round two was an open, online consultation, seeking views on the draft strategy document during July / August 2024. NAC publicised the opportunity to engage in the consultation to our island communities through an information email distributed by Community Planning to both the Arran and North Coast and Cumbraes Locality Partnership distribution lists, advising the survey was open and encouraging representatives to review and complete the consultation survey before the closing date. 2.8 The strategy sets out the vision of the Highlands and Islands as a “dynamic, connected, resilient and prosperous region with a balanced and growing population and a vibrant economy, embedding Community Wealth Building, leading Scotland’s transition to net zero, and enhancing our natural environment.” In order to shape the goals and actions of the strategy, HIREP members identified the key economic opportunities and challenges for the region: Key Opportunities: • Renewable energy and energy transition • Sustainable tourism and hospitality • Food & drink and primary sectors including aquaculture • Life, marine and health industries • Heritage and creative industries Key Challenges: • Transport services and infrastructure • Housing availability and affordability • Domestic and business energy costs • Population and shortage of labour • Skills shortages • Digital connectivity • Natural habitat and climate change • Accessible public and private services across the region 229
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2.9 The strategy sets out clear goals and associated actions requiring regional collaboration to deliver the vision. The six strategic goals for the region have been identified as follows: 1. Increase the profile and understanding of the Highlands and Islands to support effective policy and unlock regional investment. 2. Become a region which delivers high quality and affordable housing for residents. 3. Enhance the region’s transport and digital infrastructure to become an exemplar of efficient rural connectivity. 4. Build resilience and competitiveness through place-based opportunities and stimulating an active culture of entrepreneurship and innovation. 5. Maximise the economic and community benefits from renewable energy investments and drive the region’s move to net zero and climate resilience/adaptation. 6. Develop a coordinated response to skills and labour requirements across the region. 2.10 Four cross-cutting themes considered fundamental to achieving these collaborative goals have been identified: • Community Wealth Building and Benefit; • Innovation and Entrepreneurship; • Population; and • Just Transition. 2.11 To deliver the strategy and associated strategic goals, HIREP will put appropriate governance arrangements in place, including the alignment of some existing regional specific groups, to provide clear ownership of both development and delivery of agreed actions. A delivery plan is currently under development and will be refreshed every two years. 2.12 The Economic Policy Team has actively contributed to the development of the strategy, in particular promoting the adoption of CWB as a cross-cutting theme to achieve synergies with the Ayrshire Regional Economic Strategy. Officers have also agreed to support HIREP with the development of the governance structure, informed by the experience of progressing the Ayrshire Regional Economic Strategy and will continue to sit on the delivery working group. Through this, they will seek to support the development of a suitable governance structure and delivery plan, which takes cognisance of the financing and resourcing challenges associated with delivering the HIRES. 2.13 The Scottish Government has confirmed that at present, there will be no funding available to deliver on the commitments set out in the Regional Policy Review to support Regional Economic Partnerships or Regional Intelligence Hubs. The wider regional and national funding landscape is unclear at present for example the future of the Shared Prosperity Fund. This will require to be considered in the development of governance and resourcing arrangements and more broadly in any future plans for supporting Regional Economic Partnerships. This is also exacerbated by the nature of NAC’s regional working where the Council is engaged across two Regional Economic Partnerships. 230
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2.14 Informed by recent experience in relation to the delivery of the Ayrshire Regional Economic Strategy, Officers are cognisant of the significant scale of the undertaking, both in terms of a central resource to coordinate activity but also from those tasked with leading on actions under the strategic goals. Given the constrained fiscal environment and broad geography of the region, it is noted that delivery and resourcing of the strategy will be challenging. The wider regional and national funding landscape is unclear at present for example the future of the Shared Prosperity Fund. This has been raised with HIREP and will require to be considered in the development of governance and resourcing arrangements and more broadly in any future plans for supporting Regional Economic Partnerships. 2.15 The HIRES will be formally approved by HIREP following consideration and endorsement by individual HIREP members through their own governance processes. It is anticipated this process will be completed by the end of the year. 3. Proposals 3.1 That Cabinet: a) Notes the input provided by Officers to the development of the Highlands and Islands Regional Economic Strategy. b) Notes the constrained fiscal environment within which the Strategy will be delivered and that the requirement to ensure the development of a suitable governance structure and delivery plan, which takes cognisance of the financing and resourcing challenges associated with its delivery will be intimated to HIREP. c) Endorses the Highlands and Islands Regional Economic Strategy as provided at Appendix 1. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications directly from this report however it is acknowledged the strategy will be challenging to deliver across a large geography in a constrained fiscal environment. Concerns regarding the resourcing and delivery of the HIRES have been raised with HIREP, and will be further advised when confirming North Ayrshire’s endorsement of the Strategy, if agreed. The Scottish Government has confirmed that at present, there is no funding available to deliver on the commitments set out in the Regional Policy Review to support Regional Economic Partnerships and Regional Intelligence Hubs. The wider regional and national funding landscape is unclear at present for example the future of the Shared Prosperity Fund. This will require to be considered in the development of governance and resourcing arrangements and more broadly in any future plans for supporting Regional Economic Partnerships. Human Resources 4.2 Officers have noted concerns with HIREP regarding a lack of resources to deliver the HIRES, including central coordination of the strategy and organisations tasked with delivering actions. Officers have agreed to support with the development of a suitable governance structure and delivery plan which will aim to take cognisance of the resourcing challenges. 231
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Legal 4.3 There are no legal implications. Equality/Socio-economic 4.4 The HIREP recognises that the region has a strong and proud history of extensive community-led development and action. It notes that Community Wealth Building (CWB) is pivotal to a successful place-based approach to socio-economic development and actions will be woven into HIREP’s response to regional opportunities and will contribute to addressing, in part, key enablers. It recognises that community-led development is a powerful mechanism for population retention. Climate Change and Carbon 4.5 The HIRES identifies climate change as a key driver for change and aligns with the Sustainable North Ayrshire Strategy. It offers opportunities for engaging in activity around energy transition and renewable energy generation. It identifies a goal to maximise the economic and community benefits from renewable energy investments and drive the region’s move to net zero and climate resilience/adaptation Key Priorities 4.6 The HIRES aligns with and contributes to the Council Plan priorities of Wellbeing and Climate Change, in addition to promoting resilient communities on our islands. Community Wealth Building 4.7 The Economic Policy team has actively contributed to the development of the HIRES to ensure that it was developed in line with Community Wealth Building aspirations. In particular, they have promoted the adoption of Community Wealth Building as a cross- cutting theme to ensure synergies with the Ayrshire Regional Economic Strategy and ensure adoption of CWB principles in delivery. 5. Consultation 5.1 The development of the HIRES was informed by consultation across the HIREP membership as outlined at Sections 2.5 and 2.6. In preparing this Cabinet paper, consultation has been undertaken with the Cabinet Member for Communities, Housing and the Islands. As outlined earlier in this report, engagement has taken place with communities on our islands in terms of developing the HIRES. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Emma McMullen, Senior Manager- Economic Policy, on 07956 461806. Background Papers Click here to enter text. 232
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HIGHLANDS AND ISLANDS REGIONAL ECONOMIC PARTNERSHIP REGIONAL ECONOMIC STRATEGY 2025 - 2035 DRAFT October 2024 DRAFT 233
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1 Introduction ...................................................................................................................................4 An Overview of the Highlands and Islands Region .......................................................................7 The role of Highlands and Islands Regional Economic Partnership ............................................13 Overview of the Regional Economic Strategy and its development process ...............................................................................................13 2 Our vision for the region in 2034 ............................................................14 Vision statement ..............................................................................................................................14 Fulfilling our Vision – A Snapshot of the Region in 2034 ............................................................15 3 The rationale for change ............................................................................16 Key Drivers of Change ...................................................................................................................17 Analysis of the Regions Strengths, Weaknesses, Opportunities and Threats ...........................................................................................................................19 Opportunities ..................................................................................................................................20 Enablers and Challenges ...............................................................................................................23 Conclusion .......................................................................................................................................27 Contents Page 2 DRAFT 234
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4 Goals and actions ........................................................................................26 Cross cutting themes........................................................................................................................29 Our Strategic Goals and Actions ...................................................................................................32 Goal 1: Increase the profile and understanding of the Highlands and Islands to support effective policy and unlock regional investment ...................................32 Goal 2: Become a region which delivers high quality and affordable housing for residents .......................................................................................................................33 Goal 3: Enhance the region’s transport and digital infrastructure to become an exemplar of efficient rural connectivity .................................................................... 34 Goal 4: Build resilience and competitiveness through place-based opportunities and stimulating an active culture of entrepreneurship and innovation ..............................................................................................35 Goal 5: Maximise the economic and community benefits from renewable energy investments and drive the region’s move to net zero and climate resilience / adaptation ..................................................................................................... 36 Goal 6: Develop a coordinated response to skills and labour requirements across the region .......................................................................................................37 5 Delivering our Strategy ............................................................................ 40 Developing an action plan for delivery ........................................................................................40 Monitoring performance ................................................................................................................40 Page 3 DRAFT 235
