Agenda Document Pack - Cabinet - 18/03/2025
North Ayrshire Council · 18 March 2025
Back to Cabinet — 18 March 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, 18 March 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 18 February 2025 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). EDUCATION ITEMS FOR DECISION Reports by the Executive Director (Education) 3 Education Service Digital Learning Strategy Submit a report by the Executive Director (Education) to provide an update on the Education Directorate’s 2-18 Digital Learning Strategy (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 Response to Scottish Government’s Call for Evidence for the Tackling Child Poverty Delivery Plan 2026 – 2031 Submit a report by the Executive Director (Education) to seek approval for the North Ayrshire Council response to the Scottish Government’s Call for Evidence (copy enclosed). GENERAL BUSINESS FOR DECISION Reports by the Chief Executive 5 Scottish Government Consultation: Local Authority General Power of Competence Submit a report by the Head of Democratic Services to advise of the Scottish Government Consultation on a possible Local Authority General Power of Competence and to seek approval for the submission of the proposed (copy enclosed). 6 Capital Programme Performance to 31 January 2025 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 31 January 2025 Submit a report by the Head of Finance to advise of the financial performance for the Council at 31 January 2024 (copy enclosed). 8 Strategic Risk Register 2025/26 Submit a report by the Head of Finance to seek approval of the Strategic Risk Register for 2025/26 (copy enclosed). 9 Workforce Strategy Refresh Submit a report by the Head of People & ICT to provide an overview of the refreshed Workforce Strategy (copy enclosed). Reports by the Executive Director (Communities and Housing) 10 Acquisition of Land for Council House Building Submit a report by the Executive Director (Communities & Housing) to seek approval for the remainder of the former St. Michael’s Academy site in Kilwinning to be transferred from the General Fund to the Housing Revenue Account (copy enclosed). Reports by the Executive Director (Place) 11 Nature Network Strategy for North Ayrshire Submit a report by the Executive Director (Place) to seek approval of the proposed North Ayrshire Nature Network Strategy (copy enclosed). 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 12 Roads, Structures & Streetlighting Maintenance Programme 2025/26 Submit a report by the Executive Director (Place) to seek approval of the proposed Roads, Structures and Street Lighting Maintenance Programme for 2025/26 (copy enclosed). 13 Crown Estates Fund 2024/25 Submit a report by the Executive Director (Place) to seek approval for the funding proposals for the Crown Estates Scotland Net Revenue Allocation (copy enclosed). 14 Urgent Items Any other items which the Chair considers to be urgent. Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 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 18 February 2025 IRVINE, 18 February 2025 - At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present (Physical Participation) Marie Burns, Tony Gurney, Alan Hill, Christina Larsen and Shaun Macaulay. In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director; and C. Hope, Senior Manager (Facilities Management) (Education); D. Hammond, Executive Director; and R. Leith, Head of Communities (Communities and Housing); R. McCutcheon, Executive Director; L. Kirk, Head of Economic Development, Growth and Regeneration; and L. Cree, Head of Sustainability, Transport and Corporate Property (Place); M. Boyd, Head of Finance (Finance); A. Craig, Head of Democratic Services; J. Hutcheson, Senior Communications Officer (Media and Internal Communications); and S. Wilson, Committee Services Officer (Democratic Services) (Corporate Services). Apologies Margaret Johnson Chair Marie Burns in the Chair. 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 21 January 2025 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Petition - 'Save Saltcoats and Ardrossan Libraries from Budget Cuts' Submitted a report by the Head of Democratic Services advising of the outcome of consideration by the Audit and Scrutiny Committee of a petition in relation to Saltcoats and Ardrossan Libraries. The Audit and Scrutiny Committee report was attached at Appendix 1 to the report. Cabinet agreed to refer the petition to a meeting of Council for consideration as part of the Council’s budget engagement and budget setting process for the coming year. Agenda Item 2 5
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4. Petition - 'Possible parking charge enforcement in Kilwinning' Submitted a report by the Head of Democratic Services advising of the outcome of consideration by the Audit and Scrutiny Committee of a petition in relation to possible parking charge enforcement in Kilwinning. The Audit and Scrutiny Committee report was attached at Appendix 1 to the report. Cabinet agreed to refer the petition to a meeting of Council for consideration as part of the Council’s budget engagement and budget setting process for the coming year. 5. Petition - 'Possible closure of Dreghorn Library' Submitted a report by the Head of Democratic Services advising of the outcome of consideration by the Audit and Scrutiny Committee of a petition in relation to Dreghorn Library. The Audit and Scrutiny Committee report was attached at Appendix 1 to the report. Cabinet agreed to refer the petition to a meeting of Council for consideration as part of the Council’s budget engagement and budget setting process for the coming year. 6. Petition - 'Proposed closure of Beith Library' Submitted a report by the Head of Democratic Services advising of the outcome of consideration by the Audit and Scrutiny Committee of a petition in relation to Beith Library. The Audit and Scrutiny Committee report was attached at Appendix 1 to the report. Cabinet agreed to refer the petition to a meeting of Council for consideration as part of the Council’s budget engagement and budget setting process for the coming year. 7. Petition - 'Proposal to cut the Eglinton Park rangers service and closure of the community garden' Submitted a report by the Head of Democratic Services advising of the outcome of consideration by the Audit and Scrutiny Committee of a petition in relation to Eglinton Park rangers service and community garden. The Audit and Scrutiny Committee report was attached at Appendix 1 to the report. Cabinet agreed to refer the petition to a meeting of Council for consideration as part of the Council’s budget engagement and budget setting process for the coming year. 8. Proposals for Community Investment Fund (CIF) Expenditure Submitted a report by the Executive Director (Communities and Housing) on an application by Kilwinning Locality Partnership on the allocation of Community Investment Fund (CIF) funding for a proposed project. An application from Corsehill Community Association was attached at Appendix 1 to the report. Having reviewed the application in line with the CIF criteria, Cabinet agreed to award £25,000 CIF funding to Corsehill Community Association. 6
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9. Community Asset Transfer – Brisbane Centre Submitted a report by the Executive Director (Communities and Housing) seeking approval for the transfer of ownership of the Brisbane Centre, Bath Street, Largs, KA30 8BL to the Clyde Coast and Cumbrae Men’s Shed. The location plan was attached at Appendix 1 to the report. Cabinet agreed to approve (a) the asset transfer of the Brisbane Centre from North Ayrshire Council to Clyde Coast and Cumbraes Men’s Shed (Scottish Charitable Incorporated Organisation – SCIO); (b) the recommended terms of transfer, on this occasion, at 5% of the property valuation of £74,000 (totalling £3,700); and (c) that officers conclude the associated legal and community asset transfer processes for the Brisbane Centre. 10. Public Conveniences Submitted a report by the Executive Director (Education) providing advice in relation to the provision of public conveniences following a series of recent engagement. Cabinet agreed to (a) note the engagement undertaken in relation to the future provision as detailed the report; and (b) approve the proposals for the future operation of Council operated facilities as set out in the report. 11. UK Shared Prosperity Fund 2025/26 Submitted a report by the Executive Director (Place) providing an update on the UK Shared Prosperity Fund (SPF) and seeking approval for the proposed approach to the additional year of funding for 2025/26. The Shared Prosperity Fund Investment Priorities were attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to (a) note the update on the UK Shared Prosperity Fund; (b) approve the proposed approach to the allocation of the £2.697m award and continuation of the previously approved Investment Plan in 2025/26; and (c) provide delegated authority to the Executive Director (Place) to agree changes to the funding allocations in consultation with the Portfolio Lead as required. 12. Urgent Items There were no urgent items. 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. 7
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13. Lease to a Nominated Party: Lease of two areas of Cunninghame House Submitted a report by the Executive Director (Place) seeking approval to lease an area within the Lift Motor Room and an area at roof level of Cunninghame House to enable the relocation of telecommunications equipment and associated aerial from Bridgegate House. The Cabinet agreed to approve the recommendation as detailed in the report. 14. Disposal of the former Greenwood Conference Centre, Greenwood Gate, Irvine KA11 4GZ Submitted a report by the Executive Director (Place) providing an update on the outcome of the marketing exercise and offers received in respect of the former Greenwood Conference Centre, Greenwood Gate, Irvine KA11 4GZ. Officers responded to Members’ questions. Councillor Burns seconded by Councillor Macaulay proposed that the offers received were not accepted. There being no amendment, the motion was declared carried. The meeting ended at 3:05 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 18 March 2025 Cabinet (Education) Title: Education Service Digital Learning Strategy Purpose: To update Cabinet on the Education Directorate’s 2-18 Digital Learning Strategy. Recommendation: That Cabinet: a) Notes the content of the report b) Endorses the ambitions within the new Digital Learning Strategy 1. Executive Summary 1.1 Recognising the importance of the effective use of digital technologies and approaches in highly effective learning and teaching, NAC Education Directorate has launched a 2- 18 Digital Learning Strategy to support the development of our learners’ digital skills in learning, life and work. 1.2 The strategy ensures a level of consistency across all educational establishments in NAC and promotes continuous improvement in staff digital skills as well as learners’ skills. 1.3 The strategy becomes part of the effective quality improvement framework used to evaluate educational provision and outcomes across all NAC schools and EY centres. 2. Background 2.1 The Digital Learning Strategy complements the Council’s Digital Strategy “Digital North Ayrshire” which reflects the needs and ambitions of North Ayrshire, including our renewed priorities and principles, focus and actions and importantly, how this aligned with the Scottish Government’s 2021 National Digital Strategy “A Changing Nation: How Scotland Will Thrive in a Digital World”. 2.2 Consistent with all of the above, the Education Directorate’s priority is to use digital technology to build innovative and creative approaches that will contribute to the wide range of approaches to raise attainment and reduce the poverty-related attainment gap for learners in our schools and Early Years establishments. Agenda Item 3 9
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Digital Learning 2.3 Our children and young people will only get the most out of digital technology when it is skilfully deployed by staff to support their learning. It is vital therefore that our educators have the skills, confidence and knowledge to know when and how digital technology can be deployed effectively. 2.4 Professional digital learning can be accessed independently by practitioners through online training, is shared across establishments by practitioners and is also delivered by the Digital Development Officer from the Professional Learning Academy (PLA). 2.5 Education establishments across North Ayrshire have independently evolved approaches to digital learning with varying levels of expertise across our workforce. Similarly, a range of apps and tools are being utilised at establishment level to engage learners and families in digital learning. 2.6 Overall, the skills of our practitioners across all educational establishments are varied, and many of the PLA courses delivered or interventions provided are done through request or linked to an educator’s own professional learning. 2.7 In this respect, it is worth highlighting that the updated Standards for Full Registration from the General Teaching Council for Scotland (GTCS) include expectations on all registered teachers of digital competence. This is referred to and acknowledged in the new 2-18 NAC Digital Learning Strategy. Digital provision of curriculum delivery 2.8 The importance of our learners being able to use a variety of digital technologies and possessing a range of digital skills in today's increasingly digitised world is clear. As a result, there is now a wide consensus that digital technology should receive a more prominent role in curriculum delivery. 2.9 The use of digital technology in our own educational establishments helps to support the delivery of the curriculum and can be a feature of highly effective learning experiences for children and young people. 2.10 In Secondary, one example is @SWConnects, an online teaching and learning programme across the four Local Authorities of the South West Educational Improvement Collaborative (SWEIC) providing Senior Phase learners (predominantly in S6) with the opportunity to study mainly a range of Advanced Highers. It is worth noting that the @SWConnects programme was shortlisted in 2024 for two UK awards: the Digital Impact Award in Local Government Councils (receiving runner-up and highly recommended status) and the Digital Transformation in Local Councils Award which resulted in @SWConnects winning the award). 2.11 In Primary, one example is for the enhanced delivery of Gaelic Medium Education (GME) where staff and learners access a range of GME curriculum opportunities and learning through e-Sgoil (an online digital platform of lessons in Gaelic). 10
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Learning, Teaching and Assessment 2.11 Common areas of good practice emerging at both national level and in NAC educational establishments are teachers’ creative use of digital technologies to enhance learning and teaching, learners’ growing independence in using digital technologies as part of their learning experiences and use of digital technologies to provide appropriate and relevant support for learning. 2.12 It is worth noting that across all recently inspected NAC establishments and schools there has been good practice highlighted in the use of digital technology and the development of learners’ digital skills. NAC schools’ rating for “Learning, Teaching and Assessment” places us as 5th in Scotland which highlights the strong performances overall in this area, including the use of digital technology and digital skills development in our children and young people. 2.13 The Education Quality Improvement Team, working with school and EY senior leaders, will update the Quality Improvement Framework and school review guidance to incorporate the Digital Learning Strategy for future improvement work across schools and EY centres. NAC Digital Learning Improvement Activity – Digital Learning Strategy 2.14 A NAC Education Service Improvement Group was established in March 2023 to take forward a review of the digital learning across North Ayrshire and build upon the work undertaken by the strategic review of ICT completed in 2023. The group consists of highly experienced practitioners from across all sectors who are responsible for delivery of the curriculum from 2-18. 2.15 The aims of the strategy are as follows: • develop learners’ digital skills and prepare them for life in an increasingly complex world; • ensure that our practitioners are able to use a range of digital technologies confidently and appropriately to deliver exciting, supportive, relevant and engaging learning experiences; • support our establishments in achieving “very good” or “excellent” grades in HMIe inspections which will impact on our learners’ attainment. 2.16 There are four main areas within the strategy as outlined below: i. the vision and aims of the strategy (linked to high quality learning experiences for all children and young people in NAC) ii. the digital skills our children and young people need for learning, life and work (progression tables for each skill) iii. the digital skills our practitioners require to ensure our learners’ digital needs are met (progression tables for each skill) iv. tools and training, as well as examples of good practice at local and national levels 2.17 Following extensive consultation across NAC schools and EY centres and with key colleagues in other Local Authorities and at national level, the new strategy was launched on 6 March 2025 to senior school and EY leaders, with feedback activity 11
