Agenda Document Pack - Cabinet - 21/01/2025
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, Cunninghame House, Irvine KA12 8EE Cabinet A Meeting of the Cabinet of North Ayrshire Council will be held in the Council Chambers, Ground Floor, Cunninghame House, Irvine, KA12 8EE on Tuesday, 21 January 2025 at 14:30 to consider the undernoted business. Meeting Arrangements - Hybrid Meetings This meeting will be held on a predominantly physical basis but with provision, by prior notification, for remote attendance by Elected Members in accordance with the provisions of the Local Government (Scotland) Act 2003. Where possible, the meeting will be live-streamed and available to view at https://north-ayrshire.public- i.tv/core/portal/home. 1 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 2 Minutes The accuracy of the minutes of meeting of the Cabinet held on 3 December 2024 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). EDUCATION ITEMS FOR DECISION Reports by the Executive Director (Education) 3 School Attendance Analysis Report 2023-24 Submit a report by the Executive Director (Education) to provide a summary analysis of school attendance statistics and trends in North Ayrshire and an update on current and future planned activity to improve attendance and reduce persistent absence (copy enclosed). GENERAL BUSINESS FOR DECISION 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Reports by the Chief Executive 4 Our Council Plan Six Monthly Progress Report - 1 April to 30 September 2024 Submit a report by the Head of Democratic Services to consider and approve Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024 (copy enclosed). 5 Ayrshire Shared British Sign Language Plan (BSL) Operational Plan 2024 - 2030 and 2018 – 2024 Final Report Submit a report by the Head of Democratic Services to approve the Ayrshire Shared British Sign Language (BSL) 2018 – 2024 Final Report (Appendix 1) and Ayrshire Shared BSL Operational Plan 2024-2030 (Appendix 2) (copy enclosed). 6 Capital Programme Performance to 30 November 2024 Submit a report by the Head of Finance to advise of progress in delivering the Capital Investment Programme 2024/25 (copy enclosed). 7 Revenue Budget 2024/25: Financial Performance to 30 November 2024 Submit a report by the Head of Finance to advise of the financial performance for the Council at 30 November 2024 (copy enclosed). Reports by the Executive Director (Communities and Housing) 8 Local Housing Strategy 2023 – 2028 Progress Update Submit a report by the Executive Director (Communities and Housing) to provide an annual update on progress of the Local Housing Strategy 2023-2028 and to seek approval for the update to be submitted to Scottish Government (copy enclosed). 9 Urgent Items Any other items which the Chair considers to be urgent. 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Elected Members Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Margaret Johnson Christina Larsen Church Representatives Mr Andrew Bruce Ms Elizabeth Turbet Vacancy Teaching Representative Ms Jacqui MacKenzie Youth Council Representatives Chair: Apologies: Attending: 4
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Cabinet 3 December 2024 IRVINE, 3 December 2024 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Marie Burns, Tony Gurney, Alan Hill, Shaun Macaulay and for consideration of Education Authority Business Elizabeth Turbet and Jacqui McKenzie. In Attendance C. Hatton, Chief Executive; R. McCutcheon, Executive Director; L. Cree, Head of Service (Sustainability, Transport and Corporate Property); L. Kirk, Head of Service; and L. Neill, Senior Manager (Employability and Skills) (Economic Development, Growth and Regeneration); and T. Reaney, Head of Service (Neighbourhood Services) (Place); S. Anson, Executive Director; and A. McClelland, Head of Service (Education); D. Hammond, Executive Director (Communities and Housing); C. Cameron, Director; and E. Stewart, Head of Service (Children, Families and Criminal Justice) (Health and Social Care Partnership); M. Boyd, Head of Service; and S. Bignell, Senior Manager (Corporate Procurement) (Finance); F. Walker, Head of Service (People & ICT); R. Lynch, Senior Manager (Legal); M. Sugden, Communications Officer (Media and Internal Communications); and S. Wilson, Committee Services Officer (Democratic Services) (Corporate Services). Also Present Eleanor Collier. Chair Marie Burns in the Chair. Apologies Margaret Johnson and Christina Larsen. 1. Declarations of Interest There were no declarations of interest by Members in terms of Standing Order 11 and Section 5 of the Code of Conduct for Councillors. 2. Minutes The Minutes of the Meeting of the Cabinet held on 29 October 2024 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Chief Education Officer’s Update Report Submitted a report by the Executive Director (Education) providing a summary of current key educational issues, both in national and local contexts; and informing of current and future improvement activities within the Education Service. Agenda Item 2 5
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Officers responded to Members’ questions and the Cabinet agreed to (a) note the contents of the report and (b) receive a further update from the Chief Education Officer within six months. 4. Annual Report – School and Early Learning and Childcare Inspections 2023-24 Submitted a report by the Executive Director (Education) informing of the performance of North Ayrshire schools and early learning and childcare settings in external inspections, with a focus on those published during session 2023-24. The 2023-24 inspection reports were attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to note the contents of the report and commended the performance of schools and ELC settings in inspections conducted by Education Scotland and the Care Inspectorate. 5. Proxy Voting for Councillors Submitted a report by the Head of Democratic Services advising of a consultation on a proposal to allow proxy voting for councillors and seek views and agreement on the proposed response attached at Appendix 1 to the report. The Cabinet agreed (a) to note the consultation on proxy voting for Councillors; and (b) agreed to (i) submission of the consultation response attached at Appendix 1 and (ii) receive further updates as the consultation process progresses. 6. Procurement Annual Activity Report 2023-24 Submitted a report by the Head of Finance providing an update on procurement activity for the period 23/24. Top 20 Supplier Spend was attached at Appendix 1 to the report. Officers responded to Members’ questions and the Cabinet agreed to note the contents of the report. 7. Brighter Pathways Re-modelling Care Options Submitted a report by the Director (Health and Social Care Partnership) providing an update on the work of the Brighter Pathways transformation work which was to address (i) current pressures on placement availability and accommodation for leavers; (ii) to shift the balance of care from high- cost external residential resources to family-based care or internal residential resources; and (iii) to build capacity and provide more local resources and choice to young people who require to be looked after with increased family-based care. Officers responded to Members’ questions and the Cabinet agreed to note the progress and ongoing work of the Brighter Pathways Programme. 6
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8. Integration Joint Board Financial Position Submitted a report by the Director (Health and Social Care Partnership) providing an update on the financial position of the Integration Joint Board. Officers responded to Members’ questions and the Cabinet agreed to note the financial position of the IJB and the action being taken to manage the overspend position. 9. Strategic Housing Investment Plan 2025-2030 Submitted a report by the Executive Director (Communities and Housing) seeking approval of the Strategic Housing Investment Plan 2025 – 2030 attached at Appendix 1 to the report. The Cabinet agreed to (a) approve (i) the Strategic Housing Investment Plan 2025- 2030 attached at Appendix 1 to the report for submission to Scottish Government; and (ii) the projects set out within the SHIP shadow programme attached at Appendix 1 to the report; (b) give delegated authority to the Executive Director (Communities and Housing) and the Cabinet Member for Communities and Islands to liaise directly with the Scottish Government in agreeing the acceleration of projects in the main SHIP programme, as required; and (c) note that acceleration of any projects from the SHIP shadow programme will require Cabinet approval. 10. Consultation response: Developing a Universal Definition of “Care Experience” Submitted a report by the Executive Director (Communities and Housing) seeking approval of the proposed response to the Scottish Government consultation on developing a universal definition of “care experience” attached at Appendix 1 to the report. The Cabinet agreed to approve the consultation response attached at Appendix 1 to the report for submission to the Scottish Government. 11. Roads Winter Service and Weather Emergencies Plan 2024/25 Submitted a report by the Executive Director (Place) seeking approval for the Roads Winter Service and Weather Emergencies Plan 2024/25. The Winter Preparation Action Plan and the Roads and Winter Service and Weather Emergencies Plan 2024/25 were attached at Appendices 1 and 2, respectively, to the report. Officers responded to Members’ questions and the Cabinet agreed to (a) approve the Roads Winter Service and Weather Emergencies Plan 2024/25 attached at Appendix 2 to the report; and (b) note the preparations and actions taken which are contained in the Winter Preparation Action Plan attached at Appendix 1 to the report. 7
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12. Highlands and Islands Regional Economic Strategy Submitted a report by the Executive Director (Place) seeking endorsement for the Highlands and Islands Regional Economic Strategy attached at Appendix 1 to the report. Officers’ responded to Members’ questions and the Cabinet agreed to (a) note (i) the input provided by Officers to the development of the Highlands and Islands Regional Economic Strategy; (ii) the constrained fiscal environment within which the Strategy will be delivered and that the requirement to ensure the development of a suitable governance structure and delivery plan, which takes cognisance of the financing and resourcing challenges associated with its delivery will be intimated to HIREP; and (b) endorse the Highlands and Islands Regional Economic Strategy as provided at Appendix 1 to the report. 13. Lochshore Disability Employment Hub Submitted a report by the Executive Director (Place) seeking approval for the creation of a Disability Employment Hub at Lochshore Park, within the Garnock Valley, offering a wide range of opportunities for people with disabilities and long-term health conditions to develop skills for employment. Officers responded to Members’ questions and the Cabinet agreed to the proposal to create a Disability Employment Hub at Lochshore Park to deliver opportunities which will improve outcomes and contribute to reducing the disability employment gap. 14. Urgent Items There were no urgent items. 15. Exclusion of the Public - Para 9 Resolve in terms of Section 50(A)4 of the Local Government (Scotland) Act 1973, to exclude from the Meeting the press and the public for the following item of business on the grounds indicated in terms of Paragraph 9 of Part 1 of Schedule 7A of the Act. Non Disclosure of Information In terms of Standing Order 21 (Disclosure of Information), the information contained within the following report is confidential information within the meaning of Section 50A of the 1973 Act and shall not be disclosed to any person by any Member or Officer. 16. Disposal of 27 Vernon Street, Saltcoats Submitted a report by the Executive Director (Place) seeking approval to dispose of 27 Vernon Street, Saltcoats to The Ayrshire Community Trust. The Cabinet agreed to approve the recommendation as detailed in the report. The meeting ended at 4:05 p.m The full meeting proceedings can be viewed at https://north-ayrshire.public-i.tv/core/portal/home 8
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NORTH AYRSHIRE COUNCIL 21 January 2025 Cabinet Title: School Attendance Analysis Report 2023-24 Purpose: To provide Cabinet with a summary analysis of school attendance statistics and trends in North Ayrshire and an update on current and future planned activity to improve attendance and reduce persistent absence. Recommendation: It is recommended that Cabinet: (a) Notes the contents of this report; and (b) Agrees to receive further updates, for example through the Standards and Quality Report and through a subsequent separate annual attendance report, as necessary. 1. Executive Summary 1.1 School attendance rates in Scotland, including North Ayrshire, have yet to recover fully to pre-pandemic levels, with a significant correlation between attendance and deprivation. North Ayrshire’s school attendance rate of 89.1% in 2023-24 reflects a slight improvement from the previous year but still ranks among the lowest in Scotland. 1.2 Persistent absence remains a critical challenge for North Ayrshire, with 37.9% of pupils missing more than 10% of possible attendances in 2023-24. While this is the highest rate in Scotland, it represents a 1.9 percentage point improvement from the previous year. 1.3 Scotland has prioritised improving attendance through national recommendations, increased data monitoring, and targeted support initiatives. Locally, North Ayrshire has implemented thematic workstreams focused on universal supports, policies and processes, targeted interventions, and partnership working. 1.4 Collaborative efforts and strategic actions have led to modest measurable improvements in attendance rates and reductions in persistent absence levels in North Ayrshire as of December 2024, when compared with the previous year. The overall attendance rate has risen to 89.8%, while persistent absence has decreased to 34.4%. 1.5 Recognising that there is still significant scope for further improvement, North Ayrshire aims to build on this progress through continued collaboration with Education Scotland, enhanced professional learning, further support for vulnerable groups, and strengthened partnerships. Attendance improvement will remain a service-wide priority embedded in school and quality improvement plans. Agenda Item 3 9
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2. Background 2.1 Attendance rates across Scotland were affected by the pandemic in 2020 and are still in the process of recovering to pre-Covid levels. Progress has been slower than anticipated. As a result, improving school attendance has become a significant priority, both nationally and locally. We know that lower levels of attendance can have an adverse impact on a young person’s level of participation, attainment, and ultimately future opportunities; it is therefore vital that schools do all they can to promote and ensure good attendance for all of our children and young people. 2.2 To reflect the increased focus on improving attendance, the Scottish Government (SG) took the decision to increase the detail and frequency of the national publication of attendance data through its inclusion within the Summary Statistics for Schools in Scotland Report from biennially to annually, with the first of the new style reports published in the School education statistics section of the SG website in December 2023. 2.3 Attendance rates across Scotland and in North Ayrshire have declined overall when compared with the period before the pandemic. The graph below shows the overall attendance rates from 2016-17 to 2023-24. 2.4 In 2023-24, North Ayrshire’s overall attendance rate of 89.1% was ranked the fifth equal lowest in Scotland, although it should be noted that this has increased by 0.3 percentage points in comparison with the previous year when it was 88.8%. This is a faster rate of improvement than the national picture, where the attendance rate across the whole of Scotland increased by 0.1 percentage points from 90.2% to 90.3% over the same period. 2.5 There is evidence that areas of relatively higher deprivation, as measured by the Scottish Index of Multiple Deprivation (SIMD), were particularly impacted by the Covid- 19 pandemic, both in terms of academic outcome and school attendance levels. In 2023-24, all of the local authorities with an attendance rate lower than North Ayrshire were what were previously known as Challenge Authorities. The graphs below illustrate the attendance levels of the nine Challenge Authorities over time. 92.6 92.1 91.4 88.8 89.1 93.3 93 92 90.2 90.3 88 89 90 91 92 93 94 2016/17 2018/19 2020/21 2022/23 2023/24 Overall Attendance Rate (%) 2016-2024 (NAC compared to Scotland) North Ayrshire Scotland 10
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2.6 When the overall attendance rate is compared against the other Challenge Authorities over the time period 2016-2024, North Ayrshire has maintained a broadly consistent comparative ranking of around fourth highest in this group. 2.7 Since 2022-23, in addition to overall attendance rates, SG now measures and publishes more detailed absence statistics, including levels of “persistent absence”, which is defined as an absence level of more than 10% of attendance openings across the school session (this equates to 19 days or more lost out of the 190 days of school education in each school year). 2.8 In 2023-24, the persistent absence level in North Ayrshire was 37.9%. This is the highest persistent absence level in Scotland and is significantly higher than the Scotland-wide figure of 31.4%. The table below shows how these statistics vary across the different sectors, both locally and nationally. North Ayrshire is clearly experiencing challenges with this measure, although there has been an overall reduction in persistent absence of 1.9 percentage points since 2022-23. Percentage of pupils who missed more than 10% of possible attendances: All sectors 22-23 All sectors 23-24 Primary 22-23 Primary 23-24 Secondary 22-23 Secondary 23-24 Special 22-23 Special 23-24 North Ayrshire 39.8 37.9 31.9 28.8 49.2 48.1 34.7 38 Scotland 32.5 31.4 25.6 23.9 41.0 40.6 38.6 37.7 2.9 Actions to improve school attendance across Scotland Improving school attendance has been identified as a priority policy area across Scotland. In November 2023, Education Scotland published a national report entitled Improving attendance: Understanding the issues. As part of this report, the following five national recommendations were identified: • Local authorities should carefully monitor their strategic and implementation plans for improving attendance or develop a plan where one is not in place • Put children and young people’s views at the centre of refreshed approaches 88 89 90 91 92 93 94 2016/17 2018/19 2020/21 2022/23 2023/24 Overall Attendance Rate (%) 2016-2024 (Challenge Authorities) Clackmannanshire Dundee City East Ayrshire Glasgow City Inverclyde North Ayrshire North Lanarkshire Renfrewshire West Dunbartonshire 11
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• Education Scotland, working with stakeholders and partners, should provide bespoke support for areas where improving levels of attendance remains a challenge • Approaches to effective tracking and monitoring attendance should be collated and shared • Education Scotland and Scottish Government should collaborate with the wider system to bring coherence to the work on improving attendance 2.10 Education Scotland published support materials on the National Improvement Hub in August 2024 to help schools and local authorities consider how to approach improving attendance effectively. Senior officers form North Ayrshire attended a national one day conference in November which explored support resources and the exemplification of effective strategies from across the country. A national Improving Attendance Quality Improvement Programme has been launched (with North Ayrshire hoping to participate in this in early 2025). 2.11 ADES Performance and Improvement Network established a national attendance network which meets monthly to enable key representatives from all local authorities to hear information about current research and evidence-led practice as well as to learn from each other and collaborate on designing effective local approaches. 2.12 Actions to improve school attendance in North Ayrshire In November 2023, Cabinet approved the annual Service Improvement Plan for 2023- 24 which introduced improving attendance as a key focus for improvement, following analysis of North Ayrshire attendance data for 2022-23. A Service Improvement Group, comprising members from across schools and the central team, was established to focus on supporting establishments to improve attendance and a full-day collaborative conference was held for head teachers early in session 2023-24 to explore the key issues, including: the national context and evidence base on attendance; local and national attendance data; stakeholder views on attendance; and experiences of supporting attendance from another local authority (Renfrewshire Council). 2.13 This was followed by collaborative discussions to gather areas of strength and development to help inform the North Ayrshire improvement action plan. This included an initial review of policy and further workshops to explore good practice, including partnership working within Greenwood and Garnock communities. The Service Improvement Group also looked further afield and considered the work of the Forth Valley Regional Improvement Collaborative in supporting establishments to understand and respond to emerging attendance issues. 2.14 Greenwood Academy’s work on improving attendance for pupils absent from school as a result of emotionally-based issues was recognised nationally and published on the National Improvement Hub in August 2024. The report is available through the following link: Improving engagement and attendance through pupil equity funding. Since the interventions, attendance and engagement have improved in Greenwood Academy, although this remains a priority, both at school and service-wide level. 2.15 Key improvement activities throughout session 2023-24 were summarised in the Service Standards and Quality Report, approved by Cabinet in August 2024. The summary data above in paragraphs 2.3 to 2.8 demonstrates the positive impact this work has begun to have on attendance levels in session 2023-24. The annual Service Improvement Plan for 2024-25 acknowledges that further work is required in this area 12
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and key high-level actions for session 2024-25 were approved by Cabinet in August 2024. 2.16 In the current academic session, improvement work for school attendance is coordinated by the Attendance Service Improvement Group and is organised under the following four thematic workstreams: • Universal supports • Policies, processes and data • Targeted interventions and supports for vulnerable groups • Partnership working Subgroups have been created to take forward each of these thematic areas. A summary of progress to date is as follows: 2.17 Universal supports The main focus has been on developing an awareness raising campaign and support materials for establishments. Key tasks completed include: • survey and analysis of key stakeholder views, including children and young people, parents/carers and partners; • gathering information about campaigns launched by other local authorities across Scotland and elsewhere to inform the initial development of our own approaches in North Ayrshire; • the creation and promotion of a public-facing website (glow blog) entitled Supporting School Attendance in North Ayrshire. This blog includes a range of resources which have been developed to support attendance and is accessible via the following link: https://blogs.glowscotland.org.uk/na/attendance/. 2.18 Policies, processes and data • Locally updated guidance to support establishments with the consistent use of SEEMIS attendance codes was launched in August 2024. • North Ayrshire School Attendance Policy was revised and shared with establishments in October 2024. • The existing NACED Power BI tool has been further enhanced to enable further scrutiny and analysis of attendance data at various levels. • A small test of change has been piloted in a primary school to enhance communication with parents/carers via more regular telephone calls. This has resulted in improved attendance in the P1 cohort. 2.19 Targeted interventions and supports for vulnerable groups • The subgroup has gathered evidence-based practice on reducing persistent absence including the use of approaches to respond to emotionally based school non-attendance. A presentation to support establishments with this is in the final stages of development. • A staged process/tool that supports identification, assessment and support for attendance at the earliest stages is in development. 2.20 Partnership working A collaborative session has taken place with key partners, including HSCP colleagues, CAMHS, third sector and connected communities, where local gaps and needs were explored. Further partners have been identified and a short-life working group has been established. 13
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2.21 Current snapshot of attendance in session 2024-25 In order to give Cabinet a sense of the impact of the current actions described above as well as the various specific targeted approaches being undertaken in individual schools as part of their school improvement plans, the following snapshot data is provided, which shows that progress continues to be made on improving attendance levels across the service. Overall NAC attendance rate by December (comparison between Dec 23 and Dec 24) Cumulative, by December 2023 Cumulative, by December 2024 Movement Overall attendance rate 89.4% 89.8% Improving Primary attendance rate 92.1% 92.3% Improving Secondary attendance rate 86.5% 86.9% Improving Overall NAC persistent absence levels by December (comparison between Dec 23 and Dec 24) Cumulative, by December 2023 Cumulative, by December 2024 Movement Overall persistent absence 37.5% 34.4% Reducing Primary persistent absence 29.1% 26.4% Reducing Secondary persistent absence 46.9% 43.3% Reducing 2.22 Planned future work In North Ayrshire, plans are in place for further work across all four thematic areas as follows: Universal supports – collaborative work with Education Scotland to develop local approaches to promoting improved attendance in North Ayrshire schools, including participation in the next round of the National Attendance Quality Improvement Project; Policies, processes and data – professional learning to provide practical support to establishments in the consistent recording and monitoring of school attendance; Targeted interventions and supports for vulnerable groups – finalisation of guidance to support further reduction in persistent absence and practical, networked implementation support for establishments, particularly in relation to emotionally-based school non- attendance; Partnership working – develop a directory which includes signposting to available interventions and other support approaches from local partners, with the aim of ensuring equity of access across North Ayrshire. 2.23 Overarching all of this specific work will continue to be a strong service-wide focus on improving attendance, which will remain a regular discussion point at head teacher meetings and remain an important focus of quality improvement visits. Underpinning the service-level work, schools will continue to work on the implementation of attendance improvement activities as identified in their School Improvement Plans. 3. Proposals 3.1 It is recommended Cabinet: (a) Notes the contents of this report; and (b) Agrees to receive further updates, for example through the Standards and Quality Report and through a subsequent separate annual attendance report, as necessary. 14
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4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 Council priorities: The focus of the Education Service is to align with the Council Plan 2023-28 strategic aim to “transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people” and more specifically “improving educational attainment and achievement and closing the attainment gap” activities. The extent to which this is achieved will be further enhanced through improved attendance levels in our schools. Community Wealth Building 4.7 Better educational outcomes for children young people and adults, as well as increased capacity building and resilience in communities are required to underpin a strong local economy. 5. Consultation 5.1 There has been no specific consultation on the contents of this report. Sam Anson Executive Director For further information please contact Andrew McClelland, Head of Service (Education) and Chief Education Officer, on 01294 324413. Background Papers (Relevant background papers are provided via embedded links within the document.) 15
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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 Agenda Item 4 17
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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: 18
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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 19
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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. 20
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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. 21
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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. 22
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Our Council Plan Six Monthly Progress Report 1 April to 30 September 2024 23
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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 24
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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 25
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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) 26
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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 27
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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. 28
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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 29
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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 30
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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 31
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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 32
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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. 33
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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. 34
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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 35
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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 36
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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 37
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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. 38
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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. 39
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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 40
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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. 41
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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 42
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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 43
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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. 44
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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. 45
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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. 46
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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. 47
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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. 48
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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. 49
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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. 50
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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. 51
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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 52
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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. 53
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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 54
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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. 55
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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. 56
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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 57
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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 58
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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. 59
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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. 60
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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. 61
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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 62
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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. 63
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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. 64
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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. 65
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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 66
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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 67
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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. 68
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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. 69
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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 70
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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. 71
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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. 72
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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. 73
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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. 74
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NORTH AYRSHIRE COUNCIL 21 January 2025 Cabinet Title: Ayrshire Shared British Sign Language (BSL) Local Plan 2018 – 2024 Final Report and Ayrshire Shared BSL Operational Plan 2024-2030 Purpose: For Cabinet to approve the Ayrshire Shared British Sign Language (BSL) 2018 – 2024 Final Report (Appendix 1) and Ayrshire Shared BSL Operational Plan 2024-2030 (Appendix 2). Recommendation: It is recommended Cabinet approves the Operational Plan and Final Report. 1. Executive Summary 1.1 In May 2024, Cabinet approved the Ayrshire Shared British Sign Language (BSL) Strategic Local Plan 2024 – 2030. This plan followed the publication of the Scottish Government BSL National Plan 2023 – 2029, which was published in November 2023. It was agreed the more detailed BSL Operational Plan 2024 – 2030 as well as a report to conclude the previous BSL Plan 2018 – 2024 would be presented to Cabinet. 1.2 The plan is a collaboration between public sector partners, including South, East and North Ayrshire councils, Health and Social Care Partnerships, NHS Ayrshire and Arran and Ayrshire College, collectively known as the BSL Implementation Group. 2. Background 2.1 The BSL (Scotland) Act 2015 places a duty on all public bodies to promote and facilitate the promotion of BSL within their areas of responsibility and to publish their local BSL plans. The Ayrshire Shared BSL Strategic Plan 2024 – 2030 was approved by Cabinet and published on 6 May 2024. This strategic plan followed the publication of the Scottish Government BSL National Plan 2023 – 2029 on 6 November 2023 and is based on the key guiding elements of the national plan. 2.2. Following the publication of the strategic plan, the Ayrshire BSL Implementation Group agreed to create a more detailed Operational Plan to support delivery of the strategic plan. It was agreed that a follow-up paper including the Ayrshire BSL Operational Plan and a concluding report on our former Ayrshire Shared BSL Local Plan 2018 – 2024 would be submitted to Cabinet. The concluding report on the BSL Plan 2018 – 2024 can be found in Appendix 1. The Ayrshire BSL Operational Plan 2024 – 2030 can be found at Appendix 2. Agenda Item 5 75
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Ayrshire Shared BSL Local Plan 2018-2024 Final Report (Appendix 1) 2.3 This joint report shows that alongside partners, progress has been made against the actions set in 2018. Key highlights include: • All partners continue to promote BSL Awareness and training to employees, with courses receiving positive feedback. • Specific BSL pages have been created on our website containing a range of information on contacting services through to an overview of Our Council Plan. • Additional smartphones have been purchased to enable Deaf service users to video call the Sensory Impairment team or text requests for assistance. This was particularly useful during the pandemic. • Free BSL 1:1 tuition to parents of Deaf children has been provided at home, nursery or school through the Ayrshire Deaf Education Service. • We ensured all election staff were aware of support available for users of BSL, including the Electoral Commission website which has online BSL resources. 2.4 The current 2024-2030 Strategic and Operational Plans continue to build on these approaches to contribute to the Scottish Government strategy 10 long-term key aims: • Scottish Public Services • Family Support, Early Learning and Childcare • School Education • Post School Education • Training, Work and Social Security • Health, Mental Health and Wellbeing • Transport • Culture and the Arts • Justice • Democracy Ayrshire Shared BSL Operational Plan 2024-2030 (Appendix 2) 2.5 The key areas and actions within the new plan reflect the previous plan and follow the Scottish Government strategy 10 long-term key aims listed above. The Operational Plan actions will continue to be reviewed over the lifetime of the plan. Engagement and Consultation 2.6 The Ayrshire BSL Implementation Group has continued to meet throughout 2024 to develop the Operational Plan, including further engagement with our BSL community, members of which have been invited onto the group. It should be noted that there were delays in arranging meetings due to both availability of key members within our BSL community and BSL interpreters. 2.7 The first full meeting of the BSL Implementation Group that included representatives from our BSL community took place on 7 January 2025. It was key that members of the BSL community with lived experience should participate or be represented in the group. 2.8 Owing to the shared nature of the report, the Operational Plan covers work undertaken by East, South and North Ayrshire councils, the HSCPs, NHS Ayrshire and Arran and Ayrshire College. Specific actions that are relevant for our council are highlighted within the Operational Plan. 76