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1. Introduction Page 4 DRAFT 236
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The Highlands and Islands is on the cusp of unprecedented opportunity. Scottish and UK Governments acknowledge that the region is pivotal in terms of meeting climate change targets and supporting the shift to clean, green sources of energy. This will require transformational change, and action to ensure that economic and social benefits are captured for people, communities and businesses in all parts of the region. The Highlands and Islands Regional Economic Strategy sets out where regional scale collaborative actions by HIREP partners will be crucial for realising the once-in-a-generation opportunities present across the Highlands and Islands and addressing the development challenges facing the region. The strategy recognises that HIREP partners will continue to work to their own plans and strategies, delivering at regional or sub regional level. This document recognises the value of that work and enhances and builds on partners’ actions and responsibilities. It is not an aggregation of the vital actions delivering local economic development across the region. In articulating the need for collaborative regional action, the strategy focuses on areas where working together is the most effective and efficient means to generate maximum impact and benefit. Page 5 DRAFT 237
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Argyll and Bute Population: 86,000 12.4 people per sq km Arran and Cumbrae Population: 5,900 13.3 people per sq km Highland Population: 235,400 9.2 people per sq km Moray Population: 93,300 41.7 people per sq km Na h-Eileanan Siar Population: 26,100 8.5 people per sq km Orkney Population: 22,000 22.2 people per sq km Shetland Population: 23,000 15.7 people per sq km An Overview of the Highlands and Islands Region* * As far as possible, analysis in this section is based on the HIREP geography. Where data is not available at this level, the regional figure is based on local authority data (so excludes Arran and Cumbrae), or the Highlands and Islands International Territorial Level (ITL) geographic classification (excludes Helensburgh and Lomond). The Highlands and Islands is unique within Scotland and the UK, being a large, sparsely populated region, similar in size to Denmark, with dispersed settlements and all of Scotland’s inhabited offshore islands. Over a fifth of residents live on islands and almost two-fifths in remote rural areas. The region’s complex mountain and coastal geography provides challenges for connectivity and access to services, markets and employment. An extensive transport infrastructure including over a quarter of Scotland’s road network, 60 ferry routes, 10 regional and 10 local authority airports attempts to mitigate these challenges of rurality and peripherality. Conversely, our extensive land and marine assets have, over decades, been powerful drivers of our primary sectors, food and drink and tourism successes and are now shaping the region’s leading role in renewable energy generation and climate change adaptation and mitigation. 40,793 sq km 52% of Scotland’s land mass Page 6 238
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0.0% 0.2% 0.4% 0.6% 0.8% 1.0% 1.2% 1.4% 1.6% 1.8% Under 1 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100+ Scotland HIREP Scotland 0.0% 0.2% 0.4% 0.6% 0.8% 1.0% 1.2% 1.4% 1.6% 1.8% Under 1 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100+ Scotland HIREP HIREP -0.04% -2.5% 1.4% 0.00% -5.6% 2.9% -0.8% -1.5% -5.2% -8.0% -3.7% -4.5% -10.6% -3.9% -7.5% -5.5% Population share by age 2022, HIREP and Scotland Percentage change in population, 2011 to 2022 POPULATION Within the context of national growth, the region’s population remained relatively stable between 2011 and 2022. However, this masks considerable sub-regional variation. As with Scotland overall, there is an ageing population with low birth rates and levels of in-migration, although this can be more acute in our region. The working age population is lower than nationally in all areas (ranging from 54% in Arran and Cumbrae to 60% in Highland, Moray and Shetland, compared with 64% nationally) and declining, even where there is overall growth, resulting in higher dependency ratios. With fewer people than jobs, this highlights the importance of population attraction and retention for the Highlands and Islands. 491,600 people 9% of Scotland’s population Scotland 2.7% Scotland -0.9% HIREP Argyll and Bute Highland Moray Na h-Eileanan Siar Orkney Shetland Arran and Cumbrae Total population Working age population (aged 16-64) Scotland – total population change Scotland – working age population change Page 7 239
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81% Mobile connectivity Spring 2024: Proportion of landmass predicted to have good outdoor coverage from at least one mobile network: People living in rural parts of Scotland spend £50 more per week on transport than those living in urban areas Median (gross) annual pay of £27,079 in 2023 91% of the Scottish level Around half of residents live in the 20% most deprived areas of Scotland in terms of access to services 19% of children aged under 16 are living in relative low-income families 21% nationally Over 10,300 second homes and 12,600 vacant properties (43% and 14% of the Scottish totals) 5.2% of land is in community ownership 99% of the Scottish total Rises to 50.3% of land in Na h-Eileanan Siar Superfast broadband (>=30mbps) 4G Full Fibre to premises 5G 87% 35% 11% Highlands and Islands Highlands and Islands 96% 85% 60% 23% Scotland Scotland Broadband connectivity May 2024: Proportion of premises with access to: All sectors new build house completions index (base year = 2008) COMMUNITIES AND INFRASTRUCTURE Community, culture and a sense of belonging are powerful assets in the Highlands and Islands. They are evident in extensive community asset ownership and management, strong levels of affinity and pride, and high levels of social capital. However, those living in the region face poorer access to services, higher costs of living, and greater exposure to fuel poverty, along with lower levels of pay than nationally. Transport poverty is evident, and levels of housebuilding lag Scotland, with this most acute in remote rural and islands areas. Realisation of the region’s opportunities is predicated on investment in enabling infrastructure including digital and mobile connectivity, transport, housing, and service provision, to remove barriers to development. 110 100 90 80 70 60 50 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Highlands and Islands Scotland Page 8 240
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Key labour market indicators (of those aged 16-64) % economically inactive 22.5 3.6 10.2 Unemployment rate % in employment who are self employed Scotland 23.4 2.3 14.1 HIREP Share of employment by industry 2022* *Within services, the most dominant sectors are: education, human health and social work (21.5% of regional employment), wholesale and retail (12.9%) and accommodation and food services (10.9%) Services 81.9% 5.6%Construction Manufacturing Scotland 73.0% HIREP 6.3% 6.6% 5.8% 6.3% 14.5% 48% of those aged 16- 64 have a qualification equivalent to SCQF level 7 or above 55% nationally 39% of school leavers went directly into employment or training 28% nationally 4,273 modern apprentices in training at the end of March 2024 11% of the Scottish total Replacement demand (2026-2033) of 53,200 jobs (openings created by people leaving the labour market) 42,000+ unique job postings (August 2023 to July 2024) 8% of all job postings in Scotland Total employment of 256,000 9.8% of the Scottish total SKILLS GROW ING OPPORTUNITY Primary industries LABOUR MARKET AND SKILLS The region has a tight labour market with consistently high levels of participation and low unemployment. The employment rate and economic inactivity levels are similar to nationally, though levels of self-employment are higher. Almost all school leavers enter positive destinations, with a higher proportion than nationally going directly into employment or training. Though public sector and services still dominate, employment in construction and primary industries is higher than nationally, and the employment base is diversifying. Labour and skills shortages persist, but opportunities are increasing to reskill/upskill to meet the needs of new and expanding sectors. Page 9 241
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3-year survival rate for businesses of 64% (for those born in 2019) 57% nationally 1,273 social enterprises 21% of the Scottish total Business start-up rate of 8.3% in 2022 10.8% nationally GVA of £13.3 billion 8% of the Scottish total 33% of businesses are innovation active (2020-2022) (32% nationally) 23,095 registered private sector businesses 13% of the Scottish total Share of regional GVA (top three contributors) Education, human health and social work Manufacturing 15.8% 12.2% 11.2%Primary industries Share of Scotland’s private sector business base by growth sector *The growth sectors shown in the chart account for just under half (49%) of the region’s business base, 42% nationally. BUSINESSES AND ENTERPRISES As with Scotland overall, the region’s economy is dominated by small and medium sized enterprises (SMEs) although this accounts for a higher share of employment than nationally. The business base is diversifying, spanning a broad range of sectors including food and drink, sustainable tourism, renewable energy, life sciences (including marine biotechnology), creative industries, and space. In terms of economic contribution, manufacturing and primary industries are regionally significant. Businesses are resilient and innovative, underpinned by a strong entrepreneurial culture. Social enterprises are more prevalent than elsewhere in Scotland, playing an important role in realising local opportunity and supporting service delivery. 31% 17% 14% 8% 8% 8% 13% Food and drink Sustainable tourism Energy (including renewables) All private sector businesses Financial and business services Life sciences Creative industries (including digital) Page 10 242
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12.7 tCO2e per capita 7.8 tCO2e nationally 27% of domestic dwellings have an Environmental Impact Rating of C or above 41% nationally 6,236 ktC02e in 2019 15% of the Scottish total Share of territorial GHG emissions by source, 2019 Agriculture: 26% LULUCF: 22% Transport: 19%Domestic: 14% Industry: 13% Waste: 3% Commercial: 2% Public sector: 1% The region accounts for 52% of Scotland’s current installed renewable energy 52% Potential to increase the region’s renewable energy capacity from 6,513MW to 33,205MW Around half of Scotland’s woodland and more than three-quarters of Scotland’s peatland is located in the Highlands and Islands NET ZERO AND CLIMATE ADAPTATION The region is making progress in reducing greenhouse gas (GHG) emissions although the pace of this does lag Scotland overall. Agriculture and Land Use, Land Use Change and Forestry (LULUCF) account for a significantly higher share of emissions in the region than nationally and addressing this is critical for both regional and national ambitions around net zero. Energy transition will be core to lowering transport, domestic and industry emissions, and the scale of retrofit required to bring commercial and domestic properties up to appropriate energy efficiency standards presents both a challenge and an opportunity. The region’s capacity for renewable energy generation, extensive and growing, and the carbon sequestration potential of our natural capital, is pivotal to meeting climate change targets for Scotland and the UK. Page 11 243
