Our Council Plan Six Monthly Progress Report - 1 April to 30 September 2024
North Ayrshire Council · 21 January 2025
Back to Cabinet — 21 January 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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NORTH AYRSHIRE COUNCIL 21 January 2025 Cabinet Title: Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024 Purpose: To consider and approve Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024 Recommendation: Cabinet agrees to: (i) Approve Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024 attached at Appendix 1; (ii) Note the report will be presented to the Audit and Scrutiny Committee for consideration on 23 January 2025. 1 Executive Summary 1.1 Our Council Plan 2023-28 is the overarching strategy of our council and details our council’s strategic priorities. We have a statutory duty to publish information that enables effective scrutiny of our performance. 1.2 This report presents the progress made in delivering our Council Plan 2023 to 2028 as at 30 September 2024. The report has been expanded to include further details of our Transformation workstreams and integrate LGBF more timeously. Workforce planning information is included regarding the results of the Best Value Thematic Audit on Workforce Innovation and a more general update will be included in future updates. 1.3 Following Cabinet approval, our corporate performance reports are published on our website www.north-ayrshire.gov.uk/performance. 2 Background 2.1 Under the Local Government (Scotland) Act 1992 and Local Government in Scotland Act 2003 we have a duty to demonstrate Best Value. To ensure we support our residents, fulfil our statutory duties and invite scrutiny, we actively manage performance and develop our reporting to make it accessible and engaging. 2.2 How we demonstrate our performance is defined in the Statutory Performance Information (SPI) Direction 2021 for up to year ending 31 March 2025. In
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December the SPI Direction 2024 was published. It will take effect from reporting years beginning 1 April 2025 for approximately three years. However, to ensure continuous improvement, elements of the new SPI Direction have also been considered when developing this six-monthly report. 2.3 Performance targets were set for 2024 to 2025 and for some quarterly indicators it is not appropriate to set quarterly targets (for example, Community Asset Transfers and carbon emissions). However, to ensure effective scrutiny, we include a review of progress within the narrative of the report and compare performance to date to year end targets. 2.4 A Best Value Thematic Audit focusing on ‘Workforce Innovation’ was conducted by Audit Scotland and details how our council is responding to workforce challenges through building capacity, increasing productivity and innovation. Audit Scotland outlined our council has a clear vision for workforce planning in our Council Plan 2023 to 2028 and demonstrated how agile working has been promoted and strengthened by our council. It included recommendations relating to how workforce planning is reported, which have been reflected in our Audits, Inspections and Accreditations section of the progress report. A more general update on workforce planning will be included in future reports to meet the recommendation. 2.5 We recognise the concerns around LGBF data needing to be reported earlier. As the Improvement Service now provide scheduled data releases throughout the year via their dashboard, we are able to report on LGBF data as it becomes available throughout the year in our six-monthly reporting rather than separately annually. This will enable some of the data to be scrutinised by the Executive Leadership Team, Cabinet and the Audit and Scrutiny Committee up to six months earlier than previously. We will seek to improve reporting on the LGBF further, rationalising information where possible and including detailed feedback from relevant services on their performance. In this initial inclusion within the reporting, detailed performance compared to family groups is included for each indicator with fresh data. 2.6 We have embedded key contextual indicators from the Wellbeing Economy Dashboard (formerly called the Inclusive Growth Dashboard) - which outlines our council’s Wellbeing Economy journey. We will continue to work with the Economic Policy Team to further embed this approach as the new Wellbeing Economy Dashboard becomes established. 3 Assessment of Performance 3.1 Our Council Plan is a progressive plan building on previous work undertaken. As a result, many areas are continuing to progress well from the previous Council Plan. 3.2 There are 47 actions within our Council Plan, with one reported directly through the Health and Social Care Partnership (HSCP) and excluded from this report. From the remaining 46 actions, 45 are on target (green) for mid-year, and one is slightly adrift of target (amber) as detailed below:
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• CP07 Maximising access to and uptake of benefits, entitlements and financial advice: This action is currently slightly adrift of target (amber) due to a delay in the review and refresh of the Financial Inclusion Strategy for 2024 to 2030. However, the strategy is due to be updated by early 2025 for 2025 to 2030 and delivery of support is continuing. During the first six months of 2024 to 2025 this has included: o Integration of welfare rights services through our in-house team moving to single case working and an improved performance management system. o Improved and streamlined referral pathways for services in line with our “Accessing our Council” transformation activity. o Meeting targets for referrals to commissioned debt advice service. o Increased capacity to support welfare rights within schools across North Ayrshire, expanding the established successful approach from secondary schools into primary and early years settings. 3.3 There are 26 performance indicators within our framework. At mid-year, the status of 12 PIs were either unknown or data only, 11 were on target (green), one was slightly adrift of target (amber), and two were significantly off target (red). Of the two significantly adrift of target, one (CP_46) has previously been reported on at year end. The details of the second indicator are below. • CP_10 % of procurement spent on local enterprises: This indicator is a ratio of our local spend against total spend. Though this ratio has decreased, the amount of actual local spend has increased from £57.5million to £71.5million. There was an increase of approximately £71million in overall external spend, mainly due to an increase in large capital projects including flood protection schemes and enabling works. These can only be carried out by tier one contractors and there were no local tier one contractors who could bid for these contracts. However, the tier one contractors reported subcontracting to local suppliers to the value of £10million, which, if considered in the above figure, would have increased the local spend percentage to 28%, above our target of 26% for 2023 to 2024. 3.4 Though data is not available at mid-year for several indicators, the status of the indicators compared to annual targets alongside the impact of our activities captured within the body of the report, gives confidence that performance is on track. Where quarterly targets are available, performance is stronger than expected. For example, the actual for CP_27 Street Cleanliness Index is 91.7% clean against a target of 87% and participatory budgeting is currently sitting at 1.85% against a target of 1%. 3.5 Key Highlights • Our most recent Best Value Thematic Audit focusing on Workforce Innovation was positive, showing how our council is responding to current challenges by building capacity, increasing productivity and innovation. • Our council was successful in becoming one of Scotland’s Fairer Future Partnerships (FFP). This £350,000 investment in a Fairer Futures Team
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will enhance a systematic approach to addressing child poverty in North Ayrshire. • Our council’s two new solar photovoltaic (PV) farms have progressed to construction stage. Solar panels have been installed on the majority of the former Nethermains landfill site in Kilwinning and good progress is also being made at the former Shewalton landfill site. They are expected to generate £400,000 of revenue per year over 25 years as well as reducing our carbon footprint. • We have implemented our Strategic Housing Investment Plan 2024 to 2029, including starting on-site at Ayrshire Central Hospital in Irvine and at the former Garnock Academy site in Kilbirnie and completion of sheltered housing refurbishment projects at Cheviot Court, Irvine and Barnett Court, Saltcoats. • Montgomerie Park Primary School opened in August 2024, achieving and exceeding certification for energy efficiency meaning reduced operational costs. Passivehaus-certified, this construction will significantly inform future sustainable construction projects. • Almost £2.1 million in external funding has been secured to advance the Local Transport and Active Travel Strategy. • To date, 36,531 trees have been planted across North Ayrshire through the 2030 Woodland: A Tree Planting Strategy. • We commissioned a study into opportunities for Community Transport, specifically examining the existing public transport provision on Arran and in the Garnock Valley. • We published our new Participation Strategy which will focus on raising awareness of participation processes including locality partnerships and enhance our budget consultation. • Locality Plans were approved at Locality Partnership meetings in September. To date, £177,574 of community grants have been awarded by Locality Partnerships this year. • We have commenced a comprehensive review of our locality planning framework. • We have expanded our capacity to support Community Asset Transfers (CATs) through engaging with our Active Schools team. We are currently working with 19 community groups to progress CATs. • A number of activities were delivered for our care experienced young people through our Corporate Parenting Summer Programme, as well as Active Schools and Community Partnership Officers working closely with our Health and Social Care Partnership. 638 of our young people took part, with 71% supported into longer term extra-curricular activity. Over 65% of attendees felt safer, that they were achieving more and/or felt more respected. • Our Financial Inclusion Partnership is developing a communications plan to help promote services to island residents, our gypsy traveller community, those who are digitally excluded and residents with disabilities. • 35 Modern Apprentices were recruited into our council in August.
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• 15 households on Cumbrae and 25 in Kilwinning have been identified for improvements via the Energy Efficient Scotland: Area Based Scheme. This will help address the impact of energy costs and address fuel poverty. • Four community renewable projects have been awarded £130,000 in funding through the Community Renewable Energy Generation Fund. • Our recycling performance is the third strongest in Scotland, improving from 55.3% to 56.1% in 2023 (data recently released from SEPA). • Our Transformation Programme continues to progress, with key milestones reached within the Digital Workstream, Irvine Property Review as well as the Nethermains and Shewalton Solar PV Farm detailed above. • The Transformation Board is overseeing service reviews across the Learning Resource; Housing Service; Financial Inclusion Services; External Residential Placements; Economic Development, Growth and Regeneration; and Waste Services. 3.6 Key Next Steps • We will establish our Fairer Futures Partnership team to bring a more systematic approach to addressing child poverty in North Ayrshire. • We will progress work as one of three places in the Collaborating for Health Equity in Scotland (CHES) programme, which is being jointly led by Public Health Scotland and the University College London Institute for Health Equity. The aim of this programme is to strengthen and accelerate the action underway to improve Scotland's health, increase wellbeing and reduce health inequities. This work will complement the Fairer Futures Partnership Activity to address child poverty. (Though outside of the timescales for this report, we were appointed to the CHES programme in November and further information will be included in our Year End reporting.) • We will complete the annual review of our Strategic Housing Investment Plan. • Our Tenant Inspection Panel will scrutinise our Aids and Adaptations provision. • We will complete our review of our Locality Partnerships and present proposals to Cabinet in early 2025. • We will commence a comprehensive review of our approach to application, assessment, award and compliance in relation to community funds and grants. • We will explore Community Climate Action Plans for our six localities. • We will continue to provide support for local enterprise through the Business Recovery and Sustainability Fund. • We will develop a battery storage pilot scheme in non-domestic buildings to maximise the use of existing roof mounted solar PV, helping support local energy networks. • We will continue to progress recommendations arising from the Audit Scotland Best Value Thematic Work. • We will continue to progress property rationalisation. • We will commence our budget consultation for 2025 to 2026.
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4 Proposals 4.1 Cabinet agrees to: (i) Approve Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024 attached at Appendix 1; (ii) Note the report will be presented to the Audit and Scrutiny Committee for consideration on 23 January 2025. 5 Implications/Socio-economic Duty Financial 5.1 There are no financial implications arising from this report. Human Resources 5.2 There are no human resource implications arising from this report. Legal 5.3 There are no legal implications arising from this report. Equality/Socio-economic 5.4 There are no equality/socio-economic implications arising from this report. Climate Change and Carbon 5.5 There are no climate change and carbon implications arising from this report. Key Priorities 5.6 The Progress Report enables the effective scrutiny of the delivery of our Council Plan strategic priorities. Community Wealth Building 5.7 There are no Community Wealth Building implications arising from this report. Consultation 5.8 The Executive Leadership Team (ELT) reviewed and scrutinised the report prior to submission to Cabinet. Aileen Craig Head of Service (Democratic) For further information please contact Isla Hardy, Senior Manager (Policy, Performance and Democracy) on 01294 324035 or email IslaHardy@north- ayrshire.gov.uk.