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3. Proposals 3.1 For Cabinet to approve the Ayrshire Shared British Sign Language (BSL) 2018 – 2024 Final Report (Appendix 1) and Ayrshire Shared BSL Operational Plan 2024-2030 (Appendix 2). 4. Implications/Socio-economic Duty Financial 4.1 There are minor financial implications arising from this report, including sharing the cost of producing BSL videos based on the Operational Plan. Any spend linked to this will be utilised from the existing BSL budget, this includes a proposal to explore the creation of central BSL interpretation and translation funding account to support council services to communicate more effectively with the BSL community. Human Resources 4.2 None Legal 4.3 The Council has a legal duty under the British Sign Language (Scotland) Act 2015 to produce a British Sign Language plan. Equality/Socio-economic 4.4 None Climate Change and Carbon 4.5 None Key Priorities 4.6 The BSL Plan supports the key priority of Communities and Local Democracy, through accessible local services, both digitally and locally. Community Wealth Building 4.7 None 77
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5. Consultation 5.1 Consultation took place among the key public sector partners and with the Ayrshire Society for the Deaf, BSL students from Ayrshire College, the Ayrshire Deaf Education Service and representatives from Elderbank Primary School, Greenwood Academy and Grange Academy, Kilmarnock. Aileen Craig Head of Service (Democratic) For further information please contact Isla Hardy, Senior Manager (Policy, Performance and Democracy) on 01294 324035. Background Papers Ayrshire Shared British Sign Language (BSL) Strategic Local Plan 2024 – 2030 78
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Appendix 1 Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 Final Report 79
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 1 of 16 Executive Summary The British Sign Language (BSL) (Scotland) Act 2015 requires public bodies in Scotland to publish plans every six years that show how they will promote and support BSL*. In 2018, public sector partners across Ayrshire including Ayrshire College, East, North and South Ayrshire Councils, East, North and South Ayrshire Health and Social Care Partnerships and NHS Ayrshire and Arran, developed and published a shared BSL Local Plan. The Ayrshire Shared BSL Local Plan sets our collective intentions in how we planned to improve communication and access to services for BSL users who work, learn, and live in Ayrshire. The BSL Local Plan sets out ten long-term goals for BSL in Ayrshire and described the actions that would be taken between 2018 and 2024 to progress towards these goals. This report outlines the progress on the actions over the last three years, since our mid-term report of 2021. Actions were set out within the ten long-term goals across the following areas: • Scottish Public Services • Family Support, Early Learning and Childcare • School Education • Post-School Education • Training, Work and Social Security • Health, Mental Health and Wellbeing • Transport • Culture and the Arts • Justice • Democracy * Wherever we refer to ‘BSL users' we mean D/deaf and/or Deafblind people (those who receive the language in a tactile form due to sight loss) whose first or preferred language is British Sign Language. 80
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 2 of 16 Scottish Public Services We share the long-term goal for all Scottish public services set out in the BSL National Plan, which is: “Across the Scottish public sector, information and services will be accessible to BSL users.” What We Said We will provide Deaf awareness training for staff, particularly frontline employees. What We Did Partners continue to promote BSL Awareness and training to employees. In North Ayrshire, 20 employees attended BSL and Deaf Awareness sessions delivered by the Sensory Impairment team and 267 employees engaged in the online BSL and Tactile BSL course. Two employees within the Sensory Impairment Team completed a British Sign Language Level 1 qualification at Ayr College and are in the process of seeking a Level 2 course in 2025. The BSL awareness sessions evaluated positively, with attendees from across the council, working in Communities, Health and Social Care Partnership, Democratic Services and Education; a selection of participant comments are highlighted below. “This has given me an awareness of the different supports that the Sensory Impairment team can provide, it also was a brilliant networking opportunity, and I felt comfortable trying out the BSL alphabet in front of the group, so helped with my confidence as many first-timers there too. I will definitely be learning at home now as want to develop my skills further.” “I learned how to spell using BSL, and I gained an awareness of things around BSL and hearing impairments that I otherwise wouldn't have known”. “I feel better equipped to provide services to people with a hearing impairment”. We will continue to run awareness and training opportunities as we move into 2025, with regular awareness sessions being planned throughout the year. In addition, we will be exploring bespoke sessions with frontline services to help them understand basic communication phrases that they can use with BSL clients. South Ayrshire had one member of staff from their Communities Team attend a British Sign Language Introductory course at Ayr College and one member of the Communities Team attend Level One. On completion of the introductory course the member of staff has signed up to complete Level One BSL. As we move into 2025, South Ayrshire Council will have 10 members of staff from their Employability and Skills team commence the Level One qualification. 81
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 3 of 16 Similar to North Ayrshire, South Ayrshire Council will continue to promote training opportunities council wide. They will continue to promote our BSL Awareness training on our internal training site. What We Said We will jointly promote ContactScotland-BSL service to staff and service users. What We Did The ContactScotland-BSL service continues to be promoted by partners through various channels, including at awareness and engagement sessions and through partner websites. As part of their role, employees within the North Ayrshire Sensory Impairment Team promote ContactScotland-BSL when meeting with BSL service users. ContactScotland-BSL is a free national BSL Video Interpreting Relay Service. This allows BSL users with a smart device to call ContactScotland using video to relay a request in BSL to the interpreter. The interpreter can then call any service provider the BSL client wishes to. This service can be used to set up appointments or ask questions, it can even be used to order fast food or book tickets at various venues and is open 24 hours a day, 7 days a week. It should be noted that it cannot be used for actual appointments or interviews. The partners will continue to raise awareness and facilitate briefing sessions as required as we move into 2025 and beyond. What We Said We will develop a specific BSL page on our public websites with information in BSL, or signposting to relevant information that is available in BSL. What We Did Each partner has developed a specific BSL landing page on their external websites. These pages contain a range of information, including BSL plans, contact information, and sources of support, such as the British Deaf Association (Scotland), ContactScotland BSL and the Ayrshire Deaf Education Service. The partners are continuing to work with the BSL community on the content of the BSL pages to update and continually improve what is available – North Ayrshire Council BSL. 82
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 4 of 16 What We Said We will explore the use of technology to help meet communication support requirements What We Did Within North Ayrshire additional smartphones have been purchased for the Sensory Impairment Team to help strengthen their engagement and support for the local BSL community. This resource has enhanced communication by enabling Deaf service users to video call the Sensory Impairment duty service using BSL, or text in requests for assistance. This was particularly beneficial to BSL service users during the Covid pandemic and the additional phones help to further enhance this provision. What We Said We will establish a diverse Ayrshire-wide user network to enhance the implementation of the Ayrshire BSL Local Plan. What We Did Engagement with the BSL community has continued throughout the life of the plan with key BSL community based groups including the Ayrshire Society for the Deaf, the Ayrshire Deaf club and students from Ayrshire College. A new implementation group with key BSL representatives from the various groups is being formed as we move into the implementation phase of our BSL Plan 2024 – 2030. What We Said We will raise awareness of translation and interpretation procedures to ensure employees can readily access the appropriate communication for service users. What We Did Access to BSL interpretation and translation services is available on internal organisational intranets. Partners previously explored the possibility of a joint tender process for translation and interpretation services but due to the complexity of various internal procedures, ultimately this was not viable. Each individual organisation has its own procurement process in place for BSL Interpretation and Sign Language services. 83
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 5 of 16 Family Support, Early Learning and Childcare We share the long-term goal for family support, early learning and childcare set out in the BSL National Plan, which is: “The Getting it Right for Every Child (GIRFEC) approach will be fully embedded, with a Deaf or Deafblind child and their family offered the right information and support at the right time to engage with BSL.” What We Said We will ensure that parents and family members have access to funded BSL courses. What We Did The Ayrshire Deaf Education Service provides free BSL 1:1 tuition to parents of D/deaf children (home visits or sessions at nursery or at school). The service manager of the Ayrshire Deaf Education Service and the BSL assistant, (who is a Deaf BSL user) set up a service YouTube channel. This channel provides BSL learning videos on a range of topics. Including the BSL alphabet, common key phrases and greetings, colours, weather, nursery rhymes and songs to name a few. Videos are added on a regular basis and families contact the service with requests for new content. BSL Assistant – Sign Language for Higher Education screenshot 84
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 6 of 16 What We Said We will establish an Ayrshire-wide Network for Deaf children and young people. What We Did The service manager of the Ayrshire Deaf Education Service sits on the Hearing Impairment Network for Children and Young People network (HINCYP)*. The HINCYP is a national network that is funded by the Scottish Government to support children with severe and profound deafness. The Service Manager and BSL assistant officer created a video to introduce the HINCYP website to local people across Ayrshire – BSL HINCYP Introduction video which has had 175 views since its release. The Ayrshire Deaf Education Service support children with all levels of deafness, including mild, moderate, severe and profound. Although there is potential scope to create an Ayrshire group, the service manager provides updates on the work going on in Ayrshire and is kept up to date with current developments in NHS Audiology. In addition, the manager acts as a voice for the D/deaf children and young people from an education perspective. *The Hearing Impairment Network for Children and Young People (HINCYP) was established in 2019, and its purpose is to support services and families to achieve the best possible outcomes for children and young people in Scotland with bilateral severe or profound hearing loss through better access to high quality specialist care and support. It is hoped that children and young people with all levels of deafness will benefit from the establishment of this network. What We Said We will ensure that information on language options is available to children and their families from the point of diagnosis What We Did All families of newly diagnosed D/deaf babies are offered information about BSL and the benefits of BSL are promoted to the main caregivers. Families are supported by peripatetic Teachers of the Deaf (ToDs), who continue to share all communication options and offer BSL tuition from a native BSL user. This ensures families are supported from the point of diagnosis and as their child develops. 85
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 7 of 16 School Education We share the long-term goal for school education set out in the BSL National Plan, which is: “Children and young people who use BSL will get the support they need at all stages of their learning, so that they can reach their full potential; parents who use BSL will have the same opportunities as other parents to be fully involved in their child’s education; and more pupils will be able to learn BSL at school.” What We Said We will ensure that parents and carers have access to information in an appropriate format. What We Did School teams provide support for Deaf Children who have Deaf parents. Employees who can sign in BSL interact and can sign to parents, however for formal meetings, interpreters are provided as required. What We Said We will ensure that interpreter support is available to enable children, young people, parents, and carers to participate in wider school activities such as Parent Council meetings, school trips, Team Around the Child (TAC), Case Conferences, Children’s Hearings and so on. What We Did As of November 2024, the Ayrshire Deaf Education Service supports approximately, 220 deaf pupils. For the Team Around the Child meetings and other events and activities, contact details for interpreters are provided to individual schools to be used as required. What We Said We will ensure that interpreter support is available for young people to access work placements, local careers and Further Education events. What We Did In the last decade, only a handful of D/deaf pupils from Grange Academy have required the services of an interpreter to access work placements, local careers and further education events. Teachers of the Deaf have also supported D/deaf pupils at events such as these for confidence and moral support. The school will continue to ensure that interpreter support is available to any D/deaf pupils who require this service. 86
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 8 of 16 Due to challenges in booking official interpreters, the Teachers of the Deaf at Greenwood Academy often provide BSL interpretation for pupils at parents nights, school shows, and college interviews etc. External interpreters are used when available. What We Said We will further promote BSL for 1 + 2 languages within the school curriculum from early years. What We Did As part of the National Progression Award (NPA) in Health and Social Care curriculum, BSL Awareness is taught annually to the senior secondary school pupils within North Ayrshire who are enrolled on this course. The pupils are provided with a 90 minute session, covering the basics of BSL as part of the communication element of the course. The numbers attending varies each year, averaging between 10 – 15 pupils. The Ayrshire Deaf Education Service have a Teacher of the Deaf and a BSL assistant who have worked with South Ayrshire Council 1+2 coordinator to develop a BSL pack which can be shared with North and East Ayrshire Councils. Ayrshire Deaf Education Service has provided BSL taster (twilight) sessions for early years staff and primary staff to demonstrate how BSL can be brought into the curriculum. They have also worked in two East Ayrshire schools to promote BSL as 1+2 option. This work will be on-going through each academic year. What We Said We will develop a partnership approach between education and Child and Adolescent Mental Health Services (CAMHS) to better support D/deaf children and young people. What We Did To date, Grange Academy in Kilmarnock have had two deaf pupils access CAMHS where support was given in partnership between the school and the service. This supported the provision of key background information to the service as required by CAMHS and support through transporting pupils to their appointments when parents were unavailable to do so. These pupils were not BSL users, but this does act as a model should there be a need for any of our Deaf pupils to access CAMHS with interpreter support in the future. Greenwood Academy has not yet needed to engage with CAMHS services using BSL and both schools recognise that having a specialist CAMHS deaf service would be beneficial and something that could be explored. 87
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 9 of 16 What We Said We will work in collaboration with deaf young people to explore the possibility of establishing an Ayrshire youth club. What We Did A D/deaf Youth Club was set up prior to Covid and is run by a number of volunteers at the Ayrshire Deaf Club (Scottish Charitable Incorporated Organisation) in Crosshouse. The group meets every two weeks, with 20 children attending on average, with age ranges from three to 17 years. There is also a separate room where parents and carers can sit and chat. The club provides a range of activities for our young people and the activities always available include Xbox, colouring, dance games and pool, with food being provided half-way through the night. There are also seasonal activities, such as a recent fireworks display, Pudsey night and a trip to the Panto. The children attending enjoy participating in the club as it provides a structured activity out with school for D/deaf children to get together. 88
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 10 of 16 Post School Education We share the long-term goal for post school education set out in the BSL National Plan, which is: “BSL users will be able to maximise their potential at school, will be supported to transition to post-school education if they wish to do so and will receive the support they need to do well in their chosen subject(s).” What We Said We will develop links with appropriate partners to ensure that young people are tracked in relation to post-school destinations. What We Did Annual Deaf awareness training is provided by the Ayrshire Deaf Education Service to Ayrshire College and Bachelor of Education 4th Year Students at the University of the West of Scotland (UWS). The service works closely with the British Deaf Association (BDA) and transports pupils to transition events in Glasgow. The college is involved in the Further Education and Higher Education Sector BSL Group where discussion around BSL plans and sharing good practice takes place. The college has continued to develop good links and articulation agreements with UWS, Glasgow Caledonian and other universities across Scotland, which helps to support students progressing from college to university. The college tracks the number of students in post-college positive destinations through the college Leaver Destinations Survey. The information is collated by the Scottish Funding Council and shared with the sector. The College works closely with Skills Development Scotland, schools and other partners across the three local authorities to support students to progress to and from college. We are involved in the Sensory Impairment Operational group for Ayrshire where we share practice and guidance with key contacts from health and social care partnerships, NHS and Teachers of the Deaf. What We Said We will ensure college involvement with school transition meetings where appropriate. What We Did Ayrshire College continues to work collaboratively with schools and key contacts in the local authorities to ensure that student needs assessments and transition plans are agreed as early as possible. College staff attend transition meetings as required. 89
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 11 of 16 This allows the College to plan for support required, whether it be a Communication Support Worker or ensuring appropriate assistive technology is in place. Case Study – Positive Destinations The College supports a number of Deaf BSL students onto positive destinations; during the 2023/24 academic year a student progressed through college starting with an HNC in Art and Design, completing their HND and is now a student at the University of the West of Scotland studying the same subject. A Deaf student is hoping to move into the trades next year after having the opportunity to work within this department at the College. Another student has passed their level 5 in Hairdressing and is working towards level 6. The student has really excelled in this area and is currently working in the ‘You Salon’ at the college in Kilmarnock every Monday for work experience. Clients are specifically asking for this student to cut and style their hair. The student now has a dream of opening her own salon for the D/deaf as she will be able to communicate with clients in BSL. A communication support worker from the College stated, “It is great to see children coming to college as young adults and progressing into further education. As a deaf student, our young people face lots of barriers and having a previous connection with us makes such a difference”. 90
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 12 of 16 Training, Work and Social Security We share the long-term goal for training and work set out in the BSL National Plan, which is: “BSL users will be supported to develop the skills they need to become valued members of the Scottish workforce, so that they can fulfil their potential, and improve Scotland’s economic performance. They will be provided with support to enable them to progress in their chosen career.” What We Said We will ensure regular meetings of the Transition Forum for BSL Users to support an easy transition from school to a positive destination. What We Did The Transition Forum has not met since before the Covid Pandemic in 2020. Grange Academy has continued to support Deaf pupils who use sign language for support to go onto positive destinations (especially college). The last, profoundly Deaf pupil who used BSL, left the Academy pre-covid where he was supported during interviews and college transition days etc. when he gained a college placement in his local town. The Academy continues to be involved in post school transitions with all of its D/deaf pupils and works closely with partnership agencies to ensure inclusion, enabling pupils to reach their potential. This approach is also similar with D/deaf support for pupils at Greenwood Academy. What We Said We will promote Ayrshire Disability Inclusive Confident Employers (DICE) to staff as a resource for expert advice on initiatives such as ‘Access to Work’ What We Did The DICE programme was originally started and hosted by local Department of Work and Pensions (DWP) offices to provide support and advice to local employers on employment issues relating to health and disability and included support with recruitment of staff, including additional information on Access to Work. This programme was promoted throughout the life of the plan, however due to several staffing changes is no longer active. Employability Managers from North, South and East Ayrshire Councils along with the Department for Work and Pensions and the Ayrshire Chamber of Commerce have been planning the creation of a Disability Confident Group. This would operate Ayrshire wide with an aim to run an event each quarter to market, monitor and promote the Disability Confident approach to existing and new members. The group will offer information and advice and promote recruitment from within the disabled community. 91
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 13 of 16 Health (Including Social Care), Mental Health and Wellbeing We share the long-term goal for health (including social care), mental health and wellbeing set out in the BSL National Plan, which is: “BSL users will have access to the information and services they need to live active, healthy lives, and to make informed choices at every stage of their lives.” What We Said We will develop information, in collaboration with our deaf children and young people, regarding the importance of attending audiology appointments. What We Did Development of specific information for this has not progressed due to capacity within services. Families/carers are advised verbally by staff of the importance of continuation of attendance at appointments. What We Said We will use social media to share information on available mental health support. What We Did All partners received communications from the British Deaf Association (BDA) and share appropriate information with the BSL community. NHS Ayrshire and Arran have further developed their public website page to include BSL clips on a variety of health issues including mental health (Mental health and stress (BSL) - NHS Ayrshire and Arran). Examples of Mental Health videos in BSL: 92
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 14 of 16 What We Said We will provide palliative and end of life care information and care plans that are co- produced by Deaf people and deaf sector organisations. What We Did The My Anticipatory Care Plan was a national resource created by the Healthcare Improvement Service. However, translating into BSL was never undertaken. When palliative and end of life care information is required, it is provided through support of a BSL interpreter to allow two-way communication between patient and clinicians. Transport We share the long-term goal for transport set out in the BSL National Plan, which is: “BSL users will have safe, fair and inclusive access to public transport and the systems that support all transport use in Scotland.” What We Said We will explore technological solutions to support private transport providers to communicate with BSL users. What We Did A Pan-Ayrshire Equality Transport Summit was held in September 2024. The purpose of the summit was to bring together a range of transport providers to answer questions and issues from a wide variety of the public. Representatives from the BSL community participated in the event and were able to raise concerns around communication, especially when using the rail network. Network Rail highlighted new AI technology that complements the spoken announcements at stations. Information in real time is transferred via AI into BSL interpretation and although there is a slight delay, feedback from the Deaf community has been positive and Network Rail are aiming to roll this out to a wider number of stations. What We Said We will ensure taxi providers licensing training incorporates BSL awareness. What We Did The partners considered this action but due to a range of factors were unable to take this forward. 93
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 15 of 16 Justice We share the long-term goal for justice set out in the BSL National Plan, which is: “BSL users will have fair and equal access to the civil, criminal, and juvenile justice systems in Scotland.” What We Said We will ensure appropriately trained BSL interpreters are available within Civil, Juvenile, and Criminal justice settings. What We Did The three Ayrshire Council areas all have processes in place to organise interpreters for anyone from the BSL community who is involved with Community Justice Services. East Ayrshire Council also has an in-house BSL interpreter, however none of the areas have had a request or identified a specific client need for BSL interpretation services over the last few years. Democracy We share the long-term goal for democracy set out in the BSL National Plan, which is: “BSL users will be fully involved in democratic and public life in Scotland, as active and informed citizens, as voters, as elected politicians and as board members of our public bodies.” What We Said We will ensure BSL training information provided by the Electoral Commission is cascaded to all relevant electoral staff. What We Did During election periods, Election staff are required to attend training on the election process. Awareness sessions highlight the process for supporting voters who have a disability or impairment who may require additional support. Links to the relevant Electoral Commission website regarding these issues are also included, so that staff are well-informed of their expectations when supporting voters on polling day. 94
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Ayrshire Shared British Sign Language (BSL) Local Plan 2018-2024 - Final Report Page 16 of 16 What We Said We will promote information on voting processes in appropriate formats. What We Did The Electoral Commission has a British Sign Language (BSL) video on how to register to vote and this is highlighted within the Registering to Vote section of Council webpages. What We Said We will promote the Access to Elected Office Fund (Scotland). What We Did This was made available on council websites when open and will be promoted at appropriate times to the BSL community through the newly established working group. 95
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 1 of 7 Ayrshire BSL Operational Plan 2024-2030 Strategic Aim Action Lead Due By 1 Establish a BSL Local Plan Implementation Advisory Group with representation from the local BSL community. Contact specialist groups and organisations for inclusion in the Implementation group. Partner Organisations December 2024 2 By Autumn 2024, develop an operational plan through the BSL Local Plan Implementation Advisory Group to deliver the strategic aims. We will develop a plan to ensure we are on track to meet our strategic aims in consultation with the local Deaf community. Partner Organisations Implementation Advisory Group December 2024 3 Follow guidance on inclusive communication from Scottish Government, when available, in line with the PSED review to ensure BSL users are considered in communications. 3 a. This will be implemented once the guidance is available from the Scottish Government 3 b. Within North Ayrshire Council explore the creation of a pilot for central interpretation and Translation funding, using the BSL Budget. Partner Organisations Implementation Advisory Group We will review this in 2025 as guidance as has been delayed. December 2025 April 2025 4 Based on the Scottish Government guidance on BSL access for public engagement, adopt inclusive public engagement guidance. This will be implemented once the guidance is available from the Scottish Government. Partner Organisations Implementation Advisory Group We will review this in 2025 as guidance as has been delayed. 5 Publish a progress report on the actions in 2027, the midway point for this plan. As a living plan, this will enable us to reflect on what further actions are required to help us meet our longer-term goals and overall vision for BSL in Ayrshire. To collate and publish an update report in both BSL and English. Partner Organisations Implementation Advisory Group May 2027 96
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 2 of 7 Strategic Aim Action Lead Due By 6 Develop a specific page on our public websites with information in BSL or signposting to relevant information available in BSL. 6a Members of the Deaf community will be invited to review partner organisations webpages in relation to developing information in BSL. 6b. Hold a BSL Engagement event to discuss organisation roles, technology and website information. Partner Organisations Implementation Advisory Group. Partner Organisations Implementation Advisory Group. Annually over the lifetime of the plan. May 2025. 7 Continue to engage with BSL users and promote Contact Scotland BSL. 7a. Organise planned sessions through the lifetime of the plan with members of the Deaf community to promote Contact Scotland BSL so that all those who require the service are aware of the Contact Scotland BSL. 7b. Organise planned sessions through the lifetime of the plan with employees of the plan so that all staff are aware of the service. 7c. Partner Organisations Implementation Advisory Group will develop promotional material with FAQs. Partner Organisations Implementation Advisory Group. Partner organisations. Partner Organisations Implementation Advisory Group. Biennial over the lifetime of the plan. Annually over the lifetime of the plan. Over the lifetime of the plan. 8 Promote and utilise the Scottish Government Signport Portal for BSL/English interpreters This will be promoted once available. Partner Organisations Implementation Advisory Group. Date will be set once available. 97
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 3 of 7 Strategic Aim Action Lead Due By 9 Facilitate BSL users, deaf and deafblind children, and their families to access support. 9a. Engaging with our children, young people and their families to ensure that they are aware of how to access BSL support when engaging with services. 9b. Updating information on webpages through engaging with the Ayrshire Deaf Education Service. 9c. Working with communication support workers via the student association to review information within Ayrshire College. 9d. Promote information in primary care services. Partner Organisations Implementation Advisory Group. Review annually over the lifetime of the plan, as information constantly changes. 10 Continue to promote BSL service provision to ensure staff understand the importance of BSL provision. 10a. This will be promoted via events and campaigns such Deaf Awareness week. 10b.BSL awareness sessions will be made available for employees. Implementation Advisory Group. Sensory Impairment teams. Annually over the lifetime of the plan. 98
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 4 of 7 Strategic Aim Action Lead Due By 11 Support NHS teams and BSL providers to develop robust referral pathways which will result in BSL users, deaf and deafblind children accessing both the healthcare and language learning support they require. 11a. Work with NHS staff and local BSL community members to develop a pathway for ensuring BSL communication support is available at the time of need. 11b. Once the pathway is developed and agreed, make sure it is disseminated to all staff. NHS and local BSL community. NHS and local BSL community May 2026. 12 Promote access to the Scottish Government opportunities for targeted workers to learn BSL up to an appropriate SCQF Level. 12a. This will be promoted once information is available. 12b. BSL SCQF level qualifications will be made available for employees of the North Ayrshire Sensory Impairment Team (up to SCQF level 3). Partner Organisations. North Ayrshire Council/local authorities. Annually over the lifetime of the plan. April 2025 and April 2026. 13 Signpost BSL users and their families to access the Scottish Government opportunities to gain experience about the heritage and culture of BSL, as well as hold local events. 13a. Promote Scottish Government opportunities once information is available. 13b. Promote events taking place across Scotland for BSL users through social media, emails etc. 13c. Hold a cultural awareness event for the BSL community. Implementation Advisory group/Local Authority Community Teams. Partner organisations. Annually over the lifetime of the plan. As and when available. 2026 and 2029. 99
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 5 of 7 Strategic Aim Action Lead Due By 14 Promote and support implementation of the nationally identified solutions to specific barriers for BSL users to support an easy transition from school to positive destinations. Once the nationally identified solutions to specific barriers for BSL users are available we will promote and support BSL users. Partner organisations. As and when available. 15 Through No One Left Behind, deliver place- based employability services that support individuals to overcome structural barriers to entering and sustaining employment. We will work with the Implementation Advisory Group for this plan to identify solutions to specific barriers for BSL users accessing devolved employability support. 15a. Employability and Skills Team will work with individuals who use BSL to ensure that a tailored support plan is in place. 15b. Increase staff knowledge by offering access to specific BSL courses. Local Authorities and Ayrshire College. Local Authorities/ sensory impairment teams. Annually over the life of the plan. April 2026. 16 Promote opportunities for engagement and embed actions related to BSL users, based on the work set out within the social isolation and loneliness strategy. Work with public sector partners to support the Scottish Government Social Isolation and Loneliness Strategy 2023 - 2026. Partner Organisations Implementation Advisory Group. April 2026. 100
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 6 of 7 Strategic Aim Action Lead Due By 17 Promote access to support services during the cancer journey. 17a. Engage with cancer services to understand what support services are available. 17b. Promote, using appropriate BSL communication, what support is available to the BSL community. NHS Ayrshire and Arran. May 2027. 18 Support BSL users to understand the use of the remote video BSL interpreting service. Work with the Deaf community in Ayrshire to deliver engagement sessions to showcase the use of the remote video BSL interpreting service. Partner Organisations Implementation Advisory Group. December 2025. 19 Work to help embed BSL further within culture and the arts including increasing availability of signed events and performances. Work with respective teams leading on the culture and arts in each LA area to offer BSL events and performances annually. Promote local and national BSL events. Partner Organisations Implementation Advisory Group. January 2026. 20 Utilise the data from the Census and any other sources to better understand our local BSL population, as well as explore issues such as accessibility and access to services. Undertake an analysis of census data and local data zones. Engage with the BSL community and the two local deaf clubs to better understand local need. Partner Organisations Implementation Advisory Group. May 2025 and thereafter annually. 101
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Appendix 2 Ayrshire Shared British Sign Language (BSL) Operational Plan 2024-2030 Page 7 of 7 Strategic Aim Action Lead Due By 21 Publicise resources from the Electoral Commission, once available, to provide ongoing support for BSL users’ participation in democratic life. Make available on council websites and promoted during election periods. South, North and East Ayrshire councils. May 2025. 22 Ensure relevant electoral staff are aware of the need to provide appropriate information on voting processes to BSL users. Provide awareness of voting processes for BSL users. North, South and East Ayrshire councils. During Election periods. 102
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NORTH AYRSHIRE COUNCIL 21 January 2025 Cabinet Title: Capital Programme Performance to 30 November 2024 Purpose: To advise Cabinet of progress in delivering the Capital Investment Programme 2024/25. Recommendation: That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 30 November 2024; and (ii) the forecast expenditure to 31 March 2025; and (c) note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 1. Executive Summary 1.1 The General Services Capital Investment Programme 2024/25 to 2033/34 was approved by Council on 28 February. The Housing Revenue Account (HRA) Capital Investment Programme 2024/25 sits within the updated HRA Business Plan and was approved by Council on 14 February 2024. 1.2 This report identifies the current programme for 2024/25, taking account of adjustments made to the initial budgets. The report presents the revised budgets at 30 November 2024 (Period 8) and forecast expenditure to 31 March 2025. 1.3 At Period 8 the General Fund is forecasting a net breakeven position against a revised budget of £121.395m. The HRA is forecasting a projected underspend of (£1.078m) against a revised budget of £53.177m. 1.4 Within the General Fund, adjustments to funding have resulted in net additions to the overall capital programme of £2.255m, including additional Scottish Government funding in relation to Millport Town Hall and additional SUSTRANS funding for Ardrossan North Shore. 1.5 Reviews of individual project plans have identified a number of adjustments to the current profiles. As a result, (£9.979m) has been reprofiled for delivery in 2025/26 and beyond. This has been partly offset by the acceleration of £0.062m from future years. 1.6 Within the HRA, a review of delivery timescales has identified a requirement to accelerate £5.110m of expenditure to 2024/25 from future years. This is partly offset by the re-profiling of (£4.134m) for delivery in 2025/26 and beyond. Agenda Item 6 103