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THE ROLE OF HIGHLANDS AND ISLANDS REGIONAL ECONOMIC PARTNERSHIP The Highlands and Islands Regional Economic Partnership (HIREP) was established in 2022. It enables inclusive and sustainable economic growth and builds resilience throughout the region, by identifying and focussing on areas of joint strategic purpose. It focuses on co-ordinated action in pursuit of regional growth opportunities and to address shared challenges. HIREP is a partnership of public, private, third sector and academic organisations, working together to realise the region’s economic potential in a sustainable and inclusive way. HIREP fulfils its purpose through: › Identifying opportunities for collaborative and co- ordinated action in pursuit of agreed regional priorities, ensuring, where appropriate, that stakeholders plans are aligned, and resources are deployed efficiently and effectively. › Advocating on agreed regional economic opportunities and challenges and, where appropriate, leading in discussions with Scottish Government, UK Government and other organisations. › Being future focused in looking ahead to identify emerging regional opportunities and challenges where collaborative action can maximise outcomes and impact. › Working to understand evolving approaches to external funding and reacting to maximise impact across all parts of the region. › Understanding sub-regional economic dynamics and, where appropriate, formulating solidarity actions to ensure that no part of the Highlands and Islands is left behind. Membership of the HIREP includes local authorities, Highlands and Islands Enterprise, Skills Development Scotland, Scottish Funding Council, University of the Highlands and Islands, Naturescot, Visit Scotland, Bord na Gaidhlig, HITRANS, Cairngorm National Park Authority, The Crofting Commission, business representatives and third sector organisations. OVERVIEW OF THE REGIONAL ECONOMIC STRATEGY AND ITS DEVELOPMENT PROCESS The Regional Economic Strategy galvanises collaborative partner action in pursuit of shared ambitions, goals and actions to deliver on the region’s potential. It builds on the Scottish Government’s Regional Economic Policy review and is informed by the National Strategy for Economic Transformation (NSET). It brings a regional focus and coherence to a strategic landscape informed by a range of national strategies and plans. These include strategies and plans relating to energy, climate change and just transition, population, housing, digital, innovation, community wealth building, rural and island development, agriculture, land use and biodiversity. This regional strategy also aligns with the strategies of member organisations, focusing where collaborative action will yield the best outcomes. It charts how the region can capitalise on key opportunities and assets to sustainably and inclusively grow the region to reach its economic potential. It has been informed by diverse research, analysis and discussion that has included: › a review of the existing research and strategies produced by Highlands and Islands REP members, as well as other relevant external research; › workshops involving HIREP members; › HIREP sub-groups on population, skills, housing, tourism, childcare and community wealth building; › an online survey of stakeholders across the region in November & December 2023 ensuring good level of representation of business owners and private industry leads, public agencies (at both regional and sub-regional level) and community representatives. › Online consultation on a draft strategy document, during July and August 2024. Page 13 245
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2. Our vision for the region in 2035 VISION STATEMENT The Highlands and Islands is a dynamic, connected, resilient and prosperous region with a balanced and growing population and a vibrant economy, embedding community wealth building, leading Scotland’s transition to net zero, and enhancing our natural environment. Page 14 246
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Increase in regional attractiveness and investment Improved perceptions and understanding of the region Region is outward looking and well-connected globally Increased regional cohesion and partnership Businesses are more innovative, productive, resilient and adaptable Communities prosper and are more sustainable The region is well connected with good quality and secure services GVA and average incomes are higher than the national averages The region is an international exemplar and has extended economic and community benefit from its transition to net zero Housing quality, affordability and availability supports population and economic growth The region has a more balanced, growing and skilled population FULFILLING OUR VISION – A SNAPSHOT OF THE REGION IN 2035 Page 15 DRAFT 247
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3. The rationale for change Establishment of Highlands and Islands Development Board (HIDB) 1965 Local government reform 1975 1970’s Exploitation of North Sea oil 1970/80/90’s Upgrading of transport infrastructure 1970’s onwards Upgrading of telecoms infrastructure 2000’s University of the Highlands and Islands 2010’s onwards Offshore Renewables 2020’s onwards Net Zero Page 16 248
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KEY DRIVERS OF CHANGE The Highlands and Islands is an adaptable and resilient region. It has a long history of leading and responding to change, characterised by partnership working to grasp regional opportunities and secure investment in much needed regional infrastructure and services. The next decade and beyond will be no different, with change being a constant. The HIREP strategy and its delivery is informed and guided by an understanding of the drivers of change and their specific, and sometimes unique, impact on the region. Technology and innovation Demographics Land Ownership and Land Use Political and societal change › Data innovation and artificial intelligence › Automation and robotics › Digital transformation › Cyber resilience › Circular economy › Migration › Working age population › Increase in older population › Low birth rates › Geographic disparities › Housing supply and demand › Land use change and natural capital markets › Community ownership and wealth building › Land and agricultural reform › Agriculture and food production › Sustainable tourism › Constitutional reform › Regulation › Community wealth building › Consumer behaviour › Cost of living › Increasing demand for fair work and remote and flexible working › Equalities › Climate adaptation and resilience › Energy transition › Biodiversity › Decarbonisation › Regulation › Community engagement and awareness Climate change Page 17 249
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ANALYSIS OF THE REGIONS STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS An honest and timely assessment of the region provides the basis for a clear rationale for change. This is framed by our understanding of the Strengths, Weaknesses, Opportunities and Threats (SWOT) that shapes the goals and actions of the Strategy. HIREP members have drawn on their collective experience to understand the forthcoming decade of change across the whole region and sought to identify the most significant economic opportunities together with enabling infrastructure and services that will realise the region’s potential. This has been tested in consultation with wider stakeholders to ensure that HIREP’s collaborative action is focused where it is most required and will make the most impact. Page 18 250
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The Highlands and Islands is at the forefront of Scotland’s economic transformation and transition to a net zero nation. The mix of natural resources, established and emerging sectors, culture, heritage, social capital and business know how combine, to make a lasting impact on the region’s economic performance, the lives of its people and communities, and the natural environment. Working together, the combined expertise, resources and ambition within public, private, academic and third sector partners, can be a catalyst for regional transformation. Through collaboration, our leverage in securing external public and private investment can support development throughout the whole region. Opportunities Just transition to net zero Scotland’s National Population strategy Supply chain opportunites Importance of place Growth Deals and Other External Funding Community lead development Existing green and blue economy Regional transformtonal opportunities Regional Distinctiveness (Cultural and Heritage assets) Growth sectors Natural capital Work anywhere Existing entrepreneurship “Much of Scotland’s renewable energy resource is in this region or its coastal waters. Collective action is required to secure, through influence, a favourable policy and regulatory regime; a strategic approach to infrastructure investments; regional level skills development and region wide community benefits.” “Renewable energy and infrastructure provides a fantastic opportunity for jobs and sustainability, but there is a risk that the local benefit is not maximised and the socio economic potential is not maximised” Sense of place is strong in the Highlands and Islands, with the region’s unique culture, environment and people shaping future opportunities. These manifest themselves in exciting prospects for our key sectors and for community wealth building. Opportunities have been tested through consultation with stakeholders and are those where a collaborative regional approach can deliver the best outcomes. Page 19 251
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Renewable energy and Energy transition The region currently accounts for over half of Scotland’s installed renewable energy capacity and this capacity could increase four-fold if all pipeline activity is realised, further still if proposed developments progress. Reflecting this, HIREP members, and the broader consultation process, recognised renewable energy as the primary opportunity for the region. This includes capitalising on renewable energy generation as a means for the region to maximise its future potential, creating highly-skilled and high-paying jobs in a rapidly growing sector. It also means supporting evolution of the sector through technological innovation, and ensuring the infrastructure exists in terms of transport, ports and harbours, housing, academic expertise and supply chain requirements, so that benefits can be retained in the region. Central to this opportunity is not only the expansion of the renewable energy sector but also ensuring that local communities benefit from its growth. Without specific action, there is a risk that local benefits may not be maximised, despite the region being a significant contributor to Scotland and the wider UK’s renewable energy production. Local communities should derive tangible benefits from the renewable energy assets in the region, contributing to more equitable growth and community wealth building, addressing local needs and enhancing community wellbeing. Sustainable tourism and hospitality Sustainable tourism is a key opportunity that could benefit the region across its varied geographies. While the visitor economy is well-established in the region, sustainable tourism has emerged as an opportunity for further growth, bringing potential to support vibrant rural areas, employment creation in rural communities and is key to the region’s just transition to net zero. Visitor demand for the Highlands & Islands is consistently strong, especially in international markets, and is reinforced by a strong brand based on our unique culture, heritage and landscape. Future success will depend on our ability to achieve balanced, sustainable growth of the visitor economy, creating opportunities for communities and businesses to realise benefits, while seeking to protect and enhance the environment on which tourism depends. Food and Drink, and Primary Sectors including Aquaculture The region’s food and drink sector, built on our primary industries, is well-established and has a unique reputation with high value which is associated with our environment, people, culture and provenance. It is rooted in the region’s extensive land and marine assets and the work of farmers, crofters and fishermen. A significant economic contributor, employment stretches across the region. There are, however, location specific clusters. Areas