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planned for December 2025 and expansion of the good practice section from January – June 2026. 2.18 An overview of the strategy is included in Appendix 1 which highlights the four main areas of the strategy. The expectation is that all educational establishments will adopt the strategy from session 2025-26 onwards as part of their raising attainment approaches. 2.19 While the main focus of the strategy is on children and young people within a school or EY setting, we recognise that other partners will contribute to its delivery. For example, Community Learning and Development colleagues will deliver a range of opportunities both within schools and communities. One of these is the ‘Cyber Explorers’ programme currently being delivered in both settings. This is a national programme offering young people the chance to expand their computing knowledge and learn cyber resilience skills, as well as gain accredited qualifications. 3. Proposals 3.1 It is proposed that Cabinet: a) Notes the content of the report b) Endorses the ambitions within the new Digital Learning Strategy 12
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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 The strategy sets out clearly the expectations of all staff in educational establishments and the skills for practitioners and learners, thus supporting increased parity of educational experience from the ages of 2-18 in NAC schools and EY centres. Climate Change and Carbon 4.5 This will support our long-term climate change ambitions through helping to equip learners with digital skills which will enable flexible working patterns in the future. Key Priorities 4.6 NAC Council Plan 2023-28: Wellbeing: To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people: • Improving educational attainment and achievement and closing the attainment gap • Developing the Young Workforce and ensuring positive destinations for school leavers This work relates to the following priorities in the Education Service Plan 2023-26: • Improvement in attainment and achievement, particularly in literacy and numeracy • Closing the attainment gap between the most and least disadvantaged children and young people. Community Wealth Building 4.7 The Digital Learning Strategy will support our children and young people in North Ayrshire with high-quality and relevant digital skills which in turn will help to enable them to move into positive destinations. 5. Consultation 5.1 There is a robust Quality Improvement Framework in place to support schools to evaluate and analyse their performance and plan future improvements. This quality improvement process features regular evaluative visits to schools by Senior Officers. 13
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These visits feature evidence-based, challenging discussions to explore how schools are using the analysis of their attainment as a mechanism to inform targets for improvement. Furthermore, as part of our annual review process, we have consulted staff across the service on the improvement priorities for the coming session, and schools have in turn engaged with their school communities on their own priorities for improvement. Andrew McClelland Head of Service (Education) For further information please contact Kathleen McCormick, Executive Manager, on 01294 324443. Background Papers 1 – Extracts from the Digital Learning Strategy 14
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Appendix 1 – NAC Education Directorate Digital Learning Strategy – extracts 1. Landing page: 2. Roles and responsibilities section (detail provided for each staff member): 15
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3. Learner Digital Skills – landing page: 4. Learners Digital Skills – interaction page: 16
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5. Tools and training section – use of AI in education – landing page: 17
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Response to Scottish Government’s Call for Evidence for the Tackling Child Poverty Delivery Plan 2026 – 2031 Purpose: To seek approval for the North Ayrshire Council response to the Scottish Government’s Call for Evidence. Recommendation: That Cabinet: a) Approves the response to this Call for Evidence, and agrees that the response can be submitted to the Scottish Government 1. Executive Summary 1.1 This report presents the North Ayrshire Council response to the Scottish Government’s Call for Evidence which will inform development of the next Tackling Child Poverty Delivery Plan 2026 - 2031. The full response has been attached as Appendix 1. This is a policy area that is a key priority for NAC. 1.2 The response has been developed using a collaborative approach amongst internal teams and external partners. The response summarises all feedback received for issue to the Scottish Government. It has been shared with and endorsed by the CPP. 2. Background 2.1 The Child Poverty and Cost of Living Board (CPCOL) was established in June 2022 to reduce child poverty and support residents through the cost-of-living crisis. The governance arrangements were recently reviewed, and the programme of work was transferred to the Community Planning Partnership Senior Officers Group in recognition of the fact that addressing child poverty and cost of living is a partnership endeavour. 2.2 Various interventions to reduce child poverty have already been implemented throughout North Ayrshire, and last year NAC was successful in its bid to become a Fairer Futures Partnership (FFP) with the Scottish Government. FFPs are partnerships between local authorities and the Scottish Government, set up to support families living in poverty. The partnerships aim to reduce child poverty through public sector reform approaches, and test and adopt locally determined approaches based on local needs and assets. Agenda Item 4 19
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2.3 In November 2024 the Child Poverty Strategy Team (CPST) was appointed using this funding, comprising of a Strategy and Programme Manager, Project Manager and Policy and Performance Officer. The team will be responsible for delivering the objectives of the FFP, the CPP and progressing NAC’s strategic priority of transitioning to a wellbeing economy. More recently, North Ayrshire was confirmed as part of the Collaboration for Health Equity in Scotland (CHES) national programme to consider ways to strengthen and accelerate the action underway to improve Scotland's health, increase wellbeing and reduce health inequalities with the launch event taking place on 25th February 2025 at Saltcoats Town Hall. 2.4 The Scottish Government published a Call for Evidence on 25th February. This sought feedback from stakeholders to inform development of the next Tackling Child Poverty Delivery Plan 2026 – 2031. The Call for Evidence sought views on how well current policies and actions are working and what new ideas or approaches might help to achieve significant reductions in child poverty in Scotland. The feedback provided will inform the development of the new delivery plan. This is a policy area that is a key priority for NAC, and the deadline to submit responses is Friday 28th March 2.5 Key strategic themes being tested by the Scottish Government include: • Increasing earned incomes by supporting and providing opportunities for parents and carers, to enter, sustain and progress in work. This includes through the likes of employability support and the provision of essential infrastructure such as childcare and transport. • Reducing the costs of living and maximising incomes from social security to allow families to live dignified lives and meet their basic needs. This includes through the likes of social security, affordable homes, and advice services. • Delivering holistic and whole family support to improve outcomes and wellbeing and enable families to better engage with other services that directly increase their incomes. This includes through action focused on preventing families falling into poverty and wider community-based support. • Supporting children and young people to reach their full potential and to break the cycle of poverty in the longer term. This includes through the likes of early years support, education, and post-school transitions 2.6 It is important to develop a response that benefits from the input of - and is endorsed by - our partners including the CPP. In order to ensure all relevant parties had an opportunity to provide a response, the request was put into a survey format and issued to key stakeholders. Stakeholders included teams in Connected Communities, Education, Customer Services, Employability, North Ayrshire Health and Social Care Partnership, NHS Ayrshire & Arran, and the Third Sector Interface, with the latter recognising the key role of the community and voluntary sector in responding to the poverty challenge. 2.7 Drawing on an iterative process, this draft was then presented to the CPP in workshop format on 10th March for further reflection and comment. This has helped to ensure that we have incorporated a wide array of perspectives and opinions. A proposed final version of the response is attached at Appendix 1. Key messages include: • Develop robust communication channels with lived experience to ensure participation in the design of services and transparency in reporting impact. 20
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• Invest in infrastructure and resources to support effective data sharing across partners to enhance the effectiveness of the holistic approach that the Child Poverty Delivery Plan proposes • Support local authorities to develop a single point of contact for families to access support and information • Move towards longer-term, unrestricted funding models to enable strategic planning and service sustainability • Invest in adult access to education, training and upskilling • Develop targeted interventions to address the specific challenges faced by families in rural and island communities 2.8 Note that we have previously provided input to the Social Justice and Social Security Committee’s Post-legislative scrutiny of the Child Poverty (Scotland) Act 2017. Although this is on a common theme, it is a separate piece of work which is led by the Scottish Government rather than the SJSS Committee. 3. Proposals 3.1 It is proposed that the Cabinet: a) Approves the consolidated response to the Scottish Government’s Call for Evidence for the Tackling Child Poverty Delivery Plan 2026 – 2031 and agrees that the response can be submitted to the Scottish Government. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications for North Ayrshire Council contained within the current report. Human Resources 4.2 There are no HR implications for North Ayrshire Council contained within the current report. Legal 4.3 There are no legal implications for North Ayrshire Council contained within the current report. Equality/Socio-economic 4.4 Reducing child poverty sits at the heart of our equalities and socio-economic duty and there are implications related to our response. Climate Change and Carbon 21
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4.5 There are no climate change and carbon implications for North Ayrshire Council contained within the current report. Key Priorities 4.6 Child Poverty sits within our Wellbeing priority, but the proposals relate to the Council Plan in its entirety. Community Wealth Building 4.7 There are no direct Community Wealth Building implications for North Ayrshire Council contained with the current report, although we know that there are strong links between CWB and child poverty more broadly. 5. Consultation 5.1 As per section 2.2, the Council consulted with a range of internal and external stakeholders to collate this response. Stakeholders included the CPP, NHS Ayrshire & Arran, the Third Sector Interface and internal teams. Sam Anson Executive Director (Education) For further information please contact Jenni Blair, Project Manager (Child Poverty), on jenniblair@north-ayrshire.gov.uk. Background Papers Appendix 1: Consolidated response to the Scottish Government’s Call for Evidence for the Tackling Child Poverty Delivery Plan 2026 - 2031 22
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Appendix 1: Draft response to the Scottish Government’s Call for Evidence for the Tackling Child Poverty Delivery Plan 2026 – 2031 CPP-endorsed North Ayrshire Council Response to the Tackling Child Poverty Delivery Plan 3 Consultation Introduction North Ayrshire Council (NAC) welcomes the opportunity to contribute to the Scottish Government's consultation on the Tackling Child Poverty Delivery Plan 3 (TCPDP3). Our response is informed by a two-stage engagement process involving key stakeholders across the council, partner organisations, and our Community Planning Partnership Board. This process has enabled us to gather a comprehensive range of perspectives on the key themes and priorities for addressing child poverty in North Ayrshire. 1a) Do you think these are the right themes to focus on? NAC agrees with the four key strategic themes proposed in the consultation document: 1. Increasing earned incomes by supporting parents and carers to enter, sustain, and progress in work. 2. Reducing the costs of living and maximising incomes from social security to allow families to live dignified lives and meet their basic needs. 3. Delivering holistic and whole family support to improve outcomes and wellbeing and enable families to better engage with other services that directly increase their incomes. 4. Supporting children and young people to reach their full potential and to break the cycle of poverty in the longer term. 2a) What is working well and what actions should Scottish Government and partners either continue to do or to do more of? Our response is informed by a two-stage engagement process involving key stakeholders across the council, partner organisations, and our Community Planning Partnership Board. When asked what is currently working well, colleagues and partners celebrated partnership working as one of their most powerful tools in identifying, reducing and preventing poverty. This includes partnerships between directorates, third sector organisations, lived- experience groups, schools, and other key community organisations. We believe that effective partnership working is crucial to delivering integrated and holistic support to families. This must include partnerships with lived experience and communities to ensure that services are responsive to local needs. Funding streams that 23
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support holistic support and collaborative working, such as the Fairer Futures Partnerships, are a welcome enabler for this pan-organisational approach. 2b) Are there policies, actions or approaches that the Scottish Government and/or partners should either stop or do differently? The challenges of 12-month funding periods hinder recruitment, long-term planning, effective evaluation and service delivery. Move towards longer-term, unrestricted funding models to enable strategic planning and service sustainability 2c) Are there new policies, actions or approaches that Scottish Government should consider implementing? The role of adult education, training, and upskilling is invaluable in reducing and preventing child poverty through improved employment, professional progression opportunities and bolstering autonomy and aspiration. Investment in this area would be just one example of long-term poverty prevention and reduction. Specific challenges in rural and island communities are drivers of child poverty, particularly around transport and childcare, and must be addressed to ensure equitable access to services and opportunities. Work alongside these communities to understand and target appropriate interventions. 2d) How can Scottish Government and partners work differently to ensure seamless, integrated supported for families? What prevents this? Strategic, long-term planning should be grounded in robust data and evidence. This requires enabling data sharing and collaboration across partners. Investing in infrastructure and resources to support effective data sharing across partners could play a key role in enabling the holistic approach that the Child Poverty Delivery Plan proposes. A single point of contact to access support would improve accessibility for communities and enable better coordination of services. Supporting local authorities to develop this single point of contact for families could also aid in streamlining data for enhancing evidence-led intervention planning. 3) What more can we do to understand the challenges being faced by the family at greatest risk of poverty, including the six priority families identified to ensure their specific and interconnected needs are met? Effective partnership working is crucial to delivering integrated and holistic support to families, and this must include partnerships with lived experience and communities to ensure that services are responsive to local needs. Communicating the impact of child 24