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1.7 Ongoing uncertainty arising from inflationary pressures and other externalities continue to impact on tender returns, the cost of materials and the cost of borrowing. Financial risks have been identified across a number of high value projects, including Ardrossan Harbour Landside works and Ardrossan North Shore development, incorporating the new campus. However, full quantification of these risks remains an ongoing process. Council has provided for a degree of mitigation within the overall 10-year General Services Capital Investment Programme and the HRA Capital Investment Programme, with significant additional revenue supports identified within the 2024/25 to 2026/27 General Services Revenue budget. Projects will continue to be monitored closely with cost increases met initially from the additional flexibility built into the programme. However, any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 1.8 The Treasury Management and Investment Strategy (TMIS) for 2024/25 was approved by Council on 28 February 2024 and detailed the key performance indicators under the Prudential Code for Capital Finance in Local Authorities (2021 edition). The current estimated performance indicates that North Ayrshire Council has operated within the treasury limits and performance indicators set out in the TMIS and the current capital investment plans remain affordable. 2. Background General Fund 2.1 The following table outlines the movements in the 2024/25 General Services budget: General Services Capital 2024/25 £ million Budget as at 31 August 2024 129.057 Changes to Funding 1.913 Other Revisions to the Programme 0.342 Revised Budget 131.312 Alterations to phasing of projects 2024/25 to 2025/26 (9.979) Alterations to phasing of projects 2025/26 to 2024/25 0.062 Budget as at 30 November 2024 121.395 104
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2.2 Changes to Funding The capital programme has been updated to reflect the following changes to funding: Funding Body Amount £ million Project Scottish Government 0.414 Millport Town Hall Scottish Government (0.179) Nature Restoration Fund Sustrans 1.416 Ardrossan North Shore Sustrans 0.105 NCN Development Sustrans 0.077 NCN7 Valefield Bridge Sustrans 0.058 Fairlie Coastal Path Transport Scotland 0.012 20mph Implementation Cycling Scotland Grant 0.010 Abbeycroft Cycle Shelter Total Funding Adjustments 1.913 2.3 Other Revisions to the Programme The programme has also been updated to reflect the undernoted adjustments: Funding Source Amount £ million Project Receipts 0.054 Vehicles CFCR 0.282 47 West Rd CFCR 0.006 Street Furniture Total Other Adjustments 0.342 2.4 Alterations to the Phasing of Projects A review of individual project plans, taking cognisance of the current levels of volatility within the construction sector, has identified a requirement to reprofile (£9.794m) for delivery in 2025/26 and beyond: Project Amount £ million Other minor adjustments (0.067) Total Corporate Services (0.067) Castles & Historic Monuments (0.038) Abbey Tower (0.067) Total Communities & Housing (0.105) UFSM Loudon Montgomery PS (0.086) Ardrossan New Build (4.803) Total Education (4.889) Carefirst Replacement (0.254) Total HSCP (0.254) 105
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Project Amount £ million Lochshore Hub Play Area (0.052) Irvine Enterprise (0.052) Locality Based Property Review (0.055) Largs Seawall (0.056) AGD I3 DPMC (0.065) Traffic Calming (0.083) Coastal Adaptations (0.088) PBIP (0.100) Millport Coastal FPS (0.129) Ardrossan North Shore (0.246) AGD IMSE (0.400) AGD Hunterston (0.439) VDLF Kyle Rd Ph2 (0.650) Goldcraigs Refurb (0.695) Fleet Decarbonisation (1.500) Other minor adjustments (0.054) Total Place (4.479) Alterations 2024/25 to 2025/26 (9.979) These adjustments have been partly offset by the acceleration £0.062m of expenditure to 2024/25 from future years. Project Amount £ million UFSM Corsehill PS 0.012 Total Education 0.012 Largs Promenade Seawall 0.050 Total Place 0.050 Alterations 2025/26 to 2024/25 0.062 2.5 These adjustments have resulted in a revised 2024/25 budget at 30 November 2024 of £121.395m. 106
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2.6 The following graph illustrates the movement in each programme on a service basis compared to the revised programme: Approved 0.338 - 21.871 0.569 79.877 2.000 104.655 Programme @ P3 0.570 0.456 18.676 1.412 102.876 4.144 128.134 Programme @ P5 0.490 0.456 18.676 1.481 102.505 5.449 129.057 Programme @ P8 0.423 0.351 15.036 1.730 101.854 2.001 121.395 2.7 The impact on budgeted funding, elements of which are related to the profile of expenditure reported above, is a reduction of £7.662m from the revised budget, including: Category Amount £ million Comments Prudential Borrowing 9.423 Rephased aligned to projected expenditure General Capital Grant 0.179 Rephased and additional government grants Specific Grants 0.337 Rephased and additional government grants CFCR (0.288) Additional CFCR Contribution Other Grants & Contributions (1.900) Rephased and revised contributions Capital Receipts (0.089) Rephased and realigned capital receipts Total Funding Adjustments 7.662 107
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2.8 Projected Capital Expenditure to 31 March 2025 The projections are summarised by service in the following table: Service / Category Approved Budget 2024/25 £ million Carry Forwards and Adjustments £ million Revised Budget 2024/25 £ million Projected Expenditure / Income to 31 March 2025 £ million Projected Variance Over / (Under) £ million Corporate Services 0.490 (0.067) 0.423 0.423 0.000 Communities & Housing 0.456 (0.105) 0.351 0.351 0.000 Education 18.676 (3.640) 15.036 15.036 0.000 HSCP 1.481 0.249 1.730 1.730 0.000 Place 102.505 (0.651) 101.854 101.854 0.000 Other Items 5.449 (3.448) 2.001 2.001 0.000 Total Expenditure 129.057 (7.662) 121.395 121.395 0.000 General Grants (10.693) 0.179 (10.514) (10.514) 0.000 Specific Grants (17.778) 0.337 (17.441) (17.441) 0.000 Use of Reserve Funds (3.480) 0.000 (3.480) (3.480) 0.000 CFCR (0.133) (0.288) (0.421) (0.421) 0.000 Capital Receipts (4.211) (0.089) (4.300) (4.300) 0.000 Other Grants & Contributions (1.782) (1.900) (3.682) (3.682) 0.000 Prudential Borrowing (90.980) 9.423 (81.557) (81.557) 0.000 Total Income (129.057) 7.662 (121.395) (121.395) 0.000 Information on the progress of all projects can be found in Appendix 1. 2.9 Significant ongoing uncertainty and areas of cost risk have been identified as a result of cost volatility arising from inflationary pressures, outstanding contractor claims and supply chain issues which are impacting on tender returns and the cost of materials across a number of projects. Specific projects where cost risks have been identified, or are anticipated, include Ardrossan Campus, Ardrossan North Shore and Ardrossan landside works. While some mitigation has been built into the Capital Programme in the form of flexibility budgets, totalling £10m over the next few years, cost pressures may exceed this provision. These risks will be quantified as individual projects are completed and tendering exercises are finalised, with the impact on the costs of the programme being monitored and reported to Cabinet as appropriate. It is recognised, however, with a significant budget gap being forecast over the medium term, any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 108
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Housing Revenue Account 2.10 The following table outlines the movements in the 2024/25 HRA Capital budget: Housing Revenue Account 2024/25 £m Budget as at 31 August 2024 52.201 Alterations to phasing of projects 2024/25 to 2025/26 (4.134) Alterations to phasing of projects 2025/26 to 2024/25 5.110 Budget as at 30 November 2024 53.177 2.11 Alterations to the Phasing of Projects A review of the timescale for delivery of capital projects has identified a requirement to accelerate of £5.110m of project expenditure for delivery during 2024/25, including: Project Amount £ million SHIP Review 3.991 St Marys Largs 0.307 Total Alterations to New Builds 4.298 EWI 0.597 Electrical Rewiring 0.110 Other minor movements 0.105 Total Alterations to Stock Improvements 0.812 Alterations 2025/26 to 2024/25 5.110 This has been partly offset by the re-profiling of (£4.134m) of works for delivery in 2025/26 and beyond, including: Project Amount £ million Towerlands Primary (2.771) Kings Arms (113-115 High St) (0.541) Acquisition House Open Market (0.273) Garnock Academy Site (0.246) Other Minor Movements (0.002) Total Alterations to New Builds (3.833) Minor Movements (0.005) Total Alterations to Stock Improvements (0.005) Estate Based Regeneration (0.246) Lift Replacement (0.050) Total Alterations to Other Capital Works (0.296) Alterations 2024/25 to 2025/26 (4.134) 109
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2.12 These adjustments have resulted in a revised 2024/25 budget at 30 November 2024 of £53.177m. 2.13 The impact on budgeted funding is a £0.976m reduction in Prudential Borrowing aligned to the revised programme. 2.14 Projected Capital Expenditure to 31 March 2025 The projections are summarised in the following table: Service / Category Approved Budget 2024/25 £ million Carry Forwards and Adjustments £ million Revised Budget 2024/25 £ million Projected Expenditure / Income to 31 March 2025 £ million Projected Variance Over / (Under) £ million Housing Revenue Account 52.201 0.976 53.177 52.099 (1.078) Total Expenditure 52.201 0.976 53.177 52.099 (1.078) CFCR (11.492) - (11.492) (11.492) - Capital Grants (16.471) - (16.471) (16.471) - Use of Reserves (1.104) - (1.104) (1.104) - Affordable Housing Contribution (0.394) - (0.394) (0.394) - Prudential Borrowing (22.740) (0.976) (23.716) (22.638) 1.078 Total Income (52.201) (0.976) (53.177) (52.099) 1.078 2.15 A net underspend of (£1.078m) is projected within the HRA capital programme for 2024/25 arising from revisions to a number of projects, including: Project Variance £ million Comments Bathrooms / Wet Rooms (0.475) Lower number of void replacements Kitchens (0.526) Lower number of void replacements Heating (0.075) Lower number of Units requiring full replacement St Michael's Wynd (0.009) Project complete St Beya Gardens 0.007 Project complete Total Variance (1.078) 2.16 Cost pressures will continue to be monitored and a review of any potential impact on the Business Plan and Capital Programme will be undertaken to address any identified issues. Further information on the progress of all projects can be found in Appendix 2. 110
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Treasury Management and Investment 2.17 The Prudential Code for capital finance in local authorities (2021 edition) requires the Council to set and monitor performance against specified prudential indicators. The indicators for the current year were set out in the Treasury Management and Investment Strategy 2024/25, approved by Council on the 28 February 2024. A summary of the key indicators and our current estimated performance against them is shown in the following table. Further details of all the Prudential and Treasury indicators can be found in appendix 3. Prudential and Treasury Indicators 2024/25 Approved Estimate £ million 2024/25 Revised Estimate £ million Movement £ million General Services Capital Financing Requirement 346.096 332.443 (13.653) HRA Capital Financing Requirement 198.552 205.388 6.836 Total Loans Capital Financing Requirement 544.648 537.831 (6.817) Gross Borrowing 478.337 474.737 (3.600) Operational Boundary for Borrowing 558.072 567.676 9.604 Authorised Limit for Borrowing 613.879 624.444 10.565 Total Operational Boundary (incl. PPP/NPD) 641.366 650.970 9.604 Total Authorised Limit (incl. PPP/NPD) 697.173 707.738 10.565 Investments 30.000 30.000 0.000 2.21 Loans Capital Financing Requirement The Loans Capital Financing Requirement (CFR) is the underlying borrowing requirement of the Council. This is currently higher than the approved estimate as a result of the change in profiled use of HRA reserves during 2023/24 resulting in a greater borrowing requirement in that year. 2.22 Gross Borrowing Gross Borrowing is projected to be higher than anticipated due to the revised profile of capital projects partially offset by the continued strategy to utilise internal funds to minimise borrowing. 2.23 Operational Boundary The Operational Boundary is the maximum which the Council anticipates borrowing to fund the current year capital programme, building in flexibility for the timing of the different funding streams and principal repayments. The in-year variance is linked to the continued use of internal funds and the re-profiling of the capital programme. 2.24 Investments It is estimated that the Council will maintain an average balance of £30.000m of internally managed funds and utilise cash balances during the year in support of the under-borrowed position. The internally managed funds are primarily invested in call accounts with banks, Money Market Funds and other UK local authorities. 111
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2.25 It is critical that the Council ensures that its capital investment plans are affordable. Affordability of borrowing is measured by the percentage of financing costs relative to the net revenue stream of the General Fund and the Housing Revenue Account (HRA). As at 30 November, the estimated percentages for 24/25 are 2.8% and 22.4% for the General Fund and HRA respectively. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the Scottish Local Authority average was 5.4%, therefore demonstrating by comparison the prudent nature of the current borrowing policy. For the HRA, the Scottish average was 21.3%. The level of loan charges is deemed prudent and affordable within the framework of the 30-year Housing business plan. 3. Proposals 3.1 That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; and (b) note (i) the General Services and HRA revised budgets at 30 November 2024; and (ii) the forecast expenditure to 31 March 2025; and (c) note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications are as outlined in the report. Expenditure will continue to be closely monitored to ensure early action is taken regarding any projected underspends or overspends. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by focusing our investment on priorities, managing risk and supporting delivery of key priorities. 112
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Community Wealth Building 4.7 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Capital Programme and Treasury Management Performance to 31 August 2024 – Cabinet 29 October 2024 113
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OFFICIAL INFORMATION# TOTAL PROJECT Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Brought / Carry Forward to 2025/26 Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31st March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/ (Under) Spend £ £ £ £ £ £ £ £ £ £ £ £ £ EXPENDITURE Education Nursery Education 12,039,019 11,882,673 12,039,019 0 148,582 0 148,582 0 (7,764) (7,764) 148,582 0 0 Primary Schools 44,571,165 35,251,708 44,571,165 0 10,687,443 (74,508) 10,612,935 0 7,780,983 7,780,983 10,612,935 0 0 Secondary Schools 89,665,245 7,216,599 89,665,245 0 7,525,280 (4,803,404) 2,721,876 0 2,104,738 2,104,738 2,721,876 0 0 Special Education 25,343,637 25,287,377 25,343,637 0 97,579 0 97,579 0 41,319 41,319 97,579 0 0 Schools Other 1,649,979 1,401,587 1,649,979 0 1,454,999 0 1,454,999 0 1,206,607 1,206,607 1,454,999 0 0 Completed Projects 43,415,700 43,394,998 43,415,700 0 0 0 0 0 (20,702) (20,702) 0 0 0 SUB TOTAL 216,684,744 124,434,942 216,684,744 0 19,913,883 (4,877,912) 15,035,971 0 11,105,181 11,105,181 15,035,971 0 0 Communities & Housing Information & Culture 112,479 6,811 112,479 0 105,916 (104,916) 1,000 0 249 249 1,000 0 0 Other Housing 350,000 0 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 SUB TOTAL 462,479 6,811 462,479 0 455,916 (104,916) 351,000 0 249 249 351,000 0 0 Corporate Services Council IT Strategy 8,797,380 3,151,680 8,797,380 0 490,334 (67,000) 423,334 0 187,934 187,934 423,334 0 0 SUB TOTAL 8,797,380 3,151,680 8,797,380 0 490,334 (67,000) 423,334 0 187,934 187,934 423,334 0 0 Health & Social Care Management & Support 2,334,608 1,812,413 2,334,608 0 1,144,934 (253,065) 891,869 0 622,739 622,739 891,869 0 0 Housing Non HRA 469,775 345,286 469,775 0 469,775 0 469,775 0 345,286 345,286 469,775 0 0 Adults 4,608,078 4,596,152 4,608,078 0 13,305 0 13,305 0 1,379 1,379 13,305 0 0 Young People 5,579,718 5,224,837 5,579,718 0 355,184 0 355,184 0 303 303 355,184 0 0 SUB TOTAL 12,992,178 11,978,688 12,992,178 0 1,983,198 (253,065) 1,730,133 0 969,707 969,707 1,730,133 0 0 Place Roads 113,243,911 70,040,060 113,243,911 0 27,953,704 (120,953) 27,832,751 0 14,326,552 14,326,552 27,832,751 0 0 Streetscene 7,801,016 4,752,675 7,801,016 0 1,666,170 67,761 1,733,931 0 436,109 436,109 1,733,931 0 0 Transport 7,889,702 1,418,527 7,889,702 0 4,167,243 (1,500,000) 2,667,243 0 1,306,068 1,306,068 2,667,243 0 0 Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 0 0 Renewable Energy 15,633,597 8,078,982 15,633,597 0 11,116,812 0 11,116,812 0 5,648,294 5,648,294 11,116,812 0 0 Office Accommodation 1,055,057 418,529 1,055,057 0 1,030,196 0 1,030,196 0 418,529 418,529 1,030,196 0 0 Other Property 3,931,136 332,628 3,931,136 0 1,628,668 (771,773) 856,895 0 119,723 119,723 856,895 0 0 Economic Development & Regeneration 174,603,446 62,992,141 174,603,446 0 58,690,884 (2,103,793) 56,587,091 0 29,308,995 29,308,995 56,587,091 0 0 Completed Projects 6,355,261 6,328,602 6,355,261 0 29,376 0 29,376 0 2,716 2,716 29,376 0 0 SUB TOTAL 343,834,617 167,634,685 343,834,617 0 106,283,053 (4,428,758) 101,854,295 0 51,566,986 51,566,986 101,854,295 0 0 Other Other 7,288,556 0 8,301,364 1,012,808 988,192 1,012,808 2,001,000 0 0 0 2,001,000 0 0 SUB TOTAL 7,288,556 0 8,301,364 1,012,808 988,192 1,012,808 2,001,000 0 0 0 2,001,000 0 0 Total Project Expenditure 590,059,954 307,206,806 591,072,762 1,012,808 130,114,576 (8,718,843) 121,395,733 0 63,830,057 63,830,057 121,395,733 0 0 Total Project Income (130,114,576) 8,718,843 (121,395,733) (19,830,095) (19,830,095) 0 (121,395,733) 0 0 Total Net Expenditure 0 0 0 (19,830,095) 43,999,962 63,830,057 0 0 0 On Target (+0.5% of budget) On Target (up to 5% delay of original timescales) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Slightly off target (+ 5% to 10% of original timescales) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) Significantly off target (+10% or more of original timescales) The following classifications have been used to highlight financial performance against budget CURRENT YEAR 2024/25 North Ayrshire Council Capital Statement 2024/25 Year Ended 31st March 2025 Period 8 The following classifications have been used to highlight delivery performance against original timescales set # OFFICIAL INFORMATION 114
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OFFICIAL INFORMATION# Revised Budget 24/25 Variance £ £ £ £ £ £ £ £ £ CAPITAL BORROWING Prudential Borrowing 78,300,250 6,518,408 10,356,808 95,175,466 (5,702,779) 89,472,687 81,557,333 (7,915,354) SUB TOTAL 78,300,250 6,518,408 10,356,808 95,175,466 (5,702,779) 0 89,472,687 0 81,557,333 (7,915,354) SCOTTISH GOVERNMENT FUNDING Specific Capital Grants Active Travel Tier 1 587,000 35,452 622,452 (587,000) 35,452 0 35,452 0 Vacant & Derelict Land Funding 2,376,630 40,544 512,321 2,929,495 (1,200,661) 1,728,834 1,966,494 1,076,884 (651,950) UK Government Grant - AGD i3 Flexible Space 3,403,891 (759,412) (6,774) 2,637,705 (1,386,289) 1,251,416 1,251,416 1,251,416 0 UK Government Grant - AGD Great Harbour 0 1,377,972 1,377,972 0 1,377,972 0 Millport Town Hall Phase 2 0 284,120 284,120 414,425 698,545 284,120 698,545 0 Garrison House Project 0 633,613 633,613 0 633,613 633,613 633,613 0 Ardrossan Promenade 0 578,499 578,499 0 578,499 578,499 578,499 0 Islands Pit Stops 500,000 40,000 540,000 0 540,000 540,000 540,000 0 Place Based Investment Programme 505,000 151,416 620,466 1,276,882 (200,000) 1,076,882 1,276,882 976,882 (100,000) UK Shared Prosperity Fund 0 77,976 77,976 650,794 728,770 728,770 728,770 0 Island Infrastructure Fund 0 (11,408) 80,374 68,966 0 68,966 68,966 68,966 0 B714 Improvements 5,201,946 5,201,946 0 5,201,946 0 5,201,946 0 Digital-SIPP Great Harbour 127,882 114,883 242,765 0 242,765 242,765 242,765 0 Ayrshire 5GIR 0 (19,935) 3,791,000 3,771,065 0 3,771,065 3,771,066 3,771,065 0 Renewal of Play Parks 347,000 (347,000) 0 0 0 0 0 0 Road Safety Improvement Fund 224,826 224,826 0 224,826 0 CO2 Monitors in Schools 0 33,128 33,128 0 33,128 33,128 33,128 0 Capital Grants Flooding (440,000) 440,000 0 0 0 0 0 0 General Capital Grant 9,167,727 439,273 9,607,000 907,000 10,514,000 7,490,664 10,514,000 0 SUB TOTAL 21,777,076 1,015,413 5,713,123 28,505,612 201,067 0 28,706,679 18,866,382 27,954,729 (751,950) OTHER INCOME TO PROGRAMME Use of Funds :- Capital Fund 3,479,853 0 0 3,479,853 0 0 3,479,853 0 3,479,853 0 CFCR 0 0 0 0 421,061 0 421,061 421,061 421,061 0 Grants & Contributions 998,087 254,676 111,562 1,364,325 2,369,491 0 3,733,816 396,702 3,682,277 (51,539) Capital Receipts 100,000 303,480 0 403,480 3,897,000 0 4,300,480 145,949 4,300,480 0 SUB TOTAL 4,577,940 558,156 111,562 5,247,658 6,687,552 0 11,935,210 963,712 11,883,671 (51,539) TOTAL CAPITAL PROGRAMME FUNDING 104,655,266 8,091,977 16,181,493 128,928,736 1,185,840 0 130,114,576 19,830,095 121,395,733 (8,718,843) Approved Budget at Cabinet Feb 2024 Capital Programme Funding 2024/25 Projected Income to 31st March 2025 Approved budget at Period 1 used as revised starting point 2024/25 Actual Income to 30th November 2024Funding Description Carry Forward from 2023/24 Changes after Capital Refresh Feb 2024 Total Changes in Year Changes at Capital Refresh Mar 2025 # OFFICIAL INFORMATION 115
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OFFICIAL INFORMATION# EDUCATION MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Nursery Education Early Years Programme ST BRIDGETS EARLY YEARS 787,477 787,477 787,477 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete KILMORY EARLY YEARS 72,418 71,594 72,418 0 0 0 (824) (824) 0 0 0 Complete Complete Complete Complete Complete ST PETERS EARLY YEARS 1,273,594 1,273,594 1,273,594 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ST JOHN OGILVIE EARLY YEARS 177,415 177,415 177,415 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MAYFIELD PS EARLY YEARS 215,710 215,710 215,710 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete BEITH PS EARLY YEARS 341,180 341,180 341,180 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete SKELMORLIE PS EARLY YEARS 358,835 358,835 358,835 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete WEST KILBRIDE EARLY EARLY YEARS 227,913 227,913 227,913 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete GATESIDE EARLY YEARS 407,764 407,764 407,764 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete GARNOCK CAMPUS EARLY YEARS 58,755 58,755 58,755 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete FAIRLIE EARLY YEARS 208,220 208,220 208,220 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ELDERBANK EARLY YEARS 22,983 22,983 22,983 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete DREGHORN EARLY YEARS 82,940 82,940 82,940 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CUMBRAE EARLY YEARS 41,339 41,339 41,339 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete LARGS CAMPUS EARLY YEARS 45,836 45,836 45,836 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MOORPARK EARLY YEARS 182 182 182 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete PIRNMILL EARLY YEARS 79,223 79,348 79,223 0 0 0 125 125 0 0 0 Complete Complete Complete Complete Complete SHISKINE EARLY YEARS 139,088 139,213 139,088 0 0 0 125 125 0 0 0 Complete Complete Complete Complete Complete CORRIE EARLY YEARS 29,337 29,359 29,337 0 0 0 22 22 0 0 0 Complete Complete Complete Complete Complete LAMLASH EARLY YEARS 10,104 10,229 10,104 0 0 0 125 125 0 0 0 Complete Complete Complete Complete Complete BRODICK EARLY YEARS 364,721 365,054 364,721 0 0 0 333 333 0 0 0 Complete Complete Complete Complete Complete MARRESS HOUSE 4,010,310 3,854,589 4,010,310 0 148,052 0 (7,670) (7,670) 148,052 0 0 Complete Complete Complete Complete Complete ANNICK PRIMARY EXT - EARLY YRS PROVISION 3,083,677 3,083,147 3,083,677 0 530 0 0 0 530 0 0 Complete Complete Complete Complete Complete Total Nursery Education 12,039,019 11,882,673 12,039,019 0 148,582 0 (7,764) (7,764) 148,582 0 0 0 Primary Schools MOORPARK PRIMARY 13,365,164 12,517,722 13,365,164 0 1,899,163 0 1,051,721 1,051,721 1,899,163 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK SCHOOL 23,448,999 21,762,587 23,448,999 0 8,109,614 0 6,423,203 6,423,203 8,109,614 0 0 Complete Complete Complete Complete Complete UNIVERSAL FREE SCHOOL MEALS EXPANSION 467,163 0 467,163 0 85,253 0 0 0 85,253 0 0 31-Mar-25 31-Mar-25 Tender On Target On Target UFSM ARDEER PRIMARY SCHOOL 18,117 15,736 18,117 0 14,400 0 12,019 12,019 14,400 0 0 Complete Complete Complete Complete Complete UFSM BRODICK PRIMARY SCHOOL 124,225 124,225 124,225 0 124 0 124 124 124 0 0 Complete Complete Complete Complete Complete UFSM CORRIE PRIMARY SCHOOL 54,007 54,007 54,007 0 30 0 30 30 30 0 0 Complete Complete Complete Complete Complete UFSM CORSEHILL PRIMARY SCHOOL 165,691 130,502 165,691 0 144,763 0 121,247 121,247 156,436 11,673 11,673 30-Sep-24 30-Nov-24 Construction On Target On Target UFSM GARNOCK COMMUNITY CAMPUS 90,000 50,243 90,000 0 64,334 0 43,084 43,084 64,334 0 0 Complete Complete Complete Complete Complete UFSM GLEBE PRIMARY SCHOOL 2,046,397 2,528 2,046,397 0 0 0 0 0 0 0 0 31-Jul-28 31-Jul-28 Feasibility On Target On Target UFSM GLENCAIRN PRIMARY SCHOOL 12,093 10,256 12,093 0 8,440 0 6,603 6,603 8,440 0 0 Complete Complete Complete Complete Complete UFSM HAYOCKS PRIMARY SCHOOL 133,427 87,697 133,427 0 103,906 0 77,547 77,547 103,906 0 0 30-Sep-24 30-Oct-24 Development On Target On Target UFSM KILMORY PRIMARY SCHOOL 65,654 56,230 65,654 0 8,181 0 (1,243) (1,243) 8,181 0 0 Complete Complete Complete Complete Complete UFSM LARGS PRIMARY SCHOOL 148,533 148,533 148,533 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete UFSM LOUDOUN-MONTGOMERY PRIMARY SCHOOL 2,082,541 1,463 2,082,541 0 186,181 0 0 0 100,000 (86,181) (86,181) 31-Aug-28 31-Aug-28 Feasibility On Target On Target UFSM PENNYBURN PRIMARY SCHOOL 12,000 9,523 12,000 0 8,440 0 5,963 5,963 8,440 0 0 Complete Complete Complete Complete Complete UFSM SHISKINE PRIMARY SCHOOL 6,616 6,616 6,616 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete UFSM WEST KILBRIDE PRIMARY SCHOOL 2,252,503 208,779 2,252,503 0 2,136 0 181 181 2,136 0 0 31-Jul-27 31-Jul-27 On Site On Target On Target UFSM WHITEHIRST PARK PRIMARY 56,212 43,697 56,212 0 52,478 0 40,963 40,963 52,478 0 0 Complete Complete Complete Complete Complete UFSM WHITING BAY PRIMARY SCHOOL 21,822 21,364 21,822 0 0 0 (458) (458) 0 0 0 Complete Complete Complete Complete Complete Total Primary Education 44,571,165 35,251,708 44,571,165 0 10,687,443 0 7,780,983 7,780,983 10,612,935 (74,508) 0 (74,508) Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,805,435 2,747,236 2,805,435 0 271,377 0 213,178 213,178 271,377 0 0 Complete Complete Complete Complete Complete ARDROSSAN NEW BUILD 86,859,810 4,469,364 86,859,810 0 7,253,903 0 1,891,560 1,891,560 2,450,499 (4,803,404) (4,803,404) 31-Jul-27 31-Jul-27 In Development On Target On Target Total Secondary Education 89,665,245 7,216,599 89,665,245 0 7,525,280 0 2,104,738 2,104,738 2,721,876 (4,803,404) 0 (4,803,404) Special Education LOCKHART CAMPUS 25,343,637 25,287,377 25,343,637 0 97,579 0 41,319 41,319 97,579 0 0 Complete Complete Snagging Complete Complete Total Special Education 25,343,637 25,287,377 25,343,637 0 97,579 0 41,319 41,319 97,579 0 0 0 Schools Other CO2 MONITORS IN SCHOOLS 298,000 260,422 298,000 0 103,020 0 65,442 65,442 103,020 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target SCHOOLS ICT INVESTMENT * 1,351,979 1,141,165 1,351,979 0 1,351,979 0 1,141,165 1,141,165 1,351,979 0 0 31-Mar-25 31-Mar-25 On-going On Target On Target Total Schools Other 1,649,979 1,401,587 1,649,979 0 1,454,999 0 1,206,607 1,206,607 1,454,999 0 0 0 Completed Projects GARNOCK CAMPUS 40,304,366 40,283,664 40,304,366 0 0 0 (20,702) (20,702) 0 0 0 Complete Complete Complete Complete Complete AUCHENHARVIE SECONDARY ESTATE LEARNING ENVT 3,111,334 3,111,334 3,111,334 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Completed Projects 43,415,700 43,394,998 43,415,700 0 0 0 (20,702) (20,702) 0 0 0 0 Total Education 216,684,744 124,434,942 216,684,744 0 19,913,883 0 11,105,181 11,105,181 15,035,971 (4,877,912) 0 (4,877,912) CAPITAL MONITORING 2024/25 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2024/25 BUDGETS # OFFICIAL INFORMATION 116
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OFFICIAL INFORMATION# COMMUNITIES & HOUSING MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Information & Culture CASTLES & HISTORIC MONUMENTS 38,303 0 38,303 0 38,303 0 0 0 0 (38,303) (38,303) Holding Code Holding Code Holding Code Holding Code Holding Code ABBEY TOWER 74,176 6,811 74,176 0 67,613 0 249 249 1,000 (66,613) (66,613) 31-Mar-26 31-Mar-26 Procurement On Target On Target Total Information & Cultural 112,479 6,811 112,479 0 105,916 0 249 249 1,000 (104,916) 0 (104,916) Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target Total Other Housing 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 0 Total Communities & Housing 462,479 6,811 462,479 0 455,916 0 249 249 351,000 (104,916) 0 (104,916) Comments CAPITAL MONITORING 2024/25 Project Description TOTAL PROJECT 2024/25 BUDGETS COMPLETION DATES DELIVERY STATUS # OFFICIAL INFORMATION 117
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OFFICIAL INFORMATION# CORPORATE SERVICES MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Council IT Strategy ICT INVESTMENT FUND 4,065,580 1,313,275 4,065,580 0 437,709 0 183,704 183,704 387,709 (50,000) (50,000) 31-Mar-26 31-Mar-26 On-going On Target On Target WAN 912,107 412,107 912,107 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete LAN/WiFi 2,673,000 1,173,000 2,673,000 0 2,958 0 2,958 2,958 2,958 0 0 Complete Complete Complete Complete Complete TELEPHONY 1,146,693 253,298 1,146,693 0 49,667 0 1,272 1,272 32,667 (17,000) (17,000) 31-Mar-28 31-Mar-28 Implementation On Target On Target Total IT Strategy 8,797,380 3,151,680 8,797,380 0 490,334 0 187,934 187,934 423,334 (67,000) 0 (67,000) Total Corporate Services 8,797,380 3,151,680 8,797,380 0 490,334 0 187,934 187,934 423,334 (67,000) 0 (67,000) CAPITAL MONITORING 2024/25 CommentsProject Description COMPLETION DATESTOTAL PROJECT DELIVERY STATUS2024/25 BUDGETS # OFFICIAL INFORMATION 118
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OFFICIAL INFORMATION# HEALTH & SOCIAL CARE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Management & Support COMMUNITY ALARMS - ANALOGUE TO DIGITAL 1,217,000 1,136,616 1,217,000 0 310,482 0 230,098 230,098 310,482 0 0 31-Dec-24 31-Dec-24 In progress On Target On Target CAREFIRST REPLACEMENT 536,058 282,993 536,058 0 268,065 0 15,000 15,000 15,000 (253,065) (253,065) 31-Aug-24 09-Jun-25 In development On Target Significantly off target Extended to June 2025 to ensure testing of additional requirements 47 WEST ROAD 581,550 392,804 581,550 0 566,387 0 377,641 377,641 566,387 0 0 21-Jun-24 29-Nov-24 Refurbishment On Target On Target Total Management & Support 2,334,608 1,812,413 2,334,608 0 1,144,934 0 622,739 622,739 891,869 (253,065) 0 (253,065) Housing Non HRA IMPROVEMENT GRANTS * 469,775 345,286 469,775 0 469,775 0 345,286 345,286 469,775 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target Total Housing Non HRA 469,775 345,286 469,775 0 469,775 0 345,286 345,286 469,775 0 0 0 Adults TRINDLEMOSS 4,608,078 4,596,152 4,608,078 0 13,305 0 1,379 1,379 13,305 0 0 Complete Complete Complete Complete Complete Total Older People 4,608,078 4,596,152 4,608,078 0 13,305 0 1,379 1,379 13,305 0 0 0 Young People RESIDENTIAL & RESPITE UNIT 5,579,718 5,224,837 5,579,718 0 355,184 0 303 303 355,184 0 0 Complete Complete Snagging Complete Complete Total Young People 5,579,718 5,224,837 5,579,718 0 355,184 0 303 303 355,184 0 0 0 Total Health & Social Care 12,992,178 11,978,688 12,992,178 0 1,983,198 0 969,707 969,707 1,730,133 (253,065) 0 (253,065) CAPITAL MONITORING 2024/25 2024/25 BUDGETSTOTAL PROJECT COMPLETION DATES CommentsProject Description DELIVERY STATUS # OFFICIAL INFORMATION 119
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Roads ROADS IMPROVE/RECONSTRUCTION * 3,528,404 2,974,734 3,528,404 0 3,528,404 0 2,974,734 2,974,734 3,528,404 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target ROAD SAFETY IMPROVEMENT FUND 224,826 40,445 224,826 0 224,826 0 40,445 40,445 224,826 0 0 Complete Complete Complete Complete Complete PANEL REINSTATEMENT WORKS 148,494 0 148,494 0 148,494 0 0 0 148,494 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target ROADS REMEDIATION WORKS 106,183 18,973 106,183 0 106,183 0 18,973 18,973 106,183 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target 20MPH IMPLEMENTATION 12,000 0 0 0 12,000 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target TRAFFIC CALMING 175,000 0 175,000 0 82,953 0 0 0 0 (82,953) (82,953) 31-Mar-26 31-Mar-26 In Development On Target On Target DOCKHEAD STREET SALTCOATS 100,000 0 100,000 0 0 0 0 0 0 0 0 31-Mar-26 31-Mar-26 In development On Target On Target LIGHTING * 1,409,072 429,069 1,409,072 0 1,409,072 0 429,069 429,069 1,409,072 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target LED LIGHTING REPLACEMENT 695,000 2,284 695,000 0 12,754 0 2,284 2,284 12,754 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target UPPER GARNOCK FPS 18,503,801 18,221,396 18,503,801 0 390,335 0 107,930 107,930 390,335 0 0 Complete Complete Complete Complete Complete MILLPORT COASTAL FPS 48,599,797 40,249,372 48,599,797 0 17,315,176 0 8,964,751 8,964,751 17,315,176 0 0 Complete Complete Complete Complete Complete MILLBURN FPS 1,757,000 336,656 1,757,000 0 75,000 0 40,754 40,754 75,000 0 0 31-Jul-24 31-Mar-26 In Development On Target Slightly off target Delays in getting third party agreement MILLPORT PIER 500,000 150,080 500,000 0 60,000 0 0 0 60,000 0 0 31-Dec-25 31-Dec-25 In Development On Target On Target BRIDGES INFRASTRUCTURE PROG * 899,665 203,044 899,665 0 899,665 0 203,044 203,044 899,665 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target LARGS PROMENADE SEAWALL 4,617,728 4,583,315 4,617,728 0 1,074,016 0 1,089,604 1,089,604 1,124,016 50,000 50,000 Complete Complete Complete Complete Complete COASTAL ADAPTATIONS 99,000 0 99,000 0 99,000 0 0 0 11,000 (88,000) (88,000) 31-Mar-28 31-Mar-28 In Development On Target On Target B714 UPGRADE 31,693,443 2,734,308 31,693,443 0 2,409,350 0 438,605 438,605 2,409,350 0 0 31-Jul-26 30-Nov-26 In Development On Target Significantly off target Project delayed pending outcome of public inquiry which will then allow completion of the final business case for UK Govt. approval. PARKING CHARGES & DPE 186,501 96,383 186,501 0 106,476 0 16,359 16,359 106,476 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target Total Roads 113,243,911 70,040,060 113,243,911 0 27,953,704 0 14,326,552 14,326,552 27,832,751 (120,953) 0 (120,953) Streetscene CEMETERY EXTNS, WALLS & INFRA * 424,602 0 424,602 0 (37,939) 0 0 0 0 37,939 37,939 Holding Code Holding Code Holding Code Holding Code Holding Code CMTY, ARDROSSAN - PLOTS/WALLS 217,921 160,857 217,921 0 58,387 0 1,323 1,323 58,387 0 0 Complete Complete Complete Complete Complete CMTY, KILWINNING - NEW 1,404,577 1,375,617 1,404,577 0 440 0 (28,520) (28,520) 440 0 0 Complete Complete Complete Complete Complete CMTY, KNADGERHILL - EXTENSION 416,470 415,470 416,470 0 1,000 0 0 0 1,000 0 0 Complete Complete Complete Complete Complete CMTY, WEST KILBRIDE - WORKS 390,275 393,954 390,275 0 10,391 0 14,070 14,070 10,391 0 0 Complete Complete Complete Complete Complete CMTY, STEV HIGH ROAD - WORKS 519,641 518,144 519,641 0 12,363 0 10,866 10,866 12,363 0 0 Complete Complete Complete Complete Complete CMTY, BRODICK - NEW 12,000 10,341 12,000 0 1,659 0 0 0 1,659 0 0 On Hold On Hold On Hold On Hold On Hold CMTY, KILBIRNIE - WALLS 136,138 114,874 136,138 0 88,477 0 76,213 76,213 88,477 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target CMTY, BEITH - WALLS 185,581 153,108 185,581 0 84,261 0 51,788 51,788 84,261 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target CMTY, ABBEY TOWER - WALLS 132,690 33,058 132,690 0 91,531 0 21,720 21,720 121,353 29,822 29,822 31-Aug-25 31-Jan-25 Site Mobilisation On Target On Target CMTY, STEV HAWKHILL - WALLS 91,088 68,060 91,088 0 81,248 0 58,220 58,220 81,248 0 0 20-Sep-24 31-Dec-24 Tender awarded On Target On Target CMTY, WEST KILBRIDE - WALLS 100,865 69,459 100,865 0 93,901 0 62,495 62,495 93,901 0 0 30-Aug-24 30-Nov-24 Construction On Target On Target CMTY, MILLPORT - WALLS 2,846 2,846 2,846 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, ARDROSSAN - WALLS 4,338 4,338 4,338 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, IRVINE OP CHURCH - WALLS 2,775 2,775 2,775 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, DREGHORN - WALLS 13,175 13,051 13,175 0 4,935 0 4,812 4,812 4,935 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE BARONY - WALLS 1,828 1,828 1,828 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, LAMLASH - WALLS 3,627 3,627 3,627 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, STEV HIGH KIRK - WORKS 22,754 23,354 22,754 0 0 0 600 600 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE - NEW 1,051,663 43,653 1,051,663 0 725,303 0 6,210 6,210 725,303 0 0 31-Mar-26 31-Mar-26 Feasibility Works On Target On Target CMTY, DALRY - WALLS 2,450 2,450 2,450 0 0 0 0 0 0 0 0 On Target On Target CMTY, ARDROSSAN - EXTENSION 464,703 14,703 464,703 0 0 0 0 0 0 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target CMTY, SHEWALTON - WALLS 2,235 2,179 2,235 0 2,235 0 2,179 2,179 2,235 0 0 Complete Complete Complete Complete Complete COASTAL PLAY PARKS 433,790 433,791 433,790 0 13,725 0 13,725 13,725 13,725 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target STREET FURNITURE IMPROVEMENT 222,090 223,350 222,090 0 45,786 0 47,046 47,046 45,786 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PARK ENABLING WORKS 149,895 147,715 149,895 0 1,217 0 (963) (963) 1,217 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target RENEWAL OF PLAY PARKS 1,391,000 520,075 1,391,000 0 387,250 0 94,325 94,325 387,250 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target Total Streetscene 7,801,016 4,752,675 7,801,016 0 1,666,170 0 436,109 436,109 1,733,931 67,761 0 67,761 Transport VEHICLES * 2,221,666 1,297,025 2,221,666 0 2,221,666 0 1,297,025 1,297,025 2,221,666 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target FLEET DECARBONISATION 5,668,036 121,501 5,668,036 0 1,945,577 0 9,043 9,043 445,577 (1,500,000) (1,500,000) 31-Mar-25 31-Mar-25 Ongoing On Target On Target Total Transport 7,889,702 1,418,527 7,889,702 0 4,167,243 0 1,306,068 1,306,068 2,667,243 (1,500,000) 0 (1,500,000) Waste Services SHEWALTON LANDFILL 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Waste Services 13,321,491 13,272,542 13,321,491 0 0 0 0 0 0 0 0 0 Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS # OFFICIAL INFORMATION 120