such as Islay and Speyside are renowned for their whisky production, our islands and west coast for aquaculture, while Moray is recognised for its crop and animal production, and fish landings take place around our extensive coastline. To ensure a prosperous future for the sector and maximise benefit to local communities, enterprises will have to adopt new technologies, create higher value jobs and develop sustainable products and business models. Market insights indicate that both future employees and customers will be concerned about the low carbon footprint of food and drink products and enterprises’ efforts to reduce their emissions. As producers of high value products, businesses have the potential to be a forerunner in this. Regional greenhouse gas baselining highlights the scale of opportunity in addressing emissions from agriculture, land use and industry. Life, Marine and Health Industries The Highlands and Islands has multiple niche strengths in life, marine and health sciences, built on unique natural resources, growing academic expertise and innovative businesses. We have anchor life science assets across the region in UHI Shetland, the European Marine Science Park and Inverness Campus, the latter included in the Inverness and Cromarty Firth Green Freeport area. Collaboration between stakeholders and within clusters will be key to creating the conditions for long term high value growth, for enterprises that are focused on a range of markets, overseas and domestically, and tend to pay above average salaries. The Highlands and Islands has advantages in areas including biotechnology, using the regions natural resources, such as seaweed and timber, to create high value products for the food, pharmaceutical and packaging industries; as testbed for remote and sustainable healthcare that delivers for sparse and dispersed population; and leading animal health, aquaculture and agritech research, development and innovation that ensures the sustainable future for the region’s extensive marine and land based farming sectors. 2.86 million hectares of utilised agricultural land, 54% of Scotland’s total Page 20 252
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Heritage and Creative Industries With well-established international brand recognition, our region has strengths in heritage, provenance and storytelling, creativity, Gaelic and other languages, and green credentials. The creative industries is the world’s fastest growing sector, largely driven by transformational adoption of technology. In the Highlands and Islands, it spans commercially successful businesses as well community-based organisations, and is buoyant across the whole geography, with clusters in many of our islands. It is often strongly linked to distinctive local culture e.g. Gaelic culture in Innse Gall and visual arts and crafts, textiles and jewellery in Orkney and Shetland. The region has a major opportunity to build on its international reputation and many assets, with strengths in areas of largest growth such as digital content, authentic traditional crafts, digital heritage, environment and sustainability. Proportion of people aged 3+ with at least some Gaelic Skills (2022) Scotland HIREP Na h-Eileanan Siar 2% 9% 57% Page 21 253
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Enablers and Challenges Realising our regional opportunities requires effective policy, investment and service delivery across the region and requires a sharp focus, given the challenges of geography, demography, infrastructure deficiencies and cost of service provision. Each of the enablers, identified by HIREP members and through consultation, is a fundamental requirement for development and presents challenges best addressed through collaborative action. Current factors impacting on cost of living and doing business High rates of domestic and business fuel poverty youth outmigration Housing affordability and availability Low wages and productivity Declining town and village centres Rurality/remoteness Transport and digital infrastructre Extreme weather Lack of economic diversity/sensitivity to economic shocks Declining public sector resorces Shortages in skill & skills provision Perception on compromise to be in the region Ageing population - risk of demographic crunch Page 22 254
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Housing Housing provision and availability across the region is a fundamental enabler of development, and the current housing system is not operating in a way that supports economic development, community resilience or population attraction and retention. Fit for purpose and affordable housing, across all types and tenures, in the right locations, underpins realisation of the region’s transformational economic opportunities by ensuring that worker accommodation is available. It supports growth of the region’s SME base through provision of housing in proximity to employment. It is also critical to community cohesion and resilience, given the importance of housing availability for all residents and those providing key services. The need for new housing investment across the region is matched by the need to invest in existing housing stock to improve energy efficiency, address fuel poverty and contribute to a reduction in greenhouse gas emissions. The region’s housing challenge is multifaceted. Collaborative action by HIREP seeks to understand and address barriers in the housing system, leading to investment in housing stock that meets the needs of all parts of the region. Na h-Eileanan Siar Orkney Shetland Arran and Cumbrae HIREP Scotland 6.6%Argyll and Bute Highland Moray 4.7% 3.0% 4.5% 1.7% 3.8% 5.7% 8.0% 4.0% 5.6% 1.5% 7.5% 22.8% 4.9% 4.8% 0.9% 3.9% 3.4% Proportion of dwellings that are vacant or second homes (2023) Page 23 255
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Transport services and infrastructure Effective transport infrastructure and services are critical to connecting our businesses, communities and people with each other and with the wider world. There are numerous transport challenges across the region which can result in journeys with low average speeds, low frequency and reliability issues. Transport services are expensive to deliver over a large geography and, in many parts of the region, reliance on private cars exacerbates transport poverty. Specific challenges include poor road networks, including trunk roads and other main routes, limited electric vehicle charging infrastructure requiring public investment to expand; limited public transport options across much of the region including low frequency rail services, infrequent and costly flights from the region’s airports and ferry service challenged by reliability and resilience. These challenges have multiple impacts. They can hamper access to employment and public services, particularly amongst low-income groups and they are a barrier to businesses accessing supplies and markets. Sustained investment in transport infrastructure and connected services is required, not only to enable efficient, timely and resilient services, but also to support the decarbonisation of transport. Digital Connectivity Digitalisation is a proven driver of development, with equity of access, at affordable cost, to high-speed connectivity being a pre-requisite to delivering the ambition in this plan. Such access is not yet universal throughout the region, leading to a geographic digital divide and stifling the realisation of opportunities in some, often remote or island communities. As investment continues nationwide to deliver ever faster broadband speeds, there is a need for continued public investment to ensure that the region keeps pace with other locations. Across a region with dispersed population and lengthy travel times between settlements, mobile connectivity is equally important, while being challenging to deliver effectively. Continued investment is required to deliver 4G and 5G connectivity outwith main settlements. Improving digital access across the region is of paramount importance to businesses, being a strong driver of innovation and productivity. It is also fundamental to delivery of public services, including education and health services which are, increasingly, implementing digital service delivery models to address the challenge of distance. Alongside investment in physical infrastructure, there is a continuing need to maximise the economic and social benefits of digital through supporting business and social innovation. 53% of premises are able to get a 5G signal outdoor from at least one mobile network operator, lower than the share at the Scottish (87%) and UK (92%) levels Page 24 256
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Population and Shortage of labour Stable or growing population, particularly of working age is a prerequisite to realising our economic ambitions and sustaining vibrant communities. Depopulation is a significant regional challenge , with decline in working age population exacerbated by outmigration and the impact of Brexit. Population of working age has decreased more rapidly between 2011 and 2022 in the Highlands and Islands than Scotland and almost a quarter of the population in the region are of retirement age. There is also unevenness of population distribution across the region. The opportunity afforded by digital connectivity to “work anywhere” in certain jobs is potentially an opportunity for the region but is heavily dependent on addressing the issues that determine regional attractiveness. Population challenges are acknowledged as cross-cutting and complex, impacted by interlinked factors such as access to affordable housing, available public transport options, effective digital connectivity, access to core services such as health, social care and childcare, education and training options and long term employment and career opportunities Labour shortages have become more prevalent in the past few years, impacted by Brexit and the pandemic, and have been more acute in sectors such as tourism and hospitality, food and drink, construction and health and social care. Challenges are also more persistent in more rural and island areas. Lower wages are an inhibiter to attracting population so increasing fair work and wage rates are key. There is an overriding need to reverse depopulation and thereby increase access to labour, through systemically addressing its causal factors to make the region a more attractive place to live, complemented by a regional effort to support talent attraction, upskilling and reskilling, and reducing economic inactivity. Skills shortages Labour and skill shortages are interlinked but come with their own unique challenges. While labour shortage makes it harder to find people to hire, skills shortage makes it harder to find the right people. The region has long-standing skills gaps and skills shortages which will continue, partly driven by the changing nature of skills in workplace such as digitisation. For our future and current workforce, the skills required to enter and progress in work are also changing. Alongside the possibilities for skills and labour attraction to the region through various sectoral opportunities, for example renewable energy, life sciences and aquaculture, change will be required within the skills system to deliver sufficient numbers of skilled people, not only to realise our economic opportunities but to ensure that service delivery in the foundational economy, for example health and social care, is supported. The gender pay gap was 4.5% in 2023, compared to 1.7% nationally and 7.7% across the UK “Depopulation is often linked to the other challenges listed in this consultation, such as housing, cost of living and employment opportunities. Many younger people, those most likely to be economically active, leave the island for better housing and employment prospects. Reversing the trend of depopulation should be a central focus of any Highlands and Islands Economic Strategy.” Page 25 257