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Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024
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Contents Our Performance at a Glance .................................................................................................................. 1 Welcome ................................................................................................................................................. 2 Our Priori�es ........................................................................................................................................... 3 Wellbeing ............................................................................................................................................ 4 Key Ac�vi�es ...................................................................................................................................... 4 Next Steps .......................................................................................................................................... 9 Case Study – Drama for Wellbeing................................................................................................... 10 Communi�es and Local Democracy .................................................................................................. 11 Next Steps ........................................................................................................................................ 14 Case Study – Garnock Valley Task Force .......................................................................................... 15 Climate Change ................................................................................................................................. 16 Key Ac�vi�es .................................................................................................................................... 16 Next Steps ........................................................................................................................................ 20 Climate Change Case Study – Solar PV Farm ................................................................................... 21 A Sustainable Council ........................................................................................................................ 22 Our Transforma�on Programme ...................................................................................................... 22 Case Study – Our First Passivhaus School – A Model for Sustainable Educa�on ............................. 24 Audits, Inspec�ons and Accredita�ons ............................................................................................ 25 Next Steps ........................................................................................................................................ 27 Performance Summary ..................................................................................................................... 28 Measures adri� of target ................................................................................................................. 28 Changes to indicators ....................................................................................................................... 29 Ac�ons Adri� of target .................................................................................................................... 29 Benchmarking ................................................................................................................................... 30 Peoples Services ............................................................................................................................... 31 Other Services .................................................................................................................................. 32 Performance Indicators ..................................................................................................................... 42 Ac�on Tracker ................................................................................................................................... 45
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 1 of 49 Our Performance at a Glance 35 Modern Apprentices recruited in August 2024 Child Poverty Action Plan Progress Report approved by Cabinet in August 2024 £165,377 of Participatory Budgeting funding available for our community groups and organisations 12,647 items of rubbish logged in September through the new ‘LitterLotto’ app £17.4million funding secured from UK Government Levelling Up Fund Round 3 for Commercial and Low Carbon Infrastructure £130,000 of funding awarded to four community renewable projects We opened our three state of the art educational facilities, investing £41.265m in our young peoples’ education 11.2 tonnes of mattresses and 117 tonnes of household furniture for reuse collected, assisting 875 households 72 climate change and energy lessons delivered to 26 primary schools 442 referrals to our new Debt Advice Service exceeding the referral target 437 P4 to P7 pupils participated in programmes during Scotland’s Climate Week Our new Participation Strategy for North Ayrshire was approved by Cabinet in June 2024
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 2 of 49 Welcome Welcome to our Mid-Year Report on our Council Plan 2023 to 2028. This report covers the period 1 April to 30 September 2024. Our Council Plan is our contract with our residents and details how we are progressing our four priori�es of Wellbeing, Communities and Local Democracy, Climate Change and A Sustainable Council. Delivery of our Council Plan is progressing posi�vely as 86% of our indicators where the status is known are either on target or only slightly adri� of target and 96% of our ac�ons are on target. We ac�vely compare our performance to other similar local authori�es through the Local Government Benchmarking Framework (LGBF). Of these LGBF indicators, 17 of the 33 indicators that link closely to our priori�es are in the top two quar�les. This means we are performing more strongly in priority areas compared to other councils. We are priori�sing ways in which we can alleviate the impact of cost of living. This includes: Our Money Maters Team helping residents access financial advice; funds being allocated from our Child Poverty and Early Interven�on Fund to review childcare provision; emergency support payments allocated to households struggling with high u�lity bills through our Energy Smart Programme; and parents being supported into employment by council services to improve household income. We received a posi�ve Best Value audit on the theme of Workforce Innova�on. Our council has set out a clear vision for workforce planning in its Council Plan 2023 to 2028. We have a comprehensive approach to workforce planning, real �me workforce data is u�lised to inform future plans and we have adopted a wide range of approaches to improve the skills and capacity of our exis�ng and future workforce, including agile working. We con�nue to focus on embedding Our ‘No Wrong Door’ approach within our council, ensuring that residents are always directed to helpful advice efficiently and that Cost of Living support is easy to access. To access this support, please call 01294 310000 or visit our website www.north-ayrshire.gov.uk. Our council’s two new solar photovoltaic (PV) farms have progressed to construc�on stage. Solar panels have been installed on the majority of the former Nethermains landfill site in Kilwinning and good progress is also being made at the former Shewalton landfill site. The two solar farms are expected to generate £400,000 revenue per year over a 25-year period resul�ng in a total gross income of approximately £10million. Both sta�ons have brought the sterile land at these sites (former landfill sites) back into use. This shows how we are embracing sustainable transforma�onal change to meet our council’s challenges as well as realising community benefits from the use of our land assets. Key contextual indicators from the Wellbeing Economy Dashboard (formerly the Inclusive Growth Dashboard) include: Together we will ensure a North Ayrshire that is fair for all. Population of North Ayrshire: 133,349 (2023) 29% of our children live in poverty after housing costs 28% of our households live in fuel poverty (2021-22) 65.2% of working age population is in employment (June 2024) 10.4% of people earn less than the living wage (2023) Area wide CO2 emissions are 682kt CO2 (July 2023)
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 3 of 49 Our Priori�es Our Vision – A North Ayrshire that is fair for all. Our Mission – Working together to improve the lives of our people in North Ayrshire
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 4 of 49 Wellbeing To transi�on to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. Key Ac�vi�es Cost of Living Our council was successful in becoming one of Scotland’s Fairer Future Partnerships (FFP). This partnership will fund three posts for 18 months at a value of approximately £350,000 to help bring a more systematic approach to addressing child poverty. Through innovation, small- scale tests and reform, we are aiming to develop a larger scale and sustainable approach for North Ayrshire. We have con�nued to strengthen our links with the Third and Voluntary Sectors. For example, we have reconfigured our Child Poverty and Cost of Living Board within the Community Planning Partnership. This followed recent self-evalua�on with partners that emphasised the importance of engaging more with the third sector to address child poverty. A commitment has been made by the Child Poverty Governance Group to work more closely with the Third Sector Interface (TSI) to progress place-based approaches to address child poverty across our locali�es using the Child Poverty Early Interven�on Fund. Our Child Poverty Ac�on Plan Progress Report 2023 to 2024 was approved by our Cabinet in August. The report highlights ac�on that has been taken. Key areas of focus include: • Ensuring residents can access available cost of living support quickly and effec�vely through the No Wrong Door approach, which ensures council employees can support our residents to access the advice and services they need. • Improving out-of-school care provision. • Improving the data that is gathered on the six priority groups (lone parent families, minority ethnic families, families with a disabled child or adult, families with a younger mother (under 25), families with a child under one, and larger families (three or more children) so that resources can be beter targeted to support them. In September, we began trialling a simplified Council Tax process, we are currently monitoring how well the new process works and intended benefits. Our Lived Experience group will be tes�ng this change in November to ensure it is suitable for real world environments. Our young people and their families in the Garnock Valley have been receiving support during the cost of living crisis from the Garnock Valley Youth Forum. Weekly atendees of the forum have been given goods and snacks whist families have been provided with uniforms, clothes and toiletries at no cost through the “New to You” ini�a�ve. Our community growing ini�a�ves are sharing excess food with local larders to reduce food waste and promote sustainable food systems. Larders are also u�lising FareShare (the UK’s na�onal network of charitable food redistributors) to collect surplus food from supermarkets, further minimising waste and providing food for our residents in need.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 5 of 49 Our Financial Inclusion Partnership is developing a communica�ons plan for 2025 to promote North Ayrshire Financial Inclusion services. This will promote services available, the range of pla�orms for engagement and contact details for support services. It is hoped this will improve awareness par�cularly for our island residents, the gypsy/traveller community, people who are digitally excluded and those with physical or learning disabili�es or ill health. Our Garnock Valley Locality Team, in Partnership with North Ayrshire’s Health and Social Care Partnership and Café Solace Kilbirnie, has launched a Recovery Hub in Bridgend Community Centre. The hub provides a safe and suppor�ve environment for individuals in recovery, offering access to informa�on and resources. Care Experienced Young People Our Corporate Paren�ng Summer Programme offered our care experienced young people a chance to build rela�onships with others who may have had similar experiences. The programme provided opportuni�es to take part in ac�vi�es that they otherwise may not have such as bowling. The event also provided parents and carers with some respite, with one carer sta�ng: “Being twins, the girls have quickly learnt to rely on each other in their own small bubble. Atending events that can take them out of their comfort zone and help them interact with other young people is great for their own personal development. Both girls really enjoyed so� play and as a carer it gave us a couple of hours off knowing the children were safe and being looked a�er.” Our Ac�ve Schools and Community Partnership Officers have been working with a range of Health and Social Care partners such as Foster and Adop�on, Kinship Families, Residen�al House, Children and Families team and Young Carers to remove barriers care experienced young people experience when accessing sport and physical ac�vity opportuni�es. This is part of our ongoing commitment to ensure that each young person has an equal opportunity to thrive. Achievements include: • 51 opportuni�es provided for our young people, such as visits to leisure centres, team building days at Newmilns Dry Ski Slope and residen�als at Inverclyde Na�onal Sports Centre. • We have worked with 638 of our young people who are care experienced to provide sport and physical ac�vity opportuni�es. • 71% of our young people atending these opportuni�es have been supported into more frequent ac�vity such as extra-curricular Ac�ve School programmes, community provision in partnership with KA Leisure, or a local community club. • We work with our young people to monitor the impact of these opportuni�es. As a result of these ac�vi�es, 65% felt safer, 66% felt they were achieving more, 65% felt more respected, and 67% atended more sports clubs. Atainment Our Educa�on Service Improvement Plan has an enhanced focus on raising