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS Renewable Energy SOLAR PV RETROFIT EXTENSION 120,000 120,000 120,000 0 77,365 0 77,365 77,365 77,365 0 0 Complete Complete Complete Complete Complete SOLAR PV INVESTMENT - NETHERMAINS 7,889,153 5,600,225 7,889,153 0 6,784,594 0 4,756,387 4,756,387 6,784,594 0 0 31-Dec-24 31-Jan-25 Work Ongoing On Target On Target SOLAR PV INVESTMENT - SHEWALTON 5,913,443 1,298,619 5,913,443 0 3,480,264 0 690,817 690,817 3,480,264 0 0 31-Dec-24 31-Jan-25 Work Ongoing On Target On Target NON DOMESTIC ENERGY EFFICIENCY PROGRAMME 1,000,000 943,599 1,000,000 0 63,589 0 7,187 7,187 63,589 0 0 31-Mar-25 31-Mar-25 Work Ongoing On Target On Target NATURE RESTORATION FUND 711,000 116,538 711,000 0 711,000 0 116,538 116,538 711,000 0 0 31-Aug-24 31-Mar-25 Planning On Target On Target Total Renewable Energy 15,633,597 8,078,982 15,633,597 0 11,116,812 0 5,648,294 5,648,294 11,116,812 0 0 0 Office Accommodation PROPERTY LIFECYCLE INVESTMENT * 124,792 0 124,792 0 124,792 0 0 0 124,792 0 0 31-Mar-25 31-Mar-25 Mulitple projects On Target On Target PLI NA HERITAGE CTR 4,950 4,950 4,950 0 4,950 0 4,950 4,950 4,950 0 0 Complete Complete Complete Complete Complete PLI TRINITY CHURCH ANNEX 3,384 3,384 3,384 0 3,384 0 3,384 3,384 3,384 0 0 Complete Complete Complete Complete Complete PLI CALEY COURT RESOURCE CTR 4,800 5,916 4,800 0 4,800 0 5,916 5,916 4,800 0 0 Complete Complete Complete Complete Complete PLI CASTLEVIEW DAY SERVICES 55,932 47,204 55,932 0 55,932 0 47,204 47,204 55,932 0 0 Complete Complete Complete Complete Complete PLI WEST KILBRIDE COMM CTR 2,304 2,304 2,304 0 2,304 0 2,304 2,304 2,304 0 0 Complete Complete Complete Complete Complete PLI PORTLAND PLACE 21,426 0 21,426 0 21,426 0 0 0 21,426 0 0 30-Nov-24 30-Nov-24 Construction On Target On Target PLI WEST BYREHILL DEPOT 3,252 (14,019) 3,252 0 3,252 0 (14,019) (14,019) 3,252 0 0 Complete Complete Complete Complete Complete PLI GOLDCRAIGS DEPOT 145,860 1,036 145,860 0 120,999 0 1,036 1,036 120,999 0 0 31-Mar-25 30-Jun-25 Planning On Target On Target PLI CALEDONIA PRIMARY 5,000 2,794 5,000 0 5,000 0 2,794 2,794 5,000 0 0 31-Aug-25 31-Aug-25 Planning On Target On Target PLI DALRY PRIMARY SCHOOL 68,314 2,457 68,314 0 68,314 0 2,457 2,457 68,314 0 0 Complete Complete Complete Complete Complete PLI HAYOCKS PRIMARY SCHOOL 1,000 0 1,000 0 1,000 0 0 0 1,000 0 0 30-Sep-24 31-Aug-25 Planning On Target On Target PLI PENNYBURN PRIMARY 8,533 1,169 8,533 0 8,533 0 1,169 1,169 8,533 0 0 Complete Complete Complete Complete Complete PLI SHISKINE PRIMARY 1,552 1,552 1,552 0 1,552 0 1,552 1,552 1,552 0 0 Complete Complete Complete Complete Complete PLI SKELMORLIE PRIMARY SCHOOL 494,500 266,828 494,500 0 494,500 0 266,828 266,828 494,500 0 0 Complete Complete Complete Complete Complete PLI AUCHENHARVIE ACADEMY* 0 3,000 0 0 0 0 3,000 3,000 0 0 0 Complete Complete Complete Complete Complete PLI KILWINNING ACADEMY 0 (4,449) 0 0 0 0 (4,449) (4,449) 0 0 0 Complete Complete Complete Complete Complete PLI DALRY EYC 10,915 10,915 10,915 0 10,915 0 10,915 10,915 10,915 0 0 Complete Complete Complete Complete Complete PLI SPRINGVALE EYC 6,951 6,951 6,951 0 6,951 0 6,951 6,951 6,951 0 0 Complete Complete Complete Complete Complete PLI ARRAN OUTDOOR CENTRE 2,246 0 2,246 0 2,246 0 0 0 2,246 0 0 Complete Complete Complete Complete Complete PLI UNIT 83 THIRD AVENUE 9,000 8,990 9,000 0 9,000 0 8,990 8,990 9,000 0 0 Complete Complete Complete Complete Complete PLI DALRY LIBRARY 11,500 6,549 11,500 0 11,500 0 6,549 6,549 11,500 0 0 Complete Complete Complete Complete Complete PLI BRIDGEGATE HOUSE 0 0 0 0 0 0 0 0 0 0 0 Cancelled Cancelled Cancelled Complete Complete PLI CUNNINGHAME HOUSE 3,591 3,591 3,591 0 3,591 0 3,591 3,591 3,591 0 0 Complete Complete Complete Complete Complete PLI ABBEYCROFT 11,843 11,843 11,843 0 11,843 0 11,843 11,843 11,843 0 0 Complete Complete Complete Complete Complete PLI THE MEADOWS 14,500 10,903 14,500 0 14,500 0 10,903 10,903 14,500 0 0 Complete Complete Complete Complete Complete PLI ANAM CARA 13,542 10,773 13,542 0 13,542 0 10,773 10,773 13,542 0 0 Complete Complete Complete Complete Complete PLI MONTROSE HOUSE 4,000 3,578 4,000 0 4,000 0 3,578 3,578 4,000 0 0 Complete Complete Complete Complete Complete PLI EGLINTON CASTLE 10,370 10,370 10,370 0 10,370 0 10,370 10,370 10,370 0 0 Complete Complete Complete Complete Complete PLI GARNOCK CAMPUS 11,000 9,940 11,000 0 11,000 0 9,940 9,940 11,000 0 0 Complete Complete Complete Complete Complete Total Office Accommodation 1,055,057 418,529 1,055,057 0 1,030,196 0 418,529 418,529 1,030,196 0 0 0 Other Property LOCALITY BASED PROPERTY REVIEW 590,889 0 590,889 0 54,481 0 0 0 0 (54,481) (54,481) 31-Mar-25 31-Mar-25 In development On Target On Target LBPR NA HERITAGE CTR 10,000 4,667 10,000 0 10,000 0 4,667 4,667 10,000 0 0 01-Nov-24 01-Nov-24 In development On Target On Target LBPR - TRINITY CHURCH 25,000 0 0 0 25,000 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target LBPR STEVENSTON COMPLEX 187,000 0 187,000 0 2,000 0 0 0 2,000 0 0 31-Dec-24 31-Dec-24 In development On Target On Target LBPR UNIT 48 KYLE ROAD 10,000 1,999 10,000 0 10,000 0 1,999 1,999 10,000 0 0 31-Dec-24 31-Dec-24 In development On Target On Target LBPR IRVINE LIBRARY 50,000 28,794 50,000 0 50,000 0 28,794 28,794 50,000 0 0 31-Mar-25 31-Mar-25 In development On Target On Target LBPR CUNNINGHAME HOUSE 238,000 26,565 238,000 0 55,000 0 26,565 26,565 55,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target LBPR CUNNINGHAME HOUSE GRD EAST/4TH WEST 916,458 0 916,458 0 63,905 0 0 0 63,905 0 0 21-Dec-25 21-Dec-25 In development On Target On Target LBPR CUNNINGHAME HOUSE GRD WEST 202,614 0 202,614 0 202,614 0 0 0 202,614 0 0 02-Feb-25 02-Feb-25 In development On Target On Target LBPR - THE TOWNHOUSE 25,000 25,000 0 25,000 0 0 0 25,000 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target LBPR THE CIRCUIT 245,039 0 245,039 0 20,000 0 0 0 20,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target EMERGENCY CONTROL CTR 158,000 124,888 158,000 0 90,809 0 57,697 57,697 90,809 0 0 31-Mar-25 31-Mar-25 In development On Target On Target GOLDCRAIGS REFURBISHMENT 1,163,495 36,650 1,163,495 0 994,283 0 0 0 299,265 (695,018) (695,018) 31-Mar-26 05-May-26 In development On Target On Target WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 109,065 134,641 0 25,576 0 0 0 3,302 (22,274) (22,274) Complete Complete Complete Complete Complete Total Property 3,931,136 332,628 3,931,136 0 1,628,668 0 119,723 119,723 856,895 (771,773) 0 (771,773) # OFFICIAL INFORMATION 121
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS Regeneration REPURPOSING PROPERTY GRANT FUND 254,179 94,895 254,179 0 253,499 0 94,215 94,215 253,499 0 0 30-May-25 30-May-25 In development On Target On Target MILLPORT TOWN HALL PHASE 2 1,198,545 603,058 1,198,545 0 1,198,545 0 603,058 603,058 1,198,545 0 0 31-May-23 31-Mar-25 Construction On Target Significantly off target Community led regeneration project by Millport Town Hall Charity. Project has been delayed due to challenges with contractor and work needing redone as did not met a satisfactory standard. Regeneration team continues to support MTHC in the delivery of the project. GARRISON HOUSE PROJECT 633,613 91,061 633,613 0 633,613 0 91,061 91,061 633,613 0 0 31-Mar-25 31-Mar-25 In development On Target On Target ISLANDS PIT STOPS 540,000 5,078 540,000 0 540,000 0 5,078 5,078 540,000 0 0 31-Jul-24 31-Mar-25 In development On Target On Target ISLAND INFRASTRUCTURE FUND 187,592 128,896 187,592 0 68,966 0 10,270 10,270 68,966 0 0 31-Mar-24 31-Dec-24 Construction On Target On Target PLACE BASED INVESTMENT PROGRAMME (PBIP) 424,401 160,307 424,401 0 393,624 0 129,530 129,530 293,624 (100,000) (100,000) 31-Mar-26 31-Mar-26 In development On Target On Target UK SHARED PROSPERITY FUND (SPF) 728,770 452,915 728,770 0 728,770 0 452,915 452,915 728,770 0 0 31-Mar-25 31-Mar-25 In development On Target On Target DIGITAL - SIPP GREAT HARBOUR 242,765 0 242,765 0 242,765 0 0 0 242,765 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target AYRSHIRE 5GIR 3,791,001 140,209 3,791,001 0 3,771,066 0 120,274 120,274 3,771,066 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target PBIP – KILWINNING ABBEY IMPROVEMENTS 235,354 0 235,354 0 35,354 0 0 0 35,354 0 0 31-Mar-25 31-Dec-25 In development On Target On Target LOCHSHORE HUB PLAY AREA 355,000 286,726 355,000 0 312,817 0 244,543 244,543 260,867 (51,950) (51,950) Complete Complete Complete Complete Complete PBIP 36 BANK STREET 169,999 110,138 169,999 0 62,761 0 2,900 2,900 62,761 0 0 31-Dec-25 31-Dec-25 In development On Target On Target PBIP GALT HOUSE 50,000 4,125 50,000 0 45,875 0 0 0 45,875 0 0 31-Mar-24 31-Mar-25 In development On Target On Target IRVINE HIGH STREET 2,837,315 2,723,017 2,837,315 0 101,314 0 (12,984) (12,984) 101,314 0 0 Complete Complete Complete Complete Complete MILLPORT CARS 10,993 0 10,993 0 10,993 0 0 0 10,993 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK MASTERPLAN 4,218,598 1,900,067 4,218,598 0 199,258 0 108,228 108,228 199,258 0 0 31-Mar-30 31-Mar-30 In development On Target On Target LOCHSHORE, KILBIRNIE 2,201,138 1,925,778 2,201,138 0 297,122 0 21,762 21,762 297,122 0 0 31-May-25 31-May-25 In development On Target On Target LOCHSHORE GARNOCK HUB 4,145,999 4,087,907 4,145,999 0 58,991 0 899 899 18,000 (40,991) (40,991) Complete Complete Complete Complete Complete VDLF - KYLE ROAD PHASE 2 1,998,066 149,155 1,998,066 0 700,000 0 4,150 4,150 50,000 (650,000) (650,000) 31-Mar-24 31-Mar-26 In development On Target On Target VDLF - ANNICKBANK PH 3 1,948,996 1,889,896 1,948,996 0 56,210 0 (2,890) (2,890) 56,210 0 0 Complete Complete Complete Complete Complete LUF3 - ANNICKBANK 190,000 191,718 190,000 0 190,000 0 191,718 191,718 190,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target VDLF - DEVELOPMENT WORK 214,326 107,621 214,326 0 120,859 0 14,154 14,154 120,859 0 0 31-Mar-25 31-Mar-25 In development On Target On Target VDLF - TREE PLANTING 50,000 2,400 50,000 0 0 0 0 0 0 0 0 31-Dec-24 31-Dec-25 In development On Target On Target MONTGOMERIE PARK NEIGHBOURHOOD CTR 288,203 169,037 288,203 0 288,203 0 169,037 169,037 288,203 0 0 31-Mar-24 31-Dec-24 In development On Target On Target VDLF STALLED SPACES FUND 113,000 0 113,000 0 113,000 0 0 0 113,000 0 0 31-Mar-24 31-Mar-26 In development On Target On Target QUARRY ROAD PHASE 2 5,209,497 5,204,719 5,209,497 0 4,778 0 0 0 4,778 0 0 Complete Complete Complete Complete Complete ACTIVE TRAVEL TIER 1 942,452 2,415,864 942,452 0 942,452 0 280,442 280,442 942,452 0 0 31-Mar-25 31-Mar-25 Various On Target On Target ACCESS PATH NETWORK PROGRAMME * 618,106 117,666 618,106 0 618,106 0 117,666 117,666 618,106 0 0 31-Mar-25 31-Mar-25 Various On Target On Target NORTH CRESCENT COASTAL PATH 2 199,603 0 199,603 0 199,603 0 0 0 199,603 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target FAIRLIE COASTAL PATH 392,504 291,114 392,504 0 392,504 0 291,114 291,114 392,504 0 0 31-Dec-23 30-Sep-24 Construction On Target On Target ARDROSSAN PROMENADE 578,499 702,309 578,499 0 578,499 0 492,808 492,808 578,499 0 0 Complete Complete Complete Complete Complete KILBIRNIE TO KILWINNING 18,333 18,333 18,333 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete B777 CORRIDOR IMPROVEMENTS 84,569 84,569 84,569 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete NCN73 ACCESSABILITY IMPROVEMENTS 62,482 15,882 62,482 0 46,600 0 0 0 46,600 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target LINKS TO EGLINTON PARK 183,874 168,176 183,874 0 95,000 0 79,302 79,302 95,000 0 0 Complete Complete Complete Complete Complete COMMUNITY BUS FUND 146,000 138,685 146,000 0 59,459 0 52,144 52,144 59,459 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target NCN7 VALEFIELD BRIDGE 30,000 0 30,000 0 30,000 0 0 0 30,000 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target ABBEYCROFT CYCLE SHELTER 9,812 0 9,812 0 9,812 0 0 0 9,812 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target SALTCOATS OLD CAL RAILWAY PH2 47,880 47,880 47,880 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Regeneration 35,551,462 24,429,198 35,551,462 0 13,400,418 0 3,561,391 3,561,391 12,557,477 (842,941) 0 (842,941) Ayrshire Growth Deal AGD - I3 DPMC PHASE 1 1,000,000 272,689 1,000,000 0 423,749 0 (3,562) (3,562) 423,749 0 0 31-Mar-26 31-Mar-26 Delivery On Target On Target AGD - I3 DPMC PHASE 2 5,000,001 302,464 5,000,001 0 95,480 0 13,079 13,079 30,000 (65,480) (65,480) 31-Mar-29 31-Mar-30 Feasibility On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 4,855,546 4,851,720 4,855,546 0 1,397,711 0 1,393,885 1,393,885 1,397,711 0 0 31-Oct-24 31-Oct-24 Construction On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 2 10,862,023 65,765 10,862,023 0 511,183 0 14,925 14,925 469,881 (41,302) (41,302) 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - HUNTERSTON - CENTRE OF LOW CARBON ENERGY & CIRCULAR 18,040,000 259,965 18,040,000 0 500,000 0 10,405 10,405 61,462 (438,538) (438,538) 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - GREAT HARBOUR 14,230,849 1,165,507 14,230,849 0 1,487,013 0 146,140 146,140 1,488,838 1,825 1,825 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - IMSE 10,500,000 161,667 10,500,000 0 477,266 0 10,420 10,420 77,266 (400,000) (400,000) 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - MARINE TOURISM ARDROSSAN 5,000,002 276,916 5,000,002 0 (60,673) 0 (59,474) (59,474) (60,673) 0 0 Complete Complete Complete Complete Complete AGD - MARINE TOURISM ARRAN 2,047,212 172,408 2,047,212 0 96,439 0 78,410 78,410 108,422 11,983 11,983 31-Mar-29 31-Mar-29 Feasibility On Target On Target AGD - MARINE TOURISM CUMBRAE 4,547,212 180,834 4,547,212 0 229,337 0 51,299 51,299 197,251 (32,086) (32,086) 31-Mar-29 31-Mar-29 Design On Target On Target Total Ayrshire Growth Deal 76,082,844 7,709,934 76,082,844 0 5,157,505 0 1,655,527 1,655,527 4,193,907 (963,598) 0 (963,598) # OFFICIAL INFORMATION 122
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OFFICIAL INFORMATION# PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Actual Over/ (Under) Spend for 2024/25 True Over/(Under) Spend Brought / Carry Forward to 2025/26 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical Comments CAPITAL MONITORING 2024/25 COMPLETION DATES Project Description TOTAL PROJECT 2024/25 BUDGETS DELIVERY STATUS Growth & Investment ARDROSSAN HARBOUR INTERCHANGE 4,127,113 581,783 4,127,113 0 100,630 0 30,359 30,359 100,630 0 0 1st Qtr 2026 1st Qtr 2026 Design On Target On Target IRVINE ENTERPRISE AREA 10,746,072 0 10,746,072 0 51,539 0 0 0 0 (51,539) (51,539) Ongoing Ongoing Multiple Projects On Target On Target ARDROSSAN NORTH SHORE 47,659,043 29,857,147 47,659,043 0 39,827,280 0 23,931,037 23,931,037 39,581,565 (245,715) (245,715) 27-May-24 31-May-25 Construction On Target On Target LOW CARBON HUB 0 12,320 0 0 0 0 12,320 12,320 0 0 0 Complete Complete Complete On Target On Target VDLF - HARBOUR MASTERS OFFICE 157,499 144,739 157,499 0 131,121 0 118,361 118,361 131,121 0 0 31-Mar-24 31-Mar-25 Design On Target On Target VDLF - I3 IRVINE ENTERPRISE 279,411 257,020 279,411 0 22,391 0 0 0 22,391 0 0 31-Mar-24 31-Mar-25 Design On Target On Target Other Growth & Investment 62,969,139 30,853,009 62,969,139 0 40,132,961 0 24,092,077 24,092,077 39,835,707 (297,254) 0 (297,254) Total Economic Development & Regeneration 174,603,446 62,992,141 174,603,446 0 58,690,884 0 29,308,995 29,308,995 56,587,091 (2,103,793) 0 (2,103,793) Completed Projects BIOMASS RETROFIT PROGRAMME 3,378,163 3,377,163 3,378,163 0 0 0 (1,000) (1,000) 0 0 0 Complete Complete Complete Complete Complete QUARRY ROAD PHASE 1 2,977,098 2,951,438 2,977,098 0 29,376 0 3,716 3,716 29,376 0 0 Complete Complete Defects Period Complete Complete Total Completed Projects 6,355,261 6,328,602 6,355,261 0 29,376 0 2,716 2,716 29,376 0 0 0 Total Place 343,834,617 167,634,685 343,834,617 0 106,283,053 0 51,566,986 51,566,986 101,854,295 (4,428,758) 0 (4,428,758) # OFFICIAL INFORMATION 123
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OFFICIAL INFORMATION# OTHER BUDGETS AE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Year to Date Budget 2024/25 Actual Expenditure to 30th November 2024 Year to date Variance 2024/25 Projected Expenditure to 31 March 2025 Over/ (Under) Spend for 24/25 £ £ £ £ £ £ £ £ £ £ FLEXIBILITY / IMPROVEMENT FUND 7,288,556 0 8,301,364 1,012,808 (1,012,808) 0 0 0 0 1,012,808 CORE INFRASTRUCTURE INVESTMENT 2,001,000 0 2,001,000 0 2,001,000 0 0 0 2,001,000 0 Total Other Budgets 9,289,556 0 10,302,364 1,012,808 988,192 0 0 0 2,001,000 1,012,808 2024/25 BUDGETS CommentsProject Description TOTAL PROJECT # OFFICIAL INFORMATION 124
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HRA Capital Statement 2425 Appendix 2 TOTAL PROJECT CURRENT YEAR 2024/25 - Period 8 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Actual Expenditure to 30 November 2024 P8 Projection Virement Request Carry /Brought Forward to /From 2024/25 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative £ £ £ £ EXPENDITURE Council House Building Afton Court 1,335,654 653,667 1,249,898 (85,756) 0 618 618 618 On Target Complete Complete, project contingency not required. Ayrshire Central Site 51,235,455 2,717,081 51,235,455 0 4,973,026 172,700 4,973,026 On Target On Target Project commenced on site Monday 4 November 2024 Bourtreehill Village 9,924,743 73,717 9,924,743 0 160,000 35,053 160,000 On Target On Target Projected spend for 24/25 is for consultancy fees, utility disconnections and the demolition of Crofthead Court. Corsehillhead 2,032,906 212,599 2,032,906 0 0 0 On Target On Target Options appraisal currently being carried out for the site due to projected costs being significantly higher than previously projected. Flatt Road 20,178,000 19,634,012 19,709,046 (468,954) 2,895 12,895 2,895 On Target Complete Complete Friars Lawn 2,199,628 1,968,980 2,086,932 (230,648) 0 3 On Target Complete Complete Fullarton Street (High Flats) 12,073,511 39,368 12,073,511 0 50,000 19,550 50,000 On Target On Target Projected spend for 24/25 is for consultancy fees and statutory consents. Work ongoing with SEPA re site layout, therefore project has been reprofiled to future years. Garnock Academy Site 12,092,889 1,022,597 12,092,889 0 8,339,114 2,940,686 8,092,922 (246,192) On Target On Target Project commenced on site 17 June 2024. Works progressing well on site. Projected in year underspend to be carried forward to 2025/26. Garrier Court 2,335,551 2,382,239 2,348,027 12,476 0 32,672 On Target Complete Complete Harbourside 14,622,742 13,768,239 14,622,742 0 262,224 28,180 260,104 (2,120) On Target Complete Complete James McFarlane Site 4,784,118 1,490,035 4,784,118 0 3,060,037 2,953,114 3,060,037 On Target On Target Project commenced on site 25 March 2024. Works progressing well on site. James Reid Site 11,820,675 862,603 11,820,675 0 0 0 Significantly off target Significantly off target Project site start delayed due to non resolution of culvert maintenance issue. Kings Arms (113-115 High Street) 2,904,416 509,047 2,904,416 0 2,115,543 563,518 1,574,603 (540,940) On Target On Target Project commenced on site 13 May 2024. Façade retention works have caused a delay on site. Projected in year underspend to be carried forward to 2025/26. Laburnum Ave/Newhouse Dr (Regen 1a&b) 3,274,506 1,241,622 3,274,506 0 1,711,735 1,433,451 1,711,735 On Target On Target Projects commenced on site 15 January 2024. Works progressing well on site. Projected in year overspend to be accelarated from future years. Largs Police Station 2,769,301 1,697,509 2,769,301 0 21,157 (37,530) 21,157 On Target Complete Complete Montgomerie Park (Both Phases) 46,322,381 5,562,146 46,322,381 0 2,765,315 2,366,258 2,765,315 On Target Slightly off target Ground remediation works completed on site during October 2024. Stanecastle Site 7,768,147 2,428,822 7,768,147 0 5,813,638 4,237,658 5,813,638 On Target On Target Project commenced on site 25 March 2024. Works progressing well on site. St Beya Gardens 3,691,052 3,689,346 3,691,052 0 1,706 0 9,100 7,394 On Target Complete Complete St Michael's Wynd 13,996,769 14,189,085 14,087,664 90,895 0 91,285 (9,747) (9,747) Slightly off target Complete Complete. Towerlands Primary School 8,579,943 8,570,664 8,579,943 0 2,765,315 (3,000) (5,461) (2,770,776) Nelson Street Regeneration 622,116 11,362 622,116 0 36,315 21,983 36,315 On Target On Target Tender documentation being prepared for issue. Project delayed, works expected to commence in April 25 Acquisition Houses-Open Market 1,273,080 6,764 1,273,080 0 1,273,080 128,915 1,000,000 (273,080) On Target On Target There are 11/12 in the pipework but its unlikely they will all be concluded in 24/25. Ukraine Buy Backs 294,758 529,935 692,961 529,935 Harbour Street 0 0 0 0 5,000 0 5,000 On Target On Target Options appraisal currently being carried out for the site due to projected costs being significantly higher than previously projected. Sy Mary's Primary, Largs 6,092,975 1,626,112 6,092,975 3,682,776 3,489,650 3,990,274 307,498 On Target On Target Project commenced on site 8 January 2024. Works progressing well on site. Internal Management Charges 1,757,259 329,990 1,757,259 0 1,489,000 754,358 1,489,000 On Target On Target SHIP Review Requirement (3,991,000) 0 (3,991,000) 0 (3,991,000) 0 0 3,991,000 A review was undertaken as part of the SHIP to identify options to address the reduction in Scottish Government Grant. Ship was approved on 3 December which reflects the latest grant forecasts. Contingency 2,611,322 0 2,611,322 2,274,735 0 2,274,735 SUB TOTAL 242,308,139 84,982,365 241,744,104 (681,986) 37,341,546 19,934,976 37,805,201 0 465,390 (1,735) DELIVERY STATUS 125
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TOTAL PROJECT CURRENT YEAR 2024/25 - Period 8 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Actual Expenditure to 30 November 2024 P8 Projection Virement Request Carry /Brought Forward to /From 2024/25 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative £ £ £ £ DELIVERY STATUS Improvements to existing stock Wet Room - Void 248,422 96,948 386,904 248,422 225,490 392,243 143,821 On Target On Target Higher number of void replacments being projected than budgeted offset by reduction in void bathrooms Bathrooms - Void 978,665 134,956 524,790 978,665 230,133 359,987 (618,678) On Target On Target Lower number of void replacments being projected than budgeted Wet Room - Planned 66,246 0 66,246 66,246 0 66,246 On Target On Target Bathrooms - Planned 141,069 49,544 141,069 141,069 158,185 185,149 44,080 On Target On Target Electrical Rewiring 172,236 141,700 222,869 222,869 219,870 333,335 110,466 On Target On Target Additional units required in year. Heating 1,916,920 632,729 1,814,021 1,814,021 1,232,428 1,738,991 (75,030) On Target On Target Number of units requiring full central heating replacments is less than anticipated. Kitchens 1,523,166 294,143 1,523,166 1,523,166 904,198 1,523,166 On Target On Target Kitchens - Void 1,497,340 299,442 1,041,824 1,497,340 648,304 970,973 (526,367) On Target On Target Lower number of void replacments being projected than budgeted Roofing 755,136 39,934 733,500 885,179 573,398 925,500 40,321 On Target On Target Wallfloor rendering 452,189 (351,359) 246,000 246,000 371,539 267,000 21,000 On Target On Target EWI 677,882 0 916,000 916,000 262,965 1,511,620 595,620 0 On Target On Target Additional addresses requiring EWI works in year. Budget to be brought forward from future years. Window Replacement 529,935 529,935 411,008 529,935 102,670 529,935 On Target On Target Saltcoats MSF Investment 466,625 5,707 466,625 466,625 9,070 466,625 On Target On Target Smoke Detector Programme 241,682 56,459 241,682 151,689 205,246 151,689 On Target On Target Energy Efficiency 1,414,745 0 0 0 0 0 On Target On Target Path Finder Project 500,000 0 100,000 50,000 20,605 50,000 On Target Significantly off target Awaiting outcome of SHNZS consultation to progress Solar Panels 3,527,859 (453,840) 2,895,000 2,939,000 874,901 2,933,130 (5,870) On Target On Target HRA Slippage (3,085,000) 0 (3,085,000) (476,496) 0 (476,496) SUB TOTAL 15,110,117 1,476,299 11,730,704 0 12,199,730 6,039,003 11,929,093 0 805,617 (1,076,254) Other Capital works Estate Based Regeneration 1,453,809 66,198 1,453,809 1,060,233 293,574 814,530 (245,703) On Target On Target Buy Backs unable to be completed in year. Lift Replacement 454,000 0 150,000 150,000 0 100,000 (50,000) On Target On Target Contract being re-tendered Sheltered Housing Units 828,944 871,024 828,944 1,450,006 1,097,742 1,450,006 On Target On Target High Flats Demolition 2,368,970 1,703,270 1,725,818 (643,152) (8,868) On Target On Target Final Account has now been agreed SUB TOTAL 5,105,723 2,640,492 4,158,571 (643,152) 2,660,239 1,382,448 2,364,536 0 (295,703) 0 Total Expenditure 247,413,862 87,622,857 245,902,675 (1,325,138) 52,201,516 27,356,426 52,098,830 0 975,304 (1,077,989) Income Affordable Housing Contributn (394,000) (394,000) CFCR (11,492,000) (11,492,000) Capital Grants (11,880,000) (7,988,632) (11,880,000) A reduction in anticipated grant as advised by Scottish Government. Prudential Borrowing (27,291,516) (27,021,287) (975,304) 1,245,532 Reduced borrowing required to reflect rephasing and projected underspends Use of Reserves (544,000) (544,000) Sale of Assets (167,543) (167,543) (167,543) Other Capital Income (600,000) (600,000) Income from Vacant and Derelict Land Fund (VDLF) in relation to Kings Arms SUB TOTAL Total Project Expenditure 247,413,862 87,622,857 245,902,675 (1,325,138) 52,201,516 27,356,426 52,098,830 0 975,304 (1,077,989) Total Project Income (52,201,516) (8,156,174) (52,098,830) 0 (975,304) 1,077,989 Total Net Expenditure 0 19,200,252 0 0 0 0 Check Total * Sensitivity adjustment of 10% or 25% based on source and reliability of expenditure projections On Target (+0.5% of budget) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) The following classifications have been used to highlight financial performance against budget 126
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Appendix 3 Treasury Management Performance to 30 November 2024 Capital Expenditure for both the General Fund and HRA vary from original estimates due to changes in the profile of projects. Full details of all movements in the capital expenditure budgets are included in this report. The reduction to the General fund Capital Financing Requirement reflects the change in profile of the capital programme. The increase to the HRA Capital Financing requirement is a result of a reprofiling of the use of reserves during 23/24. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the latest Scottish Local Authority average was 5.4%, thereby demonstrating a prudent borrowing policy. For the HRA, the Scottish average was 21.3%. The level of loan charges is deemed prudent and affordable within the framework of the 30 year Housing business plan. 2024/25 2024/25 2024/25 Original Estimate P8 Projection Movement £m £m £m General Services Capital expenditure 104.655 121.395 16.740 Funded by: Borrowing 78.300 81.557 3.257 Receipts / Grants 22.875 35.937 13.062 Funded from Revenue - 0.421 0.421 Funded from Reserves 3.480 3.480 - Total 104.655 121.395 16.740 HRA Capital expenditure 52.417 52.099 (0.318) Funded by: Borrowing 24.116 27.021 2.905 Receipts / Grants 15.871 12.648 (3.223) Funded from Revenue 11.492 11.492 - Funded from Reserves 0.938 0.938 - Total 52.417 52.099 (0.318) Estimates of Capital Expenditure and Income 2024/25 2024/25 2024/25 Original Estimate P8 Projection Movement £m £m £m General Services 429.390 415.737 (13.653) HRA 198.552 205.388 6.836 Sub-total 627.942 621.125 (6.817) Less PPP/NPD long-term liability (83.294) (83.294) - Loans Capital Financing Requirement (CFR) 544.648 537.831 (6.817) Capital Financing Requirement (CFR) 2024/25 2024/25 Original Estimate P8 Projection % % General Services 3.5% 2.8% HRA 24.0% 22.4% Proportion of financing costs to net revenue stream 127
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The Council is currently projecting an under-borrowed position of £63.094m due to the continuing strategy to delay long-term external borrowing by utilising internal cash balances. Liability Benchmark The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future, and so shape its strategic focus and decision making. The Liability benchmark graph above is used to inform the Council’s borrowing strategy. The shaded grey area shows the Councils current debt and the gap between this and the Liability benchmark line is how much more borrowing the Council likely needs to undertake to support its current capital plans once taking into account its balance sheet resources including the net debtor / creditor and useable reserves. The above graph indicates that long term borrowing for the period of around 20 years would be most appropriate to meet the Councils borrowing needs and mitigate against interest rate risk. 2024/25 2024/25 2024/25 Original Estimate P8 Projection Movement £m £m £m Gross Debt at 31 March 478.337 474.737 (3.600) CFR 544.648 537.831 (6.817) (Under)/Over Borrowed Position (66.311) (63.094) 3.217 Current Portfolio Position (excluding PPP/NPD) 128
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The maturity structure of the debt portfolio at 30 November 2024 is shown below and shows the period when the Council is required to repay and/or refinance debt. It is important to ensure a reasonable spread of debt to mitigate against high exposure levels in respect of refinancing. The current profile ensures this: The increase in the external borrowing since 31 March is largely in relation £60m long term PWLB borrowing undertaken in year to support the capital programme. This is partially offset by maturing loans during the period to 30 June including a £5m LOBO loan which was repaid when called in May. Following the period ending 30 November it should be noted that a call in was received for a further £10m LOBO loan and the repayment of this debt has been arranged. 2024/25 2024/25 2024/25 Original Estimate £m P8 Projection £m Movement £m Loans CFR 544.648 537.831 (6.817) Less Balance sheet resources (78.200) (109.600) (31.400) Net loans requirement 466.448 428.231 (38.217) Liquidity allowance 10.000 10.000 - Liability Benchmark 476.448 438.231 (38.217) Liability Benchmark 31-Mar-24 30-Nov-24 Maturity Profile of Borrowing (Indicator 10) Actual Actual Movement £m £m £m Under 12 months 62.650 37.944 (24.706) 12 months and within 24 months 2.950 2.094 (0.856) 24 months and within 5 years 13.845 19.163 5.318 5 years and within 10 years 31.439 55.939 24.500 10 years and within 20 years 83.189 113.277 30.088 20 years and within 30 years 20.125 15.925 (4.200) 30 years and within 40 years 92.588 92.587 (0.001) 40 years and within 50 years - 24.000 24.000 50 years and above 10.000 10.000 - Total Borrowing 316.786 370.929 54.143 129
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NORTH AYRSHIRE COUNCIL 21 January 2025 Cabinet Title: Revenue Budget 2024/25: Financial Performance to 30 November 2024 Purpose: To advise Cabinet of the financial performance for the Council at 30 November 2024. Recommendation: That Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (c) approve the virements detailed in Appendix 8. 1. Executive Summary 1.1 The General Services Revenue Estimates for 2024/25 were approved by Council on 28 February 2024. The Housing Revenue Account (HRA) Revenue Budget for 2024/25 was approved by Council on 14 February 2024. 1.2 As part of the monitoring procedures to keep the Cabinet informed of the financial performance of the Council, financial performance reports are presented on a regular basis. This is the third report for 2024/25 and covers the period to the end of November 2024 (Period 8). Projections have been made to the year-end. 1.3 At Period 8 the General Fund is forecasting a net in-year overspend of £0.689m, (0.2%), after transferring resources to/from earmarked reserves. This is an improvement of (£0.568m) from that reported at Period 5. 1.4 The main cost pressures highlighted within the appendices continue to be experienced in relation to teacher absence and mandatory cover arrangements; external residential placement for children and employee absence and cover arrangements within Waste Services. However, employee absence performance has improved across both services as a result of management action. 1.5 The Housing Revenue Account is forecasting a net breakeven position, which is consistent with previous reports. Agenda Item 7 131
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1.6 The Health and Social Care Partnership is projecting a year-end overspend of £6.190m, (1.9%), for 2024/25. The Council services element is reporting a projected overspend of £4.902m and the Health services element is reporting a projected overspend of £1.288m. However, previously identified financial recovery actions have reduced the projected overspend to £3.613m, £2.548m for Council Services, which is an increase of £0.041m from the previously reported overspend, and £1.065m for Health services, which is a £0.577m increase to the previously reported overspend. 1.7 Significant risks to the reported position have been identified in relation to the reported HSCP position which requires measures to be put in place by the HSCP to address these risks. However, this position may have an impact on the level of financial contributions from the funding parties. This presents a material risk to the financial sustainability of the Council. The Integration Joint Board has submitted written requests for additional financial support to both the Council and NHS Ayrshire & Arran. Proposals for additional assistance will be developed and submitted for consideration by Cabinet before the end of the financial year. 2. Background General Fund 2.1 The Council set a breakeven budget for 2024/25. In addition to the budget approved on 28 February 2024, earmarked funds of £84.940m were carried forward from 2023/24 for service expenditure in 2024/25 and beyond. These funds are reflected in the figures within the 2024/25 financial performance reports as they are drawn down. 2.2 Current financial projections indicate that a net in-year overspend of £0.689m, (0.2%), net of transfers to/from reserves, is anticipated for the year to 31 March 2025. The forecast position will continue to be monitored throughout the year. However, any final overspend will require the utilisation of Council reserves and may negatively impact on future budget gaps in the medium term. 132
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2.3 Details of the current financial projections are summarised in the following table: Service Expenditure App No. Annual Budget £ million Projection to 31 March 2025 £ million Projected Variance for year (Fav)/Adv £ million Projected Variance at P5 (Fav)/Adv £ million Movement Note Corporate Services 1 18.596 18.171 (0.425) (0.122) (0.303) (i) Education 2 176.042 178.519 2.477 2.821 (0.344) (ii) Place 3 53.341 54.833 1.492 0.861 0.631 (iii) Communities & Housing 4 13.776 13.699 (0.077) 0.000 (0.077) (iv) Other Corporate Items 5 29.118 26.829 (2.289) (2.039) (0.250) (v) Sub Total 290.873 292.051 1.178 1.521 (0.343) Health and Social Care Partnership 9 131.241 131.241 0.000 0.000 0.000 Balance for Services 422.114 423.292 1.178 1.521 (0.343) Financing Charges 6 15.223 15.223 0.000 0.000 0.000 Contribution to Loans Fund Reserve 6 7.672 7.672 0.000 0.000 0.000 Total Planned Expenditure 445.009 446.187 1.178 1.521 (0.343) Aggregate External Finance 6 (370.154) (370.154) 0.000 0.000 0.000 Council Tax 6 (65.681) (66.170) (0.489) (0.264) (0.225) (vi) Use of Earmarked Funds 6 (9.174) (9.174) 0.000 0.000 0.000 Total Planned Income (445.009) (445.498) (0.489) (0.264) (0.225) Net Expenditure/ (Income) 0.000 0.689 0.689 1.257 (0.568) 2.4 The reported Planned Income includes a number of adjustments to Scottish Government funding from that reported at Period 5, as detailed in the following table: Movements on Planned Income General Revenue Grant £ million Non Domestic Rates £ million Specific Grants £ million TOTAL AEF £ million Revised Budget at P5 (321.693) (41.313) (6.864) (369.870) Ukrainian resettlement (0.075) 0.000 0.000 (0.075) Temporary accommodation (0.015) 0.000 0.000 (0.015) Teacher induction adjustment 0.108 0.000 (0.302) (0.194) Revised Planned Income (321.675) (41.313) (7.166) (370.154) 133
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2.5 Commentary on Significant Movements from Period 5 The Council's overall financial forecast against the revised budget is an improvement of (£0.568m) from the previously reported position. A brief explanation of the significant movements at service level are outlined as follows: (i) Corporate Services – underspend of (£0.425m), an improvement of (£0.303m) from the previously reported underspend The movements are primarily related to: • Vacancy management activity across all services, (£0.117m), and • Lower than anticipated ICT expenditure on software licences and support costs, (£0.190m). (ii) Education – overspend of £2.477m, an improvement of (£0.344m) from the previously reported overspend The movements are primarily related to: • A net reduction in Employee Costs arising from vacancy management across the service, (£0.346m); • Revised grant income in relation to probationary teachers, (£0.194m); and • Increase income from PPP contract deductions and rebates, (£0.091m). These has been partly offset by: • Increased external day and residential placement costs, £0.198m; and • Revised projections for food costs and school meals income, £0.107m. (iii) Place – overspend of £1.492m, an increase of £0.631m from the previously reported overspend The movement is primarily related to: • Increased Employee Costs expenditure arising from the 24/25 pay settlement within Waste Services, £0.251m; • Residual RAAC cost projections at Ardrossan Academy and Mid Dykes Depot, £0.245m; • Reduced recyclates income reflecting reduced market prices, £0.203m; and • Essential reactive property maintenance costs, £0.150m. These have been partly offset by: • Drawdown of additional external funding to support Employability services, (£0.148m); and • Reduced expenditure on kerbside recycling contracts, (£0.112m). (iv) Communities & Housing – underspend of (£0.077m), an improvement of (£0.077m) from the previously reported breakeven position The movement is primarily related to: • A projected over recovery of house and hostel rents, (£0.081m); • Vacancy management within Other Housing, (£0.057m); and • A reduction in projected void rent losses, (£0.051m). 134
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These have been partly offset by increased bad debt provision, £0.117m. (v) Other Corporate Items – underspend of (£2.289m), an improvement of (£0.250m) from the previously reported underspend The movement is primarily related to a projected underspend on the Housing Benefit subsidy based on the latest claim data, (£0.250m). (vi) Council Tax Income – overrecovery of (£0.489m), an improvement of (£0.225m) from the previously reported overrecovery The movement is primarily related a reduction in CTR claims, £0.130m, and improved prior year collection forecasts, £0.062m. Health and Social Care Partnership 2.6 A copy of the HSCP financial performance report as at the end of October 2024 is attached at Appendix 9. The report highlights the key challenges and variances for the Partnership. The key points for Cabinet to note are summarised below: • The projected outturn is a year-end overspend of £6.190m for 2024/25. However, this has been reduced to £3.613m due to previously identified financial recovery actions. This is an increase of £0.618m since the previous reporting period; • The projected overspend on the Council Services element is £4.902m over the same period, reduced to £2.548m following the identified financial recovery actions. This is an increase of £0.041m from the previous reporting period; • The most significant areas of overspend include care at home, residential placements for children, physical and learning disability care packages, supplementary staff in wards, staff costs in Montrose House and Unplanned Activities (UnPACs) within the lead partnership for mental health. Further detail is included in the report at Appendix 9. The main areas of risk identified include: • The recent announcements by Scottish Government in relation to public sector finances and in-year spending reductions will impact on current and future funding, including for 2024-25 pay awards, which have recently been settled for local government and NHS but the funding position is not yet clear; • Continued growing demand for services; • Staff recruitment and retention challenges across a number of service areas; • The provider market and the ongoing ability to source packages of care for service users; • The expectation that performance will continue to be maintained or improved despite the significant resource challenges, for example the joint mission for delayed discharge improvement; • Ongoing delivery costs of Scottish Government policy directives, particularly where these are not fully funded or inflation proofed; • The ongoing review of the Integration Scheme; 135
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• Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this; • The wider system financial challenges, especially the financial position of NHS Ayrshire and Arran Health Board, their financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges last financial year; • The recurring underlying levels of overspend which may impact on the Partnership’s ability to continue to sustain service levels in the future; • The IJB free general fund reserves are estimated to be fully used during this financial year, leading to an increased risk of requiring additional in-year financial contributions from NHS Ayrshire and Arran and North Ayrshire Council to break even; • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs; • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas; • The use of supplementary staffing for enhanced observations across a number of service areas; • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges; • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re- grade, protected learning time and reduction to the working week. Non-recurring funding has been provided to meet costs associated with this but it is unclear whether this will be sufficient; • Scot Excel inflationary increases for children’s service are significantly higher than assumed; • There is a risk in relation to recovering recharge income in relation to the LD Assessment and Treatment patients from outwith Ayrshire. These risks and progress against the financial recovery plan will continue to be monitored during 2024-25. Risks 2.7 Under the terms of the Health and Social Care Integration Scheme, a recovery plan must be agreed to address the projected overspend. There is a risk that, if the recovery plan is not successful, this could have an impact on the level of financial contributions from the funding parties. In accordance with the Integration Scheme, the Integration Joint Board has submitted written requests for additional financial support to both the Council and NHS Ayrshire & Arran and proposals for additional assistance will be developed and submitted for consideration by Cabinet before the end of the financial year. Although there would be an expectation that any additional contributions would be repaid, this could have a knock-on effect on the level of reserves available to address future Council budget gaps as provision would be required for the potential non-recovery of these funds within a reasonable timeframe. This position presents a material risk to the financial sustainability of the Council. 136