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poverty interventions to the public in a clear and accessible way is also an essential component of building trust. Scottish Government and partners should prioritise the development of robust communication channels with communities and those with lived experience to ensure participation in the design of services and transparency in reporting impact. 5) Please use this text box to enter anything else you feel is relevant that we may have missed, this may include any research, evaluation or findings from consultations that you have undertaken which are relevant to this call for evidence North Ayrshire Council proposes that the language used to discuss child poverty can significantly impact our approach to addressing it. The term "tackling child poverty" can be challenging to define and evidence as we work towards the First Ministers recently communicated ambition of eradication. We propose adopting the framework developed by SPIRU at Glasgow Caledonian University, which offers a more nuanced and specific vocabulary for categorising child poverty initiatives: • Mitigation: Reduces the impact of poverty without necessarily lifting people out of it. • Reduction: Lifts people out of poverty. • Prevention: Lays the foundation for people to remove themselves from poverty or stops people from falling into poverty. • Awareness: Improves our understanding of poverty. Adopting this framework could support local authorities and partners to: • More accurately categorise and differentiate between different types of child poverty interventions. • Ensure a balanced approach that addresses both the immediate needs of families experiencing poverty and the systemic causes of poverty. • Develop more targeted and effective evaluation strategies based on the specific goals of each intervention. We recommend that the Scottish Government, in partnership with partners and communities, develop a language charter around child poverty. This charter could provide a common framework for discussing and addressing child poverty, leading to more effective and coordinated action. 25
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Scottish Government Consultation: Local Authority General Power of Competence Purpose: To advise Cabinet of the Scottish Government Consultation on a possible Local Authority General Power of Competence and seek Cabinet approval for the submission of the proposed Recommendation: That Cabinet: a) Notes the ongoing consultation b) Grants authority to the Head of Service (Democratic Services) to finalise and submit the Council’s response, following further engagement with COSLA, in consultation with the Chief Executive and Leader in accordance with the principles set out in this report; and c) Notes that responses to the consultation are also being submitted by other local authorities, COSLA and the Society of Local Authority Lawyers & Administrators in Scotland (SOLAR) and d) Notes that further updates will be brought to Cabinet in the event that the Scottish Government decides to introduce legislative proposals relating to local authority powers. 1. Executive Summary 1.1 On 6 January 2025 Scottish Government commenced a public consultation on the need to legislate for a possible local authority General Power of Competence. The consultation seeks to establish what functions, beyond those already conferred by statute, local authorities in Scotland may wish to pursue and whether new legislation or amendments to existing legislation would be required to deliver those additional functions. 1.2 This report seeks approval for submitting a response in terms similar to the draft consultation response provided at Appendix One. Agenda Item 5 27
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2. Background 2.1 In December 2017 the Scottish Government and COSLA jointly launched a Review of Local Governance. The Review considered how powers, responsibilities and resources are shared across national and local spheres of government, and with communities. The review was much wider than the scope of the current consultation and as part of the response submitted at that time, the Council took the position that a Power of General Competence should replace the Power to Advance Wellbeing. The legislation to reform local government has not been advanced. 2.2 To consider the possible requirement to replace the Power to Advance Wellbeing with a Power of General Competence and its impacts, the Scottish Government commenced a consultation on 6 January 2025. The consultation closes on 28 March 2025 with the feedback used to ensure that legislation contains the right balance of flexibility and control to mitigate risks arising from greater statutory freedoms. The consultation process is ongoing with round table discussions still to take place to assist with the formation of views. 2.3 Section 20 of The Local Government in Scotland Act 2003 gives a local authority the power to “do anything which it considers is likely to promote or improve the well-being of its area and/or persons within that area”. It includes the power to incur expenditure, give financial assistance to any person, enter into arrangements or agreements with any person, co-operate with, or facilitate or co-ordinate the activities of, any person, exercise on behalf of any person any functions of that person, and provide staff, goods, materials, facilities, services or property to any person. 2.4 The 2003 Act states that the power cannot be used to do something that the local authority is explicitly prohibited or prevented from doing under another enactment. It also cannot be used to unreasonably duplicate the functions of another person (unless the person concerned consents). The general power for a local authority to ‘do anything to advance well-being' is restricted to its local area and/or persons living within that area. 2.5 Section 22 of the 2003 Act expressly provides that the power under section 20 does not enable a local authority to do anything for the purposes of raising money, whether by levying or imposing any form of tax or charge, by borrowing or otherwise. 2.6 A General Power of Competence is commonly defined as a statutory power to do “anything that individuals may generally do”. The Localism Act 2011 introduced a General Power of Competence in England, Wales and Northern Ireland. The power enables councils in those jurisdictions to do things: a) An individual may generally do; b) Anywhere in the UK or elsewhere; c) For a commercial purpose or otherwise, for a charge or without a charge; and d) Without the need to demonstrate that it will benefit the authority, its area or persons resident or present in its area. Limits apply where a local authority provides a service for a non-commercial purpose. The general power confers power to charge a person for providing a service to that person only if: 28
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a) The service is not one that a statutory provision requires the authority to provide to the person; b) The person has agreed to its being provided; and c) The authority does not have an existing power to charge for providing the service. 2.7 A General Power of Competence could empower local authorities to set up companies, engage in certain trading activities or run community services or enterprises. In comparison with the Power to Advance Wellbeing, a Power of General Competence would widen the scope of local authority powers so long as there was no law precluding them from doing so. There would be no requirement to consider whether the activity advances the well-being of the local authority’s area/persons within the local authority’s area. Were such powers to be enabled, it would be for each Council to set its parameters whilst still taking into account the duty to provide best value. In the event that the general power of competence is brought forward, it is presently the view of officers that the Council would still focus on local priorities rather than engaging in activity outwith the local authority boundary. It is also the view of officers that should the power be granted, it would not be used in a manner to distort the local economy. 2.8 The Council’s position in 2018 was that the replacement of the Power to Advance Wellbeing with a Power of General Competence was necessary for several reasons. It was argued that the Power to Advance Wellbeing is too restrictive to be used as a ‘power of first resort’ and does not permit the generation or saving of money to fund other services. It was argued that a Power of General Competence would assist local authorities to work across boundaries and be innovative. The response included comment that tax raising powers should be granted to local authorities. 2.9 The power granted to authorities in England Wales and Northern Ireland does not permit local authorities to do anything that is specifically prohibited in legislation, to raise taxes or to alter the political management of the authority. Commercial activities may be undertaken but this must be done through a company. Authorities cannot trade in services that they have a statutory requirement to provide. A broad power is given to the Secretary of State to remove or change any statutory provisions that prevent or restrict the use of the general power and to restrict what local authorities can do under the general power. The power in these jurisdictions does not allow local authorities to raise tax in order to expand authorities’ power or to make by-laws. In terms of the Council’s response in 2018, it was suggested that certain restrictions applying to councils in England, Wales and Northern Ireland should not apply to Scottish councils including: a) the requirement to use companies where engaging in income generation. b) that charges for provision of a discretionary service should be restricted to a cost recovery basis. (The council recommended that charges could be used for revenue generation); c) that local tax raising powers should be included as part of a Power of General Competence; and d) that there should be a bar on the creation of by-laws or enforcement activity. (We requested that no bar should apply). 2.10 In relation to the current consultation, the Scottish Government has advised that the Scottish Parliament does not have legislative competence to confer a general power 29
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which includes broad local taxation powers to Local Government. Any revenue-raising powers for Local Government would therefore be limited to new taxes which have a strong local character and do not replicate national taxes. Accordingly, any inclusion of tax raising powers in a General Power of Competence would be significantly limited. Since 2018 we have seen the introduction of legislation which has enabled Councils to consider raising local taxes e.g. the council tax premium on second homes and a tourist tax. The introduction of a General Power of Competence which included a general power to create and levy new taxes would require amendment to the Scotland Act 1998, over which the UK Parliament retains legislative power. 2.11 The consultation also presents an opportunity to consider additional amendments and reform to related legislation on local authority competence. In particular, changes to the Local Government in Scotland Act 2003 and Local Authorities (Goods and Services) Act 1970 are proposed. Additionally, the consultation seeks responses on extending the powers contained in the Islands (Scotland) Act 2018 to Local Authorities across Scotland. Comment on these matters is included in the draft response at Appendix 1. 2.12 The draft response is generally supportive of a relaxation of restrictions in the powers of local authorities and that those should be widened to permit wider flexibility to deliver positive outcomes for our residents and communities and transformation. 2.13 It is understood that the Scottish Government is particularly interested in responses which provide examples of what a local authority would use expanded powers to achieve. Discussion is ongoing in that regard. 2.14 It is understood that other Local Authorities, COSLA and the Society of Local Authority Lawyers & Administrators in Scotland (SOLAR) are also expected to respond to the Consultation. Officers have attended round-table discussions with the Scottish Government and other local authorities and will continue to do so. 2.15 In the event that the Scottish Government determines to bring forward legislation to review the powers of local government, draft legislation will be introduced and a consultation period will follow and in relation to which further updates would be brought to Cabinet. 3. Proposals 3.1 That cabinet: a) Notes the ongoing consultation; b) Grants authority to the Head of Service (Democratic Services) to finalise and submit the Council’s response in accordance with the principles set out in this report following further engagement with COSLA, in consultation with the Chief Executive and Leader; c) Notes that responses to the consultation are also being submitted by other local authorities, COSLA and SOLAR and 30
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d) Notes that further updates will be brought to Cabinet in the event that the Scottish Government decides to introduce legislative proposals relating to local authority powers. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications resulting directly from submission of the consultation response, however, there may be financial implications if a General Power of Competence is created for local government. Human Resources 4.2 None. Legal 4.3 It is expected that the Review will lead to legislation in the next term of Parliament. The proposed consultation response provided at Appendix One recommends removal of legal obstacles to effective local governance and it is hoped that future legislation can adopt these. However, there are no direct legal implications of the response itself. Equality/Socio-economic 4.4 There are no equality/socio-economic implications resulting directly from submission of the consultation response. However, it is unclear if such implications could arise from the creation of a General Power of Competence for local government. The Scottish Government would require to undertake the necessary impact assessments in relation to the introduction of any draft legislation. Climate Change and Carbon 4.5 None. Key Priorities 4.6 None. Community Wealth Building 4.7 None. 5. Consultation 5.1 The proposed response has been informed through consultation with Officers of the Council, COSLA, Scottish Government Officers and members of SOLAR. 31
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Aileen Craig Head of Service, Democratic Services For further information please contact Raymond Lynch, Senior Manager (Legal Services) , on raymondlynch@north-ayrshire.gov.uk or Callum Leslie, Solicitor (Legal Services), on callumleslie@north-ayrshire.gov.uk. Background Papers 0 32
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1 Local Authority General Power of Competence Respondent Information Form Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy: https://www.gov.scot/privacy/ Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? Yes No The North Ayrshire Council Cunninghame House, Friar’s Croft, Irvine KA12 8EE Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 33
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2 Questionnaire Power to Advance Wellbeing Question 1 What are the perceived barriers and risks to fully exploring the scope of the ‘Power to Advance Wellbeing’ contained in section 20 of the Local Government in Scotland Act 2003? Note: Section 20 of the Local Government in Scotland Act 2003 provides a broad power for a local authority to “do anything which it considers is likely to promote or improve the well-being of its area and/or persons within that area”. Question 2 What are the limitations of the Power to Advance Wellbeing and how do these limitations restrict the aspirations of local authorities, for example, to explore new and innovative ways of delivering public services? Despite the Power to Advance Wellbeing intending to broaden the powers of local authorities, there is dubiety around the extent upon which it can safely be relied upon. This position has been accentuated through the Courts interpreting the power restrictively, for example, Portobello Park Action Group Association v The City of Edinburgh Council (2013) S.C. 184 which is noted in the consultation document. The result is that the Power to Advance Wellbeing has been underused, due to uncertainty around the scope of the Power and as a result, local authorities exercising a cautious approach. 34
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3 Question 3 Would the removal of the restriction imposed by paragraph 7 of section 22 of the Local Government in Scotland Act 2003 (see note below) facilitate the aspirations of local authorities to increase local revenue generating powers. Please provide examples. Note: Paragraph 7 of section 22 of the Local Government in Scotland Act 2003 says expressly that the power under section 20 of the Act does not enable a local authority to do anything for the purposes of raising money, whether by levying or imposing any form of tax or charge, by borrowing or otherwise. Only the specific power in the 1970 Act can be relied upon to generate revenue through the supply of goods and services. Question 4 The Power to advance wellbeing is not sufficiently clear to provide confidence of approach. There is no power for Councils to generate money to fund other services, something which is increasingly an issue in a financial climate which expects local authorities to raise income and act to transform practice through innovative solutions. Additionally, the restrictions in the Local Authorities (Goods and Services) Act 1970 make it difficult to use the Power effectively. In particular, the 1970 Act gives Local Authorities powers in relation to any “relevant trading operation carried on by the Authority” to enter into Agreements for the supply of goods or services. However, an Authority cannot enter into such a Trading Agreement if the income from that operation would exceed the statutory limit. The current statutory limit for the amount of income that can be generated from commercial services is nil. Unless and until the Scottish Parliament varies that statutory limit for trading activities, it will not be possible to rely on the provisions of this legislation to justify the Council trading to generate income to fund services. The removal of the restriction imposed by paragraph 7 of section 22 of the Local Government in Scotland Act 2003 may assist local authorities to increase local revenue generating powers. However, the judicial interpretation of the Power to Advance Wellbeing is, as noted above, restrictive. Local authorities are reluctant to use the power other than as a last resort. The result is that either the power will continue to be used sparingly by local authorities to minimise risk, or that local authorities may accept greater risk in order to generate revenue. The removal of the restriction imposed by s22(7) would therefore not meaningfully reduce the risk of using the Power to Advance Wellbeing. The Council operated a Municipalisation Working Group to consider opportunities for revenue raising. Given the challenges posed by the existing legislation and associated risks, very little was developed other than was permitted by statute. 35