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 6 of 49 atainment. Following significant analysis of our Achievement of Curriculum for Excellence Data, we have adapted the work of our Educa�on Scotland Atainment Advisor to ensure greatest impact during 2024 to 2025. Our Auchenharvie cluster of primary schools has engaged with the 'Keeping the Promise in Educa�on Award' and will be looking at specific Personal Social Educa�on (PSE) resources developed by Adop�on UK. We are also inves�ga�ng how we can collaborate with the Adop�on UK educa�on team to support our care experienced learners. We are currently analysing ini�al data on how well our care experienced young people are progressing to be able to support them at school. Although further analysis within our schools has s�ll to take place, ini�al informa�on from the na�onal Insight system indicates that of the 2023 to 2024 S4 cohort, 69% of our care experienced young people achieved Level 4 Literacy, and 79% achieved Level 4 Numeracy. A series of ac�vi�es promo�ng good mental health for children in Primaries 4 to 7 took place via our Outdoors for Wellbeing camp. Our 27 young people in atendance took part in cra�s, nature ac�vi�es and a park liter pick. Lifelong Learning Ac�vi�es A series of cyber sessions took place over the summer in local libraries hosted by our Youth Work Modern Appren�ces. The sessions focussed on: • Cyber resilience and online safety • Young people’s rights online • Digital technologies • Inclusion and digital opportuni�es to learn online or take the next step in employment Our Youth Work Modern Appren�ce, Max, said: “As a young person, I know how important being digitally connected is to young people. But there can be a dark side too. We want to empower young people to know the dangers of online, how to protect themselves against cyber-atacks but also how to u�lise the power of online and apps to help overcome obstacles, look a�er their mental health, build connec�ons and help them to achieve their aspira�ons and goals.” We were delighted to receive funding from UK Government for a first of its kind Cyber Resilience programme. Cyber Explorers is the first in the UK delivering this programme in a community se�ng whilst working alongside our Educa�on Department. Primary 6 and 7 as well as S1 and S2 pupils are being targeted ini�ally, along with delivery in community centres and at the Mobile Youth Centre. The Discovery Award Group in the Garnock Valley is aimed at all people over 50 years of age to help combat isola�on and promote an ac�ve and healthy lifestyle. It offers challenges to both s�mulate and mo�vate and has seen nine members progressing towards their Silver Award, with one member now working towards their Gold Award. During the summer, we delivered our “Big Class Experiment”, aimed at bringing together English for Speakers of Other Languages (ESOL) learners located across North
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 7 of 49 Ayrshire, each with a variety of diverse needs. Recognising the challenge of providing effec�ve language educa�on, we learned from the Glasgow ESOL Forum’s approaches to managing classes with diverse needs. Our Ranger Service led 13 events and ac�vi�es that were atended by 124 of our young people and 100 adults. These events included guided Science, Technology, Engineering and Maths (STEM) trail ac�vi�es, biodiversity informa�on events and Ayrshire walking fes�val walks. Our Ranger Service also supported four corporate volunteering sessions, three being through our Reconnected Programme in partnership with Human Resources and Occupa�onal Development (HR & OD), and one provided externally. Equali�es Our Bri�sh Sign Language Plan (BSL) was published in May. This is our second Ayrshire Shared BSL Local Plan and was developed in partnership with Ayrshire College; East and South Ayrshire Councils; North, East and South Ayrshire Health and Social Care Partnerships; and NHS Ayrshire and Arran. Our BSL Local Plan sets out the priori�es iden�fied through consulta�on with BSL users living, working and studying in Ayrshire. The priori�es included within this plan cover: • BSL accessibility. • Children, young people and their families. • Access to employment. • Health and wellbeing. • Celebra�ng BSL culture. • BSL data. • Democra�c par�cipa�on. Employment As part of our council's workforce planning commitment, 35 Modern Appren�ces were recruited in August 2024 across various council services. In addi�on, six employees have commenced Graduate Appren�ceship courses in September 2024 with the University of the West of Scotland (UWS), taking the overall total to 12 employees who are advancing through a Graduate Appren�ceship programme. Community Wealth Building We consider Community Wealth Building (CWB) to be a key mechanism to achieving a wellbeing economy in North Ayrshire. Following cabinet approval of our 2024 to 2027 Community Wealth Building Strategy in February 2024, services across our council are working together to maximise local economic opportuni�es, increase the number of good quality local jobs, and retain wealth within North Ayrshire. We are undertaking research to consider how we can use CWB principles to build on opportuni�es within our locali�es and meet the needs and aspira�ons of our communi�es. CWB is at the heart of the Ayrshire Regional Economic Strategy and we are progressing our Regional Economic Strategy Delivery Plan. We are working with partners across Ayrshire including South and East Ayrshire councils, Ayrshire Chamber of Commerce and Ayrshire College to deliver ac�ons which will support business growth under the Support for Enterprise theme. A review of the Year One Delivery Plan has highlighted good progress, with some
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 8 of 49 ac�ons being carried forward into Year Two. Supported by the Regional Economic Strategy, Ayrshire was successful in securing £3.7million of funding from the UK Department for Science, Innova�on and Technology to facilitate emergent telecommunica�on technologies and 5G coverage across the region through the 5G Innova�on Regions programme. Project delivery is underway alongside partners, with our council as the overall programme lead. Commercial Estate Developments Our new business pavilion within Annickbank Innova�on Campus in Irvine, now has an iden�fied bidder for the ground floor space and marke�ng will con�nue for the upper floor. The building is low carbon and energy efficient with an Energy Performance Cer�ficate (EPC) ra�ng of A+. It is hoped that the pavilion will support the growth of local businesses. Phase Four of our Annickbank Innova�on Campus project is currently awai�ng confirma�on of external funding. Community Transport A study to inves�gate poten�al opportuni�es to develop Community Transport across North Ayrshire was commissioned in 2024. The study aims to assess the exis�ng public transport coverage and established community transport services currently opera�ng on Arran and in the Garnock Valley. It will be informed by public and stakeholder engagement to determine the impacts of transport limita�ons on the community and iden�fy how further community transport services could beter support travel needs. Consulta�on ac�vi�es to inform the study were undertaken between February and June 2024. The dra� study was received in August and next steps are being established. A further study is being commissioned on behalf of the Garnock Valley Locality Partnership on the travel challenges and barriers in the area and their impact on the community. This will commence in Quarter Three of 2024 to 2025 and include extensive consulta�on. Housing Alongside our Registered Social Landlords (RSLs) our Housing Service con�nues to deliver our social house building programme in the form of new build proper�es and buybacks of ex-local authority proper�es via the Strategic Housing Investment Plan (SHIP). There are a number of projects currently on site: • Ayrshire Central Hospital site, Irvine. • Garnock Academy site, Kilbirnie. • Newhouse Drive, Kilbirnie. • Laburnum Avenue, Beith. • James McFarlane site, Ardrossan. • Stanecastle site, Irvine. • Former Kings Arms hotel, Irvine. • St Mary's site, Largs. The sheltered housing reprovisioning programme con�nues to be implemented with the comple�on of the refurbishment of Barnet Court in Saltcoats and Cheviot Court in Irvine. The next phase planned for refurbishment includes Laigh Court in Beith and Vineburgh Court in Irvine. We con�nue to invest in and maintain our current housing stock. We are proac�vely installing sustainability measures to ensure they are as thermally efficient as possible to reduce fuel bills
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 9 of 49 for tenants. Measures include installing external wall insula�on and solar photovoltaic (PV) technology to suitable proper�es. We are also undertaking a pathfinder project to explore a 'whole house' retrofit approach to our exis�ng homes. This will inform future asset investment for different property types to achieve our energy efficiency targets and reduce fuel costs for our tenants. Following submission of the Annual Return on the Charter (ARC) on 31 May 2024, the Annual Assurance Statement (AAS) will be presented to Audit and Scru�ny on 31 October 2024 for endorsement and duly submited to the Sco�sh Housing Regulator. The AAS will also be presented to the North Ayrshire Network (NAN) on 10 October 2024 to seek feedback and scru�ny prior to endorsement. Our Tenant Inspec�on Panel scru�nises one area of service per year. For 2024 to 2025 the area of focus is Aids and Adapta�ons. This was decided independently through a review of our performance informa�on and support from officers. The project will commence during January 2025. Next Steps • We will establish our Fairer Futures Partnership team to bring a more systema�c approach to addressing child poverty in North Ayrshire. • We will progress work as one of three places in the Collabora�ng for Health Equity in Scotland (CHES) programme, which is being jointly led by Public Health Scotland and the University College London Ins�tute for Health Equity. The aim of this programme is to strengthen and accelerate the ac�on underway to improve Scotland's health, increase wellbeing and reduce health inequi�es. This work will complement the Fairer Futures Partnership ac�vity. • Review the impact and further develop our approach to the Mo�va�on, Commitment and Resilience (MCR) pathways for our young people. • We will review the Debt Advice service. • We will develop a communica�on plan for our Financial Inclusion Partnership. • We will hold Secondary Atainment discussions to examine atainment data to support improvement. • We will produce our Bri�sh Sign Language Opera�onal Plan. • We will further refine our approach to our Wellbeing Alliance. • We will review research commissioned by our council into the poten�al to deliver a more locality based approach to Community Wealth Building across North Ayrshire. • We will work with island stakeholders to influence the development of the new Na�onal Islands Plan for Scotland. • We will progress the valida�on process for our Levelling Up Fund Round 3 Commercial and Low Carbon Infrastructure project. • We will con�nue to provide support for local enterprise through the Business Recovery and Sustainability Fund. • We will complete the annual review of our Strategic Housing Investment Plan • Our Tenant Inspec�on Panel will scru�nise our Aids and Adapta�ons provision.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 10 of 49 Case Study – Drama for Wellbeing Youth Services returned to the Harbour Arts Centre in August for a week–long drama workshop. This year, the North Ayrshire Drama for Wellbeing sessions were atended by over 35 young performers aged between six and 15 years old. Following a series of workshops throughout the week with a mental health and wellbeing focus, the hard work of the children and young people was celebrated with an on-stage performance to the Provost, special guests and family members. Some of the young performers have already been used to the stage, starring in amateur drama and local dance school produc�ons. However, for others, this was their first �me. One of our youth workers who led the workshops throughout the week supported by drama facilitators working in the industry said: “I am incredibly proud of our talented performers. The free workshops were fully booked. We were really amazed how well received the uptake was as the aspiring performers were able to discover the power of youth work via confidence building and wellbeing sessions. It has been great to welcome performers who were with us last summer too, they’ve grown so much.” Parent feedback included: “The singing was incredible, and the drama was really moving. I was deeply moved by the produc�on and it’s great to hear from my daughter and her friends that they’ve been able to learn some valuable performance skills and develop techniques to be more mentally resilient ahead of the new school term.” The programme is an example of how we con�nue to champion children and young people’s rights – building their confidence and encouraging them to learn new skills beyond the classroom.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 11 of 49 Communi�es and Local Democracy We will have ac�ve, inclusive and resilient communi�es. Key Ac�vi�es Community Learning and Development We published our new Community Learning and Development (CLD) Plan 2024 to 2027. Reflec�ng the recommenda�ons within the recently published Sco�sh Government “Learning: For All. For Life” report, key themes have been iden�fied and commitments made to the communi�es of North Ayrshire. Adult Learning, Youth Work and Capacity Building are the founda�on of the CLD Plan, with themes of health and wellbeing, Community Wealth Building and workforce development woven in. It also covers inequali�es and the targe�ng of resources, as well as describing unmet need and governance. Par�cipa�on In June 2024 our new Par�cipa�on Strategy was approved. The delivery of the first year of the strategy will focus on the following ac�ons: • Promote and raise awareness of the strategy and the ways in which people can be involved. • Gather examples of effec�ve engagement, par�cipa�on and change to share. • Enhance our budget consulta�on process. • Work to further develop and promote our locality planning approach. Addi�onally, we con�nue to develop a virtual community directory to support residents in crisis, in alignment with the work of the North Ayrshire Child Poverty and Cost of Living Board. We have recruited community reviewers for both the locality and youth par�cipatory budge�ng (PB) process. Our reviewers will be involved in all aspects of the PB process across all six locali�es. There is a total of £165,377 available through the PB process which our community groups and organisa�ons may apply for. The Consul online engagement pla�orm will facilitate vo�ng for young people aged eight to 25 years. Vo�ng packs created by our Modern Appren�ces will be distributed to schools promo�ng democracy and ac�ve ci�zenship. Vo�ng for the PB funding available through the UK Shared Prosperity Fund (SPF) Communi�es and Place Grant is also in progress across our six locali�es. There is a budget of £31,000 available and vo�ng will conclude in November. Training has been delivered to the Ac�ve Schools Team to expand the capacity for suppor�ng the Community Asset Transfer (CAT) process. The Ayrshire Community Trust (TACT) hosted an informa�on session for local groups either considering or at the early stages of a CAT. We currently have 12 expressions of interests pending, are assessing 11 full applica�ons, and four groups are considering making an applica�on. In the summer, our Members of the Sco�sh Youth Parliament (MSYP) atended the na�onal si�ng of the Sco�sh Youth