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Housing Revenue Account 2.8 The Housing Revenue Account budgeted for a breakeven position in 2024/25 and is currently projecting to outturn in line with this. This is in line with the previously reported position. The projected position is summarised in the following table with further details provided in Appendix 7. Housing Revenue Account Annual Budget £ million Projection to 31 March 2025 £ million Projected Variance for year (Fav)/Adv £ million Projected Variance at P5 (Fav)/Adv £ million Movement Note Employee Costs 5.118 4.977 (0.141) 0.000 (0.141) (i) Property Costs 21.816 23.443 1.627 1.523 0.104 (ii) Supplies and Services 2.297 2.071 (0.226) (0.002) (0.224) (iii) Transport and Plant Costs 0.021 0.021 0.000 0.000 0.000 Administration Costs 1.756 1.776 0.020 0.014 0.006 Third Party Payments 3.877 3.938 0.061 0.049 0.012 Transfer Payments 0.163 0.163 0.000 0.000 0.000 Other Expenditure 0.490 0.490 0.000 0.013 (0.013) Capital Financing 26.525 24.607 (1.918) (1.970) 0.052 (iv) Gross Expenditure 62.063 61.486 (0.577) (0.373) (0.204) Income (62.063) (61.486) 0.577 0.373 0.204 (v) Net Expenditure 0.000 0.000 0.000 0.000 0.000 2.9 Commentary on Significant Movements from Period 5 A brief explanation of the significant movements is outlined as follows: (i) Employee Costs – underspend of (£0.141m), an increase of (£0.141m) from the previously reported breakeven position The movement reflects vacancy management activity across the service. (ii) Property Costs – overspend of £1.627m, an increase of £0.104m from the previously reported overspend The movement reflects increased expenditure Planned and Cyclical Maintenance £0.111m, and Other Property Costs £0.099m. This has been partly offset by a reduction in Void Repair Costs, (£0.075m) (iii) Supplies and Services – underspend of (£0.226m), an increase of (£0.224m) from the previously reported underspend The movement reflects a projected underspend on landscaping costs. 137
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(iv) Capital Financing – underspend of (£1.918m), a reduction of £0.052m from the previously reported underspend The movement reflects adjustments to profiling within the HRA Capital programme. (v) Income – under recovery of £0.577m, an increase of £0.204m from the previously reported under recovery The movement is primarily related to an increased under recovery of Other Rents following a review of overpayments. 3. Proposals 3.1 It is proposed that Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6 and (c) approve the virements detailed in Appendix 8. 4. Implications/Socio-economic Duty Financial 4.1 General Services The net projection for the year as at 30 November 2024 is a net overspend of £0.689m. Further in-year measures will require to be put in place across Directorates to address this. Housing Revenue Account The net projection for the year as at 30 November 2024 is a net breakeven position. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. 138
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Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by maximising financial flexibility to support the delivery of our priorities. Community Wealth Building 4.7 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Revenue Budget 2024/25: Financial Performance to 31 August 2024 – Cabinet 29 October 2024 139
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Appendix 1 CHIEF EXECUTIVES BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 137 143 6 4% Total for Chief Executive 137 143 6 4% Financial Services Change Programme 180 180 - 0% Audit, Fraud, Safety & Insurance 630 622 (8) (1%) Corporate Procurement 893 828 (65) (7%) 1 Financial Services 1,363 1,363 - 0% Revenues (610) (630) (20) 3% Transformation 669 643 (26) (4%) 2 Total for Financial Services 3,125 3,006 (119) (4%) People & ICT Employee Services 816 816 - 0% HR & Organisational Development 1,061 1,073 12 1% ICT 4,885 4,695 (190) (4%) 3 Business Support 1,044 1,068 24 2% Customer Services 3,876 3,852 (24) (1%) Total for People & ICT 11,682 11,504 (178) (2%) Democratic Services Legal & Licensing 407 357 (50) (12%) 4 Policy, Performance & Elections 487 419 (68) (14%) 5 Communications 447 457 10 2% Civil Contingencies 60 60 - 0% Committee Services 409 409 - 0% Member Services 1,311 1,309 (2) (0%) Ayrshire Support Service 479 469 (10) (2%) Information Governance 52 38 (14) (27%) Total for Democratic Services 3,652 3,518 (134) (4%) Totals 18,596 18,171 (425) (2%) 140
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Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 15,912 15,678 (234) (1%) Property Costs 68 70 2 3% Supplies and Services 3,033 2,847 (186) (6%) Transport and Plant Costs 22 22 - 0% Administration Costs 1,360 1,356 (4) (0%) Other Agencies & Bodies 1,937 1,937 - 0% Transfer Payments 853 853 - 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 23,185 22,763 (422) (2%) Income (4,589) (4,592) (3) 0% Net Expenditure 18,596 18,171 (425) (2%) 141
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Appendix 1a CHIEF EXECUTIVES BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Finance - Corporate Procurement Movement - No significant movement since the previous period. 925 (66) -7% Employee costs - There is a projected underspend of £0.066m due to vacancy management. (66) Note 2 Finance - Transformation Movement - There has been a favourable movement of (£0.026m) since P5 due to a Government grant covering staffing costs. 671 (26) -4% Employee costs - Underspend of £0.026m due to a Government grant being received to cover staff costs in relation to certain projects. (26) Note 3 People & ICT - ICT Movement - There has been a favourable movement of (£0.190m) since period 5 due to lower supplies and services costs than anticipated. 2,156 (190) -9% Supplies & Services - There is a projected underspend of £0.190m due to £0.095m underspend in software licenses and support due to costs not as high as expected, £0.038m underspend in LAN, £0.027m underspend in WAN and £0.030m underspend in server support this is due to costs less than anticipated. (190) Note 4 Democratic Services - Legal & Licensing Movement - There has been a favourable movement of (£0.050m) due to difficulties in recruiting for a vacant post. 1,085 (50) -5% Employee Costs - There is a projected underspend of £0.050m due to vacancy management and staff movement. (50) Note 5 Democratic Services - Policy, Performance & Elections Movement - No significant movement since the previous period. 464 (68) -15% Employee costs - There is a projected underspend of £0.068m due to vacancy management. (68) 142
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Appendix 2 EDUCATION BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 22,148 21,852 (296) (1%) 1 Primary Education 49,525 50,140 615 1% 2 Secondary Education 63,684 63,589 (95) (0%) 3 Additional Support Needs 15,010 16,427 1,417 9% 4 Central Education 3,455 5,445 1,990 58% 5 Pupil Equity Fund 4,367 4,367 - 0% Facilities Management 17,732 16,578 (1,154) (7%) 6 Net Total 176,042 178,519 2,477 1% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 98,504 100,734 2,230 2% Employee Costs - Non Teachers 48,632 47,772 (860) (2%) Property Costs 1,336 1,478 142 11% Supplies and Services 25,060 24,585 (475) (2%) Transport and Plant Costs 125 138 13 10% Administration Costs 439 469 30 7% Other Agencies & Bodies 8,702 10,651 1,949 22% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 71 71 - 0% Gross Expenditure 183,449 186,478 3,029 2% Income (7,407) (7,959) (552) Net Expenditure 176,042 178,519 2,477 1% 143
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Appendix 2a EDUCATION BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education Movement: There has been an favourable movement of (£0.158m) compared to P5 due to increased underspends of £0.148m in employee costs. 16,751 (286) -2% Employee Costs: Overall an estimated underspend of £0.286m. - Teachers:- no projected variance. - Non Teachers:- projected underspend of £0.370m as a result of vacancy management offset by a budgeted turnover target of £0.084m resulting in a net underspend of £0.286m. 5,122 - 0% Third Party Payments: projected overspend of £0.171m in payments to funded providers due to a 13.9% increase in hours being accessed, and a forecasted overspend of £0.142m on payments to Other Local Authorities as more children taking up Early Years places outwith North Ayrshire than children coming into NAC Early Years establishments. (10) Other minor movements. A reduction to the budget of £1.198m in 23/24 necessitated a drawdown from Education earmarked funds of £0.507m pending permanent savings to be implemented for 24/25. The Service redesign has been developed and was implemented by August 2024. (296) Note 2 Primary Education Movement: There has been an unfavourable movement of £0.064m compared to P5 due to a projected unachieved turnover in employee costs. 47,158 590 1% Employee Costs : Overall an estimated overspend of £0.590m. - Teachers:- projected breakeven position together with a budgeted turnover target of £0.493m resulting in a net overspend of £0.493m - Non Teachers:- projected underspend of £0.159m offset by a budgeted turnover target of £0.256m and temporary additionality to support specific ASN in the early stages of P1, resulting in a net overspend of £0.097m. 25 Other minor movements 615 Note 3 Secondary Education Movement: There has been an unfavourable movement of £0.207m compared to P5 due to a projected increase in teacher costs of £0.216m. This is due to the anticipated turnover not being as high as previously expected. 47,990 (100) 0% Employee Costs : Overall an estimated underspend of £0.100m. - Teachers:- projected underspend of £0.630m offset by a budgeted turnover target of £0.535m resulting in a net underspend of £0.095m - Non Teachers:- projected underspend of £0.192m offset by a budgeted turnover target of £0.187m resulting in a net underspend of £0.005m 5 Other minor movements (95) 144
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Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section Note 4 ASN Movement: There has been an unfavourable movement of £0.016m compared to P5. This is mainly due to a £0.056m increase in day placement fees, with an additional three children accessing day placement provision, and a £0.142m increase in residential placement fees, which is mainly due to increased daily rates. This is partly offset with a £0.183m increase in employee costs underspends. 13,070 (413) -3% Employee Costs : Overall an estimated underspend of £0.413m. - Teachers:- projected underspend of £0.358m offset by a budgeted turnover target of £0.073m resulting in a net underspend of £0.285m - Non Teachers:- projected underspend of £0.296m offset by a budgeted turnover target of £0.168m resulting in a net underspend of £0.128m 400 (128) -32% There is a projected underspend of £0.128m on payments to Other Local Authorities, due to a reduction in the number of NAC children accessing placements in their establishments. 1,010 509 50% There is a projected overspend of £0.509m on external day placements, as a result of additional children requiring this level of support and an increase in rates from these establishments. Currently there are 32 children in, or expected in, day placement provision. A review of the process has taken place. 543 1,569 289% There is a projected overspend of £1.569m on external specialist residential placements. Currently there are 15 children in, or expected in, accommodation. Increased pressures on internal care settings as well as changing needs of children and young people have resulted in an increase in the need for external residential settings. Joint working is ongoing with HSCP to ensure that all options are fully explored to ensure that all options are considered to retain young people within their local community where possible. Where this is not possible, a forum has been set up to further discuss those young people who will require care and education provision to support them appropriately. Any future additional children who enter Residential Accommodation will increase the future projected overspend. (264) (120) There is a projected over recovery of £0.120m in Other Local Authorities income, due to the anticipated number of other authority children accessing a place in NAC establishments, currently 11 pupils 1,417 Note 5 Central Education Movement: There has been a favourable movement of (£0.412m) compared to P5 mainly due to a projected increase in PPP deduction income (£0.091m), a reduction in the under recovery of teacher induction funding of (£0.194m) and a further reduction across HQ employee costs (£0.127m) 2,767 2,076 75% Employee costs: There is a projected overspend of £2.298m mainly as a result of significant increase in costs associated with mandatory cover for teacher maternity cover and sickness absence. There are currently 33 Teachers (29.4 FTE) on maternity leave as well as 11 Early Years Practitioners and 3 PSAs (10.5 FTE). Absence levels are subject to regular review across the service and appropriate actions are taken to maximise attendance. Average days lost per FTE is 5.74 for the period April-October compared to 4.75 days lost for same period last year. Average days lost last year was 11 related to the whole service compared to an estimated 13 days for this year. This is offset by projected underspend in Leadership & Music services of £0.222m - 108 There is a projected under recovery of teacher induction grant funding linked to a reduction in the number of probationary teachers allocated to North Ayrshire by the Scottish Government. Core placement allocations have been reduced from 51 FTE to 34 FTE resulting in a £0.108m reduction in anticipated grant funding. (1,120) (197) 18% Income: PPP insurance rebate £0.065m and PPP deductions of £0.132m in excess of budget 3 Other minor movements. 1,990 Note 6 Facilities Management Movement: There has been an favourable movement of (£0.061m) compared to P5 mainly due to revised projections in food costs and school meals income based on actual data available 13,992 (607) -4% Employee Costs: There is a projected underspend of £0.607m primarily due to recruitment challenges and a targeted reduction of overtime and casual costs. £0.300m is related to newly created posts for the next phase of UFSM roll out, which have still to be recruited 1,192 142 12% Property Costs: There is a projected overspend of £0.142m mainly in washroom supplies 5,123 (503) -10% Supplies and services: There is a projected underspend of £0.164m in food costs which includes a projected underspend of £0.350m (£0.179m food/£0.179m kitchen equipment) that relates to unallocated UFSM monies (2,623) (234) 9% Income: There is a projected over-recovery of cleaning and janitorial income of £0.111m and a projected under- recovery of school meals income of £0.041m. Additional funding of £0.165m has been received by Scottish Govt in relation to school meal debt previously written off. - 48 Other minor movements within transport and admin costs (1,154) Note 7 General Management action to scrutinise all recruitment verification processes has now started in an attempt to reduce the overall overspend across all employee costs. 145
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Appendix 3 PLACE BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 207 212 5 2% Neighbourhood Services Roads 6,845 6,856 11 0% Streetscene 4,850 4,861 11 0% Waste Resources 9,104 10,006 902 10% 1 Municipalisation Advertising (123) (73) 50 (41%) 2 Total for Neighbourhood Services 20,676 21,650 974 5% Economic Development, Growth and Investment Economic Policy 264 264 - 0% Employability & Skills 1,799 1,638 (161) (9%) 3 Regeneration 892 892 - 0% Business 992 992 - 0% Growth & Investment 247 247 - 0% Total for Economic Development, Growth and Investment 4,194 4,033 (161) (4%) Sustainability, Transport and Corporate Property Property Management & Investment 1,412 1,442 30 2% 4 Housing Assets & Investment (1) (1) - 0% Property Maintenance 3,789 4,184 395 10% 5 Property Running Costs 5,534 5,534 - 0% Energy and Sustainability 7,260 7,260 - 0% Internal Transport 10,270 10,519 249 2% 6 Total for Sustainability, Transport and Corporate Property 28,264 28,938 674 2% Net Total 53,341 54,833 1,492 3% 146
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Appendix 3 Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 27,375 27,886 511 2% Property Costs 22,434 22,824 390 2% Supplies and Services 4,203 4,314 111 3% Transport and Plant Costs 9,441 9,876 435 5% Administration Costs 565 565 - 0% Other Agencies & Bodies 15,029 15,988 959 6% Transfer Payments - - - 0% Other Expenditure 78 67 (11) (14%) Capital Financing - - - Gross Expenditure 79,125 81,520 2,395 3% Income (25,784) (26,686) (902) 3% Net Expenditure 53,341 54,834 1,493 3% 147
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Appendix 3a PLACE BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Waste Services Movement: There has been an unfavourable movement of £0.389m since P5 due to an under recovery of income of £0.203m due to the purple bin contract income, a forecasted increase in employee costs of £0.251m, and transport costs of £0.035m, this has been partially offset by a favourable movement within Third Party Payments of £0.112m mainly due to decreased costs from kerbside recyclate contracts. 4,944 683 14% Employee costs: One off employee costs and back payments for overtime due to the pay award has impacted the budget position from period 5. Overtime and vehicle check assumptions have also been adjusted to reflect the position at period 8. There remains a challenging cumulative sickness absence rate of 18.8 days per employee from April 2024 to October 2024. A robust absence monitoring process is in place and a dedicated resource has been recruited to monitor and review the absence management process in Waste, through assisting supervisors with absence management meetings, referrals to occupational health etc and to support employees return to work. The statutory nature of the service requires additional resources and/or overtime to cover unforeseen absences resulting in additional costs. To help mitigate against this, resources out-with Waste Collections have received HGV training to help provide cover for collections. Weekly budget meetings are also being held between the Waste Ops Management Team and Finance. An overall review of the Waste service in light of legislative changes and current service demands is ongoing. 259 105 41% Transport Costs: Additional vehicles are in place to deal with ongoing pressures and demands, a reduction of 2 vehicles has been implemented from the end of November. Transport needs are continuously under review and flexed depending on the operational needs of the service. 6,743 (49) (1%) Third Party Payments: Underspends from the kerbside recyclate contracts of £0.136m and £0.051m from organics contract, partially offset by overspends in diverted waste of £0.106m and £0.041m in the Clyde Valley Contract. (3,857) 188 (5%) Income: A projected under-recovery in purple bin contract income of £0.271m due to reductions in recyclate market prices and increased contamination levels resulting in a lower rate per tonne. To counter this the Waste Awareness Team are promoting a Right Stuff Right Bin comms campaign, putting new stickers on bins to remind residents what each bin should be used for and operational staff are removing contaminants where possible to try and reduce contamination levels. This under-recovery is partially offset by forecasted over- recovery in the sale of other recyclates. (25) Other minor movements 902 Note 2 Municipalisation Advertising Movement: There has been no movement from P5. (123) 50 (41%) Income: An under recovery of £0.050m primarily due to lead in time for vehicle advertising and unfavourable market conditions. 50 Note 3 Employability & Skills Movement: There has been a favourable movement of (£0.148m) since P5 due to the availability of external funding releasing core budget. 3,572 (150) (4%) Third Party Payments: Underspend of £0.150m as Employability are using all external funding available, resulting in an underspend in the core budget. It is anticipated that external funding will be reduced in 2025/26. (11) Other minor movements. (161) Note 4 Property Management and Investment Movement: There has been adverse movement of £0.039m since P5 due to an under-recovery of fee income. 2,433 (80) (3%) Employee Costs: There is a projected underspend of £0.080m due to vacancy management. (1,263) 90 (7%) Income: There is a projected under-recovery of fee income of £0.090m. 20 Other minor movements 30 148
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Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Property Maintenance Costs Movement: There has been an adverse movement of £0.395m since P5 largely due to RAAC costs of £0.245m and reactive maintenance costs of £0.150m. 7,151 395 6% Property Costs: There is a projected £0.245m overspend largely due to the residual RAAC costs at Ardrossan Academy and projected RAAC costs at Mid Dykes Depot. In addition there is a further projected £0.150m overspend due to essential reactive maintenance. 395 Note 6 Internal Transport Movement: There has been a favourable movement of (£0.042m) since P5 which is primarily due to the over- recovery in hire of pool vehicles income. 4,682 276 6% Transport Provision Costs: There is a projected overspend of £0.276m due to a higher number of pupils requiring transport and an increase in tendered costs in private contracts for the provision. 1,787 (134) (7%) Fuel: There is a projected underspend in fuel of £0.134m due to a decrease in fuel prices. 1,228 81 7% Repairs & Maintenance: There is a projected overspend of £0.081m in repairs and maintenance as a result of price increases and maximising the life of assets due to replacement vehicle lead times. 457 78 17% External Hires: There is a projected overspend of £0.078m mainly due to hire of additional vehicles (pending delivery of replacements) and plant hire. (3,101) (65) 2% Income: There is a projected over-recovery of £0.050m in bus transport income and a projected over-recovery of £0.050m in hire of pool vehicle income which will support overspends in repairs and maintenance as end of life vehicles in pool are being retained for longer. These are offset with a projected under-recovery of £0.035m in Enterprise car income. 13 Other minor movements 249 149
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Appendix 4 COMMUNITIES AND HOUSING BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 94 94 - 0% Housing and Public Protection Building Services (2,548) (2,548) - 0% 1 Property Governance - - - Planning Services 283 140 (143) (51%) 2 Protective Services 1,616 1,616 - 0% Other Housing 2,549 2,523 (26) (1%) 3 Total for Housing and Public Protection 1,900 1,731 (169) (9%) Connected Communities 11,782 11,874 92 1% 4 Net Total 13,776 13,699 (77) (1%) Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 24,137 24,250 113 0% Property Costs 2,953 2,902 (51) (2%) Supplies and Services 7,107 7,102 (5) (0%) Transport and Plant Costs 973 976 3 0% Administration Costs 221 228 7 3% Other Agencies & Bodies 11,035 11,038 3 0% Transfer Payments - - - 0% Other Expenditure 104 221 117 113% Capital Financing - - - Gross Expenditure 46,530 46,717 187 0% Income (32,754) (33,018) (264) 1% Net Expenditure 13,776 13,699 (77) (1%) 150
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Appendix 4a COMMUNITIES AND HOUSING BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services Movement: There has been no movement since period 5. 10,990 (74) (1%) Employees: An underspend of £0.074m in employee costs. This is due to vacancy management. 5,641 (182) (3%) Supplies & Services: An underspend of £0.182m in supplies and services. This is primarily due to an underspend in materials as a result of a reduction in void kitchen and bathroom works. 3,194 195 6% Third Party Payments: An overspend in third party payments of £0.195m which mainly relates to additional subcontractor costs for timber and damp works, storm damage and infrastructure improvements. (23,408) 28 (0%) Income: A projected under recovery of £0.028m. This is mainly due to an under recovery in void income of £0.684m, which is primarily caused by reduced kitchen and bathroom works, and £0.300m in Non-Housing works. This is partially offset by increased volumes of work within responsive repairs of £0.431m, timber & damp works of £0.466m and wet room repairs of £0.071m. 33 Other minor movements - Note 2 Planning Services Movement: There has been no significant movement since period 5. (614) (143) 23% Income: This is primarily due to the forecasted over recovery of £0.130m for additional planning fee application income. (143) Note 3 Other Housing Movement: There has been a favourable movement of (£0.087m) since period 5 mainly due to a reduction of £0.057m in projected employee costs due to vacancy management, £0.081m increase in projected over- recovery of house & hostel rents, £0.051m increase in projected underspend in void rent loss offset by an overspend in bad debt provision of £0.117m. 2,473 (51) (2%) Property Costs: A projected underspend of £0.074m in void rent loss offset by an overspend in property rents of £0.023m. 104 117 113% Other Expenditure: A projected overspend of £0.117m in bad debt provision. (5,878) (87) 1% Income: This is mainly due to a projected over-recovery in house & hostel rents of £0.081m. (5) Other minor movements (26) Note 4 Connected Communities Movement: There has been no significant movement since period 5. 6,360 130 2% Employee Costs: Overspend of £0.113m is a result of revised programming of implementation of the approved savings for school libraries and to reduce public library opening hours by 20%. (1,480) (33) 2% Income: Projected over-recovery of room hire income of £0.033m due to hosting the banking hub in Kilwinning which is a temporary arrangement. (5) Other minor movements. 92 151
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Appendix 5 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Strathclyde Passenger Transport 2,331 2,231 (100) (4%) SPT Concessionary Fares 286 286 - 0% Ayrshire Joint Valuation Board 973 932 (41) (4%) 3,590 3,449 (141) (4%) 1 Other Corporate Costs Pension Costs 1,981 1,981 - 0% Central Telephones 350 350 - 0% Other Corporate Items (incl Transformation Costs, Bad Debt Provision, External Audit fees and other centrally held funding.) 23,248 21,284 (1,964) (8%) 2 Housing Benefits (51) (235) (184) 361% 3 29,118 26,829 (2,289) (8%) 152
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Appendix 5a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Joint Boards There has been no movement from Period 5 3,590 (141) -4% Projected underspend of (£0.141m) due confirmation of annual requisitions and applicable refunds. (141) Note 2 Other Corporate Items There has been no movement from Period 5 23,248 (1,964) -8% The projected underspend is primarily related to centrally held inflationary cost provisions, which are being applied to offset pressures reported across other services (£0.864m), additional income from employee benefit schemes (£0.342m)and additional Scottish Government grant income not required in year (£0.758m). (1,964) Note 3 Housing Benefit There has been a favourable movement of (£0.250m) from Period 5 due to updated Housing Benefit Subsidy data (51) (184) 361% Projected overspend of £0.184m due to Housing Benefit Subsidy and Overpayment Recovery (184) 153
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Appendix 6 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % variance Note No £000 £000 £000 Financing Charges 15,885 15,885 - - Contribution to Loans Fund Reserve 7,010 7,010 - - Scottish Government Funding (370,262) (370,262) - - Council Tax (65,681) (66,170) (489) 1% 1 Use of Earmarked Funds (9,174) (9,174) - - Net Total (422,222) (422,711) (489) 0% Growth in the Council Tax base (£0.752m) has been partly offset by an increase in the value of CTR claims received, £0.144m, and increased Bad Debt Provision, £0.090m. Reported collection rates have shown an initial improvement but still lag behind pre pandemic levels. Note 1 Council Tax Movement: There has been a favourable movement of (£0.225m) since period 5, primarily related to adjustments to our Council Tax base, (£0.040m), a reduction in forecast CTR claims, (£0.130m) and improved prior year collection forecasts (£0.062m) . 154
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Appendix 7 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £ £ £ Employee Costs 5,118 4,977 (141) (3%) 1 Property Costs Responsive Repairs 7,361 7,755 394 5% Void Repairs 4,023 4,301 278 7% Planned and Cyclical Maintenance 5,201 5,944 743 14% Aids and Adaptions 1,552 1,545 (7) (0%) Other property costs 3,679 3,898 219 6% Total for Property Costs 21,816 23,443 1,627 7% 2 Supplies & Services 2,297 2,071 (226) (10%) 3 Transport Costs 21 21 - 0% Administration Costs 1,756 1,776 20 1% 4 Third Party Payments 3,877 3,938 61 2% 5 Transfer Payments 163 163 - 0% Other Expenditure 490 490 - 0% Capital Financing Costs 26,525 24,607 (1,918) (7%) 6 Gross Expenditure 62,063 61,486 (577) (1%) Income Council House Rents (60,201) (60,216) (15) 0% Other Rents (473) 100 573 (121%) Recharges (1,034) (1,027) 7 (1%) Other Income (355) (343) 12 (3%) Total Income (62,063) (61,486) 577 (1%) 7 Net Expenditure - - - 155
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Appendix 7a HRA BUDGETARY CONTROL 2024/25 REPORT FOR THE 8 MONTHS TO 30 NOVEMBER 2024 Budget £000 Variance £000 Variance as % of budget Note 1 5,118 (141) -3% (141) Note 2 21,816 1,627 7% 1,627 Note 3 2,297 (226) -10% (226) Note 4 3,877 61 2% 61 Note 5 26,525 (1,918) -7% (1,918) Note 6 (62,063) 577 -1% 577 B/fwd from 2023/24 Transfer to / from Reserves Use of Earmarked sums Earmarking of in year surplus Funding of Capital Projects Projected Balance at 31/03/25 £m £m £m £m £m £m 11.590 - - - - 11.590 5.000 - - - (0.544) 4.456 2.000 - (0.059) - - 1.941 1.553 - - - - 1.553 0.300 - - - - 0.300 0.123 - - - - 0.123 20.566 - (0.059) - (0.544) 19.963 HRA reserves and balances There is a projected underspend of £0.226m in supplies and services. This is primarily due to an underspend of £0.218m in landscaping costs. Property Costs Movement - there has been an adverse movement of £0.104m since Period 5. This is largely due to an increase of £0.111m in Planned and Cyclical Maintenance and £0.099m in other property costs. This is offset by a reduction in Void repairs costs of £0.075m. There is a projected overspend of £0.394m in Responsive Repairs due to the volume and scope of the works. A projected £0.743m overspend in relation to Planned and Cyclical Maintenance, largely due to £0.230m costs in relation to storm damage works resulting from adverse weather conditions early in 2024, £0.458m projected overspend due to increased costs in relation to timber and damp works and a projected overspend of £0.100m in relation to asbestos management. A projected overspend of £0.219m in other property costs, largely relating to increased tenant charges of £0.126m and £0.050m in relation to maintenance of trees. In addition there are projected overspends of £0.278m in Void Repairs. Third Party Payments Movement - there has been an adverse movement of £0.012m since Period 5. There is a projected overspend of £0.061m largely due to a £0.029m greater ASB contribution than budgeted and a £0.021m overspend in relation to consultant fees. Section Supplies and Services Movement - there has been a favourable movement of £0.224m since Period 5 largely due to a projected underspend in landscaping costs. Employee costs Movement - there has been a favourable variance of £0.141m since Period 5 due to vacancy management. There is a projected underspend of £0.141m as a result of effective vacancy management. Council House Building Fund Sustainability Fund Software licences Transformation Programme Tenant led budget Unearmarked Capital Financing Costs Movement - there has been an adverse movement of £0.052m since Period 5 due to the reprofiling of the capital programme. A projected underspend of £1.918m in capital financing costs reflects continuing strategy to delay new external borrowing by utilising cash balances, resulting in savings on external interest costs and changes in the profile of the capital programme. Income Movement - there has been an adverse movement of £0.204m since Period 5 primarily due to an increased under recovery in other rents following a review of overpayments. An under recovery in income of £0.577m. This is largely due to an under recovery of £0.573m in Other Rents. 156
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Appendix 8 1) Budget Virements Place Roads - Supplies and Services P 0.076 Roads - Income for DPE charges P -0.076 Roads - Third Party Payments T 1.109 Roads - Additional Income T -1.109 0.000 Communities & Housing Community Development - Employee Costs T 0.521 Community Development - Transport Costs T 0.005 Community Development - Supplies and Services T 0.053 Community Development - Administration Costs T 0.001 Community Development - Third Party Payments T 0.042 Community Development - Sportscotland Grant Income T -0.622 0.000 Education FM- Employee Costs- realignment of Facilities Management Budgets P 0.347 FM - Supplies and Services P -0.347 0.000 0.000 Budget Management - 30 November 2024 Virement/Budget Adjustment Requests 2024/25 Perm (P) / Temp(T) Virement £m Directorate Total £m 157
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APPENDIX 9 Integration Joint Board 12th December 2024 Subject : 2024-25 – Month 7 Financial Performance Purpose : To provide an overview of the IJB’s financial performance as at Month 7 (October). Recommendation : It is recommended that the IJB: (a) notes the overall integrated financial performance report for the financial year 2024-25 and the current overall projected year- end overspend of £6.190m, reduced to £3.613m through already identified financial recovery actions; (b) notes the progress with delivery of agreed savings; (c) approves the actions which are being taken to progress financial recovery and that a further recovery plan will be presented to the next IJB; (d) notes the remaining financial risks for 2024-25; and (e) approves the budget reductions which are detailed at paragraph 2.10 Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health MDT Child & Adolescent Mental Health Services BRAG Blue, Red, Amber, Green UNPACS UNPACS, (UNPlanned Activities) – Extra Contractual Referrals NRAC NHS Resource Allocation Committee PAC Performance and Audit Committee MHOF Mental Health Outcome Framework MDT Multi-Disciplinary Team 158
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1. EXECUTIVE SUMMARY 1.1 The report provides an overview of the financial position for the Partnership and outlines the projected year-end outturn position informed by the projected expenditure and income commitments; these have been prepared in conjunction with relevant budget holders and services. It should be noted that, although this report refers to the position at the end of October further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. 1.2 The projected outturn is a year-end overspend of £6.190m (1.9%) for 2024-25, reduced to £3.613m through identified financial recovery actions. There is an increasing risk to achieving financial balance during 2024-25, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions: Split TOTAL Health/ NHS AA Social Care/NAC Projected Overspend @ mth7 £6.190m £1.288m £4.902m Less Financial Recovery Plan Projections £2.577m £0.223m £2.354m Residual Risk £3.613m £1.065m £2.548m 1.3 From the core projections, overall, the main areas of pressure are: care at home, residential placements for children, physical and learning disability care packages, supplementary staff in wards, staff costs in Montrose House and Unplanned Activities (UnPACs) within the lead partnership for mental health. 1.4 Improvement: • Specialist Rehab Wards (Douglas Grant/Redburn) • UASC Grant Income • Transition slippage Deterioration: • Equipment and Adaptations • PD care packages • MH Lead partnership – including payroll turnover, LD in-patients but this was partially offset by improvements in Adult in-patients • Children with Disabilities • Looked after Children payments 1.5 The Integration Scheme describes the required approach where there is a projected overspend on the IJB integrated budget, which includes the requirement to agree a recovery plan to balance the overspending budget. Only if the recovery plan is unsuccessful will the Health Board and Council consider making available interim funds. NHS Ayrshire and Arran and North Ayrshire Council are not in a financial 159
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position to make interim funds readily available, therefore it is imperative that the IJB continues to support the process of development of the Financial Recovery Plan and the actions required to work towards financial balance by the year-end. 1.6 The projected IJB outturn position has been adjusted to reflect the impact of Lead Partnership services. The overspend in relation to North Lead Partnership services for Mental Health is not fully attributed to the North HSCP as a share has been allocated to East and South HSCPs, similarly the impact of the outturn on East and South led services has been shared with North, both on an NRAC basis in line with the agreed risk sharing mechanism. There is a requirement for the 3 IJBs to be aware of the position for Lead Partnership services and plans to deliver services from within allocated budget, on that basis further information will be brought forward with further detail on Lead Partnership services. 1.7 The 2024/25 financial position is being adversely impacted by several factors outwith the control of the IJB. • Formal confirmation by The Scottish Government of the 2024/25 funding for the Mental Health Outcome bundle saw a 3.5% reduction from 2023/24 which equates to £0.350m and the service are currently working through the implications of this reduction. It is expected that this can be managed within the carry forward reserves from 2023/24 so there is no impact on 2024/25 but the service is exploring the implications of bringing spend within budget in 2025/26. • Children’s residential placement contract inflation – Scotland Excel negotiate rates for several national framework contracts and the rates agreed to date are significantly higher than the 5.94% increase assumed as part of the Scottish Living Wage increase. Rates which are agreed to date are included in the projection and those still to be agreed are assumed to have an increase based on the average of rates agreed to date. Overall, the estimated impact is an increase to the projection of £0.486m. • Local Government and Health Pay Award Shortfall - it is unknown at this stage if this will be fully funded and the potential cost is not included in the month 7 projected outturn. • National Care Home Contract (NCHC)– the recent increase to the NCHC rate to reflect the impact of the nursing pay award resulted in an additional unfunded cost of £0.156m. 2. CURRENT POSITION 2.1 The report includes an overview of the financial position including commitments against the available resource, explanations for the main budget variances and an update on progress in terms of savings delivery. 160