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Energy While the regional opportunities from energy transition are evident, there are also challenges. The transition to net zero will require a mix of public and private investment in enabling infrastructure. The scale of such investment is beyond the capacity of the REP and its members. There is, however, a crucial role to play in identifying and evidencing the need for infrastructure, working collectively to aggregate data, and advocating for investment. Such investments have the potential to generate considerable community benefit, the challenge being to secure benefits of appropriate scale and maximise resulting community and regional impacts. Furthermore, the cost of energy presents a substantial issue for both local communities and private businesses, especially for those without access to mains gas. Consequently, these individuals and businesses are often reliant on more expensive energy sources for heat, such as oil and electricity. High energy costs are a particular issue for business. While the cost of energy is outwith its direct control, there is a potential advocacy role for the REP. Natural habitat and climate change The Highlands and Islands faces substantial challenges as a result of climate change, and the potential impact on the natural environment, local communities, transport and infrastructure and local businesses. Key risks as a result of climate change include loss of coastal communities and natural resources as a result of rising sea levels and coastal erosion; increased frequency and intensity of extreme weather events; and loss of biodiversity and habitat degradation, with impact on fragile ecosystems such as peatlands and marine environments We need to take action to reduce the region’s carbon footprint. Research details the scale of emissions from land use and agriculture. It points to the need for changing agricultural practices and investment in restoration of natural habitats (particularly peatlands and native woodlands). Whilst clearly a challenge, carbon reduction also presents opportunity in the form of environmental enhancement and nature-based business and job opportunities. There is also potential for significant community benefit to be derived from natural capital investment at regional scale over the long term. Even if the region can collectively deliver net zero, our climate is likely to continue to change with warmer drier summers, warmer wetter winters, and more extreme weather events – storms, floods, droughts. A risk-based approach to climate change adaptation will be essential. This is a cross-cutting challenge which not only has potential consequences for the opportunities identified such as for sustainable tourism and life, marine and health sciences, but also the potential to exacerbate other challenges including disrupting transport and infrastructure and contributing to further depopulation. The Highalnds and Islands has 86% of Scotland’s coastline, 61% of the UK’s Page 26 258
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Accessible public and private services across the region The availability of services across all parts of the region is central to the ability to retain and attract population. Delivering such services across the Highlands and Islands is logistically challenging and costly. The need to deliver over distance and the lack of scale economies, given small and dispersed populations, requires innovation, partnership and significant resources. Services include childcare, social care, cultural and leisure services, along with education and health services. While these are often the responsibility of individual HIREP partners, there is merit in regional learning and potential collaboration to develop and deliver services using new and innovative models. We need to build on our improving connectivity and recognised expertise in partnership delivery of services. The OECD in its rural innovation work has recognised the healthy state of social innovation and role of social enterprises in service provision, especially across remote mainland and island communities. Such partnerships should be enhanced, with HIREP having a role in building partnerships and sharing good practice across the region. A collective regional voice articulating what works most effectively in service delivery across the HIREP geography and the investment required to deliver is needed. CONCLUSION Focusing on these opportunities and enablers is key to achieving our vision, alongside a need to ensure these are clearly understood by governments and investors. Infrastructure investment is fundamental, requiring a long-term approach and innovation, especially to be appropriate for our geography and dispersed populations and businesses. Whilst our goals and actions are shaped around where we can combine our efforts to do more and achieve more for the region, there is an overarching requirement for collective and consistent promotion of the benefits and evidence of the needs of the region to help secure its vital continued contribution to the sustainable and inclusive growth of Scotland and the UK. ‘It is important to maintain, and preferably expand on, the current provision of services which are viewed as key to sustaining a viable community. If the island’s population falls further it could jeopardise key services and further accelerate the process of depopulation, with the school, GP surgery, shops and businesses potentially shutting as a result.” Page 27 259
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4. Goals and actions Page 28 260
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Introduction The Strategy sets out clear goals and associated actions requiring regional collaboration to deliver our Vision. Actions considered best delivered at a local level are not incorporated but HIREP will remain agile and consider additional actions if required as part of biennial delivery plans. Page 29 261
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HIREP Vision Statement The Highlands and Islands is a dynamic, connected, resilient and prosperous region with a balanced and growing population and a vibrant economy, embedding community wealth building, leading Scotland’s transition to net zero, and enhancing our natural environment. Our Goals Cross Cutting Themes Increase the profile and understanding of the Highlands and Islands to support effective policy and unlock regional investment • Enhance the regional evidence base to support advocacy and business case development • Bolster advocacy efforts with national government to better highlight the region’s unique needs • Identify new ways to deliver public services across the region, including through use of technology and innovative partnership delivery models Become a region which delivers high quality and affordable housing for residents • Improve the functioning and responsiveness of the housing “system” to emerging needs in the Highlands and Islands • Support the revitalisation of rural areas by increasing access to high-quality housing across the entire region Enhance the region’s transport and digital infrastructure to become an exemplar of efficient rural connectivity • Improve transport connectivity for local residents, businesses and visitors by increasing the availability, reliability and affordability of public transport • Pursue innovation in technology and service provision to deliver enhanced and more resilient and sustainable transport connectivity across the region • Increase the level of access to high-speed connectivity across the region Build resilience and competitiveness through place- based opportunities and stimulating an active culture of entrepreneurship and innovation • Stimulate an entrepreneurial and innovation-active culture within the region • Support new opportunities to enable growth and resilience in our priority sectors Maximise the economic and community benefits from renewable energy investments and drive the region’s move to net zero and climate resilience/adaptation • Maximising the economic and community benefits from renewable energy development • Actively work towards safeguarding and enhancing the region’s natural capital Community W ealth Building / Benefit Innovation and Entrepreneurship Population Just Transition Develop a coordinated response to skills and labour requirements across the region • Develop a shared understanding of labour and skills needs • Protect and build on the best of provision • Workforce Attraction and Retention Page 30 262
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To deliver these goals, HIREP will put appropriate governance arrangements in place, including the alignment of some existing regional specific groups, to provide clear ownership of both development and delivery of agreed actions. CROSS CUTTING THEMES The Strategy has identified four cross-cutting themes considered fundamental to meeting our goals and adding value to our actions: Community Wealth Building and Benefit › The region has a strong and proud history of extensive community-led development and action. Community Wealth Building (CWB) is pivotal to a successful place- based approach to socio-economic development and actions will be woven into HIREP’s response to regional opportunities and will contribute to addressing, in part, key enablers. It is recognised that community-led development is a powerful mechanism for population retention. › The understanding of CWB principles differs within HIREP partners and implementation across the region is at different stages. Building on development of a common understanding, HIREP’s focus will be on the identification of CWB actions that are most effectively delivered at regional scale, for example community benefit from energy and other investments, natural capital benefits, and procurement approaches. › Sharing strategic community benefits is a core component of CWB. The potential scale of community benefits arising from major investments, including onshore and offshore wind developments, transmission infrastructure investments, and, in the longer term, natural capital, could yield considerable sums across the region. Considering common objectives and guiding principles in securing, managing and investing strategic community benefit funds, at the local authority level, can support long lasting and sustainable impact. Page 31 263
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Innovation and Entrepreneurship › The region has embraced innovation and championed entrepreneurship over decades, wielding it to respond to both the challenges and the distinct opportunities created by our geography and natural and cultural assets. › Extensive social innovation, aided by the region’s high levels of social capital and number of inclusive, democratic business models, has been impactful in finding novel ways of delivering community services and benefits. The OECD, in its recent work on innovation in rural areas, highlighted the powerful impact of social innovation on development in the Highlands and Islands and recognised the solid foundation on which to build. › Innovation is key to improving productivity, competitiveness, profitability and entrepreneurship. The drivers of change will require the region to adopt and exploit technology, data, artificial intelligence and advanced innovation. Embedding these across the strategy, diversifying, and developing entrepreneurial skills and knowledge will increase resilience and broaden the economic base. 550 businesses and 31 social enterprises per 10,000 resident adults (380 and 13 nationally) Page 32 264
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Population › The Highlands and Islands has experienced periods of significant population decline throughout its history which have resulted in successive governments and the European Union recognising the need for strategic support. With the 2022 Census indicating that every part of the region has experienced a decline in working age population, although more keenly felt in the islands and the North mainland, the strategy recognises the core need for significant investment in people, infrastructure, businesses to tackle this challenge. The region's greatest asset is its people. They are intrinsic to realising our ambitions and creating the conditions for population growth requires actions across all the goals in the strategy. Just Transition › Scotland’s ambition to achieve net zero emissions by 2045 has far reaching implications for the Highlands and Islands and its people, communities and businesses. The positives include the renewable energy opportunities that are evident in the region are critical to achieving national ambition, and the extent and capacity of our natural capital both to sequester carbon whilst generating economic opportunity and good biodiversity outcomes. › The challenges are illustrated by the need to reduce the emissions impact of agriculture and land use, and the scale or work required to decarbonise domestic and commercial heating. › The change required will require good data, collaboration, careful planning and delivery to ensure that benefits are shared across all geographic areas and interest groups and that costs do not fall disproportionately on particular areas or groups. Each of the regional opportunities and enablers / challenges includes a net zero component to be addressed in a “just” way. 31% of domestic properties are reliant on high carbon fuels for heating, 8% nationally Page 33 265