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4 Are there any further existing legislative barriers to the delivery of public services and to a broader range of activity that local authorities would wish to undertake? Question 5 Expansion of wellbeing powers Would a broadening of the scope and meaning of ‘wellbeing’ contained in the 2003 Act (see note below) provide an effective alternative to a General Power of Competence? Note: The Local Government in Scotland Act 2003 contains a provision that allows the Scottish Ministers to widen the definition of wellbeing and therefore the scope of the power of local authorities to advance wellbeing, under section 20 of the 2003 Act. Given the continued reluctance in England, Wales and Northern Ireland to rely on the general power due to concerns over legal challenge, it may be more effective to either broaden the scope and meaning of ‘wellbeing’ within the 2003 Act or to create As noted above, the restrictions in the Local Authorities (Goods and Services) Act 1970 make it difficult to use the Power to Advance Wellbeing effectively. In particular, the 1970 Act gives Local Authorities powers in relation to any “relevant trading operation carried on by the Authority” to enter into Agreements for the supply of goods or services. However, an Authority cannot enter into such a Trading Agreement if the income from that operation would exceed the statutory limit. The current statutory limit for the amount of commercial services income that can be generated is nil. Unless and until the Scottish Parliament varies the statutory limit for trading activities, it will not be possible to rely on the provisions of this legislation to justify the Council trading to generate income to fund services. A broadening of the scope and meaning of ‘wellbeing’ may assist local authorities in discharging their functions in some respects. However, a broader Power to Advance Wellbeing would still place a positive duty on local authorities to assess whether a decision will promote or improve the wellbeing of its area or persons within its area which would be open to interpretation and challenge, as opposed to a Power of General Competence where an authority will only have to consider whether a decision taken could be taken by an individual and whether that decision falls under any specific statutory exceptions. A Power of General Competence would therefore offer greater legal certainty for authorities to use as a ‘power of first resort’, whereas a broadening of the Power of Wellbeing may result in the power continuing to be underused. 36
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5 further specific statutory powers within the 2003 Act to explicitly permit the greater freedoms local authorities wish to have. 37
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6 Question 6 Expansion of wellbeing powers Would the provision of specific greater powers within the 2003 Act (see note below) provide an effective alternative to a General Power of Competence? If so, please provide examples of such specific powers and how they may be used. Note: The Local Government in Scotland Act 2003 contains a provision that allows the Scottish Ministers to widen the definition of wellbeing and therefore the scope of the power of local authorities to advance wellbeing, under section 20 of the 2003 Act. Given the continued reluctance in England, Wales and Northern Ireland to rely on the general power due to concerns over legal challenge, it may be more effective to either broaden the scope and meaning of ‘wellbeing’ within the 2003 Act or to create further specific statutory powers within the 2003 Act to explicitly permit the greater freedoms local authorities wish to have. The provision of specific greater powers within the 2003 Act may assist local authorities in discharging their functions in some respects. However, more specific powers may limit the ability of authorities to create innovative solutions. If a power is not specifically listed in the legislation, authorities may still be reluctant to take decisions that are not explicitly permitted. In contrast, a Power of General Competence, which is unambiguously set out, will allow an authority to consider whether a decision could be taken by an individual and whether that decision falls under any specific statutory exceptions. A Power of General Competence, subject to drafting may therefore offer greater legal certainty for authorities to use as a ‘power of first resort’, whereas more specific powers in the Power of Wellbeing may result in the power continuing to be underused, or only used for specific situations. If an expansion of the Power of Wellbeing was to be proposed, statutory guidance should accompany any legislation to provide further guidance to local authorities. 38
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7 Duplication of Functions Question 7 Does the provision within the 2003 Act, which states that the Power to Advance Wellbeing cannot be used to unreasonably duplicate the functions of another person, restrict a local authority’s pursuit of service transformation, other income generating activity or any other activity? Please provide examples. Note: Paragraph 4 of section 22 of the Local Government in Scotland Act 2003 prevents local authorities from unreasonably duplicating the functions of other bodies or people. The subsection states that local authorities must consider whether any proposed action is reasonable. The subsection also makes it clear that the exercise of power would not be considered unreasonable if the other person had consented. Public service providers are currently required to work much more closely in partnership to integrate service provision and improve outcomes which should reduce duplication of effort. If public service providers wish to improve outcomes and deliver services more efficiently, it is important that duplication is reduced. Accordingly, it is important that a local authority should not be able to unreasonably duplicate functions. However, it may be helpful for further guidance to be provided for authorities to understand what would constitute “unreasonable” duplication, as this would empower authorities to take more innovative actions to pursue service transformation where service sharing did not present the best opportunity to do so. 39
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8 Question 8 Would the removal of the restriction on duplication of functions, contained within section 22 of the Local Government in Scotland Act, provide an effective alternative to a General Power of Competence? If so, please explain. Powers to Trade Question 9 What trading activity would local authorities wish to pursue beyond the current power to provide goods and services, contained in the Local Authorities (Goods and Services) Act 1970? In light of the existing legal framework, North Ayrshire Council has not actively considered pursuing trading activities that would be beyond the existing power to provide goods and services in the 1970 Act. It is not considered that a removal of the restriction on duplication of functions would provide an effective alternative to a General Power of Competence. In the short term, it may be helpful for further guidance to be provided for authorities to understand what would constitute “unreasonable” duplication, as this may empower authorities to take more innovative actions to pursue service transformation. 40
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9 Question 10 Would the removal of the requirement to gain Ministerial consent to pursue income through the supply of goods and services deliver the aspirations of local authorities? Please provide examples of how the removal of this limitation would be utilised and the benefit that would be envisaged such as value for money, better allocation of resources, transformation of public services, better local outcomes etc Note: The provisions contained within section 1A of the Local Authorities (Goods and Services) Act 1970 requires that a local authority must gain Ministerial consent to pursue income through the supply of goods and services. However, this restriction does not apply in respect of an agreement entered into by a local authority with either another local authority, a public body; or with a person providing functions of a public nature. Goods and Services Question 11 What further activity would local authorities wish to undertake, beyond providing goods and services to the local area and/or persons within that area? As previously mentioned, an Authority cannot enter into a Trading Agreement if the income from that operation would exceed the statutory limit currently set at zero income from commercial services. Accordingly, it is therefore difficult for Councils to rely on the provisions of this legislation to justify the Council trading to pursue income to fund services. The removal of the requirement for Ministerial consent would assist local authorities to rely on the legislation if it was accompanied by removal of the statutory limit referred to in the 1970 Act. Alternatively, if a realistic statutory limit was sent subject to inflationary and other reviews or uplifts, authorities may be able to use the legislation with more confidence to pursue income. The dubiety as to the statutory definition and extent of the Power of Wellbeing would however remain an issue. In light of the existing legal framework, North Ayrshire Council has not actively considered pursuing further activity beyond providing goods and services to the local area and/or persons within its area other than those within clear statutory remits. 41
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10 Question 12 Should the introduction of greater local authority legislative powers continue to constrain the types of goods and services a local authority can provide? If so, please provide examples. Commercial Ventures Question 13 What type of commercial activity would local authorities wish to pursue, utilising a General Power of Competence? Please provide examples. It is important that local authorities are able to use new powers in any way which supports the achievement of outcomes for communities in a way that supports a transformative approach. If further restrictions on trading activities are needed, these are already provided firstly, by Best Value (as introduced under Local Government in Scotland Act 2003), and the role of Audit Scotland that goes along with it. Secondly, the rules on subsidy control and procurement provide further safeguards against the use of public resources to distort markets. As previously indicated, considering the existing legal framework, North Ayrshire Council has not actively considered any specific examples of commercial activity which could be pursued through a General Power of Competence. 42
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11 Question 14 Should greater legislative powers continue to constrain the types of commercial activity that a local authority can undertake? Please provide reasons. Question 15 Should greater legislative powers continue to constrain a local authority from engaging in commercial activity or any other activity beyond the local area. Please provide reasons. As previously indicated, it is important that local authorities are able to use new powers in any way which supports the achievement of outcomes for communities and transformation. If further restrictions on trading activities are needed, these are already provided firstly, by Best Value (as introduced under Local Government in Scotland Act 2003), and the role of Audit Scotland that goes along with it. Secondly, the rules on subsidy control and procurement provide further safeguards against the use of public resources to distort markets. As previously indicated, it is important that local authorities are able to use new powers in any way that supports the achievement of outcomes for communities and transformation. If further restrictions on trading activities are needed, these are already provided firstly, by Best Value (as introduced under Local Government in Scotland Act 2003), and the role of Audit Scotland that goes along with it. Secondly, the rules on subsidy control and procurement provide further safeguards against the use of public resources to distort markets. At present, this Council would only anticipate using powers to engage in activity in the local area. This would ensure that the authority continues to focus on local priorities. A wider area remit would however enable authorities to collaborate in ventures over a larger area particularly if those authorities are involved in cross area Growth Deals for example. 43
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12 Borrowing and Investment Powers Question 16 What greater financial controls or limitations, particularly in relation to borrowing and investments, should accompany a General Power of Competence in Scotland to ensure such actions cannot be repeated or their impact limited to protect core services? Question 17 What further investment powers do local authorities envisage requiring beyond those already conferred by statute and statutory guidance? Please provide examples of how such powers would be utilised to benefit the local area and people living within the local area. The Local Authority (Capital Financing and Accounting) (Scotland) Regulations 2016 identified the purposes for which a local authority may borrow. Borrowing for any other purpose can only be made with the consent of the Scottish Ministers. With regard to borrowing and investments we operate in accordance with the CIPFA Prudential code, capital accounting regulations and the Council has a published treasury management and investment strategy. Within these current instruments the Council is satisfied that they provide sufficient powers, safeguards and flexibility to effectively deliver local government services. Any departure from the current arrangements could increase the risk profile of the Council. Any alteration in powers would need to be accompanied by sufficient financial permissions and assurance processes to ensure that risks to Councils were not accentuated. Investments are currently made in accordance with current statutory powers and the Treasury Management and Investment Strategy. These activities are supported by Treasury Management Advisors. The current strategy includes permitted investments. These reflect the risk profile of a public funded body and the Council would not look to relax these any further. 44
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13 Question 18 Should there be greater reporting/disclosure requirements to ensure transparency in the use of public funds for borrowing and investment purposes and how these activities directly benefit the local area? Please explain. General Power of Competence Question 19 How would a General Power of Competence be used to improve the delivery of public services, ensure greater efficiency in the use of available resources and maximise outcomes for the local area and persons within the local area. Please provide examples. The Council currently meets its reporting obligations through the published Treasury Management and Investment Strategy. Due to the nature of this activity these are rather technical documents, however they are publicly available. The Council sees no requirement for any further disclosure at present. Around 80% of a council’s income is decided and allocated by the Scottish Government through the Scottish Parliament. How a council spends, and what it spends on, is also subject to substantial external direction and scrutiny. Some of the income allocated by the Scottish Government is “ring-fenced” for particular purposes prescribed by Scottish Government (e.g. pupil equity funding; attainment challenge funding). Broader conditionalities are also periodically attached to national grant allocations, e.g. an obligation to maintain teacher/pupil ratios at an agreed level. Local authorities will increasingly have to generate income to support public services. Currently there is no clear power to do so in Scotland and greater powers are required. The Power of General Competence would address this point. The use of the power in England has been described as a ‘can-do’ power, allowing Councils to build on pre-existing practices and methods of working, and providing confidence to pursue activities without requiring to find time and resources to explore whether it would be permitted under legislation. 45