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 12 of 49 Parliament. Along with the Scotland-wide membership, our MSYPs took part in the vote to decide the three campaign areas for the next two years. These have received a good amount of support from organisa�ons across Scotland including the Third Sector. Campaigns include: • Increasing mental health training and educa�on. • Inves�ng in and protec�ng youth work services. • Ending gender-based violence. Our MSYPs took part in consulta�on to help shape na�onal policy such as: • Transi�ons to Adulthood for Disabled Young People. • Sco�sh COVID-19 Inquiry Workshop 2 – Mental Health and Digital Inclusion. • Ar�ficial Intelligence in the Children’s Hearings System. • Educa�on Reform – What Should Happen Next? • Together (Sco�sh Alliance for Children’s Rights): State of Children’s Rights Report. • Learning for Sustainability Project – Phase 2 Workshop. Our MSYPs have also been mee�ng regularly via the Execu�ve Youth Council, atending summer events and programmes, volunteering and working on individual projects. Locality Planning One of the key routes for par�cipa�on in North Ayrshire is through locality planning, including the work of the locality partnerships which bring our Community Planning Partners, Elected Members and community representa�ves together to jointly address local priori�es. Using our new North Ayrshire Par�cipa�on Strategy as a catalyst, a programme of self- assessment work in rela�on to locality planning has been developed. This reflects our ambi�on to con�nue to grow and improve the local governance framework using locality planning. It augments the ambi�ons of communi�es across Scotland which have been iden�fied so far through the Local Governance Review and Democracy Maters 2 conversa�on. The self-assessment exercise will take place over summer/autumn 2024 and will include: • Surveys with key locality representa�ves to gain a deeper understanding and iden�fy what is currently working well, the challenges to locality working and opportuni�es to develop the collec�ve contribu�on. • A wider review of the best of prac�ce across na�onal networks to inform our locality planning approach, tailored to local circumstances as required. The 2024 to 2025 Locality Plans were approved at Locality Partnership mee�ngs in September. Community Planning Partnership Our Community Planning X (formerly called Twiter) account is experiencing steady growth, nearing 900 followers. The team has recently reassessed the social media plan to enhance the use of the pla�orm, aiming to further expand the account and highlight the ini�a�ves of the Community Planning Partnership and Locality Partnerships. Following posi�ve feedback from par�cipants a�er the first session in March, the second of two Community and
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 13 of 49 Locality Planning training sessions has been planned for November. A development session took place in May 2024 led by the Sco�sh Fire and Rescue Service and atended by CPP partners. Ac�ons to be considered include a review of CPP governance and looking at ways to increase working on a pan Ayrshire basis. Discussions have taken place with CPP Teams at East and South Ayrshire councils regarding increasing pan-Ayrshire working in the coming year. We are undertaking a review of Locality Planning which will look at findings from engagement ac�vity and local data including locality surveys and profiles. It aims to strengthen our locality planning approach in North Ayrshire and aligns with our council's ongoing commitment to community empowerment. Community Asset Transfer (CAT) Community Asset training has been delivered to employees who are interested in being the Single Point of Contact for community groups exploring community asset ownership. This training will build on exis�ng communica�ons between departments to ensure groups feel fully supported through the CAT journey. We have worked to understand where we can support groups who are interested in a CAT of a building. This includes carrying out some repairs to make buildings more sustainable using our CAT Start Up Fund and working alongside our Energy team to understand what adapta�ons might improve the energy use of various buildings. Modern Appren�ces from Building Services helped to carry out work to the Garnock Valley Men’s Shed building, bringing it to a state where the group were able to progress to full ownership. We are working with 19 different groups who are at various stages of the CAT process to help them progress their ambi�ons. Community Grants and Funding Par�cipatory Budge�ng 2024 to 2025 (locality and youth) was launched across all six locali�es, with launch events held in each locality, providing opportuni�es for groups to find support to apply and a chance to network with other local organisa�ons. PB training has been delivered across locali�es to staff and a community reviewer engagement session has taken place for this round of PB. Community grants totalling £177,574.98 have been awarded by Locality Partnerships so far this year. We are planning to review our processes for making and monitoring grants to ensure they are as easy as possible for community and voluntary organisa�ons to access. Community and Voluntary Sector We have been working with the North Ayrshire Third Sector Chief Officers’ Group (COG), who represent a range of local, regional and na�onal organisa�ons in North Ayrshire. This is a key group of senior leaders who have the poten�al to influence and shape CWB within the third sector as well as becoming a trusted partner for our council. This work includes looking at how we
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 14 of 49 can work together with third sector organisa�ons to invest in them in a collabora�ve rather than compe��ve manner. Development sessions are planned to explore this further and create agreed ac�ons we can take forward together. We con�nue to support a range of other community and voluntary sector organisa�ons including Community Associa�ons who operate key holding at a number of community facili�es, and the Fairer Food Network who operate 16 food larders across North Ayrshire. Islands We have con�nued to support communi�es on Arran and Cumbrae with the implementa�on of our Ten-Year Island Plans. This has included suppor�ng communi�es on both islands to prepare and submit applica�ons to the Sco�sh Government's Islands Programme for capital projects. In addi�on, we supported Cumbrae Community Development Company to prepare and submit a funding applica�on to the Sco�sh Government's Carbon Neutral Islands Capital Fund. Next Steps • We will complete our review of our Locality Partnerships and present proposals to Cabinet in early 2025. • We will begin delivery of our year one outcomes of our new Community Learning and Development Plan. • We will make progress on the priori�es iden�fied through the Community Asset Transfer Start-up Fund review. • We will commence a comprehensive review of our approach to applica�on, assessment, award and compliance in rela�on to community funds and grants. • We will implement the ac�on plan iden�fied by our joint work with the Third Sector Chief Officers Group. • We will con�nue to develop our new virtual Community Directory for community members in crisis. • We will prepare our CPP Project Plan for 2025 to 2026. • We will carry out Community and Locality Planning training sessions in November. • We will undertake a consulta�on on rent se�ng op�ons for 2025 to 2026 for our council homes. • We will issue our tri-annual tenant sa�sfac�on survey. • We will test our streamlined Council Tax process with our Lived Experience Group in November. • We will undertake both a locality and youth par�cipatory budge�ng process.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 15 of 49 Case Study – Garnock Valley Task Force In response to a growing trend in youth related disorder across the Garnock Valley, a Wellbeing Task Force was established to drive a fresh and effec�ve approach to the challenge. This ini�a�ve is part of the North Ayrshire Health and Wellbeing Alliance broader delivery programme, aligning: • Diversionary opportuni�es for young people. • Educa�onal messaging on life choices and the dangers of substance misuse. • Beter links with local partners to provide more opportuni�es for young people to find their future pathway. The primary goal was to create a cohesive and skilled delivery team capable of reducing youth disorder. Through careful analysis of local data, the task force iden�fied disengaged students within the educa�on system as a key demographic requiring aten�on. They o�en face barriers to posi�ve engagement leading to an�social ac�vi�es within their communi�es. By addressing these challenges head on, the Wellbeing Task Force is working to empower young people with the tools, opportuni�es and guidance needed to make beter decisions and build brighter futures. A pilot commenced in December 2023 using KA Leisure coaches and instructors who have focused on building rela�onships and developing trust with the young people to build confidence through sport and physical ac�vity and develop transferable skills such as: • Goal se�ng • Discipline • Rou�ne • Teamwork • Resilience Our young people have completed KA Leisure’s Elevate Academy and received a 3-month fitness membership to con�nue their wellbeing journey out with school. The second phase of this project focusses on empowering our young people to design and lead ini�a�ves that benefit their local area and wider community. This stage aims to ins�l a sense of responsibility and belonging while equipping par�cipants with valuable skills and experiences. By involving our young people in meaningful, community-driven projects, the ini�a�ve also seeks to shi� percep�ons, highligh�ng the posi�ve contribu�ons of youth and fostering stronger connec�ons between the school and the wider community. The next steps will involve collabora�ng with addi�onal partners to expand engagement, broaden opportuni�es, and create more pathways for our young people. We will also explore new ways to promote access to community ac�vi�es and lifelong learning opportuni�es.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 16 of 49 Climate Change To achieve net-zero by 2030. Key Ac�vi�es Energy Our council’s two new solar photovoltaic (PV) farms have progressed to construc�on stage. Solar panels have been installed on the majority of the former Nethermains landfill site in Kilwinning and good progress is also being made at the former Shewalton landfill site. The new solar farms will make a major contribu�on to renewable energy genera�on and carbon reduc�on whilst also bringing sterile land back into produc�ve use. The two solar farms are expected to generate £400,000 of revenue per year over a 25 period resul�ng in a gross income of approximately £10million. The projects are both in the construc�on stages and are scheduled for energisa�on in early 2025. Following an engagement exercise via our Energy Efficient Scotland: Area Based Scheme (EES:ABS), 15 households on Cumbrae have been iden�fied for improvements. This aims to address the impact of energy costs and fuel poverty in private housing across Scotland. Further engagement with eligible households will con�nue to support affordable warmth and reduced carbon emissions. In addi�on, 25 proper�es in Kilwinning have been iden�fied as eligible and are awai�ng technical surveys. Our council con�nues to support wider ac�on on climate change beyond our own estate. Four community renewable projects have been awarded funding through the Community Renewable Energy Genera�on Fund, totalling approximately £130,000. Addi�onal awareness raising ac�vity is underway to increase the uptake of the available funding, with support from Connected Communi�es. A programme for Community Climate Ac�on Plans is underway to increase ac�on based on community priori�es and this will maximise access to funding and support. Procurement ac�vity has commenced to undertake a review of the renewable energy poten�al across our council’s land and assets. The scope of this work will also include assessing the poten�al for community owned renewable energy projects. This study will be completed by December 2024 and is likely to involve community engagement as part of its development. Together with Development Trusts Associa�on Scotland (DTAS) and the Three Towns locality team, we are collabora�ng with the Stevenston Community Company to explore the poten�al for a solar farm and the community asset transfer of the Kerelaw School site. This ini�a�ve offers opportuni�es for community ownership and the development of renewable energy sources. Reuse and Recycling Since the introduc�on of the ‘LiterLoto’ app in April 2024, there has been a steady increase in residents helping to dispose of liter appropriately and recording this via the app. Throughout September 2024, a total of 12,647 items of rubbish were disposed of by app users, which has shown a significant increase from 4,942 items in July 2024. The