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OUR STRATEGIC GOALS AND ACTIONS Goal 1: Increase the profile and understanding of the Highlands and Islands to support effective policy and unlock regional investment A powerful regional voice, supported by robust evidence detailing the opportunities and challenges in all parts of the region, is needed to exert effective policy influence and secure external public and private funding to further our regional ambitions. Using our collective knowledge and resources to shape innovative solutions, responding to unique situations across the region will demonstrate the value of place-based approaches. Sub-goal 1.a: Enhance the regional evidence base to support advocacy and business case development Actions › Progress a regional economic intelligence hub to increase access to. and use of. regional data and intelligence. › Collectively strengthen the evidence base through research, analysis and evaluation, to support and inform action across all strategic goals, with initial focus on housing, transport and transition to net zero. › Develop a new regional approach to attracting investment through promotion of the region’s assets and opportunities, working collaboratively to identify and progress inward investment opportunities. Sub-goal 1.b: Bolster advocacy efforts with national government to better highlight the region’s unique needs Actions › Advocate for and develop alternative ways of funding and providing key public and private services in the region (e.g. childcare) › Develop and communicate a clear HIREP position in regional, rural and island policy and funding discussions with governments, to secure effective policy and maximise resources to realise regional opportunities › Advocate for the region on key issues impacting on realisation of our regional vision and achievement of strategic goals, strengthening and ensuring a common and consistent voice for the region. Sub-goal 1.c: Identify new ways to deliver public services across the region, including through use of technology and innovative partnership delivery models Actions › Reflect on existing national systems and policies which impact on the implementation of the strategy and identify those which are not currently delivering for the region, developing alternative proposals for wider consideration. › Design and implement innovative service delivery models, building on the region’s high levels of social capital, expertise in social innovation and existing public / private delivery model collaborations › Recognising the creation of a new national Planning Hub, identify where regional partner collaboration can further support HIREP Planning Authorities in making timely decisions that support key economic drivers such as housing, transport and renewable energy. Page 34 266
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Goal 2: Become a region which delivers high quality and affordable housing for residents Enhancing local housing options is crucial for community sustainability and resilience. Providing residents with a quality home creates a foundation for long-term wellbeing, fosters stronger communities and is critical for attracting population. Sub-goal 2.a: Improve the functioning and responsiveness of the housing “system” to emerging needs in the Highlands and Islands Actions › Working with Local Authorities and Housing Associations, empower and support community housing trusts to build capacity to take forward feasibility work and develop propositions for community led housing developments. › Explore the establishment of a regional demonstration project to test new approaches to addressing housing in rural locations, governed by a committed partnership of public, private and community representatives. Use the learning to inform region-wide solutions › Consider and raise awareness on where housing policy and regulation could usefully be rural proofed and adjusted to allow local authorities to more flexibly use their funding to respond to island and rural needs. Sub-goal 2.b: Support the revitalisation of rural areas by increasing access to high-quality housing across the entire region Actions: › Increase the construction of more affordable housing of all tenures, ensuring dispersal of provision across rural areas, and consider how publicly owned and crofting land can contribute to this. › Repurpose vacant homes and holiday rentals by encouraging occupancy / utilisation as permanent primary homes and exploring different mechanisms, including new tax models, to promote change. › Champion energy-efficiency by encouraging the construction of energy efficient housing as well as upgrading the existing housing stock. › Recognising the challenges faced by SMEs in the construction sector operating in rural areas, work with the sector to build its resilience, aided by a more certain pipeline of proven housing developments. › Consider the need to pilot short-term accommodation solutions to alleviate pressures in key locations. Page 35 267
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Goal 3: Enhance the region’s transport and digital infrastructure to become an exemplar of efficient rural connectivity Connecting people, communities and businesses to employment, services and markets, physically and virtually, is a prerequisite for development. Transport that is reliable, resilient and affordable, provides effective connections across the region and connects the region to the wider world. Digital connectivity is a gamechanger, for access to services and markets. Both open up business opportunities and makes the region an attractive place to live, work and visit. Sub-goal 3.a: Improve transport connectivity for local residents, businesses and visitors by increasing the availability, reliability and affordability of public transport across the region. Action(s): › Work with HITRANS, ZetTrans and SPT to support the development and delivery of their RTS Action/Delivery Plans, which include road, rail and ferry infrastructure and service enhancements, improved integration across travel modes and exploration of fixed link options › Revitalise efforts to deliver against commitments made regarding strategic road enhancements, including A9 and A96 dualling and A82, A83 and A85, and to improve road quality and safety, unlocking regional economic potential. › Support the case for improvements to air and ferry services to meet the needs of communities and businesses, considering new and enhanced services and future infrastructure investment requirements. Sub-goal 3.b: Pursue innovation in technology and service provision to deliver enhanced and more resilient and sustainable transport connectivity across the region. Actions: › Future-proof regional car infrastructure by developing electric and low carbon opportunities, ensuring that funding and delivery models are reflective of the challenges in rural parts of the Highlands and Islands. Ensure that the necessary skills are in place within the local supply chain to deliver and maintain infrastructure. › Build on the success of the Sustainable Aviation Test Environment (SATE) project, to capitalise on emerging decarbonisation opportunities in the aviation sector positioning the region as an early adopter of new technologies for the movement of people and goods. Consider how the specification of PSOs can be critical in the transition to the Highlands and Islands becoming a net zero aviation region. › Widen the use and awareness of Demand Responsive Transport (DRT), particularly for rural communities which currently have limited or no regular scheduled bus services, taking learning from projects such as Moray Council’s m.connect DRT service using an app-based booking system. › Widen understanding and application of hybrid and electric ferry operation within the region, building on existing and emerging investments. Sub-goal 3.c: Increase the level of access to high- speed connectivity across the region Actions: › Maximise delivery of Scottish Government (R100) and UK Government (Project Gigabit) programmes to increase availability of high-speed connectivity to all parts of the region › Proactively encourage more private and public sector collaboration to develop better digital infrastructure across the region. › Identify ways of facilitating access to affordable and fast internet connectivity in communities that are not in current rollout plans and enact these within a reasonable time frame. Page 36 268
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Goal 4: Build resilience and competitiveness through place-based opportunities and stimulating an active culture of entrepreneurship and innovation A place-based approach focusing on areas of opportunity and supporting clusters, recognises and builds on our regional competitive advantage. Enhancing entrepreneurship and encouraging business innovation builds resilience, increases productivity and results in more competitive businesses able to offer higher paying jobs. There are benefits from focusing on the untapped potential of under-represented groups such as women and young people. Sub-goal 4.a: Stimulate an entrepreneurial and innovation-active culture within the region Actions: › Develop and facilitate new opportunities for peer-to- peer learning and networking across the region, and nationally/internationally through learning journeys, to support entrepreneurs in all stages of their journey. › Consider regional campaigns and programmes to promote entrepreneurship in education. › Increase regional alignment from external funding to increase effectiveness and efficiency of enterprise support and innovation. › Build on the national innovation strategy to support opportunities where the region has a distinctive competitive advantage, increasing the number of spin outs, and extending the adoption and diffusion of innovation › Maximise the regional benefit of national innovation projects such as NMIS, enhancing their visibility, reach and impact across the region Sub-goal 4.b: Support new opportunities to enable growth and resilience in our priority sectors Actions: › Enable enterprises to capitalise on opportunities, especially from digital technology, international markets, and supporting the transition to Net Zero. › Explore the benefits and delivery models for regional cluster approaches which are appropriate for the region’s unique geography and can stimulate innovation to support our regional transformational opportunities, › Ensure delivery of wider economic and community benefits to the visitor economy around the investment in growth deals. Seek to identify a pipeline of potential future strategic investments. › Support key Gaelic speaking communities with interventions to promote socio-economic opportunities and enhance resilience. Page 37 269
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Goal 5: Maximise the economic and community benefits from renewable energy investments and drive the region’s move to net zero and climate resilience/adaptation The region is at the forefront of Scotland’s transition to net zero, being home to much of Scotland’s renewable energy resource and natural capital. Safeguarding and strategic use of this natural resource will generate long-term value, retained in the region, with actions to ensure that businesses, communities and individuals across the whole region benefit. Sub-goal 5.a: Maximising the economic and community benefits from renewable energy development Actions: › Develop and implement common regional objectives and guiding principles to securing and distributing strategic community benefit funds at a local authority level. Support the scaling and growth of local supply chains through the aggregation of place-based demand/sharing of data, to ensure that existing businesses can pivot positively whilst also attracting new entrants to the market. › Identify and fill capacity and capability gaps through targeted inward investment and diversification to capture benefits within the region › Secure investment in our ports and harbours and advocate for investment in other enabling infrastructure ensuring that the region can fully and robustly contribute to decarbonisation targets and maximise the regional benefit of doing so. Ensure that all investments are proactively screened for climate risks, both current and future. › Support innovation and the development of new technologies such as marine energy technology and floating offshore wind, where the area has a natural advantage and opportunity to take a leading role. › Seek to influence a regulatory, market and consenting framework that recognises the strategic importance of our region, supports all renewable energy sectors, reduces project delivery risks and increases private sector finance. Sub-goal 5.b: Actively work towards safeguarding and enhancing the region’s natural capital Actions: › Incorporating a natural capital approach to regional and local decision making by enhancing public awareness of its natural resources and understanding the risks and benefits of nature-based solutions e.g. flood management, coastal and marine management, naturalising watercourses, peatland restoration, native woodland protection and enhancement. › Increase awareness of the existing natural capital of the region as a source of growth and build on existing work to identify ways in which local communities benefit from this investment, › Place special emphasis on the restoration and conservation of local peatlands, and protecting, enhancing and creating extensive native woodlands. Championing this proactively enables the safeguarding the region’s natural habitat and makes a major contribution to delivering our net zero ambition. › Proactively anticipate and strategically plan for the possible impact on communities of flooding and rising sea levels. Where feasible, the use of innovative adaptation solutions which preserve communities and services should be prioritised. Page 38 270