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2.2 FINANCIAL PERFORMANCE – AT MONTH 7 At month 7 against the full-year budget of £324.231m there is a projected year-end overspend of £6.190m (1.9%). The Integration Scheme outlines that there is an expectation that the IJB takes account of the totality of resources available to balance the budget in year. Following this approach, an integrated view of the financial position should be taken, however it is useful to note that this overall position consists of a projected overspend of £4.902m in social care services and a projected overspend of £1.288m in health services. Appendix A provides the financial overview of the Partnership position. The sections that follow outline the significant variances in service expenditure compared to the approved budgets. The projections for some areas will be subject to fluctuations as they depend on recruitment plans for new funding and also the capacity of providers to take on work. Appendix F provides information on the costs of bank and agency staff as requested at the August IJB. 2.3 Health and Community Care Services Against the full-year budget of £90.803m there is a projected overspend of £6.235m (6.9%) (£0.092m adverse movement) and the main variances are: a) Care home placements – is overall projected to be £0.555m overspent. The budgeted number of permanent placements was 765 and at month 7 there were 790 placements. The projected overspend is £1.068m (£0.004m favourable) on permanent placements, £0.190m (£0.018m favourable) on interim placements and respite placements are projected to be online (no change). The plan to manage down the number of permanent placements to reach the target is challenging due to the need to minimise delayed discharge from hospital and to continue to support those in critical and substantial need in the community. The overspend is partially offset by income recovered from charging orders which is projected to be £0.703m over recovered (no movement). This income is challenging to predict as it depends on the length of the legal process and time taken to sell the property that the charging order is registered to. b) Care at home is projected to be £2.710m overspent (net £0.038m adverse movement). The position reflects the cost of meeting the significant demand and level of provision for care at home support. The movement consists of a favourable movement of £0.073m in in-house services offset by an adverse movement of £0.111m relating to purchased care at home following the finalisation of all costs prior to the transfer of services to in house provision and 161
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the ongoing commitment of those service users that selected to continue with a purchased service under option 2. c) Physical Disability Services – projected overspend of £0.898m (£0.108m adverse) split as follows: £1.255m over in residential placements, £0.023m over in direct payments and £0.380m under in community care packages. d) Integrated Island Services is projected to overspend by £0.565m (£0.026m adverse movement). The most significant variance is a projected overspend at Montrose House of £0.422m (no movement) which relates to the net overspend on agency staff (i.e. net of underspend on employee costs). A new contract to procure agency nursing staff commenced in November which will reduce the hourly costs moving forward and this is reflected in the projection. e) Specialist Rehab wards – projected underspend of £0.014m (£0.140m favourable movement) (Redburn ward £0.093m overspend and Douglas Grant £0.107m underspend). The overspend is due to cover costs for vacancies as well as supplementary staffing for patients who require one to one support. f) Wards 1 and 2 – Projected overspend of £0.786m (£0.026m adverse movement) due to use of supplementary staffing. g) District Nursing – projected to overspend by £0.071m mainly due to an overspend on nursing supplies. h) Equipment and Adaptions – projected overspend of £0.380m (£0.080m adverse movement) including an overspend on the supply of stairlifts. 2.4 Mental Health Services Against the full-year budget of £108.758m there is a projected overspend of £1.887m (1.7%) (adverse movement of £0.919m) prior to the re-allocation of the Lead Partnership variance to East and South HSCP. The main variances are: • Learning Disabilities are projected to overspend by £0.756m (£0.032m favourable movement) across community care packages, direct payments and residential placements. This improvement reflects the positive impact of assertive reviews of care packages. • Community Mental Health services are projected to underspend by £0.365m (£0.016m adverse) across community care packages, direct payments and residential placements. The main reason for underspend is the availability and capacity of adult community providers to deliver new packages of care. • There is a projected underspend of £0.075m (£0.031m adverse movement) in relation to the cost of Hospital Based Complex Continuing Care (HBCCC), this reflects the impact of change in provision for these services. 162
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• The Lead Partnership for Mental Health is projected to be £1.560m overspent (£0.902m adverse movement) and the main variances are as follows: • Adult Inpatients – overspent by £0.442m (£0.186m favourable) due to overspends in supplementary staff for enhanced observations (1:1 and 2:1) and use of bank staff. There is a favourable impact from the opening of the adult mental health assessment hub which has seen the adult inpatient areas with reduced occupancy. • The UNPACS (Unplanned Activities) budget – projected overspend is £0.739m (£0.060m adverse movement) based on current placements. The actual cost of the future placements may be different from the estimated cost assumed in the projection. These placements are for individuals with very specific needs that require a higher level of security and/or care from a staff group with a particular skill set/competence. There are no local NHS secure facilities for women, people with a learning disability or people with neurodevelopmental disorder. This can necessitate an UNPACs placement with a specialist provider which can be out-of-area. The nature of mental health UNPACs spend is that it is almost exclusively on medium or long term complex secure residential placements which are very expensive so a small change in placements can have a high budgetary impact. Due to the complexity and risk involved, transitions between units or levels of security can take many months. Applications to approve a placement are made to the Associate Medical Director for Mental Health who needs to be satisfied that the placement is appropriate and unavoidable prior to this being agreed. A new group has been established to review the UnPACS budget and placements with a wider service representation. • Learning Disability Services – projected to underspend by £0.284m (£0.254m adverse movement). The adverse movement is due to an increased use of bank and agency staff in Ward 7A. This position is after recharging other areas on a cost basis for two outwith authority placements which have incurred additional costs in relation to usage of supplementary staffing due to sustained enhanced observations. There is a risk in relation to recovering this income as the two areas receiving the charges are currently refusing to pay and legal advice is being sought. The projected income due from prior and the current year is £2.308m. • Elderly Inpatients – projected overspend of £0.528m (£0.113m adverse movement) due to the use of supplementary staffing. The elderly mental health wards continue to operate at full occupancy and at times 163
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with waiting lists, with several patients who are on enhanced observations and bank costs remain high. • Eating Disorders – projected to overspend by £0.104m (£0.104m adverse movement) due to the staffing level being higher than the funding allocation. This will be considered alongside the overall resource allocation for future years. • Psychiatry – is projected to overspend by £0.200m (£0.200m adverse movement) due to the use of agency staff. A mitigation plan is being developed. • MH Pharmacy – is projected to overspend by £0.661m (£0.076m adverse movement) due to increased demand and cost of medicines and in particular the cost of Buvidal. ▪ Innovation Fund – projected underspend of £0.112m due to slippage within some of the projects and not all of the funding has been allocated. • The turnover target for vacancy savings for the Lead Partnership is held within the Lead Partnership as this is a Pan-Ayrshire target. There is a projected over recovery of the vacancy savings target of £0.500m (£0.319m adverse movement) in 2024-25. Further information is included in the table below: Vacancy Savings Target (£1.116m) Projected to March 2025 £1.616m Over/(Under) Achievement £0.500m 2.5 Children and Justice Services Against the full-year budget of £43.958m there is a projected overspend of £1.758m (4%) (£0.070m adverse movement) and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £2.313m (£0.262m adverse movement). Some of these costs are offset by the contribution from the Home Office for Unaccompanied Asylum-Seeking Children which is detailed below. The main areas within this are noted below: • Following budget investment of £4m the children’s residential placements are overspent by £1.988m (£0.090m adverse movement) based on 30 placements at month 7. This demonstrates a reduction of 7 places since the start of the financial year. There are a number of factors leading to this challenging position: 164
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• We have 32 places available in our internal children’s houses, due to demand these have been operating at 100% occupancy for some time, leading to increased use of external placements where residential care is required. • The requirement to support Unaccompanied Asylum-Seeking Children (UASC) under the National Transfer Scheme and to support trafficked young people who have been identified in North Ayrshire. • A number of young people in residential care have requested Continuing Care, whereby a young person can remain in their placement until age 21. • Where appropriate young people are placed to meet their educational needs, the cost of Residential School Placements in the most cases is shared 50/50 with Education services. • Contractual inflation has increased the projected costs of residential places which is outwith the control of the service. Children’s Services are continuing to work with other services including Education and Housing to address the challenges through the work of the ‘Brighter Pathways’ Programme Board and associated workstreams. This forms part of the Transformation Plan which was approved at the March IJB. • Looked After and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.721m underspent (£0.040m adverse movement). • Children with disabilities – there is a net projected overspend of £0.641m (£0.059m adverse movement) across residential placements, direct payments and community packages. The adverse movement is due to the confirmed costs of a recent placement being higher than previously estimated. • Residential respite – placements are overspent by £0.135m (no movement). These short-term placements are used to prevent an admission to full time care or to avoid placement breakdown. • Employee costs – are projected to overspend by £0.200m (adverse movement of £0.028m), largely due to staffing levels in the children’s houses. b) Head of Service – is projected to underspend by £0.842m (£0.167m favourable movement). This consists of a projected overspend due to the planned saving of £0.233m in relation to the staff reconfiguration in the children’s houses which was not achieved in 23-24 and this is offset by the grant funding in relation to Unaccompanied Asylum-Seeking Children, which is projected to amount to £1.060m (£0.096m favourable movement) and which contributes to costs incurred across a number of C&F service areas. 165
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c) C&F Health Team – is projected to overspend by £0.232m (£0.014m favourable movement) mainly in relation to the Band 6 to 7 regrade for Health Visitors and the progression of posts up the Band 7 scale. 2.6 ALLIED HEALTH PROFESSIONALS (AHP) The non-employee costs element of the AHP services are projected to be on-line. All underspends in employee costs have contributed to payroll turnover. 2.7 CHIEF SOCIAL WORK OFFICER This is projected to be on-line. 2.8 MANAGEMENT AND SUPPORT Management and Support Services are projected to underspend by £2.958m (£0.092m favourable) and the main areas of underspend are: • There is projected slippage on the LD and MH transition funding of £0.880m (£0.097m favourable) due to delays in children transitioning into adult services and actual costs being less than estimated. This involves complex planning by services with service users and families and can change over time based on assessed need when moving into adult services. • The 2024-25 budget included a budgeted deficit on the social care side of £0.437m which is offset by a budgeted surplus of £0.437m on the health side of the budget. The net impact is neutral, but Appendix A shows this position for each element. • Blue Badge income – a projected over recovery of £0.035m. • Software licences – a favourable movement of £0.031m (Carefirst) • Medical fees and other supplies– favourable movement of £0.034m • An over-recovery of payroll turnover of £1.686m for social care services and an over-recovery of payroll turnover of £0.317m for health services as outlined in the table below. The turnover targets and achievement for the financial year for Health and Social Care services outwith the Lead Partnership is noted below: Social Care Health Vacancy Savings Target (3.301m) (1.522m) Projected to be achieved by March 2025 4.987m 1.839m Over/(Under) Achievement 1.686m 0.317m The areas contributing to the health and social care vacancy savings are spread across a wide range of services with vacancy savings being achieved in most areas. 166
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As part of the recovery plan, the vacancy scrutiny group has been enhanced with the Heads of Service and professional leads attending. Each post is scrutinised and filled only where deemed necessary with a recruitment freeze now implemented for all non-essential posts. This has led to a significant increase in the level of turnover when projected to the year end. The turnover target for the North Lead Partnership for Mental Health services is detailed separately within the Lead Partnership information at section 2.4. 2.9 Savings Progress a) The approved 2024-25 budget included £10.290m of savings. BRAG Status Position at Budget Approval £m Position at Month 7 £m Red - 0.586 Amber 0.523 - Green 9.767 - Blue - 9.704 TOTAL 10.290 10.290 b) The main area to note is that the red savings have increased since month 6 as the saving in relation to care homes and recovery and rehab look unlikely to be achieved. Appendix B provides an overview of those service changes which do have financial savings attached to them and the BRAG status around the deliverability of each saving. 2.10 Budget Changes The Integration Scheme states that “either party may increase it’s in year payment to the Integration Joint Board. Neither party may reduce the payment in-year to the Integration Joint Board nor Services managed on a Lead Partnership basis…. without the express consent of the Integration Joint Board.” Appendix C highlights the movement in the budget position following the initial approved budget. Reductions Requiring Approval: Ref Description Amount (£000) 1 Transfer to capital re West Road (281) 2 Training Grade adjustments (51) 3 Hollybush House contract – contract ceased and funding returned (1,424) 4 Pharmacy Tariff Reduction (31) 167
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5 Huntington’s funding – return to East HSCP (5) 6 Reduction in MDT funding from estimated (316) 2.11 Pan Ayrshire Lead Partnership services and Large Hospital Set Aside Lead Partnerships: - The IJB position is adjusted to reflect the impact of Lead Partnership services. The outturn for all Lead Partnership services is shared across the 3 Partnerships on an NRAC basis. The outturn in relation to North Lead Partnership services is not fully attributed to the North IJB as a share is allocated to East and South Partnerships; similarly, the impact of the outturn on East and South led services is shared with North. At Month 7 the MH lead partnership is projected to overspend by £1.560m (£0.511m NRAC share for East and £0.446m for South). South HSCP (month 6 info) – projected overspend of £0.581m of which £0.215m will be allocated to North. The variance is mainly due to an overspend of £0.512m in the community store. This includes the costs of replacing mattresses, repairs and maintenance contract and equipment costs. There is also a projected overspend of £0.074m in the continence service and an underspend £0.006m in the Family Nurse Partnership. East HSCP (month 7 info) - projected underspend of £0.200m (£0.160m adverse) in total (of which £0.074m will be allocated to North). The main variances are: Allied Health Professions (Lead Partnership) There is a projected underspend of £0.258m (£0.302m at month 6) on AHP services hosted by East Ayrshire for the current year, which mainly relates to staffing savings in Physiotherapy / MSK and Podiatry services and is partially offset by increased Orthotics costs. The projected outturn movement from month 6 relates to planned recruitment to vacant posts in the current financial year. Primary Care and Out of Hours Services (Lead Partnership) There is a small projected overspend of £0.044m (£0.064m projected underspend at month 6) on the Primary Care Lead Partnership budget, with additional costs in Out of Hours services £0.364m (£0.321m at month 6), with work ongoing to mitigate increased costs as far as possible over the course of the 2024/25 financial year and going forward, as well as additional Primary Care contracting and support costs £0.041m (£0.027m at month 6). These additional costs are largely offset by a projected underspend in Dental services totalling £0.346m (£0.344m at month 6), where staffing numbers are running at less than establishment. Recruitment over the remainder of the financial year has the potential to impact further on the projected outturn position. 168
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Prison and Police Healthcare (Lead Partnership) The £0.084m (£0.101m at month 6) projected underspend at month 7 is largely due reduced staffing costs (at month 7 average actual WTE 30.50 v budgeted WTE 35.15), partially offset by increased prescribing costs £0.293m, which includes more expensive opioid replacement therapy costs which is an unbudgeted cost in 2024/25. Other Services (Lead Partnership) The £0.098m (£0.106m at month 6) projected overspend is due to increased Area Wide Evening Services costs, mainly due to additional staffing costs including high use of bank staff. Work is ongoing to reduce costs as far as possible in the current financial year and going-forward. Set Aside: - Work has been undertaken with partnerships to progress and develop set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. 1. Further work has been undertaken through the Ayrshire Finance Leads group to establish baseline resources for each partnership and how these compare to the NRAC “fair share” of resources. Ayrshire Finance Leads have now agreed a baseline methodology for set aside budgets which involves using the four full years prior to the pandemic, 2016/17 – 2019/20 inclusive. The HSCPs require to agree their final share of the baseline with each other, however the aggregate will remain unchanged. The table below shows the cost of the historic baseline at 2022/23 prices. IJB Baseline at 2022/23 prices (£) East 26,215,888 North 35,007,962 South 28,371,789 Total 89,595,639 The annual budget for Acute Services is £452.0 million. The directorate overspent by £20.4 million after 7 months. This was caused by overspends on agency medical and nursing staff, together with drug expenditure including the New Medicines Fund, equipment and supplies. These have been required due to the level of operational pressure being experienced, in common with many other areas in Scotland. Whilst unfunded beds remained open across both main hospital sites during October, progress is now being made in reducing these with commensurate financial improvement expected to follow. 169
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There is a material underlying deficit caused by: • Unachieved efficiency savings • Length of Stay (LoS) and emergency admission rates in NHS Ayrshire and Arran acute hospitals are above the Scottish average. • High expenditure on medical and nursing agency staff, high rates of absence and vacancies causing service pressure. • Delayed transfers of care and high acuity of patients. The IJBs and the Health Board work closely in partnership to maintain service and improve performance. Initial work has commenced to develop a joint strategic commissioning plan for the provision of unscheduled care services, which will outline these services will be delivered over the medium-term using the set aside resources available. This will support a shift in the balance of care into the community and support a reduction in the number of acute beds. 2.12 FINANCIAL RISKS There are a number of financial risk areas that impact or may impact on the financial position. • The recent announcements by Scottish Government in relation to public sector finances and in-year spending reductions will impact on current and future funding, including for 2024-25 pay awards, which have recently been settled for local government and NHS but the funding position is not yet clear. • Continued growing demand for services. • Staff recruitment and retention challenges across a number of service areas. • The provider market and the ongoing ability to source packages of care for service users. • The expectation that performance will continue to be maintained or improved despite the significant resource challenges, for example the joint mission for delayed discharge improvement. • Ongoing delivery costs of Scottish Government policy directives, particularly where these are not fully funded or inflation proofed. • The ongoing review of the Integration Scheme. • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this. • The wider system financial challenges, especially the financial position of NHS Ayrshire and Arran Health Board, their financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges last financial year. • The recurring underlying levels of overspend which may impact on the Partnership’s ability to continue to sustain service levels in the future. 170
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• The IJB free general fund reserves are estimated to be fully used during this financial year, leading to an increased risk of requiring additional in-year financial contributions from NHS Ayrshire and Arran and North Ayrshire Council to break even. • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs. • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas. • The use of supplementary staffing for enhanced observations across a number of service areas. • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges. • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re- grade, protected learning time and reduction to the working week. Non- recurring funding has been provided to meet costs associated with this but it is unclear whether this will be sufficient. • Scot Excel inflationary increases for children’s service are significantly higher than assumed. • There is a risk in relation to recovering recharge income in relation to the LD Assessment and Treatment patients from outwith Ayrshire. These risks will continue to be monitored during 2024-25. 2.13 RESERVES The IJB reserves position is summarised in the table below. General Fund Reserve Earmarked Reserves Total Unearmarked External Funding HSCP £m £m £m £m Balance – 1 April 2024 0.357 3.379 1.774 5.510 Anticipated Drawdown (0.357) (3.379) (1.202) (4.938) Balance – 31 March 2025 - - 0.572 0.572 The £1.774m HSCP earmarked reserve relates to the Service Redesign and Change Fund which is fully committed. Further detail on the reserves is given in Appendix D. 171
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2.14 Financial Recovery Plan The IJB set a balanced budget for 2024/25 on 14th March 2024. This did not require any draw on reserves but did include the approval of £10.290m of savings to achieve financial balance. Following the finalisation of the 2023/24 outturn position, the IJB agreed some initial recovery actions at the meeting in June. In line with the requirements of the integration scheme, work has continued to develop the financial recovery plan and identify further targets for financial improvements. The current plan is outlined in full at Appendix E. There has been progress towards some of the targets, and these are already reflected in the current projected outturn of £6.190m overspend. Further work is required to deliver on the balance of these targets as well as the additional targets which have now been identified. Services will work towards implementing the recovery plan to deliver on these cost reduction targets while carefully managing the level of risk. This will include the preparation of equality impact assessments. It is recognised that there needs to be further savings identified to move towards a breakeven position. Any decisions to implement changes which have significant impact on service delivery and the wider system will be discussed at the Finance Working Group before being brought back to the IJB for further approval as part of the financial recovery plan. MANAGEMENT ACTIONS/CONTROLS: Other management actions which have been implemented include: • Review of expenditure authorisation levels across the Partnership and escalation of specific decisions to senior officers. In particular, a new governance group has been introduced, involving the Director and Heads of Service, to oversee the agreement of higher value packages of care (above £40,000 per annum). • Staff communication in relation to discretionary/non-essential spend. • Review of temporary posts and robust vacancy management/approval. The vacancy scrutiny group now has representation from all of the Heads of Service and a recruitment freeze will be implemented for all but essential frontline posts. • Restrictions on all but essential overtime working. • Ongoing review of future year savings or transformation programmes to identify scope for acceleration. • Maximise opportunities from the recently reopened Independent Living Fund (ILF) Scotland. 172
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GOVERNANCE: • In order to facilitate greater scrutiny of the financial position and the delivery of the financial recovery plan during 2024/25, the IJB agreed at the June meeting to establish a ‘Finance Working Group’, chaired by the IJB Vice Chair. The Director and Heads of Service will be members of the group. This will meet monthly to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. Meetings have now been scheduled to the end of the year. To date the Finance Working Group has met three times and covered care at home, care homes, charging income, financial inclusion, an overview of the budget and the Brighter Pathways project. The next meeting will review Complex Care, Addictions Prescribing and an update to the Medium-Term Financial Outlook. • Strengthened support from Finance Team to front line services and increased engagement with Heads of Service and Senior Management Teams, including line by line reviews of all budget areas. Review and enhancement of frequency and level of financial information provided to support oversight and decision making in line with financial constraints, with an added focus on areas of underspend to maximise opportunities to delay or stop spend and contribute to the overall financial challenge. INTEGRATION SCHEME The Integration Scheme describes the required approach where there is a projected overspend: The Chief Officer will deliver the Outcomes within the total delegated resources (paid and Set Aside) and where there is a forecast overspend against an element of the operational budget, the Chief Officer, the Chief Finance Officer of the Integration Joint Board and the appropriate finance officers of the Parties must agree a recovery plan to balance the overspending budget, which recovery plan shall be subject to the approval of the Integration Joint Board. If the recovery plan is not successful the Parties will consider making interim funds available based on the agreed percentage contribution for joint responsibilities, as outlined above, with repayment in future years on the basis of a revised recovery plan agreed by the Parties and Integration Joint Board. There is an increasing risk to achieving financial balance during 2024-25, the projected outturn position is summarised below with the residual risk following already identified financial improvement actions and illustrates the current estimated risk exposure to the IJBs funding partners: 173
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Split TOTAL Health/NHS AA Social Care/NAC Projected Overspend @ mth7 £6.190m £1.288m £4.902m Less Financial Recovery Plan Projections £2.577m £0.223m £2.354m Residual Risk £3.613m £1.065m £2.548m 3. PROPOSALS 3.1 Anticipated Outcomes Continuing to closely monitor the financial position will allow the IJB to take corrective action where required to deliver services in 2024-25 from within the available resource, thereby limiting the financial risk to the funding partners. The transformational change programme will have the greatest impact on the financial sustainability of the partnership, the IJB require to have a clear understanding of progress with the delivery of the transformation plan. 3.3 Measuring Impact Ongoing updates to the financial position will be reported to the IJB throughout 2024- 25. 4. IMPLICATIONS 4.1 Financial The outturn is an overall year-end overspend of £6.190m (1.9%). The report outlines the main variances for individual services. The IJB unearmarked reserve balance is projected to be zero by the end of the financial year and there is an ongoing risk in relation to the £3.613m of the overspend where financial recovery improvement actions require to be identified. This current position poses a financial risk to North Ayrshire Council and NHS Ayrshire and Arran. 4.2 Human Resources The report highlights vacancy or turnover savings achieved during the year. Services will review any staffing establishment plans and recruitment in line with normal practice when implementing service change and reviews as per agreement with the IJB. Tight vacancy scrutiny management arrangements are in place for the HSCP. 4.3 Legal None. 4.4 Equality/Socio-Economic None. 4.5 Risk Para 2.12 highlights the financial risks. 174
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The report falls in line with the agreed risk appetite statement which is a low-risk appetite in respect to adherence to standing financial instructions, financial controls and financial statutory duties and a high-risk appetite in relation to finance and value for money. The ‘financial viability of the HSCP’ risk on our strategic risk register has increased the risk score to reflect the 23/24 outturn and current projected 24/25 overspend. 4.6 Community Wealth Building None. 4.7 Key Priorities The ability to deliver on our strategic priorities may be compromised due to the greater financial risk faced in 2024-25 and the increased focus required on financial rather than service improvement. This will be kept under close scrutiny throughout 2024-25. If we are unable to successfully develop a financial recovery plan to achieve financial balance, consideration may be given to revising the strategic commissioning plan. 5. CONSULTATION 5.1 This report has been produced in consultation with relevant budget holders and the Partnership Senior Management Team. 5.2 The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director of Finance and North Ayrshire Council’s Head of Finance after the report has been finalised for the IJB. Caroline Cameron, Director Author – Paul Doak, Head of Finance and Transformation Eleanor Currie, Principal Manager Finance [pdoak@north-ayrshire.gov.uk/eleanorcurrie@north-ayrshire.gov.uk]- 175
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PUBLIC INFORMATION 2024-25 Budget Monitoring Report–Objective Summary as at 31st October 2024 Appendix A Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 COMMUNITY CARE AND HEALTH 71,092 76,226 5,134 19,711 20,812 1,101 90,803 97,038 6,235 6,143 92 : Locality Services 30,262 31,787 1,525 5,628 5,699 71 35,890 37,486 1,596 1,541 55 : Community Care Service Delivery 36,761 39,548 2,787 0 36,761 39,548 2,787 2,805 (18) : Rehabilitation and Reablement 2,124 2,508 384 0 2,124 2,508 384 327 57 : Long Term Conditions 917 946 29 9,891 10,771 880 10,808 11,717 909 931 (22) : Community Link Workers 334 328 (6) 0 0 0 334 328 (6) 0 (6) : Integrated Island Services 694 1,109 415 4,192 4,342 150 4,886 5,451 565 539 26 MENTAL HEALTH SERVICES 34,128 34,530 402 74,630 76,115 1,485 108,758 110,645 1,887 968 919 : Learning Disabilities 25,690 26,446 756 555 555 0 26,245 27,001 756 787 (31) : Community Mental Health 6,416 6,051 (365) 1,794 1,794 0 8,210 7,845 (365) (381) 16 : Addictions 2,022 2,033 11 1,991 1,991 0 4,013 4,024 11 10 1 : HBCCC 0 0 0 353 278 (75) 353 278 (75) (106) 31 : Lead Partnership Mental Health NHS Area Wide 0 0 0 69,937 71,497 1,560 69,937 71,497 1,560 658 902 CHILDREN & JUSTICE SERVICES 38,783 40,309 1,526 5,175 5,407 232 43,958 45,716 1,758 1,688 70 : Irvine, Kilwinning and Three Towns 2,978 3,017 39 0 0 0 2,978 3,017 39 54 (15) : Garnock Valley, North Coast and Arran 3,097 3,134 37 0 0 0 3,097 3,134 37 31 6 :Intervention Services 1,622 1,622 0 0 0 0 1,622 1,622 0 4 (4) : Care Experienced Children & Young people 27,127 29,440 2,313 0 0 0 27,127 29,440 2,313 2,051 262 : Head of Service - Children & Families 1,074 232 (842) 0 0 0 1,074 232 (842) (675) (167) : Justice Services 2,472 2,472 0 0 0 0 2,472 2,472 0 0 0 : C&F Health Team 413 392 (21) 4,447 4,679 232 4,860 5,071 211 223 (12) : Lead Partnership NHS Children's Services 0 0 0 728 728 0 728 728 0 0 0 CHIEF SOCIAL WORK OFFICER 1,538 1,544 6 0 0 0 1,538 1,544 6 (1) 7 PRIMARY CARE 0 0 0 53,109 53,186 77 53,109 53,186 77 0 77 ALLIED HEALTH PROFESSIONALS 0 10,876 10,877 1 10,876 10,877 1 0 1 MANAGEMENT AND SUPPORT COSTS 10,620 8,454 (2,166) 4,569 3,777 (792) 15,189 12,231 (2,958) (2,866) (92) OUTTURN ON A MANAGED BASIS 156,161 161,063 4,902 168,070 170,174 2,104 324,231 331,237 7,006 5,932 1,074 Over/ (Under) Spend Variance at Period 6 Movement in variance from Period 6 TOTAL Partnership Budget - Objective Summary Council Health 2024/25 Budget 176
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PUBLIC INFORMATION TOTAL Budget Budget Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Return Hosted Over/Underspends East 0 0 0 0 (511) (511) 0 (511) (511) (215) (296) Return Hosted Over/Underspends South 0 0 0 0 (446) (446) 0 (446) (446) (188) (258) Receive Hosted Over/Underspends South 0 0 0 0 215 215 0 215 215 215 0 Receive Hosted Over/Underspends East 0 0 0 0 (74) (74) 0 (74) (74) (133) 59 OUTTURN ON AN IJB BASIS 156,161 161,063 4,902 168,070 169,358 1,288 324,231 330,421 6,190 5,611 579 Over/ (Under) Spend Variance at Period 6 Movement in variance from Period 6 Partnership Budget - Objective Summary 2024/25 Budget Council Health 177
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PUBLIC INFORMATION 2024-25 Savings Tracker Appendix B Social Care: Description Deliverability Status at budget setting Deliverability Status at Month 7 2024/25 Saving Description of the Saving Children, Families & Criminal Justice Service redesign Amber Blue 0.123 Restructure areas of specialist service provision including substance use and corporate parenting, embedding the roles and functions of those teams within our locality-based early intervention approaches and strategic planning including engagement. Community Care & Health Review of Day Care provision Amber Blue 0.100 Carry out a review and streamline day care provision. Sensory Impairment Team Green Blue 0.062 Remove the dedicated management post and realign the team into core social work teams. Care Home places Green Red 0.375 Reduce the number of funded care home places by 15, leaving budgetary provision for 765 places at average cost. Charging for community alarm provision to sheltered housing tenants Amber Blue 0.200 Introduce a charge for community alarm provision in council sheltered housing units to ensure an equitable approach across all housing tenures. Montrose House capacity Green Red 0.111 Restrict the capacity at Montrose House care home to the current level of residency. Voluntary Early Release Green Blue 0.174 Recurring savings achieved by the release of back-office staff through the council's voluntary early release scheme. Carers Strategy funding Green Blue 0.384 Utilise the remaining Carer's Strategy funding to invest in respite provision and short breaks for carers and to support existing investments in services which support unpaid carers. Increase to charging Green Blue 0.131 Increase charges for non-residential care by 10% and charges for residential care by 5% Remove vacant posts Green Blue 0.280 Remove a number of vacant posts across support services. Employers' superannuation contributions Green Blue 7.238 Align the budget to the new employer superannuation contribution rates from 1st April 2024. Payroll Turnover Green Blue 0.077 Increase targets for payroll turnover through the recruitment process. TOTAL SOCIAL CARE SAVINGS 9.255 North Ayrshire Health and Social Care Partnership 2024/25 Savings Support Services and Partnership-wide savings 178
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PUBLIC INFORMATION Health: Description Deliverability Status at budget setting Deliverability Status at Month 7 2024/25 Saving Description of the Saving Hospital Based Complex Continuing Care (HBCCC) provision Green Blue 0.500 Align the budget to the level of ongoing need for HBCCC provision. Increase recharge to East Ayrshire for beds at Woodland View Green Blue 0.021 Apply an inflationary increase to the recharge to East Ayrshire HSCP. Community Recovery and Rehab provision Amber Red 0.100 Review and streamline a range of current provisions to remove duplication. Enhanced ICT Green Blue 0.100 Carry out a review of the service delivery model and release recurring staffing savings. Payroll Turnover Green Blue 0.314 Increase targets for payroll turnover through the recruitment process. TOTAL HEALTH SAVINGS 1.035 TOTAL NORTH HSCP SAVINGS 10.290 179
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PUBLIC INFORMATION 2024-25 Budget Reconciliation Appendix C COUNCIL Period Permanent or Temporary £'m Initial Approved Budget 156.190 Adjustments to baseline (0.574) Less Resource Transfer 23/24 (24.640) Revised Budget 130.976 Resource Transfer 24/25 1-3 P 24.919 Realign Girfec Team To Connected Communities1-3 P (0.073) ICT Budget Transfers 1-3 P (0.006) CJSW Funding 2425 1-3 T 0.053 Childrens Living Wage Allocation 1-3 T 0.525 ICT Budget Transfers 6 P -0.002 ICT Budget Transfers 6 P -0.003 Post Realigned from the Policy, Performance & Elections Team 6 P 0.059 Transfer to FM Services re Cleaning Services at West Road 6 P -0.01 Transfer to Capital re West Road 7 T -0.281 Transfer from NAC Commercial Waste 7 T 0.007 Roundings 7 -0.003 156.161 HEALTH Period Permanent or Temporary £'m Initial Budget exc set aside 157.894 Add Resource Transfer 23/24 24.640 Month 10-12 Adjustments and adjusting for the full year impact of part years amounts and temporary funding. (0.033) Revised Budget P 182.501 Add resource Transfer 24/25 (24.919) North Superannuation 24/25 uplift 1 1.134 MH: ANTICIPATE HOLLYBUSH COMBAT STRESS 24/25 1 1.424 MH: ANTICIPATE DELIVERY OF VETERAN SPECIFIC 24/25 1 0.105 MH: ANTICIPATE PERINATAL MH, INFANT MH (INCL MNPI) 24/25 1 0.750 Training grade ADJ - April 1 0.063 Pecos Nurse Post 1 (0.018) Script Switch To Pharmacy 1 (0.002) Breastfeeding Pay Award - South 2 0.005 Nest - South 2 0.066 24-25 Bwg Foxgrove North 2 0.033 24-25 E Bwp Breast Feeding - North 2 0.005 24-25 E Bwp Huntingtons North 2 0.005 24-25 E Bwp Nest North 2 0.066 Phlebotomy Admin Returned 2 0.005 23-24 - 50% North Share to East - Tier 3 Weight Management 2 (0.077) 24-25 North Share to East - Tier 3 Weight Management 2 (0.022) Social Care Budget Reported at Month 7 180
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PUBLIC INFORMATION COUNCIL Period Permanent or Temporary £'m Anticipate Adp Afc Pay Uplift 3 0.091 Anticipate Adp Drug Prevalence 3 0.084 Anticipate Adp Lived & Living Exp 3 0.013 Anticipate Adp Mat 3 0.250 Anticipate Adp National Mission 3 0.296 Anticipate Adp Residential Rehab 3 0.134 Anticipate Adp Whole Family Approach 3 0.094 Training Grade Adj - Jun 3 (0.054) Ambush North Rx 3 1.573 Ambush North Rx Cres 3 (1.477) 24-25 North Budget Paper - Office 365 (to East) 3 (0.073) 24-25 North Budget Paper - Prison Pharm Contract (to East) 3 (0.093) South Mat Funding - Psychiatrist 3 0.029 Hd198: Early Intervention In Psychosis/ Body Image And Social Media Resource 3 0.242 Hd203: Digital Mental Health Programme Licence & Support 3 0.005 Reduction to the Working Week (mth 2 - 4) 4 0.105 Post to medical records 4 (0.037) HD107: breast Feeding project funds 4 0.056 BBV 4 0.280 Rww 1/2 Hour Overtime M5 5 0.006 Min Anp Allocation 5 0.020 Ml: Nr Prog - Mappa 5 0.004 Training Grade Adj - August 5 0.051 Training Grade Vac Adj - August 5 (0.025) MH: Return Hollybudh anticipated budget back to reserves 24/25 5 (1.424) HD271: Combat Stress Clinical services for Veterans 5 0.583 Reduction to the Working Week 1/2 Hour Overtime M6 6 0.002 Hd283 24-25 Pharmacy Tariff Red 6 (0.031) Reduction to the Working Week 1/2 Hour Overtime M7 7 0.003 Afc Partnership Pay Award 7 4.710 Training Grade Adj - October 7 (0.026) 24-25 E Bwp Huntington's North - Return To East 7 (0.005) Mh - Afc Reform Reduced Working Week 7 0.037 Pharmacy Tarrif reduction reinstated 7 0.031 Return Anticipated MDT 7 (0.316) MDT reduction by SG 7 0.179 Anticipated budgets assumed in the report but not yet allocated 7 1.628 Roundings 7 0.001 168.070 TOTAL COMBINED BUDGET 324.231 Health Budget Reported at Month 7 181