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 17 of 49 ‘LiterLoto’ partnership, facilitated by the environmental charity, Keep Scotland Beau�ful, gives users in North Ayrshire the opportunity to enter a UK wide weekly draw with a jackpot of £1,000 to be won, and a monthly prize draw with a cash prize of £100 to be won. Our council's bulky waste reuse partner, Cunninghame Furniture Recycling Company (CFRC), collected 410 matresses for reuse (11.2 tonnes) between April and September 2024 as part of an ini�a�ve to promote opportuni�es for their reuse. During the same period, CFRC also collected 117 tonnes of household furniture for reuse and assisted 875 households to furnish their homes suppor�ng the employment of 16 people. The Sco�sh Environment Protec�on Agency (SEPA) published the 2023 recycling data which showed our council improved its recycling performance from 55.3% in 2022, to 56.1% in 2023. We are ranked as the 3rd best performing of all 32 local authori�es in Scotland. Following the enactment of the Circular Economy (Scotland) Act 2024 in August, our officers have been working closely with COSLA, SOLACE and the Sco�sh Government through a co-design process to develop the key policy and ac�ons to be taken forward within a new Waste Route Map for Scotland. This is expected to be published later in 2024 and will be used to inform the development of our council's new Zero Waste Strategy. Net Zero Ambi�on We are currently partnering with Zero Waste Scotland (ZWS) to implement the Islands Net Zero Accelerator (NZA) through our Business Recovery and Sustainability fund in addi�on to atrac�ng £25,000 of match funding from ZWS. This unique island specific programme will help local businesses embrace new technology and reduce their environmental impact. Through their transi�on to Net-Zero by 2030, the programme closely aligns to the Local Island Plans priori�es of: • Climate ac�on and sustainability. • Local supply chains. • Business resilience. • Skills development. • Green innova�on. • Energy provision. • Energy costs. 15 small enterprises are being supported through the 12-month programme. It is designed to help companies in their transi�on to Net-Zero, providing advice and support associated with reducing their carbon footprint, making energy efficiency improvements, adop�ng renewable energy sources and using carbon accoun�ng tools. The Islands Net-Zero ambi�on posi�ons our islands as pioneers and role models in the broader context of climate ac�on and sustainable development. By showcasing successful outcomes and scalable models, Arran and Cumbrae can inspire other island communi�es and regions to embark on similar journeys towards a greener and more resilient future. In collabora�on with Ayrshire College, we are working on the Carbon Assistant Programme aimed at suppor�ng unemployed parents and local businesses by cul�va�ng a skilled workforce in the expanding field of carbon accoun�ng.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 18 of 49 Through this programme, nine unemployed parents have received valuable skills training and secured work placements with businesses across North Ayrshire, gaining prac�cal experience in carbon management prac�ces. Net Zero Interna�onal will provide in-work con�nued professional development accredited training focused on carbon repor�ng skills, equipping par�cipants to make impac�ul contribu�ons to sustainability within their placements. Addi�onally, par�cipants will have the opportunity to join the second year of the North Ayrshire Net Zero Accelerator Programme, offering con�nuous support and development in sustainable prac�ces. Our council con�nues to work with Keep Scotland Beau�ful to support free energy resources for secondary schools and are developing a community carbon literacy training pack for small community groups, in conjunc�on with the Associa�on for Public Service Excellence (APSE) Energy. A community focused carbon literacy module has been dra�ed to be made available to community groups throughout North Ayrshire. Final amendments are being addressed with the support from the Carbon Literacy Trust. Transport Following approval of the Regenera�on Delivery Plan funding proposals at Cabinet in August 2024, works have progressed on the Levelling Up Fund Ac�ve Travel Route ini�a�ves including Heatherhouse Road, the River Irvine Path, Long Drive and Riverside Way. Construc�on on the next phase of Fairlie Coastal Path is also ongoing and due for comple�on in November 2024. Since April, our Local Transport and Ac�ve Travel Strategy (LTATS) has made further significant progress through partnership working, community consulta�on, project funding, and infrastructure improvements. Key achievements include comple�ng ac�ve travel paths in Kilwinning and Fairlie, expanding electric vehicle infrastructure on Arran, ini�a�ng feasibility studies for new Ac�ve Travel Routes, and con�nuing our workplace and community behaviour change programme. Nearly £2.1million in funding has been secured to advance the LTATS, sourced from the Sco�sh Government, Strathclyde Partnership for Transport, Sustrans and Cycling Scotland. This includes: • General capital funding of £942,452 from the Sco�sh Government via Transport Scotland’s Ac�ve Travel Infrastructure Fund (ATIF) Tier 1 and Local Authority Direct Award (LADA) capital award. • Specific project grants such as £392,506 this year for the Fairlie Coastal Path from Sustrans. • £400,000 for the North Crescent Coastal Path in Ardrossan and £165,000 for McGavin Park in Kilwinning from Sustrans and ATIF Tier Two. Addi�onally, revenue awards of £157,200 from Strathclyde Partnership for Transport’s People and Place programme, along with £70,905 from the LADA Revenue, enable our council to enhance sustainable transport and ac�ve travel op�ons across North Ayrshire, aligning with
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 19 of 49 broader environmental goals and community needs. Biodiversity As part of our Sustainable North Ayrshire Strategy 2024-27, we are developing Community Climate Ac�ons Plans for each locality area, building on the Climate Ac�on Town Stevenston project. Development of this programme is progressing with support from our Connected Communi�es service and APSE. Our Environmental Health Team is launching a ‘No Idling’ campaign for schools in an effort to encourage drivers to switch off their engines while they wait. A wider authority ini�a�ve is also being planned for inclusion in a bid for Clean Air Day 2025 funding from Sco�sh Government. Our Sustainability Team has delivered 72 Climate Change and Energy lessons to 26 primary schools to date. The lessons support awareness of ac�on on climate change and encourage ac�vi�es within schools via their climate ac�on plans. Cumbrae Primary School will par�cipate in the first round of ‘Climate 180’ training with Learning through Landscapes. This is an ini�a�ve to empower children and young people with the knowledge and skills necessary to ac�vely par�cipate in posi�ve changes in rela�on to climate change. Con�nuing our collabora�on with Keep Scotland Beau�ful and the Climate Ready Classrooms Primary programme, 437 Primary 5 to 7 learners from 17 se�ngs par�cipated in the programme throughout September, culmina�ng in the crea�on of Climate Ac�on Plans during Scotland’s Climate Week. This is in addi�on to the 24 ac�ve Green Flags held by our schools and four currently in progress. Green Flags are an interna�onally recognised achievement for schools and nurseries commited to Learning for Sustainability. A self-led sustainability trail is currently being developed for the Community Gardens at Eglinton Park which will be trialled in the Autumn. Par�cipant feedback will help inform the design and installa�on of a permanent trail to be opened for Spring 2025. Our 2030 Woodland: A Tree Plan�ng Strategy con�nues to be a key area of focus, with support from our Arboricultural and Strategy teams provided to local community groups and the assessment of suitable plan�ng sites. To date, 36,531 trees have been planted across North Ayrshire through various projects and by community partners crea�ng new habitat opportuni�es for birds and other wildlife. The total number of trees planted within the first three years of the strategy is on schedule to achieve the overall target of 108,000 trees to be planted by 2030, with six years of the strategy s�ll remaining. A Tree Plan�ng webapp has been created for internal GIS system users within our Streetscene Service which has been used to iden�fy several poten�al tree plan�ng sites within the Irvine area. These areas are currently being assessed for developing new tree plan�ng proposals for the 2024 to 2025 tree plan�ng season. The Community Woodland Grant Fund Scheme for 2024 to 2025 launched at the end of September with a total of £25,000 available in the fund with a maximum of £5,000 per applicant. It will support local tree plan�ng ambi�ons, including the
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 20 of 49 crea�on of new community orchards. The fund has been widely adver�sed through a press release, social media posts and communica�ng directly with local community groups and allotment associa�ons. Our council also planted perennial plants to replace tradi�onal summer bedding plants which have beter biodiversity outcomes. Next Steps • We will develop Community Climate Ac�on Plans for our six locali�es. • We will revise our Renewable Energy Strategy and build an asset decarbonisa�on model. • We will develop a batery storage pilot scheme on non-domes�c buildings to maximise the use of exis�ng roof mounted solar PV helping support local energy networks. • We will con�nue to review the current bulky upli� service to align with the new SEPA guidance. • We will con�nue to develop a community focussed carbon literacy module that will be made available to community groups. • We will host a series of Biodiversity and Sustainability, and Climate Chemistry seminars. • We will create a North Ayrshire Network Strategy, aligned with the Sco�sh Government’s Biodiversity Strategy. • We will install a new permanent self- led sustainability trail at Eglinton Park. • We will con�nue to develop projects for future Ac�ve Travel and Infrastructure Tier 2 Funding applica�ons. • We will complete the construc�on of our Fairlie Coastal Path.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 21 of 49 Climate Change Case Study – Solar PV Farm Our council iden�fied a growing need for sustainable energy solu�ons to meet local energy demands and reduce carbon emissions. With increasing energy costs and the need for greener ini�a�ves, the development of two new solar farms was proposed at the Nethermains landfill site in Kilwinning and the former Shewalton landfill site in Irvine with an aim to generate clean energy for our community while suppor�ng our commitment to achieving net zero emissions by 2030. Our primary objec�ve was to design, construct and execute the solar farm projects ensuring environmental and economic feasibility whilst gaining community support and mi�ga�ng poten�al environmental concerns for local residents in our communi�es. These projects are believed to be the first solar farms to be owned and operated by a local authority in Scotland and mark a major milestone in our council’s priority to cut carbon emissions. These projects represent a £12.5million investment and are key elements of delivery of our council's Sustainable North Ayrshire Strategy. They will have the added benefit of genera�ng income for the council to help sustain local services and will also generate 15% of any net profit as community benefits for local communi�es, by selling the electricity generated via a Power Purchase Agreement. Both solar farms have progressed to construc�on stage and are scheduled for energisa�on in early 2025. The Nethermains site alone is expected to create enough energy to power more than 2,000 homes. Once complete, it will feature more than 12,000 solar panels and is expected to generate approximately 7,700MWh of electricity annually. The annual reduc�on in CO2 emissions is es�mated at 2,700 tonnes of CO2 per year based on the combined annual energy genera�on of over 13,000 MWh. The two solar farms are expected to generate £400,000 of revenue per year over a 25 year period resul�ng in a gross income of approximately £10million, whilst significantly reducing our carbon footprint and contribu�ng towards our net zero goals. These sites will make a major contribu�on to renewable energy genera�on and carbon reduc�on whilst also bringing sterile unused land back into produc�ve use. They demonstrate our council’s capability to deliver impac�ul, transforma�onal and sustainable projects.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 22 of 49 A Sustainable Council To transi�on to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. Our Transforma�on Programme Our current Transforma�on Programme was approved in 2023 and developed alongside our Council Plan 2023 to 2028. The Transforma�on programme is one of the key approaches in addressing the financial challenges of our council, alongside exploring opportuni�es for further revenue genera�on, wider reform (including sharing services), the planned use of council reserves and, through extensive engagement with communi�es, considera�on of the range and level of services provided by our council. A culture of con�nuous improvement ensures projects are delivered to improve the impact of our services for our people of North Ayrshire. This sec�on provides a summary of progress on workstreams where key milestones have been reached during the first six months of 2024-2025. Other projects will be reported as they reach relevant stages. Digital Workstream Linked Priori�es: All four priori�es, with Wellbeing as the main focus. Current Status: On Target. Expected Outcome: Easier access to services for residents. Part of the Digital Workstream which is expected to deliver £200k of savings by the end of 2027. The Accessing the Council project, part of the Digital Workstream, reviewed our frequently used online processes to iden�fy and implement improvements with an aim of streamlining how our residents access services. Last year we: Introduced a new Customer Services Digital Team; launched the My NAC online account using the na�onal My Account pla�orm for authen�ca�on; and launched our new website in September 2024. Consequently, we are now seeing a reduc�on in public facing telephone numbers and email addresses on our website. With regards to the wider Digital programme the Transforma�on Board con�nue to explore opportuni�es which align to the digital North Ayrshire strategy. A range of work is currently being progressed na�onally through SOLACE, the Improvement Service and the Digital Office. This includes a “Scotland first” approach to council processes and ac�vi�es across a range of areas. Irvine Locality Property Review Linked Priori�es: Climate Change and A Sustainable Council. Current Status: On Target Expected Outcome: Part of wider ‘Our Future Working Environment’ work, expected to deliver £670k in savings by the end of 2026.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 23 of 49 The Irvine Locality Review is being undertaken as part of the Land and Property workstream to ra�onalise our council’s property estate. Our approach was approved by Cabinet in September 2024. Work completed to date includes: • Move of Genealogy from Town House to Irvine Library. • Floor plans and move schedule for services into Cunninghame House approved. This includes the agreement of designs for a new Training Suite and Customer Services Centre in Cunninghame House. • Designs agreed for Quarry Road, Irvine. Nethermains and Shewalton Solar PV Farm Linked Priori�es: Climate Change and A Sustainable Council. Current Status: On Target Expected Outcome: Reduced emissions and a long term income to the council. Work con�nues on the installa�ons of two new solar PV farms at the former Nethermains landfill site in Kilwinning and the former Shewalton landfill site in Irvine. The programme of works for the first six months of 2024 to 2025 included: • Approval of the detailed designs for both Nethermains and Shewalton solar PV farms. • The start of the installa�on of the grid connec�on works by SPEN. • Comple�on of site clearance works and fencing erected at both sites. • Compound area and road installa�on complete at Nethermains site. • Moun�ng structure work complete at Nethermains site. • Compound area and road installa�on underway at Shewalton site. • Power Purchase Agreement (PPA) inves�ga�on work and discussions with energy provider underway. Service Reviews The following service reviews are in progress, governed by the Transforma�on Board. • Learning Resource review. • Housing Services review. • Financial Inclusion Services. • External Residen�al Placements (Brighter Pathways programme). • Economic Development, Growth and Regenera�on services review. • Waste Services Review. In terms of wider local government reform, discussions are ongoing with neighbouring authori�es to explore opportuni�es for sharing services on a regional basis. Further informa�on will be provided in future repor�ng.