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Goal 6: Develop a coordinated response to skills and labour requirements across the region Our region requires people with the right skills to realise regional opportunities and support the foundational economy. Understanding and responding to future skills and labour needs gives businesses confidence they can access the skills they need, enables effective provision of services and provides individuals with pathways to well-paid work and career fulfilment in the region. Sub Goal 6.a: Develop a shared understanding of labour and skills needs Actions › Develop and communicate a greater understanding of need and emerging economic opportunities through a shared evidence base developed to inform regional / local provision. › Develop proposals to align Investment in skills with socio economic need, prioritising agreed economic and foundational economy requirements, working with the skills system to respond. Our combined investment in post school skills should focus on both supporting skills development and economic growth. Sub-goal 6.b: Protect and build on the best of provision Actions › Maintain and expand the best of provision capitalising on growing the workforce in response to short and medium term employment opportunities and supporting workforce development. › Support and grow the best of our Academic Pathways, reflecting regional/local strengths and opportunities. › A greater commitment to Work Based Learning in response to employer needs, resulting in greater access locally. › Develop the current workforce through upskilling and reskilling, ensuring our people and businesses thrive. › In response to the working age population challenge, changing nature of work and business models, focus our efforts in addressing need through work-based learning in a number of agreed priority sectors, important to the regional economy. Sub-goal 6.c: Workforce Attraction and Retention Actions › Commitment of regional partners commit to adopting work-based learning into workforce planning, providing a step change in opportunities across the region with the public sector to earn and learn. › Develop proposals to build on existing strengths of partners, including FE/HE alumni, Graduate Apprenticeships and co-delivery of provision with industry to promote regional opportunities and attract talent. › Work with UHI to ensure they are ably resourced to support the regional skills and education requirements (e.g. of the generational opportunities presented by the Green Freeport, offshore wind, and wider infrastructure investments, as well the potential development of a gateway programme to support recruitment in medical professions in remote and rural areas of the Highlands and Islands). Page 39 271
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5. Delivering Our Strategy DEVELOPING AN ACTION PLAN FOR DELIVERY Our regional strategy will guide the collaborative work of HIREP, working to a ten year timeframe with wider partners and stakeholders. Sitting alongside this strategy, a detailed delivery plan, refreshed every two years, sets out the key steps and the milestones to progress our goals and associated actions. It includes: › Roles and responsibilities for the HIREP, officers’ group and HIREP subgroups, aligned to the Strategy’s goals. › The role of the regional intelligence hub in providing research, analysis and evaluation support to evidence the case for action and “measure” progress. › The potential role that external investment may play in realising our collective goals. › The role that advocacy will play – the HIREP as a powerful voice for the region, in discussion with governments and others. MONITORING PERFORMANCE We have identified a number of high-level indicators which, taken together, will demonstrate progress over the long term. These have been chosen to help support monitoring of our goals and actions and progress towards realising our vision. They will assist HIREP in understanding the region’s progress in relation to the National Performance Framework. Complementing these will be further milestones and measures detailed in the two-year delivery plan. Page 40 272
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The region has a m ore balanced, grow ing and skilled population Com m unities prosper and are m ore sustainable GVA and average incom es are higher than national averages Housing quality, affordability and availability supports population and econom ic grow th Businesses are m ore innovative, productive, resilient and adaptable The region is w ell connected w ith good quality and secure services The region is an international exem plar and has extended econom ic and com m unity benefit from its transition to net zero Increase in regional population ✓ ✓ Increase in working age population (16 - 64) ✓ ✓ Increase in those aged 16-64 with at least the equivalent of a higher national diploma qualification (SCQF level 8) ✓ Access to services ✓ ✓ Community satisfaction – sense of belonging ✓ Increased no. of enterprises with inclusive business models ✓ ✓ Increase in regional GVA ✓ Increase in regional average incomes (relative to national averages) ✓ ✓ Increase in jobs paying above Real Living Wage ✓ Decrease in second homes and vacant properties ✓ No. of dwellings above a selected threshold of ‘Housing quality’ ✓ Energy efficiency – No. of dwellings with environmental impact rating of C or above ✓ ✓ Proportion of house completions (HIREP:Scotland) ✓ Proportion of businesses which are innovation active ✓ Increase in BERD and HERD ✓ Increase in GVA per hour worked (or per FTE) ✓ Business start-up / survival rates ✓ Residents’ satisfaction with public transport ✓ Passenger journeys by region for local bus services ✓ Access to full fibre broadband (residents and business) ✓ Access to 5G mobile ✓ Overall emissions declining by source (e.g. agri, land use, domestic…etc) ✓ Renewable energy generation (mega, giga watts) ✓ Developer contributions to community benefit re- offshore wind ✓ ✓ Natural Capital Asset Index (NCAI) (monitors the quality and quantity of terrestrial habitats in Scotland) ✓ Page 41 273
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HIREP Members Page 42 274
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NORTH AYRSHIRE COUNCIL 3 December 2024 Cabinet Title: Lochshore Disability Employment Hub Purpose: To seek approval for the creation of a Disability Employment Hub at Lochshore Park, within the Garnock Valley, offering a wide range of opportunities for people with disabilities and long-term health conditions to develop skills for employment. Recommendation: That Cabinet approves the proposal to create a Disability Employment Hub at Lochshore Park to deliver opportunities which will improve outcomes and contribute to reducing the disability employment gap. 1. Executive Summary 1.1 The Employability and Skills Team deliver a flexible and inclusive service to assist residents to get back into work, start work for the first time or take the next step on the career ladder. Operating under the Your Next Move Working North Ayrshire brand, this hybrid model integrates in-house and external provision aligned to the Scottish Government's No One Left Behind (NOLB) policy and the employability pipeline framework. This approach is enhanced by a Keyworker approach to deliver person- centred support to address barriers to employment. 1.2 A key initiative within Your Next Move Working North Ayrshire is the Equal Programme, which focuses on supporting individuals with disabilities and long-term health conditions. Currently, this programme operates across multiple sites including Trinity Church and Eglinton Park, where trainees engage in hands-on work experience in areas such as horticulture and bike maintenance. 1.3 The proposal seeks to relocate the Trinity Church and Eglinton Community Garden operations to a new centralised Disability Employment Hub at Lochshore Park to enhance opportunities, increase reach and improve outcomes for people supported. This will increase the opportunities for trainees to engage in meaningful work experience and will also provide opportunities for independent travel supported by public transport options. The proposal seeks to maximise the potential for partnership with local organisations and employers to enable collaboration that benefit the local community, the trainees and the local economy. It also aligns with Lochshore’s focus on wellbeing and green economy principles. 2. Background 2.1 The Employability and Skills Team deliver a wide range of interventions to support residents to get back into work, start work for the first time or take the next step on the career ladder. A hybrid model branded Your Next Move Working North Ayrshire, this includes in-house and contracted delivery and delivers a flexible, inclusive and responsive employability services across North Ayrshire. Agenda Item 13 277
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2.2 The service engages with people of all ages aligned to the national Employability Pipeline Framework to support the effective delivery by addressing barriers to employment, offering vocational training opportunities, providing job matching support and ongoing in-work support. A keyworker, assigned to every participant, provides person centred support throughout the employability journey. The programme is funded by North Ayrshire Council, the Scottish Government No One Left Behind (NOLB) funding and the UK Government’s Shared Prosperity Fund. 2.3 The Scottish Government’s NOLB Partnership Agreement for Employability with local government aims to create a responsive employability system in Scotland. The Partnership Agreement aims to reduce inequalities in the labour market and to help people of all ages find work. The NOLB Employability Strategic Plan is delivered in partnership between the Scottish Government and Local Authorities. This: • Outlines the key priorities and aims to help people prepare for education, training, employment, and volunteering. • Aims to provide support to unemployed and inactive people to improve their life chances through service delivery underpinned by the following principles: person- centred, integrated, evidence-based and easy for people to navigate. • Offers support to people regardless of age or background, including people with disabilities, people with convictions, care-experienced young people, single parents, minority ethnic people and people living in deprived areas. 2.4 The North Ayrshire Local Employability Partnership (LEP) oversees and guides employability provision in North Ayrshire. It aims to support the implementation of local and national employability policy and make best use of resources to deliver employment outcomes for people of all ages while focusing resources where the need exists most. The LEP ensures a co-ordinated approach across key partners aligns provision, maximises impact and targets resources to key priority groups. These include young people, people who are long term unemployed, parents from the key priority family groups and people with disabilities and long-term health conditions. The North Ayrshire NOLB Delivery Plan outlines the key actions to support delivery. 2.5 Delivery is currently supported through Employability Centres located in Ardrossan, Irvine and Stevenston as summarised below. In addition to these centres, Keyworkers meet individuals in community centres or other suitable locations throughout North Ayrshire to ensure the service is accessible, flexible and responsive: • Ardrossan: Parental Employment Hub; • Stevenston: Youth Employment Hub; and • Irvine: Equal Programme, Disability Employment Hub and CEiS Employment Hub. 2.6 This proposal seeks to relocate the Equal Programme from Trinity Church and Eglinton Community Garden a new centralised Disability Employment Hub at Lochshore Park, Kilbirnie. This will establish a dedicated Employability Centre in the Garnock Valley as there is currently no formal centre in this area. Lochshore Park offers an ideal setting for this purpose, providing a rural, wellbeing-focused environment with open green spaces that would provide an optimal environment for a Disability Employment Hub. 2.7 Lochshore Park has benefited from major regeneration, Community Wealth Building, placemaking investment and is identified as a key priority. It provides a regional outdoor visitor destination, health and leisure opportunities, active travel connections, play facilities alongside community and business opportunities. It is a flagship project in demonstrating the Council’s Community Wealth Building ambitions and the desire to 278