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PUBLIC INFORMATION 24-25 IJB Reserves Position Appendix D Area of Reserves Balance at 31 March 2024 2024-25 Anticipated Draw Downs Projected Balance at 31 March 2025 : Alcohol & Drug Partnership 641 (641) 0 : Mental Health Action 15 57 (57) 0 : Service Redesign / Challenge Fund 1,774 (1,202) 572 : Community Living Change Fund 377 (377) 0 : Family Wellbeing Fund 1,313 (1,313) 0 : Wellbeing Fund 50 (50) 0 : Breast Feeding Network 26 (26) 0 : MH Recovery and Renewal 546 (546) 0 : Buvidal 23 (23) 0 : Brooksby 5 (5) 0 : Cossette Funding 4 (4) 0 : Expansion of Primary Care Estates 55 (55) 0 : GP Premises Improvements - tranches 1 and 2 63 (63) 0 : Mental Health Wellbeing in Primary Care 81 (81) 0 : Dental Practice Improvement 29 (29) 0 :Appropriate Adult Scheme 2 (2) 0 :Adult Tier 3 Weight Management Service 19 (19) 0 : Phlebotomy 22 (22) 0 : LD Health Checks 66 (66) 0 Total Earmarked 5,153 (4,581) 572 Unallocated General Fund 357 (357) 0 General Fund 5,510 (4,938) 572 Earmarked Funds 182
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PUBLIC INFORMATION Financial Recovery Action Plan Appendix E FINANCIAL RECOVERY PLAN £m £m £m Projected Overspend at Month 7 6.190 SERVICE AREA Cost reduction target Achieved in projected outturn Still to be achieved Target set? Health and Community Care Reduce care home placements in line with budget saving (0.700) 0.000 (0.700) June IJB Reduce CAH capacity/delay recruitment/in- house efficiencies (0.850) (0.655) (0.195) June IJB Community Wards - reduce supplementary staffing and review bed capacity (0.500) (0.361) (0.139) June IJB MH and LD (North Ayrshire) Freeze adult community support approvals outwith transitions 0.000 0.000 0.000 June IJB Respite provision - ensure use of in-house capacity is maximised 0.000 0.000 0.000 June IJB HBCCC mitigation plan (0.075) (0.075) 0.000 August IJB MH and LD (Lead Partnership) Ward staffing (adults/elderly inpatients) (0.300) (0.083) (0.217) August IJB Psychiatry (use of agency) (0.312) (0.312) 0.000 August IJB CEDS/CAMHS (0.202) (0.202) 0.000 August IJB North Ayrshire share (38.6%) (0.314) (0.230) (0.084) Children and Families Reduce children's external placements - early reduction from Brighter Pathways work (0.500) (0.500) 0.000 June IJB Additional target re-residential placements (0.500) (0.139) (0.361) August IJB Additional target re-residential placements (0.225) 0.000 (0.225) September IJB Reduce investment in C&F social work via service redesign fund (0.300) 0.000 (0.300) September IJB Cross Partnership Vacancy management and temporary posts (0.500) (0.500) 0.000 June IJB Use of remaining reserve balance (0.357) 0.000 (0.357) August IJB Review of earmarked reserves (0.216) 0.000 (0.216) September IJB Target Achieved Outstanding (5.037) (2.460) (2.577) Remaining projected overspend 3.613 183
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PUBLIC INFORMATION Bank and Agency Costs to Month 7 Appendix F 1) NHS 4863 (Registered) 4864 (Unregistered) 4853 (Registered) 4854 (Unregistered) 4865 (Agency Locum Consultant) 4867 (Agency Locum Spec Registrar) TOTAL NORTH CORE SLT ADULT 8,393 8,393 WARD 1 WOODLANDS VIEW 40,990 254,220 295,209 WARD 2 WOODLANDS VIEW 30,232 193,974 224,206 ACH REDBURN REHAB WARD NRS 7,073 67,488 74,561 ACH DOUGLAS GRANT REHAB WD NRS 8,659 39,873 530 709 49,771 WARD 3 WOODLANDS VIEW NURSING 27,404 209,737 1,589 185 238,916 WARD 4 WOODLANDS VIEW NURSING 31,764 176,007 207,771 NEW CLONBEITH NURSING(JURA) 79,693 65,452 145,144 WVIEW THE GLEN ECT - 1,989 1,989 WVIEW WARD 10 ACUTE MH NRS 35,517 43,731 79,249 WVIEW WARD 8 ACUTE MH NRS 23,146 466,912 251 490,308 WARD 5 WOODLANDS VIEW 19,514 19,267 38,781 WVIEW WARD 7B REHAB MH NRS 2,103 2,103 NEW DUNURE NURSING(CLONBEITH) 30,452 97,807 128,259 MH BED MANAGEMENT 972 972 TRINDLEMOSS 46,015 109,409 155,425 ARRAN HOSPITAL NURSING 18,485 22,467 13,091 54,044 CAMHS MANAGEMENT 1,943 1,943 CAMHS UNSCHEDULED CARE 4,681 4,681 EARLY YRS-C/F TEAM 2 290 290 IMMUNISATION NURSING 30,026 18,899 48,925 ARRAN HV 506 506 PACKAGE OF CARE (P) - CY - 17,794 17,794 PACKAGE OF CARE (P) - AMG - 44,441 44,441 PACKAGE OF CARE (P) - LMO 5,154 5,154 ARRAN DN 235 235 NC POC TEAM 2 529 529 NC POC TEAM 3 - 2,548 2,548 THREE TOWNS DN 9,906 161 10,068 IRVINE DN 15,398 15,398 NORTH WEST COAST DN 4,037 99 4,136 GARNOCK VALLEY DN 67,120 67,120 NORTH DN TEAM LEADERS 4,286 4,286 LADY MARGARET NURSING 10,957 5,351 16,307 PREVENTION + SERVICES SPT TEAM 1,481 1,481 MH UNPACS (PRIVATE) - - LD HEALTH CHECKS 85,491 85,491 NORTH CLDT 429 429 LDS MANAGEMENT 4,100 4,100 NORTH PARTNERSHIP ADMIN MH 13 13 MHS INPATIENT MGT 18,468 18,468 CMHT NURSING-NORTH AYRSHIRE - 8,439 8,439 WVIEW WARD 7C FORENSIC REHAB N 5,340 78,699 84,040 DAY ACTIVITIES TEAM 227 227 INTENSIVE COMMUNITY NURSING TEAM 21,003 21,003 ADULT MENTAL HEALTH LIASION TEAM 2,295 2,295 PCMHT NORTH 1,663 1,663 WVIEW WARD 6 LOW SECURE NRS 46,566 139,849 186,415 WARRIX AVE 13,994 23,125 37,119 ACTION 15 - ADULT LIAISON 8,815 8,815 NORTH CORE SLT PAEDS 1,483 1,483 FORENSIC PSYCHOLOGY 2,062 2,062 ICFN - COMMUNITY PHLEBOTOMY - 7,173 7,173 WVIEW WARD 7A LD A+T NRS 12,979 459,760 2,966 6,616 482,321 WVIEW WARD 9 ACUTE MH NRS 27,435 120,263 147,698 WVIEW WARD 11 ACUTE MH NRS 50,361 168,568 257 219,186 ADULT EAST 61,819 61,819 ADULT SOUTH 101,661 91,984 193,645 853,687 2,870,934 18,351 8,018 163,480 91,984 4,014,847 2) SOCIAL CARE Month 7 Agency Cost Montrose House 535,821 Children Acm - Irvine 1,188 Mh Acm 88,695 Ld Acm 20,550 TOTAL 646,253 Bank Agency 184
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NORTH AYRSHIRE COUNCIL 21 January 2025 Cabinet Title: Local Housing Strategy 2023–2028: Progress Update Purpose: To provide Cabinet with an annual update on progress of the Local Housing Strategy 2023-2028 and to seek approval for the update to be submitted to Scottish Government. Recommendation(s): It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan; (ii) approves the addition of the action detailed in Appendix 2; and (iii) approves submission of the LHS update to the Scottish Government. 1. Executive Summary 1.1. The Housing (Scotland) Act 2001 places a statutory duty on local authorities to produce a Local Housing Strategy that sets out its strategy, priorities, and plans for the delivery of housing and related services. 1.2. The North Ayrshire Local Housing Strategy 2023–2028 was approved by Cabinet on 13 June 2023 and sets out the strategic priorities for tackling housing issues in the area during the five-year period. 1.3. The Local Housing Strategy enables the Council to monitor progress against national and local priorities. It is a statutory requirement for a Local Housing Strategy to be kept under review; the Scottish Government expects all local authorities to review and report on progress annually. 1.4. This report provides an overview on progress made to date on the delivery of the Local Housing Strategy 2023-2028. 1.5. Members are invited to note the contents of the report; approve the addition of the action as detailed in Appendix 2; and approve submission of the LHS update to the Scottish Government. 2. Background 2.1. The Housing (Scotland) Act 2001 sets out local authorities’ duties to prepare a Local Housing Strategy which details the Council’s strategy, priorities, and plans for the delivery of housing and related services. The 2001 Act states that the Local Housing Strategy must be: • supported by an assessment of housing provision, including the need and demand for housing-related services; • submitted to Scottish Ministers; and Agenda Item 8 185
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• kept under review by the Council. 2.2. The Scottish Government expects all local authorities to review and report on progress annually. 2.3. The North Ayrshire Local Housing Strategy 2023-2028 was approved by Cabinet on 13 June 2023 and sets out the strategic ambition for Housing in North Ayrshire: “we want all our people to live in the right homes, in great places, with access to any support services they need”. Four overarching outcomes were developed to achieve this ambition, which align to our Council Plan and the four key strategies in the Scottish Government’s ‘Housing to 2040’ vision: • Outcome 1: More homes at the heart of great places – Our places support thriving and inclusive communities; • Outcome 2: Affordability and choice – Our people have affordable homes in the places they choose to live; • Outcome 3: Affordable warmth and zero emissions – Our homes are energy efficient and release less emissions; • Outcome 4: Improving the Quality of our Homes – Our homes are in good condition and people can access any support services they need. Achievements to Date 2.4. To measure the outcomes of the Local Housing Strategy 2023-28, an action plan was developed with 41 actions having their own desired outcome and target date. Although the strategy is only in its first year of implementation, there have been a number of successes within the action plan to date. These are grouped under each of the approved LHS outcomes noted at paragraph 2.3: Outcome 1 – More homes at the heart of great places 2.5. The Local Housing Strategy aims to support the Council’s Community Wealth Building approach and Regeneration Delivery Plan to make our area more successful for everyone, improving our places, establishing thriving town centres, supporting health and well-being, and providing more opportunities for a better quality of life. Housing can make a strong contribution to regeneration by contributing to positive health outcomes and supporting a sense of community. The Council utilised their role as a major house builder in North Ayrshire to maximise local employment and training opportunities. For example, as part of the Community Benefits clause within the Harbourside, Irvine development contract, the contractor created 27 new jobs for local people, seven new apprenticeships and utilised the local supply chain of suppliers and sub- contractors. 2.6. A total of 136 new homes were delivered during 2023/24 by the Council and our Registered Social Landlord (RSL) partners as follows: Development Number of Homes Additional Comments 186
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Harbourside, Irvine 36 Harbourside regeneration opportunity aligned to Ayrshire Growth Deal investment Afton Court, Stevenston 6 Town centre regeneration and modular construction Former Police Station, Largs 12 Town centre regeneration Tarryholme, Irvine 31 Riverside development West Byrehill, Kilwinning 27 CHA development Green Street, Saltcoats 24 Town centre regeneration 2.7. Cunninghame Housing Association’s (CHA) 20-unit development at Garven Road, Stevenston concluded during October 2024. The Council’s new build project at Newhouse Drive, Kilbirnie (7 units) concluded during December 2024, the Laburnum Avenue, Beith (7 units) and St Mary’s, Largs (26 units) projects are anticipated to be completed during January 2025. 2.8. In addition, works are currently underway at the following new Council developments: • James McFarlane, Ardrossan (19 units) • Stanecastle, Irvine (31 units) • King’s Arms, Irvine (6 units) • Garnock Academy, Kilbirnie (50 units) • Ayrshire Central Hospital, Irvine (202 units) 2.9. The Council developments listed above contribute to the Council’s commitment to deliver 1,643 new homes. The Strategic Housing Investment Plan (SHIP) 2025-2030, approved by Cabinet on 3 December 2024, sets out the Council and its partners commitment to deliver new affordable homes in North Ayrshire, supporting the Scottish Government’s target to deliver 110,000 new affordable homes by 2032. 2.10. Private developers delivered 248 new homes during 2023/24 at active sites including Woodfarm, Kilwinning; North Newmoor and Montgomerie Park in Irvine; and Sharphill in Saltcoats. Persimmon Homes commenced development of sites at Mayfield Farm, Saltcoats; West Byrehill in Kilwinning and Portencross Road, West Kilbride which together will deliver over 1,000 private sector homes. In total, the latest housing land audit anticipates 1,489 private sector completions over the next 5 years. Planning Services are engaging with private housebuilders to set the Local Housing Land Requirement for LDP3, as part of the Evidence Report for the new plan. A further update will be provided to elected members during early 2025. Outcome 2 – Affordability and choice 187
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2.11. The Scottish housing system is under significant pressure with a number of local authorities having declared a housing emergency due to the unprecedented pressure to meet their statutory responsibilities towards homeless people and other priority groups in housing need. Whilst there is increasing pressure on the housing system, a range of measures are being undertaken across the housing system, including increasing housing supply, and managing the demand from homeless people by way of temporary and permanent accommodation. 2.12. North Ayrshire Council has recently experienced increasing levels of homelessness and a significant increase in demand for temporary accommodation which puts additional pressure on general housing supply. The North Ayrshire Homelessness Task Force remains focussed on homelessness prevention to ensure there are robust processes in place to ensure that the Homelessness Prevention Duties are implemented effectively. The development of the North Ayrshire Homelessness Prevention Strategy is underway and due to be launched during 2025 following the outcomes from the new Housing Bill. 2.13. North Ayrshire Council has established the Arran Housing Task Force which involves a wide range of partners to address the issues which face island residents and businesses. The taskforce aims to assess the demand for affordable housing on Arran and identify issues that may be limiting economic sustainability and growth. Working in partnership with the Scottish Government, local community groups and Registered Social Landlords who operate on the island, the task force is the recognised body that works collaboratively on issues relating to housing on Arran. 2.14. Private housing (owned by individuals or private landlords) forms 73% of all homes in the area, with the remaining 27% being owned and rented by North Ayrshire Council and local Registered Social Landlords (RSLs). The cost of buying or renting a home in North Ayrshire is much lower than the national average. 2.15. All Council commitments in relation to Home Office Resettlement programmes have been successfully completed with appropriate support provision provided. The Council currently supports 165 Ukrainian households and bought back 33 ex-local authority properties in 2023/24 utilising Scottish Government funding to be used to provide housing for Ukrainian Displaced Persons (UKDP). 2.16. When the Rapid Rehousing Transition Plan (RRTP) commenced in 2019, a target was set for North Ayrshire to create 100 Housing First tenancies over a five-year period. As at 31 March 2024 the Council has created 100 Housing First Tenancies. A full analysis of Housing First performance is to be undertaken and following the review of the outcome, a new target will be set for future years. 2.17. Five former social housing properties were purchased by the Council to increase the affordable housing supply through the SHIP 2024-2029 buyback scheme, achieving our target of purchasing five properties during 2023/24. 33 properties were also acquired for Ukrainian Displaced Persons in the last quarter of 2023/24 which were fully funded by the Scottish Government. It is recognised that purchasing ex-local authority stock is an effective way to increase social housing 188
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stock and provide value for money for the investment made and the current SHIP 2025-2030 has increased the Council’s buyback scheme to 60 properties by 2030. The Council’s developing Registered Social Landlord partners have also included buyback programmes within the SHIP, aiming to acquire a further 29 new homes. A Buy Back Strategy is under preparation and will be considered by Cabinet during 2025 to ensure that the Council continues to meet housing need across North Ayrshire and to ensure funding is maximised and value for money is demonstrated across various funding streams. Outcome 3 – Affordable warmth and zero emissions 2.18. At the design and planning stage for each new build Council development identified in the SHIP, an options appraisal is carried out to determine the most appropriate sustainability measures required to reduce fuel poverty for tenants as well as contributing towards the Council’s net zero target. 2.19. As part of the capital programme for investment for existing stock, solar PV and external wall insulation has been included in the re-roofing and re-rendering measured term contracts where appropriate to ensure tenants benefit from a better insulated home, reduced heat loss and have the ability to utilise solar panels to reduce utility bills. 2.20. The new and emerging Social Housing Net Zero Standard (SHNZS) was consulted on and responded to by North Ayrshire Council in February 2024. The new standard is likely to require increased fabric performance and replacement of ‘polluting’ heating systems with ‘clean’ heating systems in our housing stock. The proposals have significant implications for the housing asset management approach and 30-year HRA Business Plan, including cyclical replacement of heating systems and other fabric elements e.g. window, roof and insulation programmes. 2.21. A pathfinder project is in progress to review the financial, technical and customer implications associated with the emerging standard. The project focuses on the traditional housing stock built between 1945 and 1960 which makes up approximately 75% of the stock profile. A sample of properties are being selected from within this group and will be subject to detailed assessment, survey, application of a range of fabric and replacement heating solutions, engagement with tenants, and then post completion monitoring including, the thermal comfort in the property, ease of use of heating controls and utility costs for the tenant. 2.22. Two Sheltered Housing and Fuel Poverty Officer posts have been permanently embedded into the Housing Support Team to work with tenants to reduce fuel poverty. 2.23. A comprehensive review of our approach to tackling condensation, dampness and mould has been completed. Housing and Building Services staff have been trained to identify the signs of dampness and mould within a tenant’s home and are able to support early intervention when signs of dampness and mould are identified. Outcome 4 – Improving the quality of our homes 189
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2.24. The Housing Asset Management Plan (HAMP) was developed and approved during September 2023 to complement the Local Housing Strategy 2023-2028 approved in June 2023. The HAMP action plan aims to ensure the Council’s housing stock is maintained in a condition compliant with existing and proposed legislation and building standards. Progress on the action plan is reported to the Housing Asset Management Board (HAMB) on a bi-monthly basis to ensure appropriate governance mechanisms are in place to support the delivery of the action plan. 2.25. The Estate Based Regeneration Programme (EBRP) continues to deliver projects to address pockets of low demand stock; antisocial behaviour; external appearance; parking provision; road and footpath condition; fencing; landscaping; and general grounds maintenance issues. Since the introduction of this programme in 2019 there has been successful delivery of an additional 622 new parking spaces, the demolition of low demand flatted blocks to make way for new affordable housing, landscaping at four sites, a significant fencing programme, and some smaller improvement projects. 2.26. The Private Sector Housing Team continue to promote and provide a ‘pre- tenancy support service' for landlords. An event was held in June 2024, ‘Under One Roof’, where the pre-tenancy support service was promoted alongside other initiatives such as the missing shares scheme and the repairing standard. The team provide free property inspections and tenancy agreement advice which is designed to act as a preventative measure to future property condition issues and tenancy sustainment. The team will continue to explore alternative methods to promote the service more widely. 2.27. A comprehensive review of the Housing/ Homelessness delivery model was completed during 2023/24 which created an integrated approach across Housing Services. The new model, which was fully launched on 7 May 2024, ensures that every tenant will receive an annual visit to identify the current and long-term needs of our tenants. 2.28. The Sheltered Housing Reprovisioning Programme refurbishment of Barnett Court, Saltcoats completed in January 2024 and works at Cheviot Court, Irvine completed in November 2024. Work is anticipated to commence at Vineburgh Court, Irvine and Laigh Court, Beith during spring 2026, following confirmation of a heating strategy for these complexes. 2.29. In addition, a new Customer Participation Strategy 2023-28 was approved by Cabinet in June 2023 to deliver the three agreed priorities: Priority 1 – Engage and inform – ensuring two-way communication with our tenants and customers, and providing opportunities for customers to take part in ways that meet their needs; Priority 2 – Empower and influence – developing the skills and confidence of our tenants to shape the services we provide; 190
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Priority 3 – Evolve and innovate – continually improving our services to meet the needs of our customers. Areas of Future Focus 2.30. Priorities that require further action, and will be implemented during the remaining lifespan of the Local Housing Strategy 2023-2028 are as follows: Outcome 1 – More homes at the heart of great places 2.31. As reported to Cabinet on 3 December 2024, the Council was advised of a reduction to the 2024/25 funding Resource Planning Assumption (RPA). The Council was also advised of an expectation that the funding would reduce in future financial years. 2.32. On 4 December 2024, Scottish Government announced a draft £768m budget for the 2025/26 Affordable Housing Supply Programme. This represents an increase of 38% to the original published 2025/26 budget of £556m and is £15.8m higher than the 2023/24 budget. The Council anticipates formal notification of the 2025/26 North Ayrshire Resource Planning Assumption during spring 2025. The uplifted budget will support delivery of prioritised projects, and the shadow programme detailed within the SHIP 2025-2030. 2.33. Planning Services are engaging with private housebuilders to set the Local Housing Land Requirement for LDP3, as part of the Evidence Report for the new plan. Outcome 2 – Affordability and choice 2.34. The North Ayrshire Homelessness Taskforce, comprising of the Council and a range of stakeholders, provides the governance framework for the delivery of the North Ayrshire Rapid Rehousing Transition Plan, inclusive of Housing First. The partners are currently working to understand the homelessness risk factors affecting each of the partner organisations with a role in homelessness prevention in North Ayrshire. This assessment will be used to develop the North Ayrshire Homelessness Prevention Strategy 2025-2030, aligned to the proposed new homelessness prevention duties detailed within the Housing (Scotland) Bill 2024. 2.35. A review of the North Ayrshire Common Housing Register (NAHR) Allocation Policy is underway to ensure that it aligns to emerging issues, incorporating national and local priorities. The consultation phase ended in January 2024, with the review to be concluded by Spring 2025 and implemented in Autumn/Winter 2025. Alongside NAHR partners, a re-modelling exercise is currently being undertaken as part of the review with regards to priorities and the awarding of points. The opportunity to relaunch mutual exchange as a rehousing solution is also being explored as part of the review and will form part of the revised policy. 191
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2.36. The number of women and girls who were homeless during 2023/24 increased by 15 cases from 118 to 133 due to violence or abuse within the household. Further work and discussions are ongoing with the Violence against Women (VaW) partnership and the HSCP to identify a strategic lead for the Council in early 2025 to help ensure that women and girls can access the services and support they need. 2.37. Following the successful implementation of the Redburn Grove Tenants and Residents Association (TARA), further engagement work and an associated action plan is required to be developed to fully identify the needs and aspirations of Gypsy Travellers. This will not be isolated to Redburn Grove and will include the management and engagement opportunities when dealing with unauthorised encampments. 2.38. An options appraisal exercise is to be undertaken to identify potential development opportunities at the Redburn Grove site, Irvine and to consider transferring the site from the General Fund to the Housing Revenue Account, aligning rents to our mainstream housing as appropriate. 2.39. Housing Services are working to develop an inter-agency hospital discharge pathway to minimise the risk of homelessness on discharge from hospital. The pathway is due to be finalised in 2024 and will be implemented during 2025. 2.40. Working in partnership with East and South Ayrshire Council, a prison discharge outreach service is delivered from within HMP Prison Kilmarnock to offer advice and assistance to those threatened with homelessness on release. In addition, the North Ayrshire Homelessness Task Force has developed a Prison Discharge Protocol aligned to the national ‘Sustainable Housing on Release for Everyone’ (SHORE) standards, to minimise the risk of crisis for people being released from prison. The protocol is currently being revised and scheduled for a re-launch during 2025. 2.41. Further analysis is required to determine trends and areas for improvement in relation to homelessness tenancy sustainment. As at 31 March 2024 the average time taken to re-house homeless applicants from temporary accommodation was 22.39 weeks compared to the desired outcome of 13 weeks. A review of the allocations model is currently being undertaken to ensure that the use of Council housing stock is maximised to meet the needs of tenants and applicants. 2.42. Housing Services operate a Rent Deposit Guarantee Scheme which aims to assist potential tenants by providing a deposit to a private landlord (this is repayable). The uptake of the scheme has been low over recent years due to high demand for properties and lack of suitable accommodation. An options appraisal will be carried out to ascertain the future of this scheme and to benchmark against other local authorities. An action plan will be developed thereafter. Meanwhile, officers continue to discuss private sector options with applicants and assist in negotiating rental terms as preventing homelessness 192
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and sustaining tenancies in the private sector is a key focus for North Ayrshire as well as nationally. Outcome 3 – Affordable warmth and zero emissions 2.43. The Social Housing Net Zero Standard (SHNZS) mentioned previously at paragraph 2.21 is anticipated to be implemented during 2026, though no official confirmation has ever been received around this date. Whilst an increase in standards is expected, like many local authorities and registered social landlords, there is a significant funding shortfall within the current 30-year HRA business plan. There is a budget allocation for energy efficient improvements and heating system replacement, however it is recognised that this will not be sufficient to retrofit our existing stock. 2.44. In anticipation of the new SHNZS standards, a contractor has been appointed by the Council to undertake a pathfinder project to fully understand the financial, technical and tenant implications of complying with zero emissions targets. A sample of properties have been identified to include a range of different property types with tenant consultation underway. A whole house approach to retrofit will be undertaken to implement a range of energy efficiency and decarbonisation measures across Council housing stock to ensure legislative requirements are met. The project will also consider dampness and mould to inform the future approach in dealing with these issues, with a specific focus on the use of electronic monitoring. A report with findings and recommendations will be prepared in early 2025 for further consideration. Outcome 4 – Improving the quality of our homes 2.45. A self-assessment of asset management processes and data has been undertaken to develop the Councils approach. This is to enable the delivery of the Housing Asset Management Plan (HAMP) and takes cognisance of the recommended practice on Integrated Asset Management published by the Scottish Housing Regulator (SHR) in February 2023. The workstream forms part of Housing Services Transformation Board programme for improvement with an action plan developed to ensure delivery. Alongside property lifecycle data, the outcomes from the action plan will inform future capital investment needs and identify properties where investment required is not economically viable and other solutions may be preferable, such as demolition. 2.46. In establishment of the evidence report required for the Local Development Plan 3 (LDP3), consideration will be given to the establishment of a target for the delivery of accessible homes within the private sector. This will complement the 10% target set by the Council for all future social housing developments. The target date for the adoption of LDP3 is in the first quarter of 2027. 2.47. The Scheme of Assistance is currently being reviewed to include the changes to the Repairing Standard which came into force on 1 March 2024 and the promotion of positive outcomes for people living with autism in the private 193
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housing sector. An action plan for consultation and engagement will be prepared thereafter. New action 2.48. To ensure the Local Housing Strategy 2023-28 continues to deliver on the outcomes in which it set out for North Ayrshire, a new action has been developed for adoption within the previously Cabinet approved action plan. The additional action has its own desired outcome and target date for achieving the desired outcome. The additional action is as follows: ‘Assess the future housing need and demand of our Island residents, workers, and key workers.’ The Local Housing Strategy reaffirms our commitment to ensuring our Island residents needs and aspirations are reflected in all service provision. Work is ongoing with the Arran Housing Task Force who are continuing to work through a dedicated action plan and further demand analysis to support the requirement for affordable housing on the island. 3. Proposals 3.1. It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan to 31 October 2024; (ii) approves the addition of the action detailed in Appendix 2; (iii) approves the submission of the LHS update to the Scottish Government. 4. Implications/Socio-economic Duty Financial 4.1 Any financial implications arising from the projects and initiatives included within the Local Housing Strategy 2023-2028 are accounted for within existing capital and revenue budgets. Business cases will be developed to support any new initiatives, as required. Human Resources 4.2 The Local Housing Strategy 2023-2028 is delivered by North Ayrshire Council staffing and complemented by external expertise, where required. Legal 194
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4.3 The development and monitoring of the Local Housing Strategy 2023-2028, which sets out its priorities and plans for the delivery of housing and related services in North Ayrshire, ensures compliance with the Housing (Scotland) Act 2001. Equality/Socio-economic 4.4 The provision of good quality housing through the actions set out in the Local Housing Strategy 2023-28 has a positive impact upon older people, children, younger people, people with disabilities and households in fuel poverty. There are no negative or discriminatory effects on any of the equality groups as a result of the implementation of the strategy. Climate Change and Carbon 4.5 The Local Housing Strategy will continue to support the Sustainable North Ayrshire Strategy 2024 - 2027,which aims to eradicate fuel poverty and achieve net-zero carbon status by 2030. Key Priorities 4.6 The Local Housing Strategy continues to support the Council Plan strategic priorities: ‘Wellbeing’; ‘Climate Change’; ‘A Sustainable Council’; and ‘Communities and Local Democracy’. There is evidence that children and young people can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment. The strategy also aims to support our island communities and their economies. Community Wealth Building 4.7 A number of the initiatives detailed within the Local Housing Strategy continue to result in North Ayrshire Community Benefits through training and employment opportunities delivered through; the Council’s house building programme, the wider Strategic Housing Investment Plan, Sheltered Housing reprovisioning programme and through the Estate Based Regeneration programme. 5. Consultation 5.1 The progress of the LHS 2023-2028 has been prepared by gathering information from various project leads across Council Services, as well as partner RSLs. David W. Hammond Executive Director (Communities & Housing) 195
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For further information please contact Fiona Ellis, Senior Manager (Housing Strategy & Development), on 01294 324031. Background Papers Local Housing Strategy 2023-2028 Customer Participation Strategy 2023-2028 Strategic Housing Investment Plan (SHIP) 2024-2029 Strategic Housing Investment Plan (SHIP) 2025-2030 196
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 1 Collaboration LHS_01. Review and update our Tenant Participation Strategy to: • Ensure inclusive engagement with hard-to-reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A refreshed Tenant Participation Strategy is adopted by the Cabinet of North Ayrshire Council Housing Services Customer Participation Strategy 2023-2028 was approved by Cabinet on 13 June 2023 where the following three priorities were approved: Priority 1 – Engage and Inform • 1,693 tenants are currently on the Tenant Panel. • 6,093 followers on Facebook. • 692 followers on X. • Sheltered Housing Complex guest bedroom consultation. • ‘Homes for Life’ Scottish Housing Day campaign. • Priority 2 – Empower • TARA estate walkabouts with tenants and residents. Priority 3 – Evolve • Office TV screens and Sheltered Housing TV screens updated regularly to provide information to tenants and customers. • Commission and undertake three yearly Tenant Satisfaction Survey (commenced Nov 24). • Engage with seldom heard groups to ensure all communities have a voice. 2023+ 31 March 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) 197
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 2 More homes at the heart of great places LHS_02. Use our role as a major house builder to maximise local employment and training opportunities, and encourage our partners to do the same Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Training and employment opportunities are available for local people The Council is committed to improving socio-economic and environmental outcomes through community benefits within its procurement activity and has a community benefits policy in place. The policy aligns with Council priorities, most notably those captured in the 2020-2025 Community Wealth Building Strategy and Local Outcome Improvement Plans. Community benefits are mandatory for all Council contracts above £500,000, therefore are included in all social housing development contracts. For example, the contractor for the Council’s Irvine Harbourside development employed 20 new employees, created seven apprenticeships, and provided nine work placements. They also delivered 60 hours of career development initiatives in North Ayrshire schools, promoting the construction industry as a positive destination for all. Our Registered Social Landlord (RSL) partners are encouraged to use Community Benefits Clauses in construction and other tenders during scheduled update meetings and at site nomination. • Work with the Employability Team. • Continue to collaborate with our contractors to ensure local contractors are utilised where possible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_03. Deliver 1,625 new units of social housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,625 new homes are developed The SHIP 2024-2029 approved at Cabinet 7 November 2023 increased the previous target from 1,625 to 1,641 new homes by 2029. This reflected a focus on buybacks and the addition of 26 units at St Mary’s, Largs. 885 new Council homes have been delivered as at 31 March 2024 against the 1,641 target. • Ayrshire Central Hospital, Irvine development commenced on site during November 2028 Senior Manager (Housing Strategy & Development) 198
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 3 Despite the affordability challenges being faced, 136 new homes were delivered by the Council and RSLs during 2023/24. The SHIP 2025-2030 was approved at Cabinet on 3 December 2024. As reported to Cabinet on 3 December 2024, the Council was advised of a reduction to the 2024/25 funding Resource Planning Assumption (RPA) . The Council was also advised of an expectation that the funding would reduce in future financial years therefore some projects were prioritised and a shadow programme developed to reflect funding assumptions. On 4 December 2024, Scottish Government announced a draft £768m budget for the 2025/26 Affordable Housing Supply Programme. This represents an increase of 38% to the original published 2025/26 budget of £556m and is £15.8m higher than the 2023/24 budget. The Council anticipates formal notification of the 2025/26 North Ayrshire Resource Planning Assumption during spring 2025. The uplifted budget will support delivery of prioritised projects and the shadow programme. Officers will continue to explore alternative/additional mechanisms to support affordable housing delivery. 2024 and will deliver 202 units. • Laburnum, Newhouse, and St Mary’s to complete during 2024/25. • James McFarlane, Stanecastle, King’s Arms & Garnock to complete during 2025/26. • Explore alternative/additional mechanisms to support affordable housing delivery. • Deliver 1,643 units by 2029. Team Manager (Affordable Housing & Regeneration) LHS_04. Deliver 1,300 new units of private sector housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,300 new homes are developed Private developers delivered 248 new homes during 2023/24 at active sites including Woodfarm, Kilwinning; North Newmoor and Montgomerie Park in Irvine; and Sharphill in Saltcoats. Persimmon Homes commenced development of sites at Mayfield Farm, Saltcoats; West Byrehill in Kilwinning and Portencross Road, West Kilbride which together will deliver over 1,000 private sector homes. • Continue to work with private developers to deliver 1,300 new private homes target by 2028. • Planning Services to continue engaging with private housebuilders to set 2028 Senior Manager (Planning) 199