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Case Study – Our First Passivhaus School – A Model for Sustainable Educa�on In response to our commitment to achieve net-zero carbon emissions, our council decided to build its first Passivhaus-cer�fied school. The goal was to create an energy-efficient learning environment to accommodate 342 primary school students, an Early Years facility for 32 children and ac�vity areas on a greenfield site in Montgomerie Park while maintaining high standards of comfort for our young people and employees. Our Property Team was tasked with designing, project managing and delivering a school that met the stringent Passivhaus energy performance standards with a site specific Passivhaus induc�on taking place on site prior to works commencing. This required collabora�on with architects, engineers and contractors to overcome the challenges of different construc�on techniques, �ght �melines and budget constraints. A Passivhaus Champion was on site throughout the construc�on process to monitor and record quality standards. The project began with extensive stakeholder engagement to align sustainability goals with educa�onal needs. Key ac�ons included: • Implemen�ng advanced insula�on and air�ght construc�on techniques to minimise energy loss using precast concrete. • Priori�sa�on of reducing embodied carbon, using green steel produced through electric arc furnaces, aligning the project with its environmental goals. • Regular performance checks and on-site adjustments ensured the construc�on met all cer�fica�on requirements and ensured quality throughout the build process. Montgomerie Park Primary School opened its doors in August 2024, achieving and exceeding cer�fica�on for energy efficiency, using less energy than a conven�onal building and reducing opera�onal costs significantly. The project also served as a learning experience for future sustainable construc�on projects. This project demonstrates how our commitment to sustainability can deliver tangible environmental, economic and social benefits while se�ng new standards for educa�onal infrastructure.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 25 of 49 Audits, Inspec�ons and Accredita�ons Best Value Thema�c Approach – Workforce Innova�on Our most recent Best Value Thema�c Audit focussed on Workforce Innova�on. The final report was presented to the Audit and Scru�ny Commitee in August. It shows how our council is responding to current workforce challenges through building capacity, increasing produc�vity and innova�on. The report iden�fied: • Staff costs equate to around 49 per cent of our council’s overall revenue budget. • Our council has set out a clear vision for workforce planning in its Council Plan 2023 to 2028. • We have a comprehensive approach to Workforce planning at a service level with detailed ac�on plans, with some strengthening required at corporate level. • Real �me workforce data is u�lised to inform future planning. • We have adopted a wide range of approaches to improve the skills and capacity of our exis�ng and future workforce. This includes agile working, which was strengthened in 2021. The recommended ac�ons arising from the audit are detailed below. Work towards these ac�ons is progressing and a full update on progress will be provided in our Year End repor�ng. Recommendation Agreed Management Action The council should establish corporate workforce planning priorities and develop a SMART action plan to allow progress in delivering these priorities to be measured. The Workforce Strategy will be updated to include corporate workforce planning priorities and an action plan to allow progress to be measured. The council’s workforce strategy should be updated to align with all four Council Plan 2023 to 2028 priorities and with other key strategies and plans. It should include an analysis of council-wide workforce data and set out what the required skills, learning and development needs of its staff are. The Workforce Strategy will be updated to ensure alignment to all Council Plan priorities, other key strategies/plans and include an extract of council-wide workforce data.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 26 of 49 Recommendation Agreed Management Action The council should build on the work it has done to date to demonstrate and quantify what workforce benefits and productivity gains have been made through its use of digital technology. Further work will be undertaken to capture and quantify efficiencies from digital improvements and for this work to be incorporated within our council’s Medium Term Financial Planning The council should consider conducting another digital skills survey to inform the support it provides for improving the digital skills and knowledge of its workforce. A digital skills survey will be conducted to inform future development interventions. The council should consider gathering further feedback from staff on the impact of agile working on wellbeing and productivity. Further feedback will be gathered from those employees who are deemed an agile workstyle to gauge continued benefits on wellbeing and productivity. The council should explore further where it can work together with partners to share services and increase collaboration. The Medium-Term Financial Planning process for 2025 to 2026 and 2027 to 2028 will include the exploration of further opportunities for sharing services and collaboration across partner organisations. In addition to providing general workforce planning updates, the council should regularly report its progress against its workforce planning priorities to elected members through its Council Plan updates or other means. Workforce planning updates and progress against priorities will be regularly reported through Council Plan Progress Reports and other means. The council should develop a performance dashboard to provide a user-friendly overview of the impact of its workforce planning. This could help to inform future workforce planning. A performance dashboard will be developed to monitor and inform future workforce planning. Sco�sh Construc�on Quality Improvement Charter (CQIC) In August, Cabinet approval was granted for our council to become signatories to the Sco�sh Construc�on Quality Improvement Charter (CQIC). The CQIC is a Sco�sh campaign aimed at improving construc�on quality and promo�ng good prac�ce to deliver improved performance, create safer buildings, deliver compliance to building standards, and help towards achieving net zero ambi�ons. We have already taken steps to align processes to the CQIC with officers integra�ng the guidance into requirements for the new build projects for Ardrossan Campus and Montgomerie Park Primary School.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 27 of 49 The ini�a�ve is supported by the Sco�sh Futures Trust and all Sco�sh local authori�es are encouraged to commit to the charter. Various contractors, trade associa�ons, professional bodies, design consultants and other public sector bodies have also made a commitment to the CQIC. The Associa�on for Public Service Excellence (APSE) Our Waste Resources Team were awarded a Gold Award for Waste and Recycling as part of the APSE Striving for Excellence Awards in May 2024. These awards are an opportunity for Sco�sh local authori�es to demonstrate best prac�ce in delivering fleet, waste and grounds services for their communi�es. In November 2024, our teams were named as finalists in the APSE Performance Network Awards across various categories. In the Best Performer Category, Building Maintenance, Environmental Health, Refuse Collec�on, Roads, Highways and Winter Maintenance and Transport, Opera�ons and Vehicle Maintenance were nominated. Nomina�ons were also given in the Most Improved Performer Category for Building Maintenance, Roads, Highways and Winter Maintenance and Transport, Opera�ons and Vehicle Maintenance. Results will be announced in December. Educa�on Educa�on Scotland published inspec�on reports on seven educa�onal establishments in North Ayrshire in academic year 2023 to 2024 and the overall performance of our schools and centres con�nues to be very posi�ve. The Care Inspectorate published inspec�on reports on eight local authority early learning and childcare establishments in North Ayrshire in session 2023 to 2024, and the performance of all these establishments was posi�ve. Since the introduc�on of the current inspec�on framework “How Good is our School? (4th edi�on)” in session 2016 to 2017, there have been a total of 32 inspec�ons by Educa�on Scotland across North Ayrshire’s schools and early years classes. During this period, North Ayrshire has outperformed regional and na�onal comparators across all quality indicators. In addi�on, our schools have experienced a record year for “Sportscotland” School Sport Awards with 16 schools awarded gold and six awarded silver. 10 are awai�ng their award. The award looks at all aspects of school sport from curriculum physical educa�on and teacher training to extracurricular provision and access to na�onal events. Next Steps • We will con�nue to progress recommenda�ons arising from the Audit Scotland Best Value Thema�c Work. • We will con�nue to progress property ra�onalisa�on. • We will commence our budget consulta�on for 2025-26. • We will present an update to the Audit and Scru�ny Commitee, providing greater detail on our council’s carbon emission repor�ng and work to reduce scope 3 emissions.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 28 of 49 Performance Summary Measures adri� of target This sec�on details the performance indicators adri� of target and the ac�on being taken to address performance. Due to expected data lags, the most recent data may relate to previous �me periods but may only now be available to report. To avoid duplica�on, only data that has not previously been reported to our Cabinet is included in this sec�on. Further details can be found in the Performance Indicators sec�on at the end of this report. CP_10a % of procurement spent on local enterprises – Significantly Adri� / Red This indicator is a ra�o of our local spend against total spend. Though this ra�o has decreased, the amount of actual local spend has increased from £57.5million to £71.5million. There was an increase of approximately £71million in overall external spend, mainly due to an increase in large capital projects including flood protec�on schemes and enabling works. These can only be carried out by �er one contractors and there were no local �er one contractors who could bid for these contracts. However, the �er one contractors reported subcontrac�ng to local suppliers to the value of £10million, which, if considered in the above figure, would have increased the local spend percentage to 28%, above our target of 26% for 2023 to 2024. On Target, 11, 42% Slightly Adrift of Target, 1, 4% Significantly Adrift of Target, 2, 8% Data Only, 12, 46% Performance Indicators On Target, 45, 98% Slightly Adrift of Target, 1, 2% Actions