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develop an inclusive and green economy with wellbeing and climate change principles being central to the project and any future development. The project plays a key role in supporting economic recovery and renewal and creating new jobs. 2.8 The Lochshore Masterplan was developed through extensive community and partner consultation and engagement, reflected in the establishment of the Lochshore Development Group as an advisory body. The regeneration proposals have been, and will continue to be, co-produced with the local community and partners. The partnership approach proposed between the Employability and Skills team and the groups established at Lochshore would increase capacity for existing stakeholders and provide opportunities for training and employment, within a work setting. 2.9 The Hub would be operated by the Equal Programme, which supports people with disabilities and long-term health conditions to prepare for and progress to employment. The Equal Programme is an accredited SQA centre through which the team provide a range of activities for the target group to engage, gain qualifications and progress to employment, offering a drop in facility as well as structured training. The team are trained and equipped to support people with disabilities and in the last year job outcomes have increased significantly, contributing to the Scottish Government’s aim of halving the disability employment gap. 2.10 The Department for Work and Pensions (DWP) have advised that there are 199 people with a limited capability for work and 81 customers seeking employment with a health condition in the Garnock Valley. This relocation proposal would offer locally based support to enable this group of individuals to be able to access support from the services delivered by the Equal Programme. A referral pathway is in place to support these referrals, in addition to the existing caseload and ongoing referrals from North Ayrshire residents. 2.11 The Equal Programme currently operates from Trinity Church, Irvine and within Eglinton Community Garden, Kilwinning offering horticulture training and has a bike maintenance initiative based in Eglinton Country Park. These initiatives provide trainees with opportunities to volunteer and gain paid work experience as they work toward accredited qualifications and prepare for future employment. Locating the Equal Programme activities in one location at Lochshore Park would offer space to develop a broader range of activities, increased opportunities for partnership working with local organisations, enterprises and businesses, alongside increased opportunities for trainees to gain meaningful work experience. 2.12 The creation of a Disability Employment Hub at Lochshore Park would provide a range of opportunities for grounds maintenance work which would allow the Equal Programme trainees to gain the skills and experience to complete their horticulture qualifications, while improving the public area too. Furthermore, it is envisaged that a programme of tree planting and environmental improvements would be developed with the Park’s Stakeholders including Streetscene, Friends of Lochshore and The Conservation Volunteers, providing added value for all involved. 2.13 The location at Lochshore Park would also enable the programme’s bike maintenance work to be broadened through the linkages to the active travel network and 5km loop within the Park. Cycling Scotland have recently awarded funding to the Equal Programme to support their bike maintenance costs and purchase adapted cycles for people with disabilities. The use of these could be supported and promoted within the Park, improving access and complementing the existing offer of the accessible Lochshore Park Hub building, including the Changing Places facilities and recently completed play facilities. This also creates opportunities to deliver initiatives which will contribute positively to addressing the current transport barriers. 279
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2.14 The café facility within Lochshore Park Hub could also offer further opportunities to train and develop people with skills for a career in hospitality which is a growth sector, where demand exist across Ayrshire for these skills. The café is currently operated by Facilities Management, the aspiration is to test the market with a Prior Information Notice (PIN) to identify an operator and develop a partnership agreement to deliver a unique partnership to provide on site catering and training/employment opportunities. 2.15 The proposal has been informed by significant engagement with staff and the existing 180 service users. This has highlighted significantly more opportunities from the proposed relocation than challenges. The transport requirements of participants have been carefully considered in the development of this proposal, taking account of the transport challenges of the rural location. This noted that there are challenges with transport frequency, however appointments and training sessions could be arranged at times to suit the transport provision. Meetings have been undertaken with key stakeholders. These have all been positive in identifying many opportunities to work in partnership with existing groups at Lochshore, as well as local employers, to maximise opportunities. An Integrated Impact Assessment was also carried out which identified that there are opportunities to work closely with the large and small employers in the Garnock Valley to increase the number of local jobs for local people. 2.16 Travel expenses are paid for individuals to attend appointments and training, with some individuals already in receipt of free or subsidised disability travel passes. Supporting increased independent travel would also develop confidence in programme participants and travel solutions and can often be a key action within an individual’s employability action plan. The travel would support individuals to increase their labour market mobility and encourage widening access around travel to work. The location at Lochshore would also provide opportunities to work in partnership with local organisations to explore wider community transport solutions across the Garnock Valley 2.17 The creation of a Disability Employment Hub at Lochshore Park would complement the existing offer, support increased footfall, provide daily activities for trainees and deliver an accredited training facility in the Garnock Valley, supporting trainees from across North Ayrshire. It would increase the Employability team’s capacity to work with business to support recruitment and training and to collaborate with local employers to improve job outcomes for people with disabilities. 3. Proposals 3.1 That Cabinet approves the proposal to create a Disability Employment Hub at Lochshore Park to deliver opportunities which will improve outcomes and contribute to reducing the disability employment gap. 4. Implications/Socio-economic Duty Financial 4.1 The costs associated with the proposal will be met by the employability and skills funding outlined at Section 2.2. This would be scaled appropriately should the funding position change. The proposal also presents an opportunity to explore external funding and increasing resources by maximising the development opportunities available at Lochshore Park. Human Resources 280
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4.2 The affected staff and existing trainees have been consulted throughout the development of this proposal and are supportive of the proposed approach. Legal 4.3 None. Equality/Socio-economic 4.4 At the heart of the council’s employability approach and services are issues of equality, with a focus on providing support to those most excluded from economic activity. The proposal would deliver additional opportunities to support people to develop skills and progress to employment, located in an area with socio economic challenges. An Integrated Impact Assessment has been completed using the appropriate Toolkit to consider all aspects of Equality Impact Assessment, the Fairer Scotland Duty, Children’s Rights, Island Communities Impact, the Consumer Duty and crosscutting impacts. Climate Change and Carbon 4.5 The Sustainable North Ayrshire Strategy has a vision of a sustainable, climate ready North Ayrshire that drives area-wide reductions in carbon emissions in a way which tackles inequality, promotes fair work, supports Community Wealth Building and contributes to achieving a wellbeing economy. This proposal aligns with this vision providing additional resources while tackling inequalities and enhancing opportunities for people with disabilities to prepare and progress to sustainable employment. A programme of tree planting would offer training opportunities with carbon reduction outcomes. Key Priorities 4.6 The proposal would contribute to the Council’s Wellbeing priority and strategic aim to transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. It would contribute to the key activities of developing a community wealth building approach to a wellbeing economy by supporting pathways to employment for residents, promoting a fair work economy, using our assets to support wellbeing in local communities and ensure our places and spaces where we live, work and visit are well maintained and accessible. It would also contribute to the Communities and Local Democracy and Climate Change priorities and key activities through the development of relationships with communities and partners and the delivery of environmental improvements and woodland creation. Community Wealth Building 4.7 Tackling unemployment directly contributes to the pillar of Fair Employment by focusing support on those residents who have the most barriers to securing Fair Employment. Lochshore Park is a flagship project in demonstrating the Council’s Community Wealth Building ambitions and the desire to develop an inclusive and green economy with wellbeing and climate change principles central to its development. It plays a key role in supporting economic recovery and renewal, including through the creation of new jobs. The proposal will further enhance these activities, building on the Land and Assets pillar by ensuring that the potential of the site is further realised. 5. Consultation 5.1 In accordance with the Scottish Approach to Service Design, service users have been 281
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consulted, supported and empowered to actively participate in the definition, design, and delivery of the proposal and therefore their public services. A full Integrated Impact Assessment has been undertaken with service users and internal stakeholders. Engagement has also been undertaken with the wider stakeholders of Lochshore Park and have all been positive in identifying several opportunities to work in partnership with existing groups at Lochshore, as well as local employers, to maximise opportunities. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Laura Neill, Senior Manager Employability & Skills, on 07795 528243 Background Papers 0 282