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 4 the Local Housing Land Requirement for LDP3, as part of the Evidence Report for the new plan. LHS_05. Consider opportunities to provide homes in and around our town centres Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing is developed in or around town centres, where feasible The Council delivered 18 amenity properties in Stevenston and Largs during 23/34. Cunninghame Housing Association delivered 24 new homes in Saltcoats town centre in August 2023. • Work commenced in May 2024 to deliver 6 amenity flats at the former King’s Arms public house in Irvine town centre. • Deliver further town centre homes, where feasible, during the lifespan of the SHIP. • Continue to work in partnership with the Regeneration Team to identify potential development opportunities. 2023+ 2028 Senior Manager (Housing Strategy & Development) Affordability & Choice LHS_06. Enforce a zero tolerance approach to harrassment and abuse against equalities groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Every identified incidence of harassment is All cases of antisocial behaviour reported are investigated by the local housing area office and/or ASBIT. During 2023/24 we had 15 reports of • Continue to investigate and respond to all reports 2024 31 March 2028 Senior Manager (Neighbourhood 200
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 5 investigated and actioned harassment or abuse being reported to the Anti- Social Behaviour team against equalities groups. All 15 cases reported where resolved within our locally agreed targets. of harassment and abuse against equalities groups. • Update our staff training program to ensure that they can identify cases of harassment and abuse against equalities groups. • Enhance our systems to allow for further analysis of cases and create an action plan. Housing & Homelessness) Team Manager (Neighbourhood Housing) LHS_07. Train our staff to understand cultural differences and challenges faced by different ethnic groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of our staff are trained Equality & Diversity 2024 eLearn course is mandatory for Council employees and was completed by all Housing staff by the end of March 2024. • Staff will continue to attend training offered to increase their knowledge of cultural differences and challenges faced by different ethnic groups. • Ensure all staff complete Equality & Diversity 2025 eLearn course. 2024 2028 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_08. Work with national agencies and local partners to ensure refugees, asylum seekers and other displaced people affected by conflict are supported to live in safety in our area Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of refugees and people displaced by conflict who are housed in our area received support Our Refugee Support Team work together with the CPP partners to deliver robust resettlement support to assist families to integrate into the local communities and access vital services to meet their individual needs. • The Refugee Support Team to continue to work together with the CPP partners to ensure refugees and 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) 201
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 6 Our Refugee Support Team have begun liaising with the MOD and Mears regarding supporting the resettlement of five Afghan Households into North Ayrshire. The privately procured properties will be leased for a 3-year period and furnished accordingly by Mears. Since 2022, the Council and CPP partners have supported an overall total of 228 Ukrainian households, comprising of 512 individuals, to resettle in North Ayrshire across the different Scottish Government sponsorship schemes. Asylum Seeking Households placed within Dispersal Accommodation within North Ayrshire have access to Housing / Homelessness advice and assistance at the point of positive decisions being received. To date, five positive (Indefinite Leave to Remain granted) asylum discontinuations have been issued, and all households have been supported by our Refugee Support Team with regards to achieving suitable move on opportunities out with North Ayrshire at their request. people displaced by conflict who are housed in our area receive support. • Consider existing contracts and funding position. Team Manager (Refugee Support) LHS_09. Engage with Gypsy / Travellers to ensure that housing solutions meet their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Gypsy / Travellers needs and aspirations are reflected in all service provision All 16 pitches at Redburn Grove GT site continue to be occupied with a further waiting list of 16 applicants. NAC continued working with partner services. Services were delivered to the community alongside MECOPP, Education, Money Matters, NHS, and the Tenant Participation (TP) team as follows: • An action plan to be developed which identifies the needs and aspirations of Gypsy Travellers and how these will be met will be developed in partnership with 2023 30 September 2025 Senior Manager (Neighbourhood Housing & Homelessness) 202
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 7 • The TP team met with Redburn residents’ group in September 2024 to maintain positive engagement and opportunities for residents to influence decision-making around site issues. • Eglinton Medical Practice hold 3 x monthly clinics at Redburn Grove to give the community direct access to a General Practitioner onsite. • Outreach tutors provide education onsite to Gypsy/Traveller young people with two recent leavers have successfully achieved qualifications in various subjects. One is now engaging with a Transition Officer to apply for local colleges. • During July and August, we assisted families to enrol their children into Early Years and Primary School, including access to free school meals, clothing grants and best start grants, where applicable. • Other referrals in September, include a referral to Money Matters for an issue with Council Tax arrears, updating driving licences and a homeless presentation. Gypsy Travellers and the Tenant Participation team. LHS_10. Listen to Gypsy/Travellers from unauthorised encampments so that we can better understand and respond to their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of Gypsy/Travellers living in unauthorised encampments are approached for their comments Since 1st April 2024, NAC have engaged with and managed 64 unauthorised encampments to 31 December 2024. The Gypsy/Traveller Co-ordinator completes a needs assessment for every unauthorised encampment site and provided advice and support to the Gypsy/Traveller community where required. • A new performance management framework to be developed for 2024-25 which will include: o No of encampments o No of engagement opportunities 2023 2028 Senior Manager (Neighbourhood Housing & Homelessness) 203
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 8 We have introduced a new online reporting form from the North Ayrshire Council webpage, which allows the public to report encampments direct. These are logged onto VERINT North Ayrshire Estate Management system. For the period 1st April to 30th September 2024, we have received 132 concerns regarding encampments. o No of referrals made to other agencies o Impact of feedback LHS_11. Carry out an options appraisal on potential Gypsy / Traveller site improvements Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of our findings, and supporting action plan (if feasible) Development project to be taken forward to provide new accommodation. Site proposals have been prepared which has identified additional land required to progress and inform the options appraisal. Estates have instructed a DV, and the valuation is awaited to proceed. • Options appraisal paper to be prepared and presented to Cabinet for approval. 2024 31 March 2025 Senior Manager (Housing Strategy & Development) LHS_12. Develop and deliver an LGBTQ+ informed housing service, including: • Establish LGBTQ+ champions • Develop an LGBTQ+ staff training programme • Increase private sector awareness of LGBTQ+ housing issues • Encourage our LGBTQ+ tenants and residents to participate Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The delivery of an inclusive housing service is evidenced by involvement and participation in the delivery and development of housing services Recruitment articles have featured on social media and Tenants’ chat to recruit new members and to encourage participation from tenants and residents. Housing staff attended a LGBTQ+ virtual training session during July 2024 which was delivered by an independent provider. This training increased awareness of LGBT issues and helped promote good practice. The session provided an opportunity • The Tenant Participation Team have been invited to attend a future meeting of the LGBT+ youth group hosted by Communities. • LGBTQ+ Champions to be established 2024 2025 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) 204
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 9 to explore and examine attendees’ own attitudes and values as well as building their interpersonal skills and confidence to better support people with diverse gender identities and sexual orientations. across Housing Services. LHS_13. Work in partnership with statutory and third sector agencies to deliver planned national changes to homelessness prevention legislation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of our response We continue to work collaboratively with the Homeless Task Force in the creation of the Homeless Prevention Strategy 2025 - 2030 & preparation for implementation of the prevention duties proposed in the Housing Bill. Business plan being drafted in relation to the creation of a Prevention Team. The purpose of the team is to strengthen prevention from within the Housing Advice Team and lead on the national changes. It is proposed that the Team will also work with partners to implement the duties and provide training/awareness as required. A review of the allocations model is currently being conducted to maximise the use of housing stock to meet the needs of council tenants and housing applicants. • Continue Homelessness Task Force meetings. • First Draft Homeless Prevention Strategy – November for Snr Manager discussion. • Wider partner / stakeholder consultations - November / December 2024. • Draft Prevention Team Business Plan – October for Snr Manager Discussion. • Draft Allocation Model - October for Snr Manager Discussion. 2023+ 2028 Senior Manager (Neighbourhood Housing & Homelessness) LHS_14. Develop and deliver a North Ayrshire inter-agency strategy to prevent homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Levels of homelessness will reduce A Homelessness Prevention Strategy is being developed which will inform on the North Ayrshire homelessness and prevention priorities, as agreed by the Homelessness Taskforce. • Benchmark exercise against national statistics on homelessness 2024 2028 Senior Manager (Neighbourhood 205
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 10 following publication of national statistics. • First Draft Homeless Prevention Strategy. • Wider partner / stakeholder consultations – early 2025. Housing & Homelessness) LHS_15. Through the ‘Violence Against Women Partnership 2021-2026, deliver the North Ayrshire violence against women and girls action plan aligned to the ‘Equally Safe' strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A reduction in domestic violence and achievement of the Violence Against Women National Standards accreditation In 2024 there has been no strategic lead/ coordinator for North Ayrshire Violence Against Women Partnership, however a representative from Housing Services in North Ayrshire is attends national and pan-Ayrshire meetings and coordinated the campaign of 16 Days of Action. North Ayrshire VAWP have not received accreditation this year due to the absence of a strategic lead. The number of women and girls whose reason for homelessness was due to violence or abuse in 2023/24 was 133. In 2022/23, this was 118 which is an increase of 15 (13%) cases. Housing Support Service to Women Experiencing or at Risk of violence contract currently subject to tender. • Further discussions with VAW partnership/HSCP around a strategic lead to be identified. • Following tender process, meet with service provided for Housing Support Service to Women Experiencing or at Risk of violence to implement contract and monitoring framework. 2026 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_16. Work with our partners to develop a hospital discharge pathway Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 0% of those leaving a health care setting will be homeless A Housing specific pathway to be launched in Q4 of 2024/25. • Pathway to be launched 2025. 2023 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_17. Continue to work with the HSCP to support young people make the transition from care to a home of their own 206
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 11 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of young people are supported as they leave care and move into their own home Care leavers are currently being supported upon leaving care using the Throughcare Protocol. There is a dedicated member of staff within housing who facilitates this. It is anticipated that the new strategic pathway being developed by HSCP will enhance the existing pathway. During 2023/24, 25 young people leaving care were provided with permanent housing through the North Ayrshire Housing Register. The North Ayrshire Throughcare protocol is currently under review, with the lead agency being HSCP Throughcare Team. Once completed by this team, Housing will review to ascertain and explore responsibilities. Brighter Pathways Housing and Throughcare Workstream has determined the HSCP stance with regards to working with young people in respect of their continuing care and housing needs. Meetings are held monthly with all partners. Awaiting recommendations from current throughcare review prior to determining way forward. • Review of the existing protocol with HSCP to be completed by 2025 (this work is part of the Brighter Pathways workstreams). • Throughcare protocol to be reviewed and implemented. 2024 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_18. Consider the pathways into housing for young people to maximise housing options specific to their needs and reduce the risk of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fewer young people become homeless This will be considered within the North Ayrshire Homelessness Prevention Strategy 2025-2030. The proportion of homeless presentations for 16 to 25 in 2023/24 was 280 (24% of total homelessness applications), compared with 278 (25% of total applications) in 2022/23. • Explore additional prevention activities inclusive of best use of allocations policy and support provided for under 25s. • Benchmark across National figures. 2024 2026 Senior Manager (Neighbourhood Housing & Homelessness) 207
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 12 Explore CHAP Educational programme impact. Explore appropriate resources and funding stream to improve / expand the service. • Meet with CHAP / Education. LHS_19. Implement the integrated prison discharge protocol Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Homelessness as a result of prison discharge is reduced to below 5% During 2023/24, 77 (7%) of all approaches for homeless assistance was a result of prison discharge in comparison to 73 (7%) the previous year. The Prison discharge protocol has been developed; this is still in draft format awaiting approval. The aim of the SHORE standards is to ensure that the housing needs of prisoners in prison are handled at an early stage. This should be done in a consistent way across Scotland, regardless of area, housing status and how long they have been in prison or young offenders’ institution. The standards are designed to ensure that people leaving prison can access services and accommodation in the same way as people living in the community. Recruitment completed for temporary Justice post within Housing First Team, start date to be confirmed. • Launch of the revised prison discharge protocol. • Continue to offer Housing First to repeat offenders to support them to reintegrate in the community, promote tenancy sustainment and prevent reoffending. 2023 TBC Senior Manager (Neighbourhood Housing & Homelessness) LHS_20. Implement Housing First for our most disadvantaged service users Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100 Housing First Tenancies are delivered by 2024 The target set at the commencement of the RRTP in 2019 was to create 100 tenancies over 5 years for Housing First. As at the 31 March 2024, 100 Housing First tenancies have been delivered. Therefore, outcome has been met. Funding for RRTP available until 2026, further commitment to 20 additional tenancies for 2024/25 and 2025/26. • A full analysis of Housing First performance is to be undertaken. • New target to be set for future years. 2023 Senior Manager (Neighbourhood Housing & Homelessness) 208
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 13 LHS_21. Undertake a review of tenancies which have failed in the previous 12 months following resettlement of homelessness to inform allocation processes Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Increased tenancy sustainment Within 2023/2024 reporting period, which is relevant for sustainment of 2022/2023, sustainment levels were 84.06% against a target of 88.38%. On analysis of the tenancy “fails” highlighted, 28 out 77 failures were either mutual exchanges or alternative secure accommodation sourced. This remains a positive housing outcome which equates to sustainment levels of 89.8%. • Report on tenancy sustainment to be analysed and findings reported to Housing SMT for action. • Target to be established for future years tenancy sustainment. • Scoping exercise to identify relevant training and services available. • Explore requirement for Practitioner Forum to discuss and work in Partnership with other services to deliver holistic service. 2024 2028 Senior Manager (Neighbourhood Housing & Homelessness) LHS_22. Review the Rent Deposit Guarantee Scheme and recommend future approach Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of the review and action plan (as appropriate) Local authorities across Scotland are struggling to attract landlords to the scheme due to high demand and lack of accommodation. The North Ayrshire scheme is currently on hold due to a lack of interest from private landlords. An options appraisal is currently being developed to adapt and promote the scheme. • Action plan to be developed following the outcome from the options appraisal exercise. 2024 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_23. Align support delivery to prevention activities as identified within the Homeless Prevention Strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 209
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 14 Appropriate levels of support available to prevent and alleviate homelessness The Housing Support team provide assistance and support to people while living in temporary accommodation and support tenants within all NAC mainstream tenancies. The Housing Support Team develop support plans based on a tenant’s requirements including housing options, budgeting, and managing a tenancy. The Housing Bill extends the duties to prevent homeless to social landlords and wider services. The development of the Homeless Prevent Strategy will identify priority areas and training needs of frontline staff. Wider partner / stakeholder consultations to ascertain the individual services responsibilities and ensure that services align to maximise homeless prevention. The new integrated service delivery model with housing, homelessness, advice, support, and antisocial behaviour officers all being located within locality-based housing offices is now fully operational. This allows a joined-up response to delivering an improved service to our tenants and residents by resolving any issues as they arise at a local level. A review of the allocations model is currently being conducted to maximise the use of housing stock to meet the needs of council tenants and housing applicants. • Development of Homelessness Prevention Strategy 2025 – 2030. • Consultation with relevant services/organisations on implementation of the strategy. • Analysis of performance information. • Review the stage 1 lead committee report on the Housing (Scotland) Bill 2024. • Participate in national events in relation to the Housing Bill and the implementation. • Develop training plan for frontline staff. • Monitor the change in Service delivery to ensure effectiveness and implement any changes as required. • Transfer led letting plan to be reviewed. 2024 2026 Senior Manager (Neighbourhood Housing & Homelessness) LHS_24. Review the proportion of social rented lets to homeless people to minimise the duration of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Reduce the length of stay in temporary accommodation by During 2023/24 48.5% of lets where made to homeless (group 1) (52.7% NAC & 35% RSLs) with an average case duration of 21.9 weeks. A review of the letting plan is currently being conducted to • Transfer led letting plan to be reviewed. • Allocation Policy review. 2024 2028 Senior Manager (Neighbourhood Housing & Homelessness) 210
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 15 50% from 26 weeks to 13 weeks maximise the use of housing stock to meet the needs of council tenants and housing applicants. The average length of time by days across all temporary accommodation types is 7.6 weeks in comparison to 9.3 weeks the previous year. Ardrossan direct access average is 1 week whilst both dispersed and Women’s Aid is 14 weeks. The average duration of homelessness across all cases during 2023/24 was 22.39 weeks regardless of outcome. This was a reduction from 27.19 the previous year. LHS_25. Consider introducing alternative housing models to meet local housing needs beyond social rented accommodation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of the review and any associated action plan Research into the feasibility of mid-market rents for North Ayrshire has commenced and a report will be published in 2025 with recommendations. NAC continue to work with the Scottish Government on the feasibility of innovative models that are being developed including leasing schemes. In April 2024, the Scottish Government created a Housing Investment Taskforce of which NAC are a member. The Housing Investment Taskforce will, by March 2025, identify actions that will unlock both existing and new commitments to investment in housing by bringing together key interests of investors and investees. • Research will continue during 2025, and a paper will be drafted on the feasibility of mid- market rents for North Ayrshire. 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_26. Support the Scottish Government's target to deliver 110,000 new affordable homes by 2032 by delivering the projects set out within the Strategic Housing Investment Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to New affordable homes are built in North Ayrshire From April 2023 to 31 March 2024, 54 new Council homes were delivered, and 101 homes were delivered by our Registered Social Landlord partners (RSLs). • Continue to monitor Council and Registered Social Landlord (RSL) 2028 Senior Manager (Housing Strategy & Development) 211
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 16 completions projected for 2024/25. • Continue to monitor the impact of the Resource Planning Assumption (RPA) reduction and deliverability of current SHIP projects. Team Manager (Affordable Housing & Regeneration) LHS_27. Research barriers to mutual exchange in order to increase its use as a rehousing solution Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to There is an increase in the number of mutual exchanges A review of the allocations model is currently being conducted to maximise the use of housing stock to meet the needs of council tenants and housing applicants. Once this has been completed a relaunch and promotion of Mutual Exchange option will be implemented. • Relaunch & promotion of mutual exchange. • Feasibility of creating a Mutual Exchange Officer post to be explored. 2024 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_28. Work with partners to align the North Ayrshire Allocation Policy to emerging issues, incorporating national and local priorities Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new policy is published Remodelling research findings and recommendations were presented by the North Ayrshire Housing Register (NAHR) Working Subgroup to the NAHR Strategic Working Group during September 2024. The key focus considerations for remodelling are kinship carers; adopted families; care leavers and care experienced young people; armed forces veterans; home ownership; and domestic abuse. Remodelling recommendations have been considered and proposed, with exception of one further area (Kinship Carers) where further consideration is required. • Finalise agreement of remodelling of the Allocation Policy. • Agree process for updating systems. • Protocols agreed with our partners. • Policy to be published and launched during 2025. 2023 & 2026 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_29. Increase the social housing supply by buying back former social housing 212
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 17 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Former social housing is brought back into the affordable housing supply The target of 5 Council buy backs in 2023/24 was met. The Council also acquired 33 properties via the Ukrainian Resettlement Scheme. Riverside acquired two homes in Kilwinning and Trust Housing Association acquired two homes on Arran. SHIP 2024-2029 increased the Council’s previous provision with a total of 65 properties to be bought back over the lifetime of the SHIP. Out with the National Acquisition Programme, up to £25m is being made available from within the Affordable Housing Supply Programme budget over 2023 to 2028 for the Rural Key Workers Housing Fund. The funding enables local authorities and Registered Social Landlords to purchase existing suitable properties in rural areas which can be rented directly or leased to employers to provide affordable homes for key workers. NAC and RSLs are working in partnership to identify suitable properties that can be bought back using this funding to increase the affordable housing stock available on our islands. • Continue to buy back properties, subject to funding availability. • Buy Back Strategy is under preparation and will launch in 2025. • Identify further properties that can be bought back using the Rural Key Workers Housing Fund and progress where feasible. 2023+ 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_30. Bring empty homes back into use through the buy back scheme Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Empty homes are purchased and brought back into use as affordable housing Development of North Ayrshire Council’s Buy Back Strategy commenced in 2024 with the strategy providing a targeted approach for different matters including having a focus on purchasing empty homes to support the need for more affordable housing in North Ayrshire. One empty home has been acquired to date during 2024/25. • Launch of the strategy in 2025. 2023+ 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 213
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 18 Affordable Warmth & Zero Emissions LHS_31. Support the Environmental Sustainability and Climate Change Strategy to reduce fuel poverty and increase affordable warmth Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fuel poverty is reduced, and affordable warmth is increased for North Ayrshire residents During the design and planning for each individual project progressed through out SHIP, an options appraisal is carried out to determine the most appropriate sustainability measures required to reduce fuel poverty for our tenants. In our more recent developments, we have opted for air source heat pumps alongside enhanced fabric measures and solar PV panels. An assessment was carried out for each site and measure to ensure property running costs were affordable for our tenants alongside contributing to our net zero target. As part of our capital programme to replace roofing and rendering, we have taken the opportunity to install solar PV panels on all our properties as well as external wall insulation where deemed appropriate. • Continue to review each project on a site-by-site basis to ensure the most appropriate sustainability measures are utilised. 2023+ 2028 Senior Manager (Housing Strategy & Development) Senior Manager (Property Management and Investment) LHS_32. Implement a range of energy efficiency and decarbonisation measures across Council housing stock to meet EESSH2 requirements informed by an EESH2 pathfinder focusing on a whole-house approach to retrofit Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A whole house approach to energy efficiency and decarbonisation is adopted for Council housing stock North Ayrshire Council have appointed a contractor to carry out a pathfinder project, the purpose of which is to fully understand the financial, technical and customer implications of complying with Zero Emission targets. A sample of properties representing our stock profile have been selected and will be subject to a detailed initial assessment, we are currently engaging with tenants at these properties. A budget of £500,000 has been allocated to this project with findings to be presented to Housing during 2025. • Report and findings to be presented to the Housing Asset Management Board (HAMB) for further consideration during 2025. 2023+ 2025 Senior Manager (Property Management and Investment) LHS_33. Review our approach to dealing with dampness and mould issues within properties 214
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 19 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All our properties are free from dampness and mould and advice given to private sector to achieve same outcome A comprehensive process map has been developed that sets out the process and ensures issues with damp and mould are effectively addressed. The core of this process is in place and further elements, such as an expansion in the use of electronic monitoring, are also under consideration. Information gained through a pathfinder project in relation to monitoring will feed into this. Tenant engagement has also been increased, with regular information provided via the digital Tenant Chat channel. Housing staff have been trained to identify the signs of dampness and mould within a tenant’s home. A review of our Housing/Homelessness delivery model was completed during 2023/24, and the new approach includes a visit to every household once per year to help identify the current and long-term needs of tenants and will support early intervention when signs of dampness and mould are identified by staff at the visit. • Findings from the Pathfinder project will inform the use of electronic monitoring devices. 2023 2025 Senior Manager (Property Management and Investment) Senior Manager (Operations – Building Services) Improving the quality of our homes LHS_34. Review Census 2022 data to identify any emerging issues which may impact housing and related services Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Develop an action plan to address any issues which may emerge following review Housing results from the 2022 Census were released in August 2024. Key headlines are: • North Ayrshire’s population has decreased by 3.4% since 2011, whilst Scotland has seen an increase. • The number of households in North Ayrshire has increased by 2.7%. • Council areas in the west and south of Scotland have more older people living alone relative to • The information regarding North Ayrshire will be reviewed and an action plan will be developed to address any issues that have emerged. 2024 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 215
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 20 their overall population. In North Ayrshire, 12.2% of our population is aged 55 and over and lives alone. • 32.7% of households in North Ayrshire have at least two or more bedrooms than required. • 1.9% of households in North Ayrshire are overcrowded, with one fewer bedroom than required. The data is currently being reviewed, and an action plan will be released in 2025 to address any issues identified. LHS_35. Promote and provide a ‘pre-tenancy support service’ for landlords (on tenancy agreements and property standards) Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Landlords are supported to create and maintain tenancies in accordance with legislative requirements The pre-tenancy support service was established in April 2019 and is managed by the Private Sector Team. Uptake has been low, and the team continues to look at alternative ways to promote the service. The team presented at the North Ayrshire Under One Roof event for landlords in June 2024 where the service was promoted along with missing shares, and updates on the repairing standard. Under One Roof is Scotland’s only charity dedicated to providing free and impartial information to the more than half a million tenement flat owners, and housing professionals, on issues related to tenement maintenance, common repair management, and retrofit. The team continue to support landlords and tenants in North Ayrshire with a range of other services including tolerable standard inspections, missing shares assistance, common repairs, resolving disputes, and empty homes. • The team will continue to look at alternative ways to promote the service. • Review the stage 1 lead committee report on the Housing (Scotland) Bill 2024 to ensure the service remains fit for purpose. 2023 Senior Manager (Housing Strategy & Development) Team Manager (Private Sector Housing) LHS_36. Continue to implement the Housing Asset Management Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 216
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 21 Implementation of the Housing Asset Management Plan action plan Integrated Asset Management - Regular meetings are being held to focus on this area. An action plan has been developed with input from both PMI and Housing to assist in the implementation of a best practice model introduced by the Scottish Housing Regulator (SHR). Scottish Housing Net Zeo Standard (SHNZS) - The Scottish Government have recently published a consultation paper regarding a new net zero standard for housing and a cross-service response is currently being collated. The proposed standard will replace the former energy efficiency standards (EESSH and EESSH2) which form part of the SHQS. Capital Programme - PMI and Building Services continue to deliver the capital programme for investment in our existing stock. Access difficulties continue to persist impacting primarily on the rewiring programme. Statutory Compliance - Actions taken to improve access (end to end process review, higher application of access policy, additional staff resources) are yielding improved results. • Implementation of the integrated asset management action plan. • Monitor emerging legislation with regards to energy efficiency targets and any changes to Building Standards regulations. • Continue the delivery of the capital programme to improve the condition of our existing stock. • Continue to ensure that statutory compliance and tenant health and safety are always adhered to and address access issues as and when required. 2027 Senior Manager (Property Management and Investment) LHS_37. Prevent housing crisis through early intervention by ensuring housing staff can identify the long term needs of tenants to ensure housing is sustainable Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All housing staff can identify the long-term needs of tenants, including the challenges A review of our Housing/Homelessness delivery model was completed during 2023/24. The aim of this was to create an integrated approach with the teams across housing services including the area housing offices, housing support, homeless advice, and anti-social behaviour. This approach will include a visit to every household once per year to help identify the current and • Visit every household once per year to help identify the current and long- term needs of tenants. 2024 2025 Senior Manager (Neighbourhood Housing & Homelessness) 217
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 22 facing people with neurodiverse issues long-term needs of tenants. The new delivery model commenced on 7 May 2024. Housing Options continues to be promoted by the Area Housing Offices when applicants submit/change their application for housing. Housing staff participated in an online training session in October 2024 ‘Introduction to Neurodiversity’ which was delivered by HSCP and in association with an external partner. • Lessons learned to be conducted after a full year of implementation in May 2025. LHS_38. Complete our Sheltered Housing Reprovisioning Programme by investing in 11 sheltered housing complexes over the lifetime of this strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Sheltered housing complexes are refurbished The Barnett Court, Saltcoats refurbishment completed in March 2024 and the Cheviot Court, Irvine completed in November 2024. • Refurbishment of Vineburgh Court, Irvine and Laigh Court, Beith with work anticipated to start at these units in early 2026. • Draft plans consultation took place at Moorburn Park, Largs in October 2024 and draft plans are currently being prepared for Regal Court, Dalry. 2028 31 March 2029 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_39. Ensure that the Strategic Housing Investment Plan addresses current and future demographic needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 218
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 23 Housing investment priorities within the Strategic Housing Investment Plan align to future and current demographic needs Demand for social housing is reviewed annually as part of the development of the new SHIP. • Development of a performance management framework for housing need and demand. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_40. Consider establishing a target for the delivery of accessible homes within the private sector Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Local Development Plan 3 sets out the requirement for accessible private housing delivery An updated Development Plan Scheme incorporating the proposed timetable for the preparation of LDP3 was adopted by the Planning Committee on 22nd November 2023. The target date for the adoption of LDP3 is the first quarter of 2027. An evidence-based approach to the establishment of a target for the delivery of accessible homes within the private sector is underway. This is aligned to the preparation of the Evidence Report for LDP3 during 2024. A Housing Evidence Paper will support the Evidence Report and include whether a target is needed; if so, what the target should be and how it might be implemented. • Finalise and publish the Housing Evidence Paper; seek the views of stakeholders including private sector housebuilders. 2024 30 June 2027 Senior Manager (Planning) Strategic Planning Manager LHS_41. Review and update our Scheme of Assistance to: • Ensure the promotion of positive outcomes for people living with autism in the private housing sector • Ensure inclusive engagement with hard to reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 219
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 24 The publication of information, sign posting to advice services and the planned refresh of the Scheme of Assistance The Scheme of Assistance is currently being reviewed which will include the changes to the Repairing Standard which came into force on 1 March 2024 and the promotion of positive outcomes for people living with autism in the private housing sector. Following review, an action plan for consultation and engagement will be implemented prior to presentation at the appropriate Committee. The Scheme of Assistance will be available in a format that is suitable for people with literacy and/or sensory/communication issues. Housing staff, including the Private Sector Advice Team, participated in an online training session in October 2024 ‘Introduction to Neurodiversity’ delivered by HSCP and in association with an external partner. • Action plan for consultation and engagement will be developed and implemented. 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 220
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Appendix 2 LHS_TBC. Assess the future housing need and demand of our Island residents, workers, and key workers Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Island resident's needs and aspirations are reflected in all service provision • The Arran Housing Task Force will continue to progress its action plan • Issue the Arran Housing Survey 2025 • Continue to review the demand on the North Ayrshire Housing Register for Arran & Cumbrae • Attend national forums to learn from our peers and highlight the work undertaken in North Ayrshire 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) 221
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