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14 Question 20 How could we better articulate a General Power of Competence in Scotland to mitigate concerns and provide greater assurance both for local authorities and those they engage with? Please explain. Question 21 Since the General Power was introduced in England, Wales and Northern Ireland how has this been used to benefit the local area? Please provide examples of use of the power and the resulting benefits. Note: This question specifically relates to the general powers in operation in England, Wales and Northern Ireland. You may wish to refer to Annex B of the consultation document which sets out the relevant legislative provisions for England, Wales and Northern Ireland in detail. It is noted in the consultation document that several projects and initiatives have been brought forward by English local authorities since the introduction of the General Power. A General Power of Competence similar to the provision in the Localism Act 2011 would be recommended. This would enable a more consistent approach to be applied across the UK. However, it is recommended that some of the restrictions which apply in other jurisdictions should not be imposed and that the following would apply in Scotland: • There should be no requirement to use companies when engaging in income generation. • Provision of a discretionary service should be permissible on a commercial basis as opposed to cost recovery only to facilitate revenue generation. • There should be no bar on the creation of by-laws or enforcement activity. Statutory guidance should accompany any General Power granted. 46
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15 Question 22 What are the perceived barriers and/or limitations of the General Power of Competence in place in England, Wales and Northern Ireland? Please explain. Note: This question specifically relates to the general powers in operation in England, Wales and Northern Ireland. You may wish to refer to Annex B of the consultation document which sets out the relevant legislative provisions for England, Wales and Northern Ireland in detail. Question 23 Should a local authority’s use of a General Power of Competence be required to align to local regeneration or other demonstrable local area well-being enhancement? Including a positive condition on authorities to identify local regeneration or well- being enhancements may lead to the same issues as seen with the Power to Advance Wellbeing outlined above. That is, a local authority may be more likely to look elsewhere in legislation to find specific authority to pursue its aims, rather than risking judicial challenge on the limits of the power. It is suggested that any limits to a General Power of Competence should be clearly defined and less subject to interpretation, so as to provide authorities with as much certainty as possible. Several Councils in England have issued s.114 notices since the introduction of the General Power following financial difficulties. Commercial activities by Councils have been highlighted as a clear factor for some of these notices. Additionally, many English, Welsh and Northern Irish authorities have been reluctant to use the power beyond the functions specifically described in the legislation, due to concerns around legal challenge and judicial interpretation of the power, which entail financial and reputational costs. 47
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16 Islands (Scotland) Act 2018 - Devolution of functions/additional powers Question 24 Would similar provisions for mainland authorities to those provided for island councils by the Island (Scotland) Act 2018 provide sufficient or greater scope for local authorities to explore further envisaged activity? Please explain. You may wish to refer to Annex A of the consultation document which sets out the relevant legislative provisions in detail. Sections 15 and 21 of the Islands (Scotland) Act 2018 provides powers to island councils to ask for more powers and for the Government not to unreasonably refuse such a request. Similar provisions for local authorities across Scotland would create increased variation in decision-making arrangements across the country, recognising the diversity of communities and ensuring that public services can meet that diversity. Proposed powers may vary, depending on whether an authority is looking to Growth Deal powers, city powers, islands governance or single public authority models. In order to reflect the variety of communities across Scotland, similar provisions as those provided for in the Islands (Scotland) Act 2018 should be provided to all Councils. 48
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Capital Programme Performance to 31 January 2025 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; and (b) note (i) the General Services and HRA revised budgets at 31 January 2025; and (ii) the forecast expenditure to 31 March 2025. 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 31 January 2025 (Period 10) and forecast expenditure to 31 March 2025. 1.3 At Period 10 the General Fund is forecasting a net breakeven position against a revised budget of £118.728m. The HRA is forecasting a projected underspend of (£1.079m) against a revised budget of £52.011m. 1.4 Within the General Fund, adjustments to funding have resulted in net additions to the overall capital programme of £0.419m, including additional Scottish Government funding in relation to the Place Based Investment Programme and additional Transport Scotland funding from the Tier 2 Active Travel Infrastructure Fund. 1.5 Reviews of individual project plans have identified a number of adjustments to the current profiles. As a result, (£4.255) has been reprofiled for delivery in 2025/26 and beyond. This has been partly offset by the acceleration of £1.169m from future years. 1.6 Within the HRA, a review of delivery timescales has identified a requirement to reprofile (£2.135m) for delivery in 2025/26 and beyond. This has been partly offset by the acceleration of £0.969m to 2024/25 from future years. Agenda Item 6 49
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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 the 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 refreshed General Services Capital Investment Programme, with additional revenue supports identified within the 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. 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 30 November 2024 121.395 Changes to Funding 0.367 Other Revisions to the Programme 0.052 Revised Budget 121.814 Alterations to phasing of projects 2024/25 to 2025/26 (4.255) Alterations to phasing of projects 2025/26 to 2024/25 1.169 Budget as at 31 January 2025 118.728 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 0.075 PBIP Sustrans 0.027 B777 Sustrans (0.015) Links to Eglinton Sustrans (0.105) NCN Development Fund Transport Scotland 0.305 NCN Development Fund Transport Scotland 0.080 McGavin Park Total Funding Adjustments 0.367 2.3 Other Revisions to the Programme The programme has also been updated to reflect the undernoted adjustments: 50
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Funding Source Amount £ million Project CFCR 0.021 Early Years CFCR 0.001 Street Furniture Supported Borrowing 0.030 Gallowgate Toilets Total Other Adjustments 0.052 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 (£4.255m) for delivery in 2025/26 and beyond: Project Amount £ million CCTV Review (0.350) Total Communities & Housing (0.350) Cemetery Kilbirnie (0.650) Nature Restoration (0.581) AGD - Great Harbour (0.526) Island Pit Stops (0.440) Active Travel Tier 1 (0.275) Lochshore Kilbirnie (0.272) Fleet Decarbonisation (0.240) Access Paths Network (0.150) PBIP (0.134) VDLF Stalled Spaces Fund (0.113) VDLF Development Work (0.100) Repurposing Property (0.091) AGD - Marine Tourism Cumbrae (0.088) Irvine High St (0.075) Montgomerie Park Masterplan (0.059) Other Minor Adjustments (0.111) Total Place (3.905) Alterations 2024/25 to 2025/26 (4.255) 51
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These adjustments have been partly offset by the acceleration £1.169m of expenditure to 2024/25 from future years. Project Amount £ million Carefirst Replacement 0.100 Total HSCP 0.100 Shewalton Solar PV 1.000 Other minor adjustments 0.069 Total Place 1.069 Alterations 2025/26 to 2024/25 1.169 2.5 These adjustments have resulted in a revised 2024/25 budget at 31 January 2025 of £118.728m. 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 Programme @ P10 0.423 0.001 15.036 1.830 99.437 2.001 118.728 Movement 0.085 0.001 (6.835) 1.261 19.560 0.001 14.073 52
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2.7 The impact on budgeted funding, elements of which are related to the profile of expenditure reported above, is a reduction of £2.667m from the revised budget, including: Category Amount £ million Comments Prudential Borrowing 2.177 Rephased aligned to projected expenditure Use of Reserves 0.460 Rephased and additional government grants Specific Grants 1.427 Rephased and additional government grants CFCR (1.186) Additional CFCR Contribution Other Grants & Contributions (0.207) Rephased and revised contributions Capital Receipts (0.004) Rephased and realigned capital receipts Total Funding Adjustments 2.667 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 0.423 0.000 0.423 0.423 0.000 Communities & Housing 0.351 (0.350) 0.001 0.001 0.000 Education 15.036 0.000 15.036 15.036 0.000 HSCP 1.730 0.100 1.830 1.830 0.000 Place 101.854 (2.417) 99.437 99.437 0.000 Other Items 2.001 0.000 2.001 2.001 0.000 Total Expenditure 121.395 (2.667) 118.728 118.728 0.000 General Grants (10.514) 0.000 (10.514) (10.514) 0.000 Specific Grants (17.441) 1.427 (16.014) (16.014) 0.000 Use of Reserve Funds (3.480) 0.460 (3.020) (3.020) 0.000 CFCR (0.421) (1.186) (1.607) (1.607) 0.000 Capital Receipts (4.300) (0.004) (4.304) (4.304) 0.000 Other Grants & Contributions (3.682) (0.207) (3.889) (3.889) 0.000 Prudential Borrowing (81.557) 2.177 (79.380) (79.380) 0.000 Total Income (121.395) 2.667 (118.728) (118.728) 0.000 Information on the progress of all projects can be found in Appendix 1. 53
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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 North Shore, incorporating Ardrossan Campus. While further mitigation has been built into the refreshed Capital Programme in the form of enhanced flexibility budgets, 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, that any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 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 30 November 2024 53.177 Alterations to phasing of projects 2024/25 to 2025/26 (2.135) Alterations to phasing of projects 2025/26 to 2024/25 0.969 Budget as at 31 January 2025 52.011 2.11 Alterations to the Phasing of Projects A review of the timescale for delivery of capital projects has identified a requirement to reprofile (£2.135m) of works for delivery in 2025/26 and beyond, including: Project Amount £ million Garnock Academy Site (0.653) St Marys Primary, Largs (0.370) Montgomerie Park (Both Phases) (0.340) Laburnum Avenue (0.258) Kings Arms (113-115 High St) (0.094) Bourtreehill Village (0.068) Total Alterations to New Builds (1.783) EWI (0.036) Roofing (0.017) Solar Panels (0.016) Total Alterations to Stock Improvements (0.069) Estate Based Regeneration (0.208) Lift Replacement (0.075) Total Alterations to Other Capital Works (0.283) Alterations 2024/25 to 2025/26 (2.135) 54
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This has been partly offset by the acceleration of £0.969m of project expenditure for delivery during 2024/25, including: Project Amount £ million James McFarlane Site 0.592 Stanecastle Site 0.259 Other minor movements 0.005 Total Alterations to New Builds 0.856 Smoke Detector Programme 0.090 Electrical Rewiring 0.023 Total Alterations to Stock Improvements 0.113 Alterations 2025/26 to 2024/25 0.969 2.12 These adjustments have resulted in a revised 2024/25 budget at 31 January 2025 of £52.011m. 2.13 The impact on budgeted funding is a £1.166m 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 53.177 (1.166) 52.011 50.932 (1.079) Total Expenditure 53.177 (1.166) 52.011 50.932 (1.079) CFCR (11.492) - (11.492) (11.492) - Capital Grants (12.480) - (12.480) (12.480) - Use of Reserves (0.544) - (0.544) (0.544) - Sale of Assets - - - (0.008) (0.008) Affordable Housing Contribution (0.394) - (0.394) (0.394) - Prudential Borrowing (28.267) 1.166 (27.101) (26.014) 1.087 Total Income (53.177) 1.166 (52.011) (50.932) 1.079 55
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2.15 A net underspend of (£1.079m) 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 (0.479) Lower number of void replacements Kitchens (0.465) Lower number of void replacements Heating (0.075) Lower number of Units requiring full replacement Ukraine Buybacks (0.058) Project complete St Michael's Wynd (0.010) Project complete St Beya Gardens 0.007 Project complete Afton Court 0.001 Project complete Total Variance (1.079) 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. 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 31 January 2025; and (ii) the forecast expenditure to 31 March 2025. 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. 56
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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. 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 30 November 2024 – Cabinet 21 January 2025 57
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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 31st January 2025 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 12,060,124 11,928,825 12,059,594 (530) 169,687 0 169,687 0 38,388 38,388 169,157 (530) (530) Primary Schools 44,571,165 35,290,101 44,571,165 0 10,612,935 0 10,612,935 0 7,819,376 7,819,376 10,612,935 0 0 Secondary Schools 89,639,653 7,540,041 89,639,653 0 2,696,284 0 2,696,284 0 2,428,180 2,428,180 2,696,284 0 0 Special Education 25,343,637 25,287,693 25,343,637 0 97,579 0 97,579 0 41,635 41,635 97,579 0 0 Schools Other 1,649,979 1,428,217 1,649,979 0 1,454,999 0 1,454,999 0 1,233,237 1,233,237 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 216,680,257 124,869,875 216,679,727 (530) 15,031,484 0 15,031,484 0 11,540,114 11,540,114 15,030,954 (530) (530) Communities & Housing Information & Culture 112,479 6,873 112,479 0 1,000 0 1,000 0 311 311 1,000 0 0 Other Housing 350,000 0 350,000 0 350,000 (350,000) 0 0 0 0 0 0 0 SUB TOTAL 462,479 6,873 462,479 0 351,000 (350,000) 1,000 0 311 311 1,000 0 0 Corporate Services Council IT Strategy 8,797,380 3,182,717 8,797,380 0 423,334 0 423,334 0 218,971 218,971 423,334 0 0 SUB TOTAL 8,797,380 3,182,717 8,797,380 0 423,334 0 423,334 0 218,971 218,971 423,334 0 0 Health & Social Care Management & Support 2,334,608 1,915,345 2,334,608 0 891,869 100,000 991,869 0 725,671 725,671 991,869 0 0 Housing Non HRA 469,775 391,502 469,775 0 469,775 0 469,775 0 391,502 391,502 469,775 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 12,127,835 12,992,178 0 1,730,133 100,000 1,830,133 0 1,118,855 1,118,855 1,830,133 0 0 Place Roads 113,255,911 71,601,213 113,255,911 0 27,832,751 0 27,832,751 0 15,887,706 15,887,706 27,832,751 0 0 Streetscene 7,802,276 4,864,215 7,802,276 0 1,735,191 (601,836) 1,133,355 0 547,650 547,650 1,133,355 0 0 Transport 7,889,702 1,556,929 7,889,702 0 2,667,243 (240,000) 2,427,243 0 1,444,470 1,444,470 2,427,243 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 9,037,528 15,633,597 0 11,116,812 419,000 11,535,812 0 6,606,841 6,606,841 11,535,812 0 0 Office Accommodation 1,055,057 510,340 1,055,057 0 1,030,196 19,312 1,049,508 0 510,340 510,340 1,049,508 0 0 Other Property 4,236,136 690,169 4,236,136 0 886,092 0 886,092 0 201,461 201,461 886,092 0 0 Economic Development & Regeneration 174,920,149 70,778,467 174,920,149 0 56,979,187 (2,432,174) 54,547,013 0 37,161,534 37,161,534 54,547,013 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 344,469,580 178,640,006 344,469,580 0 102,276,848 (2,835,698) 99,441,150 0 62,362,717 62,362,717 99,441,150 0 0 Other Other 7,288,556 0 7,288,556 0 2,001,000 0 2,001,000 0 0 0 2,001,000 0 0 SUB TOTAL 7,288,556 0 7,288,556 0 2,001,000 0 2,001,000 0 0 0 2,001,000 0 0 Total Project Expenditure 590,690,430 318,827,306 590,689,900 (530) 121,813,799 (3,085,698) 118,728,101 0 75,240,967 75,240,967 118,727,571 (530) (530) Total Project Income (121,813,799) 3,085,698 (118,728,101) (23,480,044) (23,480,044) 0 (118,727,571) 530 530 Total Net Expenditure 0 0 0 (23,480,044) 51,760,923 75,240,967 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 10 The following classifications have been used to highlight delivery performance against original timescales set # OFFICIAL INFORMATION 58
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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 (13,592,103) 81,583,363 79,380,182 (2,203,181) SUB TOTAL 78,300,250 6,518,408 10,356,808 95,175,466 (13,592,103) 0 81,583,363 0 79,380,182 (2,203,181) 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 (1,836,568) 1,092,927 2,447,994 734,428 (358,499) 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 0 926,102 (451,870) 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 0 540,000 540,000 100,000 (440,000) Place Based Investment Programme 505,000 151,416 620,466 1,276,882 (241,043) 1,035,839 1,351,882 784,454 (251,385) 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 UK Government Grant - 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 8,912,830 10,514,000 0 SUB TOTAL 21,777,076 1,015,413 5,713,123 28,505,612 (475,883) 0 28,029,729 20,845,048 26,527,975 (1,501,754) OTHER INCOME TO PROGRAMME Use of Funds :- Capital Fund 3,479,853 0 0 3,479,853 (1,163,229) 0 2,316,624 0 3,020,331 703,707 CFCR 0 0 0 0 1,606,655 0 1,606,655 1,606,655 1,606,655 0 Grants & Contributions 998,087 254,676 111,562 1,364,325 2,609,456 0 3,973,781 718,095 3,888,781 (85,000) Capital Receipts 100,000 303,480 0 403,480 3,900,167 0 4,303,647 310,246 4,303,647 0 SUB TOTAL 4,577,940 558,156 111,562 5,247,658 6,953,049 0 12,200,707 2,634,996 12,819,414 618,707 TOTAL CAPITAL PROGRAMME FUNDING 104,655,266 8,091,977 16,181,493 128,928,736 (7,114,937) 0 121,813,799 23,480,044 118,727,571 (3,086,228) 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 31st January 2025Funding Description Carry Forward from 2023/24 Changes after Capital Refresh Feb 2024 Total Changes in Year Changes at Capital Refresh Mar 2025 # OFFICIAL INFORMATION 59