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 29 of 49 Changes to indicators CP_06 Average total tariff score: All Leavers CP_37 Average total tariff score of pupils living in SIMD 20% most deprived areas CP_38 Average total tariff for Care Experienced Young People For the above three indicators, the source data from Insight, the na�onal benchmarking tool for analysing atainment data in the senior phase, has changed due to its annual review. As such, there are changes to previously reported data. However these changes do not substan�ally affect previously reported performance. CP_44 % of council dwellings that are energy efficient (LGBF) No data is available from the Improvement Service LGBF for this indicator. The Sco�sh Government is consul�ng on the new Social Housing Net Zero Standard (SHNZS) which will replace the currently measured Energy Efficiency Standard for Social Housing (EESSH). Ac�ons Adri� of target This sec�on details ac�ons adri� of target and the measures being taken to address performance. Further details can be found in the Ac�on Tracker sec�on at the end of this report. CP 07 Maximising access to and uptake of benefits, en�tlements and financial advice. This ac�on is currently slightly adri� of target (amber) due to a delay in the review and refresh of the Financial Inclusion Strategy for 2024 to 2030. However, the strategy is due to be updated by early 2025 for 2025 to 2030 and delivery of support is con�nuing. During the first six months of 2024 to 2025 this has included: • Integra�on of welfare rights services through our in-house team moving to single case working and improved performance management system. • Improved and streamlined referral pathways for services in line with our “Accessing our Council” transforma�on ac�vity. • Mee�ng targets for referrals to commissioned debt advice service. • Increased capacity to support welfare rights within schools across North Ayrshire, expanding the established successful approach from secondary schools into primary and early years se�ngs.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 30 of 49 Benchmarking The Local Government Benchmarking Framework (LGBF) provides an opportunity to benchmark our performance with other local authori�es in Scotland. It is administered by the Improvement Service in partnership with the Society of Local Authority Chief Execu�ves (SOLACE) and highlighted within the Accounts Commission’s Statutory Performance Informa�on Direc�on 2021 which defines how local authori�es should demonstrate they are achieving Best Value for the people they serve. We have iden�fied 33 indicators that closely link to the priori�es within our Council Plan. Data for these indicators is released in phases during the year. Areas such as CO2 emissions, Gross Value Added and claimant count are included as priority indicators as they are monitored by our council to reflect our opera�ng environment, though we have limited influence on these areas directly. This sec�on demonstrates our rela�ve performance for these indicators as at the October 2024 data release. This informa�on alongside the LGBF Dashboard enables us to learn from others to improve services for our residents. As at October 2024, 17 of our 33 priority indicators are in the top two quar�les. Top quar�le performance includes areas such as percentage of pupils entering posi�ve des�na�ons, immediately available employment land as a percentage of total land allocated for employment purposes in the local development plan and percentage of invoices sampled that were paid within 30 days. In the short term (most recent one year period available), 26 of our 33 priority indicators have shown improvement in performance, whereas seven have demonstrated a reduc�on in performance. Some of the indicators which have improved include percentage of children mee�ng developmental milestones, number of business gateway start-ups per 10,000 popula�on and street cleanliness score. Those that have declined in performance include percentage of unemployed people assisted into work from council operated/funded employability programmes, percentage of children living in poverty (a�er housing costs) and the percentage of Sco�sh Welfare fund community care grant decision in 15 days. The following is a breakdown of the priority indicators that have been updated since our year end repor�ng within the context of family groups. Family groups enable local authori�es to make as close to a like for like comparison as possible with other councils by grouping those with similar traits depending on the indicator. Grouping is based on levels of depriva�on (people services) or rurality (other services): People Services • North Ayrshire Council • Comhairle nan Eilean Siar • Dundee City Council • East Ayrshire Council • North Lanarkshire Council • Inverclyde Council • West Dunbartonshire Council • Glasgow City Council Other Services • North Ayrshire Council • Perth and Kinross • S�rling Council • Moray Council • South Ayrshire Council • East Ayrshire Council • East Lothian Council • Fife Council
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 31 of 49 Peoples Services Propor�on of Children Living in Poverty A�er Housing Costs The most recent data release shows 29.2% of our children in North Ayrshire are living in poverty (a�er housing costs). This is above the family group average of 27.2%. Only Glasgow City Council has a higher propor�on of children living in poverty (a�er housing costs) at 32.9%. From 2021 to 2023 we moved from 31st to 30th in the rankings and we remain in the 4th quar�le. Gross Rent Arrears (All Tenants) as a Percentage of Rent Due for the Year The gross rent arrears (all tenants) as a percentage of rent due for the year was 5.9%. This is lower than the family group average of 8.3%. We are the strongest performing local authority in our family group. Between 2022 and 2024 we have risen in the rankings from 6th to 4th. We remain in the 1st quar�le.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 32 of 49 Propor�on of Council Dwellings Mee�ng Sco�sh Housing Quality Standards The most recent data release shows that 76.9% of council dwellings mee�ng Sco�sh Housing Quality Standards. This is lower than the family group average of 78%. As at 2023 to 2024, we are currently 2nd lowest of our family group, with West Dunbartonshire ranking lower. Our ranking has remained the same from 2022 to 2024 at 16 which means we are in the 2nd quar�le. The con�nuity of this data has been impacted by the energy efficiency elements of Sco�sh Housing Quality Standards being replaced by the Energy Efficiency Standard for Social Housing (EESSH). Other Services CO2 Emissions Area Wide per Capita The most recent data release shows 4.64 tonnes of CO2 area wide emissions compared to the family group average of 5.5 tonnes. From 2021 to 2023 we have risen in rank from 20 to 18 but remain in the 3rd quar�le. East Ayrshire Council is currently performing most strongly with 3.70 tonnes of CO2 emissions area wide.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 33 of 49 CO2 Emissions Area Wide: Emissions within Scope of Local Authority per Capita The most recent data release shows 4.97 tonnes of CO2 emissions within scope of North Ayrshire compared to the family group average of 5.17 tonnes. We have risen in rank from 22 to 21 but remain in the 3rd quar�le. Similarly to the previous indicator, East Ayrshire is currently performing most strongly within our family group with 4.13 tonnes of CO2 emissions within scope of the local authority. CO2 emissions area wide and within scope were impacted by con�nuity issues as during the produc�on of the 2022 es�mates, new data was introduced alongside improvements to the underlying methodology. To ensure that the data for 2005 to 2021 is consistent with the data now available for 2022, the es�mates for these years have been revised to incorporate both the new data and the improvements in the methodology. For some local authori�es, these revisions have resulted in no�ceable changes to the emissions es�mates in historic years. CO2 Emissions from Transport per Capita
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 34 of 49 Most recent data shows that there were 30.75 tonnes of CO2 emissions from Transport. This is compared to our family group average of 25.99 tonnes. Between 2021 and 2023, there has been decline in our ranking from 23rd to 25th (from the 3rd quar�le to 4th). Only Moray Council with 43.81 tonnes of emissions from transport is currently performing less well than our council. We have allocated significant funding towards the decarbonisa�on of our fleet over current and future years. CO2 Emissions from Electricity per Capita Most recent data shows that there were 44.92 tonnes of CO2 emissions from electricity. This is compared to the family group average of 39.43 tonnes. Between 2021 and 2023, there has been a decline in our ranking from 22nd to 23rd and we remain in the 3rd quar�le. Our CO2 emissions from electricity is currently the second lowest performing within our family group with only S�rling Council recording a higher figure of 45.64 tonnes. Moray Council is currently performing strongest with 30.23 tonnes. CO2 Emissions from Natural Gas per Capita
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 35 of 49 The most recent data release shows 71.36 tonnes of CO2 emissions from natural gas compared to the family group average of 52.55 tonnes. There has been a decline in our rank from 24th to 25th, meaning we move from quar�le 3 to quar�le 4. We are currently performing least well in this area. Perth and Kinross Council is performing the strongest with 42.35 tonnes of CO2 emissions from natural gas. All three of the transport, electricity and natural gas CO2 emissions indicators have con�nuity issues within the data. Although mid-year es�mates for mid-2022 have been published, the denominator for this indicator con�nues to use up to mid-2021 es�mates. As Na�onal Records of Scotland (NRS) have advised that the mid-2022 es�mates should not be compared to es�mates for years prior to 2021. NRS is undertaking work to revise mid-2011 to mid-2021 es�mates to ensure comparability between mid-2022 Es�mates and previous years. Claimant Count as a Percentage of Working Age Popula�on* The most recent data release shows the claimant count as a percentage of working age popula�on is 4.4% compared to the family group average of 3.8%. From 2022 to 2024 our rank has improved slightly from 31 to 30 though we remain in quar�le 4.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 36 of 49 Claimant Count as a Percentage of Popula�on Aged Between 16 and 24 Years* The most recent data release shows the claimant count as a percentage of popula�on aged between 16 and 24 years is 5.6% compared to the family group average of 4.5%. We have declined from 31 to 32 in the rankings and remain in quar�le 4. Number of Business Gateway Start-Ups per 10,000 Popula�on* The most recent data release shows the number of business gateway start-ups per 10,000 popula�on is 12.3, compared to the family group average of 14.3. Subsequently we have risen in the rankings from 25th to 21st. Moving from the 4th to 3rd quar�le. *The data is available monthly for these indicators and the yearly values for 2024 to 2025 are an average of the monthly values to date. In addi�on, cau�on is required when comparing to previous years as Na�onal Records Scotland are undertaking work to revise mid-2011 to mid-2021 popula�on es�mates to ensure consistency.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 37 of 49 Street Cleanliness Score The most recent data release within LGBF shows our street cleanliness score for 2023 to 2024 is 89.1%, compared to the family group average of 90%. However, most recent figures available from the Local Environmental Audit and Management System (LEAMS) at Q2 2024 to 2025 show our percentage has increased to 91.7%, above the target of 87%. Based on LGBF data. between 2022 and 2024 we have risen to the 3rd quar�le as our rank has improved from 29th to 24th.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 38 of 49 Percentage of A Class Roads That Should Be Considered for Maintenance Treatment Percentage of C Class Roads That Should Be Considered for Maintenance Treatment Percentage of B Class Roads That Should Be Considered for Maintenance Treatment Percentage of Unclassified Roads That Should Be Considered for Maintenance Treatment