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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 31st January 2025 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 79,348 79,348 79,348 0 125 0 125 125 125 0 0 Complete Complete Complete Complete Complete SHISKINE EARLY YEARS 139,213 139,213 139,213 0 125 0 125 125 125 0 0 Complete Complete Complete Complete Complete CORRIE EARLY YEARS 29,359 29,359 29,359 0 22 0 22 22 22 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 365,054 365,054 365,054 0 333 0 333 333 333 0 0 Complete Complete Complete Complete Complete MARRESS HOUSE 4,030,810 3,900,740 4,030,810 0 168,552 0 38,482 38,482 168,552 0 0 Complete Complete Complete Complete Complete ANNICK PRIMARY EXT - EARLY YRS PROVISION 3,083,677 3,083,147 3,083,147 (530) 530 0 0 0 0 (530) (530) 0 Complete Complete Complete Complete Complete Total Nursery Education 12,060,124 11,928,825 12,059,594 (530) 169,687 0 38,388 38,388 169,157 (530) (530) 0 Primary Schools MOORPARK PRIMARY 13,365,164 12,529,629 13,365,164 0 1,899,163 0 1,063,628 1,063,628 1,899,163 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK SCHOOL 23,448,999 21,782,986 23,448,999 0 8,109,614 0 6,443,601 6,443,601 8,109,614 0 0 Complete Complete Complete Complete Complete UNIVERSAL FREE SCHOOL MEALS EXPANSION 522,375 0 522,375 0 102,587 0 0 0 102,587 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 165,691 131,213 165,691 0 156,436 0 121,958 121,958 156,436 0 0 Complete Complete Complete Complete Complete UFSM GARNOCK COMMUNITY CAMPUS 54,159 50,999 54,159 0 47,000 0 43,840 43,840 47,000 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 114,056 87,868 114,056 0 103,906 0 77,718 77,718 103,906 0 0 Complete Complete Complete Complete Complete 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 0 100,000 0 0 0 100,000 0 0 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 48,147 56,212 0 52,478 0 45,413 45,413 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 35,290,101 44,571,165 0 10,612,935 0 7,819,376 7,819,376 10,612,935 0 0 0 Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,805,435 2,755,786 2,805,435 0 271,377 0 221,728 221,728 271,377 0 0 Complete Complete Complete Complete Complete ARDROSSAN NEW BUILD 86,834,218 4,784,255 86,834,218 0 2,424,907 0 2,206,452 2,206,452 2,424,907 0 0 31-Jul-27 31-Jul-27 In Development On Target On Target Total Secondary Education 89,639,653 7,540,041 89,639,653 0 2,696,284 0 2,428,180 2,428,180 2,696,284 0 0 0 Special Education LOCKHART CAMPUS 25,343,637 25,287,693 25,343,637 0 97,579 0 41,635 41,635 97,579 0 0 Complete Complete Snagging Complete Complete Total Special Education 25,343,637 25,287,693 25,343,637 0 97,579 0 41,635 41,635 97,579 0 0 0 Schools Other CO2 MONITORS IN SCHOOLS 298,000 262,255 298,000 0 103,020 0 67,275 67,275 103,020 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target SCHOOLS ICT INVESTMENT * 1,351,979 1,165,962 1,351,979 0 1,351,979 0 1,165,962 1,165,962 1,351,979 0 0 31-Mar-25 31-Mar-25 On-going On Target On Target Total Schools Other 1,649,979 1,428,217 1,649,979 0 1,454,999 0 1,233,237 1,233,237 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 216,680,257 124,869,875 216,679,727 (530) 15,031,484 0 11,540,114 11,540,114 15,030,954 (530) (530) 0 CAPITAL MONITORING 2024/25 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2024/25 BUDGETS # OFFICIAL INFORMATION 60
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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 31st January 2025 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 0 0 0 0 0 0 0 Holding Code Holding Code Holding Code Holding Code Holding Code ABBEY TOWER 74,176 6,873 74,176 0 1,000 0 311 311 1,000 0 0 31-Mar-26 31-Mar-26 Procurement On Target On Target Total Information & Cultural 112,479 6,873 112,479 0 1,000 0 311 311 1,000 0 0 0 Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 0 0 0 (350,000) (350,000) 30-Sep-25 30-Sep-25 Planning On Target On Target Total Other Housing 350,000 0 350,000 0 350,000 0 0 0 0 (350,000) 0 (350,000) Total Communities & Housing 462,479 6,873 462,479 0 351,000 0 311 311 1,000 (350,000) 0 (350,000) Comments CAPITAL MONITORING 2024/25 Project Description TOTAL PROJECT 2024/25 BUDGETS COMPLETION DATES DELIVERY STATUS # OFFICIAL INFORMATION 61
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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 31st January 2025 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 1,344,312 4,065,580 0 387,709 0 214,741 214,741 387,709 0 0 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 32,667 0 1,272 1,272 32,667 0 0 31-Mar-28 31-Mar-28 Implementation On Target On Target Total IT Strategy 8,797,380 3,182,717 8,797,380 0 423,334 0 218,971 218,971 423,334 0 0 0 Total Corporate Services 8,797,380 3,182,717 8,797,380 0 423,334 0 218,971 218,971 423,334 0 0 0 CAPITAL MONITORING 2024/25 CommentsProject Description COMPLETION DATESTOTAL PROJECT DELIVERY STATUS2024/25 BUDGETS # OFFICIAL INFORMATION 62
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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 31st January 2025 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 1,138,119 1,217,000 0 310,482 0 231,601 231,601 310,482 0 0 31-Dec-24 31-Dec-24 In progress On Target On Target CAREFIRST REPLACEMENT 536,058 382,993 536,058 0 15,000 0 115,000 115,000 115,000 100,000 100,000 31-Aug-24 09-Jun-25 In development On Target Significantly off target 47 WEST ROAD 581,550 394,233 581,550 0 566,387 0 379,070 379,070 566,387 0 0 Complete Complete Complete Complete Complete Total Management & Support 2,334,608 1,915,345 2,334,608 0 891,869 0 725,671 725,671 991,869 100,000 0 100,000 Housing Non HRA IMPROVEMENT GRANTS * 469,775 391,502 469,775 0 469,775 0 391,502 391,502 469,775 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target Total Housing Non HRA 469,775 391,502 469,775 0 469,775 0 391,502 391,502 469,775 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 12,127,835 12,992,178 0 1,730,133 0 1,118,855 1,118,855 1,830,133 100,000 0 100,000 CAPITAL MONITORING 2024/25 2024/25 BUDGETSTOTAL PROJECT COMPLETION DATES CommentsProject Description DELIVERY STATUS # OFFICIAL INFORMATION 63
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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 31st January 2025 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 3,246,927 3,528,404 0 3,528,404 0 3,246,927 3,246,927 3,528,404 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target ROAD SAFETY IMPROVEMENT FUND 224,826 77,564 224,826 0 224,826 0 77,564 77,564 224,826 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 12,000 0 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 0 0 0 0 0 0 0 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 * 1,409,072 607,823 1,409,072 0 1,409,072 0 607,823 607,823 1,409,072 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target LED LIGHTING REPLACEMENT 695,000 2,764 695,000 0 12,754 0 2,764 2,764 12,754 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target UPPER GARNOCK FPS 18,503,801 18,350,271 18,503,801 0 390,335 0 236,805 236,805 390,335 0 0 Complete Complete Complete Complete Complete MILLPORT COASTAL FPS 48,599,797 40,744,295 48,599,797 0 17,315,176 0 9,459,674 9,459,674 17,315,176 0 0 Complete Complete Complete Complete Complete MILLBURN FPS 1,757,000 351,387 1,757,000 0 75,000 0 55,485 55,485 75,000 0 0 31-Jul-24 31-Mar-26 In Development On Target Significantly off target Reprofiled due to difficulties 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 * 899,665 543,725 899,665 0 899,665 0 543,725 543,725 899,665 0 0 31-Mar-25 31-Mar-25 Multiple Projects On Target On Target LARGS PROMENADE SEAWALL 4,617,728 4,585,725 4,617,728 0 1,124,016 0 1,092,014 1,092,014 1,124,016 0 0 Complete Complete Complete Complete Complete COASTAL ADAPTATIONS 99,000 0 99,000 0 11,000 0 0 0 11,000 0 0 31-Mar-28 31-Mar-28 In Development On Target On Target B714 UPGRADE 31,693,443 2,819,128 31,693,443 0 2,409,350 0 523,425 523,425 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 186,501 102,551 186,501 0 106,476 0 22,527 22,527 106,476 0 0 31-Mar-25 31-Mar-25 In Development On Target On Target Total Roads 113,255,911 71,601,213 113,255,911 0 27,832,751 0 15,887,706 15,887,706 27,832,751 0 0 0 Streetscene CEMETERY EXTNS, WALLS & INFRA * 376,135 0 376,135 0 (48,467) 0 0 0 0 48,467 48,467 Holding Code Holding Code Holding Code Holding Code Holding Code CMTY, ARDROSSAN - PLOTS/WALLS 217,921 159,534 217,921 0 58,387 0 0 0 58,387 0 0 Complete Complete Complete Complete Complete CMTY, KILWINNING - NEW 1,404,692 1,404,692 1,404,692 0 555 0 555 555 555 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 390,275 390,275 390,275 0 10,391 0 10,391 10,391 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 62,128 132,690 0 121,353 0 50,790 50,790 121,353 0 0 31-Aug-25 31-Jan-25 Construction On Target On Target CMTY, STEV HAWKHILL - WALLS 136,840 68,060 136,840 0 127,000 0 58,220 58,220 127,000 0 0 20-Sep-24 31-Mar-25 Construction 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-May-25 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 23,354 23,354 23,354 0 600 0 600 600 600 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE - NEW 1,501,663 43,653 1,501,663 0 725,303 0 6,210 6,210 75,000 (650,303) (650,303) 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 14,703 14,703 14,703 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 CMTY, NEW STREET STEV - WALLS 2,000 0 2,000 0 2,000 0 0 0 2,000 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 223,350 223,350 223,350 0 47,046 0 47,046 47,046 47,046 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 1,391,000 578,472 1,391,000 0 387,250 0 152,722 152,722 387,250 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target Total Streetscene 7,802,276 4,864,215 7,802,276 0 1,735,191 0 547,650 547,650 1,133,355 (601,836) 0 (601,836) Transport VEHICLES * 2,360,068 1,435,427 2,360,068 0 2,360,068 0 1,435,427 1,435,427 2,360,068 0 0 31-Mar-25 31-Mar-25 Ongoing On Target On Target FLEET DECARBONISATION 5,529,634 121,501 5,529,634 0 307,175 0 9,043 9,043 67,175 (240,000) (240,000) 31-Mar-25 31-Mar-25 Ongoing On Target On Target Total Transport 7,889,702 1,556,929 7,889,702 0 2,667,243 0 1,444,470 1,444,470 2,427,243 (240,000) 0 (240,000) 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 64
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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 31st January 2025 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 6,067,773 7,889,153 0 6,784,594 0 5,223,935 5,223,935 6,784,594 0 0 31-Dec-24 30-Apr-25 Work Ongoing On Target On Target SOLAR PV INVESTMENT - SHEWALTON 5,913,443 1,771,031 5,913,443 0 3,480,264 0 1,163,229 1,163,229 4,480,264 1,000,000 1,000,000 31-Dec-24 30-Apr-25 Work Ongoing On Target On Target i3 RENEWABLES 0 0 0 0 0 0 0 0 0 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target NON DOMESTIC ENERGY EFFICIENCY PROGRAMME 1,000,000 953,699 1,000,000 0 63,589 0 17,287 17,287 63,589 0 0 31-Mar-25 31-Mar-25 Work Ongoing On Target On Target NATURE RESTORATION FUND 711,000 125,025 711,000 0 711,000 0 125,025 125,025 130,000 (581,000) (581,000) 31-Aug-24 31-Mar-26 Planning On Target On Target Total Renewable Energy 15,633,597 9,037,528 15,633,597 0 11,116,812 0 6,606,841 6,606,841 11,535,812 419,000 0 419,000 Office Accommodation PROPERTY LIFECYCLE INVESTMENT * (19,312) 0 (19,312) 0 (19,312) 0 0 0 0 19,312 19,312 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 5,916 6,102 5,916 0 5,916 0 6,102 6,102 5,916 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 Complete Complete Complete Complete Complete PLI MACKINTOSH PLACE 16,500 0 16,500 0 16,500 0 0 0 16,500 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PLI WEST BYREHILL DEPOT 8,752 (14,019) 8,752 0 8,752 0 (14,019) (14,019) 8,752 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target 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 9,506 68,314 0 68,314 0 9,506 9,506 68,314 0 0 Complete Complete Complete Complete Complete PLI DREGHORN PRIMARY SCHOOL 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete PLI GLEBE PRIMARY SCHOOL 49,383 0 49,383 0 49,383 0 0 0 49,383 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PLI HAYOCKS PRIMARY SCHOOL 1,000 3,240 1,000 0 1,000 0 3,240 3,240 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 494,500 304,584 494,500 0 494,500 0 304,584 304,584 494,500 0 0 31-Aug-25 31-Aug-25 Planning On Target On Target PLI ARDROSSAN ACADEMY 17,000 0 17,000 0 17,000 0 0 0 17,000 0 0 31-Jan-25 31-Jan-25 Planning On Target On Target PLI AUCHENHARVIE ACADEMY* 7,076 7,076 7,076 0 7,076 0 7,076 7,076 7,076 0 0 Complete Complete Complete Complete Complete PLI KILWINNING ACADEMY 41,529 27,080 41,529 0 41,529 0 27,080 27,080 41,529 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 8,177 11,500 0 11,500 0 8,177 8,177 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 16,490 14,500 0 14,500 0 16,490 16,490 14,500 0 0 Complete Complete Complete Complete Complete PLI ANAM CARA 13,542 11,397 13,542 0 13,542 0 11,397 11,397 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 VIKINGAR 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete PLI IRVINE WASTE TRANSFER 6,000 0 6,000 0 6,000 0 0 0 6,000 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target 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 10,076 11,000 0 11,000 0 10,076 10,076 11,000 0 0 Complete Complete Complete Complete Complete Total Office Accommodation 1,055,057 510,340 1,055,057 0 1,030,196 0 510,340 510,340 1,049,508 19,312 0 19,312 Other Property LOCALITY BASED PROPERTY REVIEW 590,889 0 590,889 0 0 0 0 0 0 0 0 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 29,206 50,000 0 50,000 0 29,206 29,206 50,000 0 0 31-Mar-25 31-Mar-25 In development On Target On Target LBPR BRIDGEGATE HOUSE 0 326 0 0 0 0 326 326 0 0 0 31-Mar-25 31-Mar-25 In development On Target On Target LBPR CUNNINGHAME HOUSE 238,000 37,618 238,000 0 55,000 0 37,618 37,618 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 6,723 916,458 0 63,905 0 6,723 6,723 63,905 0 0 21-Dec-25 21-Dec-25 In development On Target On Target LBPR CUNNINGHAME HOUSE GRD WEST 202,614 38,703 202,614 0 202,614 0 38,703 38,703 202,614 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 1,869 245,039 0 20,000 0 1,869 1,869 20,000 0 0 31-Mar-27 31-Mar-27 In development On Target On Target EMERGENCY CONTROL CTR 158,000 125,074 158,000 0 90,809 0 57,883 57,883 90,809 0 0 Complete Complete Complete Complete Complete GOLDCRAIGS REFURBISHMENT 1,163,495 36,650 1,163,495 0 299,265 0 0 0 299,265 0 0 31-Mar-26 05-May-26 In development On Target On Target GALLOWGATE TOILETS 305,000 298,269 305,000 0 29,197 0 22,466 22,466 29,197 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 109,065 134,641 0 3,302 0 0 0 3,302 0 0 Complete Complete Complete Complete Complete Total Property 4,236,136 690,169 4,236,136 0 886,092 0 201,461 201,461 886,092 0 0 0 # OFFICIAL INFORMATION 65
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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 31st January 2025 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 254,179 120,760 254,179 0 253,499 0 120,080 120,080 163,000 (90,499) (90,499) 30-May-25 01-Dec-26 In development On Target On Target MILLPORT TOWN HALL PHASE 2 1,198,545 910,224 1,198,545 0 1,198,545 0 910,224 910,224 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 633,613 224,608 633,613 0 633,613 0 224,608 224,608 633,613 0 0 31-Mar-25 31-Mar-25 In development On Target On Target ISLANDS PIT STOPS 540,000 14,787 540,000 0 540,000 0 14,787 14,787 100,000 (440,000) (440,000) 31-Jul-24 31-Jul-25 In development On Target On Target ISLAND INFRASTRUCTURE FUND 187,592 153,684 187,592 0 68,966 0 35,057 35,057 68,966 0 0 31-Mar-25 28-Feb-25 Construction On Target On Target PLACE BASED INVESTMENT PROGRAMME (PBIP) 454,401 175,084 454,401 0 323,624 0 144,307 144,307 190,000 (133,624) (133,624) 31-Mar-26 31-Mar-26 In development On Target On Target UK SHARED PROSPERITY FUND (SPF) 728,770 454,814 728,770 0 728,770 0 454,814 454,814 728,770 0 0 31-Mar-26 31-Mar-26 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 3,791,001 322,214 3,791,001 0 3,771,066 0 302,279 302,279 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 Construction On Target On Target LOCHSHORE HUB PLAY AREA 355,000 287,038 355,000 0 260,867 0 244,855 244,855 260,867 0 0 Complete Complete Complete Complete Complete PBIP 36 BANK STREET 139,999 120,012 139,999 0 32,761 0 12,774 12,774 15,000 (17,761) (17,761) 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 Construction On Target On Target IRVINE HIGH STREET 2,837,315 2,723,017 2,837,315 0 101,314 0 (12,984) (12,984) 26,314 (75,000) (75,000) 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 1,906,767 4,218,598 0 199,258 0 114,928 114,928 140,000 (59,258) (59,258) 31-Mar-30 31-Mar-30 In development On Target On Target LOCHSHORE, KILBIRNIE 2,276,138 1,961,792 2,276,138 0 372,122 0 57,776 57,776 100,000 (272,122) (272,122) 31-May-25 01-Dec-26 In development On Target On Target LOCHSHORE GARNOCK HUB 4,145,999 4,098,569 4,145,999 0 18,000 0 11,561 11,561 18,000 0 0 Complete Complete Complete Complete Complete VDLF 2024/25 ALLOCATION 0 0 0 0 0 0 0 0 0 0 0 VDLF - KYLE ROAD PHASE 2 1,998,066 149,155 1,998,066 0 50,000 0 4,150 4,150 25,000 (25,000) (25,000) 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 190,000 161,257 190,000 0 190,000 0 161,257 161,257 190,000 0 0 31-Mar-26 31-Mar-26 In development On Target On Target VDLF - DEVELOPMENT WORK 214,326 107,661 214,326 0 120,859 0 14,194 14,194 20,859 (100,000) (100,000) 31-Mar-25 31-Mar-26 In development On Target On Target VDLF - STRATEGY 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete VDLF - TREE PLANTING 50,000 2,400 50,000 0 0 0 0 0 0 0 0 31-Dec-24 31-Dec-26 In development On Target On Target MONTGOMERIE PARK NEIGHBOURHOOD CTR 288,203 187,743 288,203 0 288,203 0 187,743 187,743 288,203 0 0 31-Mar-24 31-May-25 Construction On Target On Target VDLF STALLED SPACES FUND 113,000 0 113,000 0 113,000 0 0 0 0 (113,000) (113,000) 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 2,385,251 942,452 0 942,452 0 249,828 249,828 667,452 (275,000) (275,000) 31-Mar-25 30-May-25 Various On Target On Target ACCESS PATH NETWORK PROGRAMME * 618,106 175,719 618,106 0 618,106 0 175,719 175,719 468,106 (150,000) (150,000) 31-Mar-25 31-Mar-26 Various On Target On Target NORTH CRESCENT COASTAL PATH 2 399,603 86,250 399,603 0 399,603 0 86,250 86,250 399,603 0 0 31-Mar-25 28-Feb-25 Construction On Target On Target FAIRLIE COASTAL PATH 392,504 363,949 392,504 0 392,504 0 363,949 363,949 392,504 0 0 Complete Complete Complete Complete Complete ARDROSSAN PROMENADE 578,499 754,563 578,499 0 578,499 0 545,062 545,062 578,499 0 0 Complete Complete Complete Complete Complete B777 CORRIDOR IMPROVEMENTS 111,771 111,771 111,771 0 27,202 0 27,202 27,202 27,202 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 168,176 168,176 168,176 0 79,302 0 79,302 79,302 79,302 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 1,295 9,812 0 9,812 0 1,295 1,295 9,812 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target MCGAVIN PARK 80,000 0 80,000 0 80,000 0 0 0 80,000 0 0 Complete Complete Complete Complete Complete Total Regeneration 35,851,753 25,381,865 35,851,753 0 12,923,981 0 4,580,271 4,580,271 11,172,717 (1,751,264) 0 (1,751,264) Ayrshire Growth Deal AYRSHIRE GROWTH DEAL 0 0 0 0 0 0 0 0 0 0 0 31-Mar-26 31-Mar-26 On Target On Target 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 5,000,001 308,619 5,000,001 0 30,000 0 19,234 19,234 30,000 0 0 31-Mar-29 31-Mar-30 Feasibility On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 4,855,546 4,856,476 4,855,546 0 1,397,711 0 1,398,641 1,398,641 1,397,711 0 0 Complete Complete Complete Complete Complete AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 2 10,862,023 106,360 10,862,023 0 469,881 0 55,520 55,520 421,690 (48,191) (48,191) 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - HUNTERSTON - CENTRE OF LOW CARBON ENERGY & CIRCULAR 18,040,000 264,898 18,040,000 0 61,462 0 15,338 15,338 61,462 0 0 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - GREAT HARBOUR 14,230,849 1,327,646 14,230,849 0 1,488,838 0 308,279 308,279 963,119 (525,719) (525,719) 31-Mar-29 31-Mar-29 Multiple Projects On Target On Target AGD - IMSE 10,500,000 167,442 10,500,000 0 77,266 0 16,194 16,194 77,266 0 0 31-Mar-30 31-Mar-30 Feasibility On Target On Target AGD - MARINE TOURISM ARDROSSAN 5,000,002 275,717 5,000,002 0 (60,673) 0 (60,673) (60,673) (60,673) 0 0 Complete Complete Complete Complete Complete AGD - MARINE TOURISM ARRAN 2,047,212 182,713 2,047,212 0 108,422 0 88,715 88,715 109,550 1,128 1,128 31-Mar-29 31-Mar-29 Feasibility On Target On Target AGD - MARINE TOURISM CUMBRAE 4,547,212 189,867 4,547,212 0 197,251 0 60,333 60,333 109,123 (88,128) (88,128) 31-Mar-29 31-Mar-29 Design On Target On Target Total Ayrshire Growth Deal 76,082,844 7,952,426 76,082,844 0 4,193,907 0 1,898,019 1,898,019 3,532,997 (660,910) 0 (660,910) # OFFICIAL INFORMATION 66
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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 31st January 2025 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 4,127,113 590,834 4,127,113 0 100,630 0 39,410 39,410 100,630 0 0 1st Qtr 2026 1st Qtr 2026 Design On Target On Target IRVINE ENTERPRISE AREA 10,736,892 0 10,736,892 0 0 0 0 0 0 0 0 Ongoing Ongoing Multiple Projects On Target On Target ARDROSSAN NORTH SHORE 47,684,635 36,447,270 47,684,635 0 39,607,157 0 30,521,161 30,521,161 39,587,157 (20,000) (20,000) 27-May-24 31-May-25 Construction On Target On Target LOW CARBON HUB 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete On Target On Target VDLF - HARBOUR MASTERS OFFICE 157,499 149,050 157,499 0 131,121 0 122,672 122,672 131,121 0 0 31-Mar-24 31-Mar-25 Construction 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 62,985,551 37,444,175 62,985,551 0 39,861,299 0 30,683,243 30,683,243 39,841,299 (20,000) 0 (20,000) Total Economic Development & Regeneration 174,920,149 70,778,467 174,920,149 0 56,979,187 0 37,161,534 37,161,534 54,547,013 (2,432,174) 0 (2,432,174) 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 344,469,580 178,640,006 344,469,580 0 102,276,848 0 62,362,717 62,362,717 99,441,150 (2,835,698) 0 (2,835,698) # OFFICIAL INFORMATION 67
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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 31st January 2025 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 7,288,556 0 0 0 0 0 0 0 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 9,289,556 0 2,001,000 0 0 0 2,001,000 0 2024/25 BUDGETS CommentsProject Description TOTAL PROJECT # OFFICIAL INFORMATION 68
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HRA Capital Statement 2425 Appendix 2 TOTAL PROJECT CURRENT YEAR 2024/25 - Period 10 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Actual Expenditure to 31 December 2024 P10 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 1,249,897 1,249,898 (85,756) 0 618 618 618 On Target Complete Complete, project contingency not required. Ayrshire Central Site 51,235,455 4,059,038 51,235,455 0 4,973,026 871,287 4,973,026 On Target On Target Project commenced on site Monday 4 November 2024 Bourtreehill Village 9,924,743 229,434 9,924,743 0 160,000 42,365 91,925 (68,075) On Target On Target Projected spend for 24/25 is for consultancy fees, utility disconnections and the demolition of Crofthead Court. Corsehillhead 2,032,906 349,452 2,032,906 0 0 86,894 86,894 86,894 On Target On Target Project moved to the SHIP 2025-2030 shadow programme as at 3 December 2024. Flatt Road 20,178,000 19,719,046 19,709,046 (468,954) 2,895 12,895 2,895 On Target Complete Complete Fullarton Street (High Flats) 12,073,511 57,350 12,073,511 0 50,000 24,020 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 4,266,964 12,092,889 0 8,092,922 3,582,253 7,440,395 (652,527) On Target On Target Project commenced on site 17 June 2024. Works progressing well on site. Projected in year underspend due to contractors latest forecast and to be carried forward to 2025/26. Harbourside 14,622,742 14,362,126 14,622,742 0 260,104 28,180 260,104 On Target Complete Complete James McFarlane Site 4,784,118 3,787,842 4,784,118 0 3,060,037 2,953,114 3,651,756 591,719 On Target On Target Project commenced on site 25 March 2024. Works progressing well on site. James Reid Site 11,820,675 1,265,103 11,820,675 0 0 300,583 300,583 300,583 Significantly off target Significantly off target Project moved to the SHIP 2025-2030 shadow programme as at 3 December 2024. Kings Arms (113-115 High Street) 2,904,416 998,680 2,904,416 0 1,574,603 664,539 1,480,923 (93,680) 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 2,675,559 3,274,506 0 1,711,735 1,433,847 1,453,849 (257,886) On Target On Target Projects commenced on site 15 January 2024. Contractor went in to Administration 6 January 2025. Four units remain to be handed over. Largs Police Station 2,769,301 2,747,803 2,769,301 0 21,157 (340) 21,157 On Target Complete Complete Montgomerie Park (Both Phases) 46,322,381 7,452,522 46,322,381 0 2,765,315 2,395,292 2,425,348 (339,967) On Target Slightly off target Ground remediation works completed on site during October 2024 which cost less than projected. In year underspend to be carried forward to 2025/26. Stanecastle Site 7,768,147 5,341,840 7,768,147 0 5,813,638 4,237,658 6,072,834 259,196 On Target On Target Project commenced on site 25 March 2024. Works progressing well on site. St Beya Gardens 3,691,052 3,689,345 3,691,052 0 1,706 0 9,100 7,394 On Target Complete Complete St Michael's Wynd 13,996,769 14,188,696 14,087,664 90,895 0 91,285 (9,747) (9,747) Slightly off target Complete Complete Towerlands Primary School 8,579,943 8,574,482 8,579,943 0 (5,461) 0 0 5,461 Complete Nelson Street Regeneration 622,116 23,683 622,116 0 36,315 23,683 36,315 On Target On Target Project delayed, works expected to commence during April 2025. Acquisition Houses-Open Market 1,273,080 127,470 1,273,080 0 1,000,000 127,470 1,000,000 On Target On Target Ukraine Buy Backs 692,961 529,935 692,961 471,463 (58,472) Slightly off target Complete Works now complete. Harbour Street 0 0 0 0 5,000 0 5,000 On Target On Target Project removed from the SHIP 2025-2030 as at 3 December 2024. St Mary's Primary, Largs 6,851,623 6,276,245 6,851,623 3,990,274 3,742,921 4,109,000 488,648 (369,922) On Target On Target Project commenced on site 8 January 2024. Works progressing well on site. Internal Management Charges 1,757,259 866,473 1,757,259 0 1,489,000 866,473 1,489,000 On Target On Target SHIP Review Requirement (3,991,000) 0 (3,991,000) 0 0 0 0 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 1,398,610 (876,125) SUB TOTAL 243,066,787 107,502,485 242,501,418 (565,368) 37,806,936 22,178,000 36,821,048 0 (925,681) (60,207) DELIVERY STATUS 69
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TOTAL PROJECT CURRENT YEAR 2024/25 - Period 10 Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2024/25 Actual Expenditure to 31 December 2024 P10 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 248,422 233,468 384,413 135,991 248,422 233,468 384,413 135,991 On Target On Target Higher number of void replacments being projected than budgeted offset by reduction in void bathrooms Bathrooms - Void 978,665 261,047 363,776 (614,889) 978,665 261,047 363,776 (614,889) On Target On Target Lower number of void replacments being projected than budgeted Wet Room - Planned 66,246 0 66,246 0 66,246 0 66,246 On Target On Target Bathrooms - Planned 141,069 158,185 185,149 0 185,149 158,185 185,149 On Target On Target Electrical Rewiring 172,236 263,955 356,135 0 333,335 263,955 356,135 22,800 On Target On Target Additional units required in year. Heating 1,916,920 1,445,118 1,738,991 (75,030) 1,814,021 1,445,118 1,738,991 (75,030) On Target On Target Number of units requiring full central heating replacments is less than anticipated. Kitchens 1,523,166 957,178 1,523,166 0 1,523,166 957,178 1,523,166 On Target On Target Kitchens - Void 1,497,340 717,297 1,032,635 (464,705) 1,497,340 717,297 1,032,635 (464,705) On Target On Target Lower number of void replacments being projected than budgeted Roofing 755,136 573,398 908,500 0 925,500 573,398 908,500 (17,000) On Target On Target Wallfloor rendering 452,189 371,539 267,000 0 267,000 371,539 267,000 On Target On Target EWI 677,882 545,020 1,475,620 0 1,511,620 545,020 1,475,620 (36,000) On Target On Target Additional addresses requiring EWI works in year. Budget to be brought forward from future years. Window Replacement 529,935 144,393 529,935 0 529,935 144,393 529,935 On Target On Target Saltcoats MSF Investment 466,625 203,470 466,625 0 466,625 203,470 466,625 On Target On Target Smoke Detector Programme 241,682 213,054 241,682 0 151,689 213,054 241,682 89,993 On Target On Target Energy Efficiency 1,414,745 0 0 0 0 0 0 On Target On Target Path Finder Project 500,000 20,605 50,000 0 50,000 20,605 50,000 On Target Significantly off target Awaiting outcome of SHNZS consultation to progress Solar Panels 3,527,859 1,176,650 2,916,630 0 2,933,130 1,176,650 2,916,630 (16,500) On Target On Target HRA Slippage (3,085,000) 0 (476,496) 0 (476,496) 0 (476,496) SUB TOTAL 15,110,117 7,284,378 12,506,503 (1,018,633) 13,005,347 7,284,378 12,030,007 0 43,293 (1,018,633) Other Capital works Estate Based Regeneration 1,453,809 66,198 606,599 0 814,530 325,826 606,599 (207,931) On Target On Target Buy Backs unable to be completed in year. Lift Replacement 454,000 0 25,000 0 100,000 0 25,000 (75,000) On Target On Target Tender received, but higher than budget. Awaiting approval to award contract. Unlikely that works will commence in 2024/25. To be carried fw to 2025/26. Sheltered Housing Units 828,944 871,024 1,450,006 0 1,450,006 1,109,633 1,450,006 On Target On Target High Flats Demolition 2,368,970 1,703,270 0 0 0 (8,868) 0 On Target On Target Final Account has now been agreed SUB TOTAL 5,105,723 2,640,492 2,081,605 0 2,364,536 1,426,591 2,081,605 0 (282,931) 0 Total Expenditure 248,172,510 110,142,976 244,583,023 (565,368) 53,176,820 30,888,968 50,932,660 0 (1,165,319) (1,078,841) Income Affordable Housing Contributn (394,000) (394,000) 0 CFCR (11,492,000) (11,492,000) 0 Capital Grants (11,880,000) (8,667,819) (11,880,000) 0 A reduction in anticipated grant as advised by Scottish Government. Prudential Borrowing (28,266,820) (26,014,255) 1,165,319 1,087,246 Reduced borrowing required to reflect rephasing and projected underspends Use of Reserves (544,000) (544,000) 0 Sale of Assets 0 (8,405) (8,405) (8,405) Other Capital Income (600,000) (600,000) 0 Income from Vacant and Derelict Land Fund (VDLF) in relation to Kings Arms SUB TOTAL Total Project Expenditure 248,172,510 110,142,976 244,583,023 (565,368) 53,176,820 30,888,968 50,932,660 0 (1,165,319) (1,078,841) Total Project Income (53,176,820) (8,676,224) (50,932,660) 0 1,165,319 1,078,841 Total Net Expenditure 0 22,212,744 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 70
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Revenue Budget 2024/25: Financial Performance to 31 January 20254 Purpose: To advise Cabinet of the financial performance for the Council at 31 January 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; (c) approve the arrangements for the provision of interim funding to the Health and Social Care Partnership for 2024/25 as detailed at 2.7; and (d) 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 fourth report for 2024/25 and covers the period to the end of January 2025 (Period 10). Projections have been made to the year-end. 1.3 At Period 10 the General Fund is forecasting a net in-year overspend of £0.320m, 0.1%, after transferring resources to/from earmarked reserves. This is an improvement of (£0.369m) from that reported at Period 8 and the Council continues to trend towards a break-even position. 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. Although employee absence rates remain above targets, management action has resulted in performance improvements across both services. Agenda Item 7 71
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1.5 The Housing Revenue Account is forecasting a net breakeven position, which is consistent with previous reports. 1.6 The Health and Social Care Partnership is projecting a year-end overspend of £4.980m, (1.5%), for 2024/25. The Council services element is reporting a projected overspend of £3.180m, which is an increase of £0.632m from the previously reported overspend, and the Health services element is reporting a projected overspend of £1.800m, which is a £0.735m increase to the previously reported overspend. 1.7 Following a request for additional financial support from the IJB, it is proposed that interim funding to support the HSCP overspend on Council Services will be made available once confirmation of the final outturn for 2024/25 is known and that this funding will be made available in accordance with the Integration Scheme. 1.8 Under the Bellwin Scheme, a claim to recover any uninsured costs arising from Storm Eowyn from the Scottish Government is currently being compiled. However, the Council is required to meet initial costs up to £0.785m, equivalent to 0.2% of our annual budget. It is anticipated that any unrecoverable costs up to this limit will be met from existing resources or earmarked reserves. This position will continue to be monitored. 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 £0.320m, 0.1%, 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. 72
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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 P8 (Fav)/Adv £ million Movement Note Corporate Services 1 19.448 18.797 (0.651) (0.425) (0.226) (i) Education 2 182.392 184.575 2.183 2.477 (0.294) (ii) Place 3 54.726 56.056 1.330 1.492 (0.162) (iii) Communities & Housing 4 14.394 14.235 (0.159) (0.077) (0.082) (iv) Other Corporate Items 5 23.010 20.993 (2.017) (2.289) 0.272 (v) Sub Total 293.970 294.656 0.686 1.178 (0.492) Health and Social Care Partnership 9 132.432 132.432 0.000 0.000 0.000 Balance for Services 426.402 427.088 0.686 1.178 (0.492) Financing Charges 6 16.626 16.626 0.000 0.000 0.000 Contribution to Loans Fund Reserve 6 7.454 7.454 0.000 0.000 0.000 Total Planned Expenditure 450.482 451.168 0.686 1.178 (0.492) Aggregate External Finance 6 (374.063) (374.063) 0.000 0.000 0.000 Council Tax 6 (65.681) (66.047) (0.366) (0.489) 0.123 (vi) Use of Earmarked Funds 6 (10.738) (10.738) 0.000 0.000 0.000 Total Planned Income (450.482) (450.848) (0.366) (0.489) 0.123 Net Expenditure/ (Income) 0.000 0.320 0.320 0.689 (0.369) 2.4 The reported Planned Income includes a number of adjustments to Scottish Government funding from that reported at Period 8, 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 P8 (321.675) (41.313) (7.166) (370.154) No-one Left Behind (0.059) 0.000 0.000 (0.059) Island Cost Crisis Emergency (0.058) 0.000 0.000 (0.058) Climate Intelligence (0.002) 0.000 0.000 (0.002) SNCT Pay Award (0.755) 0.000 0.000 (0.755) Teachers Pensions (0.240) 0.000 0.000 (0.240) Scottish Welfare Fund (0.705) 0.000 0.000 (0.705) Educational Psychologist (0.010) 0.000 0.000 (0.010) Building Standards 0.022 0.000 0.000 0.022 SJC Pay Award (2.079) 0.000 0.000 (2.079) School Milk (0.023) 0.000 0.000 (0.023) Revised Planned Income (325.584) (41.313) (7.166) (374.063) 73