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 39 of 49 The most recent data release for our roads indicators, shows 28.9% of A class roads should be considered for maintenance treatment. This is compared to the family group average of 27.4%. We have also moved into the 3rd quar�le by improving our rank from 27th to 21st. For B class roads 27.4% should be considered for maintenance treatment, compared to the 30.3% family group average. We have also moved into the 2nd quar�le by improving our rank from 19th to 13th. For C class roads the most recent percentage that should be considered for maintenance treatment is 38.5%, compared to the 31.9% family group average. Again, we have improved our rank, from 27th to 26th, however we remain in quar�le 3. The percentage of unclassified roads that should be considered for maintenance treatment is 32.4%, compared to the 35.8% family group average. We have also risen in the rankings from 16th to 11th and remain in quar�le 2. The requirement for maintenance remained rela�vely constant over the past four years. Please note, these are two-year rolling averages. Percentage of Total Household Waste Arising that is Recycled The most recent percentage of total house waste arising that is recycled was 56.1% and our family group average was 52.3%. We remain in the first quar�le by rising from 4th to 3rd in the rankings. This is currently the highest in our family group.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 40 of 49 Percentage of the Highest Paid 5% of Employees who are Women Our most recent figure for the percentage of the highest paid 5% of employees who are women was 64.7%, whereas our average family group percentage was 60.2%. This is a rise from the 2nd to 1st quar�le and improvement in rank from 10th to 4th. We currently perform strongest within our family group. Percentage of Income Due from Council Tax Received by the End of the Year The most recent data release shows that 93.6% of income due from Council Tax was received by the end of the year compared to the family group average of 94.2%. We remain in the 4th quar�le as we have declined from 29th to 30th in the rankings. We are currently performing least well within our family group with Perth and Kinross and S�rling councils performing most strongly.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 41 of 49 Percentage of Invoices Sampled that were Paid within 30 Days The percentage of invoices sampled that were paid within 30 days was 95.8%, compared to the 89.5% family group average. We have improved to reach the 1st quar�le moving from 11th to 7th in rank. Only Fife Council with 96.41% is ahead of our council in the family group rankings. Percentage of Opera�onal Buildings that are Suitable for their Current Use The percentage of opera�onal buildings that are suitable for their current use is 95.2% compared to the family group average of 90.7%. We remain at 6th in the ranking and in quar�le 1. Only Perth and Kinross and Moray councils are performing more strongly within our family group.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 42 of 49 Performance Indicators PI Code and Description 2021-22 Value 2021-22 Target 2021-22 Status 2022-23 Value 2022-23 Target 2022-23 Status 2023-24 Value 2023-24 Target 2023-24 Status Q2 2024-25 Value Q2 2024-25 Target Q2 2024-25 Status 2024-25 Target CP_36 Number of residents participating in community learning and development activity including youth work 17,804 23,503 18,700 10,228 19,500 CP_04 Proportion of children meeting developmental milestones (LGBF) 78.7% 79.5% Data Available April 2025 79% Not measured for Quarters 79% CP_37 Average total tariff score of pupils living in SIMD 20% most deprived areas 704.8 670.2 Data Available March 2025 714 Not measured for Quarters 720 CP_06 Average tariff score: All Leavers 905.6 880 847.2 Data Available February 2025 908 Not measured for Quarters 910 CP_38 Average total tariff for care experienced Young People 450.3 411.5 Data Available March 2025 465 Not measured for Quarters 470 CP_07 % of school leavers entering positive destinations (LGBF) 96% 93.5% 96.5% Data Available February 2025 96.4% Not measured for Quarters 96.8% CP_39b Number of unemployed people that have progressed to employment as a result of participation in council funded or operated employability activities 555 427 475 Not measured for Quarters 475 CP_10a % of procurement spend on local enterprises 22.93% 24% 26.04% 25% 24.48% 26% Not measured for Quarters 27% PI Status Significantly Adrift of Target Slightly Adrift of Target On Target Data Not Available Data Only
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 43 of 49 PI Code and Description 2021-22 Value 2021-22 Target 2021-22 Status 2022-23 Value 2022-23 Target 2022-23 Status 2023-24 Value 2023-24 Target 2023-24 Status Q2 2024-25 Value Q2 2024-25 Target Q2 2024-25 Status 2024-25 Target CP_40 Number of new build housing units reaching completion (all tenures) (actual not cumulative) 562 384 295 74 396 CP_41 Number of empty homes brought back into use (actual) 335 120 378 200 84 300 CP_28 Hectares of vacant and derelict land in North Ayrshire 1,198 1,144 1,130 1,094 951 1,094 Not measured for Quarters 925 CP_27 Street Cleanliness Index - % Clean (LGBF) 86.7 94 84.6 90 89.1 87 91.7* 87 87 CP_20 Overall percentage of road network that should be considered for maintenance treatment 33.9% 37.5% 34.8% 33.8% 32.5% 34.8% Not measured for Quarters 32.5% CP_42 Provided floor space of commercial/industrial space within our council portfolio (sq. ft) 400,991 404,897 404,755 Not measured for Quarters 423,077 CP_02 % of council budget directed via participatory methods 2.32% 1.1% 2.74% 1% 2.05% 1.5% 1.85% 1% 1.5% CP_43 Number of council assets under community management (cumulative) 49 53 54 54 56 CP_30 Total installed capacity of low carbon heat and electricity generation across the council's estate 11,680 11,000 12,104 11,800 15,992 12,000 Not measured for Quarters 28,499 CP_29 Overall carbon emissions (tonnes) (Non- domestic council estate) 21,791 21,247 20,896 21,000 20,745 19,500 4,027 19,953
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 44 of 49 PI Code and Description 2021-22 Value 2021-22 Target 2021-22 Status 2022-23 Value 2022-23 Target 2022-23 Status 2023-24 Value 2023-24 Target 2023-24 Status Q2 2024-25 Value Q2 2024-25 Target Q2 2024-25 Status 2024-25 Target CP_44 % of council dwellings that are energy efficient (Formerly known as SHSN05a) (LGBF)** 97.7 98.1 Not measured for Quarters 98.5 CP_45 Length of new or improved active travel routes per annum (Metres) 1,090 3,900 2,000 Not measured for Quarters 2,000 CP_46 Number of trees planted under the North Ayrshire 2030 Tree Planting Strategy 36,531 40,000 Not measured for Quarters 47,000 CP_19 Proportion of operational buildings that are suitable for their current use (LGBF) 91.1% 93% 95.1% 93% 95.2% 92.1% Not measured for Quarters 93% CP_31 % of total household waste that is recycled (calendar year as per SEPA) (LGBF) 56.3% 53.1% 55.3% 56.9% 56.1% 57% Data Available Nov 2024 51% 56% CP_25 % of council dwellings that meet the Scottish Housing Quality Standard (LGBF) 49.3% 99.5% 63.2% 76.9% 72.5% Not measured for Quarters 97.4% CP_47 Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (LGBF) 6.6% 7.1% 5.9% 6.5% Not measured for Quarters TBC CP_48 % of income due from council tax received by the end of the year (LGBF) 93.34% 94.7% 93.6% 94% Not measured for Quarters 98% *Sourced from the Local Environmental Audit and Management System (LEAMS) audit conducted by Keep Scotland Beau�ful. ** The 2025 and 2032 EESSH Milestones have been suspended as the Sco�sh Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 45 of 49 Ac�on Tracker Action Status Significantly Adrift of Target Slightly Adrift of Target On Target Priority Ref # Existing Overall Action 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP01 Ensuring that wellbeing is at the heart of local life and opportunities, with a focus on tackling inequalities. CP02 Developing a Community Wealth Building approach to a wellbeing economy. CP03 Improving educational attainment and achievement and closing the attainment gap. CP04 Improving outcomes for care experienced young people including implementation of The Promise. CP05 Developing the Young Workforce and ensuring positive destinations for school leavers. CP06 Providing lifelong learning opportunities for individuals and organisations, including digital literacy. CP07 Maximising access to and uptake of benefits, entitlements and financial advice. CP08 Ensuring that supports are available in communities to alleviate cost-of-living pressures through community hubs and networks.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 46 of 49 Priority Ref # Existing Overall Action 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP09 Through our housebuilding programme and wider Housing Investment provide homes for life that meet the needs of our residents. CP10 Increase the number of homes in the area through a mix of private and social developments and bringing empty buildings back in to use. CP11 Exploration of models and the development of pilot schemes to increase access to and use of public/community transport. CP12 Ensure our places and spaces where we live, work and visit are well maintained and accessible. CP13 Developing infrastructure to support business growth. CP14 Support KA Leisure’s leadership of North Ayrshire’s Health and Wellbeing Alliance. CP15 Through the Health and Social Care Partnership Strategic Plan we will protect and provide care and support for those in need.*** CP16 Developing strong relationships with communities and partners based on trust and shared aspirations using their experiences to inform service provision. CP17 Providing support for community organisations in achieving their goals, including as Community Wealth Building anchor organisations. CP18 Creating a participation and engagement framework which ensures opportunities and support for all residents to take part
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 47 of 49 Priority Ref # Existing Overall Action 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 in influencing local democracy and council and partner strategies. CP19 Supporting participatory budgeting. CP20 Supporting community asset transfer and community owned and operated/managed assets. CP21 Supporting the Community Planning Partnership and the Community Plan (LOIP). CP22 Developing partnerships with the third and voluntary sector. CP23 Placemaking, including creation of locality action plans based on the Community Plan (LOIP) priorities and support the delivery of Islands Plans. CP24 Ensuring an inclusive, fair, rights-based and asset-based approach in our work. CP25 Accessible public services, both digitally and locally, ensuring a ‘No Wrong Door’ approach. CP26 Embedding our net-zero ambition in all democratic decision- making. CP27 Reducing the carbon footprint of our estate through rationalisation utilising a locality-based approach and taking a fabric first and low carbon energy generation approach to homes and buildings.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 48 of 49 Priority Ref # Existing Overall Action 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP28 Improving resilience and reducing carbon by developing and supporting supply chains where materials and goods are sourced locally. CP29 Promoting new woodland creation and protecting our green spaces to provide a natural resource for carbon sequestration. CP30 Supporting local businesses as they meet their climate change obligations. CP31 Promoting a circular economy in North Ayrshire to reduce consumption of raw materials and promote reuse, repair and recycling, and generating energy from residual waste. CP32 Developing local low carbon energy generation schemes and networks. CP33 Unlocking the potential of community owned energy generation to bring new income streams into communities and help them take direct action to combat climate change. CP34 Learning for sustainability, and work with communities to adopt low carbon behaviour change and encourage climate- based volunteering activities. CP35 Improving communities’ preparedness to deal with the impacts of climate change already locked-in. CP36 Working with communities to adopt low carbon behaviour change and encourage climate-based volunteering activities. CP37 Taking a nature-based approach to protect our habitats and species.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 49 of 49 ***Delivery of this ac�on is managed through the Health and Social Care Partnership Strategic Plan. Priority Ref # Existing Overall Action 2023-24 2023-24 2023-24 2024-25 2024-25 2024-25 2024-25 2025-26 2025-26 2025-26 2025-26 2026-27 2026-27 2026-27 2026-27 2027-28 2027-28 2027-28 2027-28 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CP38 Developing and promoting active travel infrastructure. CP39 Transitioning to low and zero carbon travel. CP40 Ensuring robust governance arrangements are in place to fulfil the council’s statutory duties, manage risk and support delivery of key priorities. CP41 Using dynamic data and lived experiences to inform decision- making. CP42 Working with partners nationally, regionally and locally to secure investment and target resources towards our priorities. CP43 Driving change and transformation, using technology where appropriate, to deliver efficient and effective services and support delivery of priorities. CP44 Maximising financial flexibilities to help support delivery of priorities. CP45 Maximising value from the use of our assets. CP46 Focusing our investment on priorities. CP47 Effective workforce planning ensuring that we have the right skills/resources to deliver priorities.
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Our Council Plan Progress Update – Mid Year 2024 to 2025 Page 50 of 49 We strive to make our repor�ng as accessible as possible. If you have any ques�ons or require further informa�on on our council’s performance please contact: The Corporate Policy and Performance Team Tel: 01294 310000 Email: NorthAyrshirePerforms@north-ayrshire.gov.uk Reports can be viewed at www.north-ayrshire.gov.uk.