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2.5 Commentary on Significant Movements from Period 8 The Council's overall financial forecast against the revised budget is an improvement of (£0.369m) from the previously reported position. A brief explanation of the significant movements at service level are outlined as follows: (i) Corporate Services – underspend of (£0.651m), an improvement of (£0.226m) from the previously reported underspend The movements are primarily related to: • Vacancy management activity across all services, (£0.085m); and • Lower than anticipated costs for the Occupational Health online portal, (£0.120m). (ii) Education – overspend of £2.183m, an improvement of (£0.294m) from the previously reported overspend The movements are primarily related to: • A reduction in non-teacher Employee Costs arising from vacancy management across the service, (£0.240m); • Reduced expenditure on cleaning materials and supplies, (£0.137m); • Increase income from commercial catering, (£0.092m); and • Reduced expenditure on food costs, (£0.065). These has been partly offset by a net increase in Teacher Employee Costs related to unachieved teacher turnover targets, £0.326m. (iii) Place – overspend of £1.330m, an improvement of (£0.162m) from the previously reported overspend The movement is primarily related to: • The availability of additional external funding has contributed towards the underspend in employee costs, (£0.246m); • An over-recovery of transport income, (£0.070m); • Vacancy management activity within Property Management and Investment, (£0.071m); • Reduced reactive property maintenance costs, (£0.057m); and • Reduced expenditure on vehicle fuel, (£0.050m). These have been partly offset by: • A net reduction in income across Streetscene, Waste Services, and Municipal Advertising, £0.218m; and • Additional repairs and maintenance costs with Internal Transport, £0.130m. (iv) Communities & Housing – underspend of (£0.159m), an improvement of (£0.082m) from the previously reported underspend The movement is related to minor expenditure reductions across all services. 74
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(v) Other Corporate Items – underspend of (£2.017m), a reduction of £0.272m from the previously reported underspend The movement is primarily related to additional provisions required to offset additional costs anticipated in relation to Storm Eowyn. (vi) Council Tax Income – overrecovery of (£0.366m), a reduction of £0.123m from the previously reported overrecovery The movement is primarily related to updated data on CTR claims and prior year collection forecasts. Health and Social Care Partnership 2.6 A copy of the HSCP financial performance report as at the end of January 2025 is attached at Appendix 9. The report highlights the key challenges and variances for the Partnership. The key points for Cabinet to note are summarised below: • The projected outturn is a year-end overspend of £4.980m for 2024/25. This is an increase of £1.367m since the previous reporting period; • The projected overspend on the Council Services element is £3.180m over the same period. This is an increase of £0.632m 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 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 25-26 position is unclear; • 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; 75
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• 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 will continue to be monitored during 2024-25. Request for Additional Financial Support 2.7 Following the receipt of a written request from the IJB for additional financial support to address their forecast 2024/25 overspend position, it is proposed that interim funding to support the overspend on Council Services will be made available at the end of the financial year. The level of support will be determined following confirmation of the final outturn for 2024/25 and, in accordance with the Integration Scheme, the offer of additional financial support will be supported by repayment in future years on the basis of a revised recovery plan and agreed by the Council and the IJB. The final balance and details of the arrangements will be confirmed as part of the 2024/25 final Revenue Monitoring report to be presented to Cabinet on 3 June 2025. 76
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Risks 2.8 Council services are currently gathering details of the additional costs incurred as a direct result of Storm Eowyn on 24 January 2025. Although the Scottish Government has activated the Bellwin scheme, under which the Council can submit a claim for additional uninsured costs, the Council is required to meet costs up to £0.785m, 0.2% of our annual budget. Provision has been made to meet any unrecoverable costs up to this limit from existing resources or earmarked reserves. Housing Revenue Account 2.9 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 P8 (Fav)/Adv £ million Movement Note Employee Costs 5.118 4.887 (0.231) (0.141) (0.090) (i) Property Costs 21.816 23.664 1.848 1.627 0.221 (ii) Supplies and Services 2.297 2.034 (0.263) (0.226) (0.037) Transport and Plant Costs 0.021 0.021 0.000 0.000 0.000 Administration Costs 1.756 1.785 0.029 0.020 0.009 Third Party Payments 3.877 3.942 0.065 0.061 0.004 Transfer Payments 0.163 0.163 0.000 0.000 0.000 Other Expenditure 0.490 0.490 0.000 0.000 0.000 Capital Financing 26.525 24.608 (1.917) (1.918) 0.001 Gross Expenditure 62.063 61.594 (0.469) (0.577) 0.108 Income (62.063) (61.594) 0.469 0.577 (0.108) (iii) Net Expenditure 0.000 0.000 0.000 0.000 0.000 2.10 Commentary on Significant Movements from Period 8 A brief explanation of the significant movements is outlined as follows: (i) Employee Costs – underspend of (£0.231m), an increase of (£0.090m) from the previously reported breakeven position The movement reflects vacancy management activity across the service. (ii) Property Costs – overspend of £1.848m, an increase of £0.221m from the previously reported overspend The movement reflects increased costs related to storm damage works and Council Tax payments on void properties, £0.317m, and increased expenditure on Aids and Adaptations, £0.051m. 77
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These have been partly offset by reduced expenditure on Responsive Repairs, (£0.190m). (iii) Income – under recovery of £0.469m, an improvement of (£0.108m) from the previously reported under recovery The movement is primarily related to the utilisation of unearmarked reserves, (£0.286m), partly offset by a reduction in Council House Rent income, £0.161m. 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 arrangements for the provision of interim funding to the Health and Social Care Partnership for 2024/25; and (d) 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 31 January 2025 is a net overspend of £0.320m. 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 31 January 2025 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. Key Priorities 78
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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 30 November 2024 – Cabinet 21 January 2025 79
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OFFICIAL INFORMATION# Appendix 1 CHIEF EXECUTIVES BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 144 150 6 4% Total for Chief Executive 144 150 6 4% Financial Services Change Programme 237 237 - 0% Audit, Fraud, Safety & Insurance 686 685 (1) (0%) Corporate Procurement 835 703 (132) (16%) 1 Financial Services 1,416 1,406 (10) (1%) Revenues (587) (617) (30) 5% Transformation 722 714 (8) (1%) Total for Financial Services 3,309 3,128 (181) (5%) People & ICT Employee Services 856 846 (10) (1%) HR & Organisational Development 1,087 978 (109) (10%) 2 ICT 5,014 4,815 (199) (4%) 3 Business Support 1,175 1,204 29 2% Customer Services 4,080 4,008 (72) (2%) 4 Total for People & ICT 12,212 11,851 (361) (3%) Democratic Services Legal & Licensing 453 488 35 8% 5 Policy, Performance & Elections 505 417 (88) (17%) 6 Communications 464 475 11 2% Civil Contingencies 60 60 - 0% Committee Services 422 410 (12) (3%) Member Services 1,322 1,288 (34) (3%) Ayrshire Support Service 501 489 (12) (2%) Information Governance 56 41 (15) (27%) Total for Democratic Services 3,783 3,668 (115) (3%) Totals 19,448 18,797 (651) (3%) # OFFICIAL INFORMATION 80
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OFFICIAL INFORMATION# Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 16,670 16,394 (276) (2%) Property Costs 68 74 6 9% Supplies and Services 3,084 2,843 (241) (8%) Transport and Plant Costs 22 22 - 0% Administration Costs 1,358 1,334 (24) (2%) Other Agencies & Bodies 1,937 1,786 (151) (8%) Transfer Payments 898 898 - 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 24,037 23,351 (686) (3%) Income (4,589) (4,554) 35 (1%) Net Expenditure 19,448 18,797 (651) (3%) # OFFICIAL INFORMATION 81
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OFFICIAL INFORMATION# Appendix 1a CHIEF EXECUTIVES BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Finance - Corporate Procurement Movement - There has been a favourable movement of (£0.067m) since P8 due to continuing vacancy management and additional procurement rebates. 866 (100) -12% Employee costs - There is a projected underspend of £0.100m due to vacancy management. (32) Other minor movements (132) Note 2 People & ICT - HR & Organisational Development Movement - There has been a favourable movement of (£0.121m) since P8 due to projected underspends in third party payments relating to the new Occupational Health online portal. 413 (120) -29% Third Party Payments - forecasted underspend due to a delay in the roll out of the Occupational Health online portal for Managers. It is anticipated that this underspend will be a one-off occurrence in 2024/25 as the volume of referrals will increase when this happens as will the costs. 11 Other minor movements (109) Note 3 People & ICT - ICT Movement - There has been no significant movement since P8. 2,156 (203) -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, £0.040m underspend in WAN and £0.030m underspend in server support this is due to costs less than anticipated. 4 Other Minor Movements (199) Note 4 People & ICT - Customer Services Movement - There has been a favourable movement of (0.048m) since P8 due to vacancy management and Netcall software set up costs being covered by ICT capital. 2,581 (41) -2% Employee Costs - There is a projected underspend of £0.041m due to vacancy management 279 (31) -11% Supplies & Services - There is a projected underspend of £0.31m due to Netcall set up costs being funded through ICT Capital. (72) Note 5 Democratic Services - Legal & Licensing Movement - There has been a unfavourable movement of £0.085m since P8 due to under recovery of civic government licenses income and employee underspends being utilised for other service pressures. (481) 35 -7% Income - Projected under recovery of civic government licenses. 35 Note 6 Democratic Services - Policy, Performance & Elections Movement - There has been a favourable movement of (£0.020m) since P8 due to continued vacancy management. 482 (80) -17% Employee costs - There is a projected underspend of £0.080m due to vacancy management. (8) Other minor movements (88) # OFFICIAL INFORMATION 82
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OFFICIAL INFORMATION# Appendix 2 EDUCATION BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 22,738 22,405 (333) (1%) 1 Primary Education 51,760 52,198 438 1% 2 Secondary Education 65,867 65,961 94 0% 3 Additional Support Needs 15,646 17,222 1,576 10% 4 Central Education 3,364 5,219 1,855 55% 5 Pupil Equity Fund 4,367 4,367 - 0% Facilities Management 18,529 17,082 (1,447) (8%) 6 Net Total 182,392 184,575 2,183 1% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 102,643 105,050 2,407 2% Employee Costs - Non Teachers 50,921 49,949 (972) (2%) Property Costs 1,336 1,363 27 2% Supplies and Services 24,868 24,324 (544) (2%) Transport and Plant Costs 124 131 7 6% Administration Costs 454 477 23 5% Other Agencies & Bodies 8,715 10,658 1,943 22% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 71 71 - 0% Gross Expenditure 189,712 192,603 2,891 2% Income (7,320) (8,028) (708) Net Expenditure 182,392 184,575 2,183 1% # OFFICIAL INFORMATION 83
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OFFICIAL INFORMATION# Appendix 2a EDUCATION BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education Movement: There has been a favourable movement of (£0.037m) compared to P8 mainly due increased underspends of £0.023m in employee costs. 16,751 (308) -2% Employee Costs: Overall an estimated underspend of £0.308m. - Teachers:- no projected variance. - Non Teachers:- projected underspend of £0.402m as a result of vacancy management offset by a budgeted turnover target of £0.094m resulting in a net underspend of £0.308m. (25) 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. (333) Note 2 Primary Education Movement: There has been a favourable movement of (£0.177m) compared to P8 due to a projected decrease in employee costs. 49,359 413 1% Employee Costs : Overall an estimated overspend of £0.413m. - Teachers:- projected overspend of £0.003m offset by a budgeted turnover target of £0.349m resulting in a net overspend of £0.352m - Non Teachers:- projected underspend of £0.202m offset by a budgeted turnover target of £0.263m resulting in a net overspend of £0.061m. 25 Other minor movements 438 Note 3 Secondary Education Movement: There has been an unfavourable movement of £0.189m compared to P8 due to a projected increase in teacher employee costs of £0.140 and non teacher employee costs of £0.049m. 50,199 88 0% Employee Costs : Overall an estimated overspend of £0.088m. - Teachers:- projected underspend of £0.305m offset by a budgeted turnover target of £0.349m resulting in a net overspend of £0.044m - Non Teachers:- projected underspend of £0.147m offset by a budgeted turnover target of £0.191m resulting in a net overspend of £0.044m 6 Other minor movements 94 # OFFICIAL INFORMATION 84
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OFFICIAL INFORMATION# Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section Note 4 ASN Movement: There has been a unfavourable movement of £0.159m compared to P8. This is due to a £0.191m reduction in employee underspends, a £0.025m increase in Other Local Authority section 23 income, as charging rates have been revised, and a £0.011m decrease in external placement fees. 13,706 (222) -2% Employee Costs : Overall an estimated underspend of £0.222m. - Teachers:- projected underspend of £0.402m offset by a budgeted turnover target of £0.402m - Non Teachers:- projected underspend of £0.380m offset by a budgeted turnover target of £0.158m resulting in a net underspend of £0.222m 400 (124) -31% There is a projected underspend of £0.124m on payments to Other Local Authorities, due to a reduction in the number of NAC children accessing placements in their establishments. 1,010 433 43% There is a projected overspend of £0.433m 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 31 children in, or expected in, day placement provision. A review of the process has taken place. 543 1,634 301% There is a projected overspend of £1.634m on external specialist residential placements. Currently there are 14 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) (145) 55% There is a projected over recovery of £0.145m in Other Local Authorities income, due to the anticipated number of other authority children accessing a place in NAC establishments, which is currently 11 pupils. 1,576 Note 5 Central Education Movement: There has been a favourable movement of (£0.135m) compared to P8 mainly due to a projected increase in PPP deduction income (£0.038m), and a further reduction across HQ employee costs (£0.094m) 2,381 1,982 83% Employee costs: There is a projected overspend of £2.198m mainly as a result of significant increase in costs associated with mandatory cover for teacher maternity cover and sickness absence. There are currently 34 Teachers (34.1 FTE) on maternity leave as well as 10 Early Years Practitioners and 5 PSA/EBAs (4.54 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 7.75 for the period April-December compared to 7.15 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 £0.215m - 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. (1,744) (235) 13% Income: PPP insurance rebate £0.065m and PPP deductions of £0.170m in excess of budget - Other minor movements. 1,855 Note 6 Facilities Management Movement: There has been an favourable movement of (£0.293m) compared to P8. This is mainly due to a reduction in property costs of £0.137m, projected underspends in food costs of £0.065m and a projected over- recovery of income of £0.092m. 14,694 (629) -4% Employee Costs: There is a projected underspend of £0.629m primarily due to staff turnover 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 are in the process of being recruited. 1,333 27 2% Property Costs: There is a projected overspend of £0.027m mainly in cleaning materials 4,804 (576) -12% Supplies and services: There is a projected underspend of £0.401m in food/equipment budgets due to the release of unallocated funds. (2,509) (327) 13% Income: There is a projected over-recovery of cleaning and janitorial income of £0.157m and £0.101m in commercial catering income and a projected under-recovery of school meals income of £0.026m. Additional funding of £0.095m has been received by Scottish Govt in relation to school meal debt previously written off. 58 Other minor movements within transport & admin costs - mainly legal costs (1,447) Note 7 General Management action continues to scrutinise all recruitment verification processes in an attempt to reduce the overall overspend across all employee costs. # OFFICIAL INFORMATION 85
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OFFICIAL INFORMATION# Appendix 3 PLACE BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 214 219 5 2% Neighbourhood Services Roads 7,031 7,016 (15) (0%) 1 Streetscene 5,214 5,300 86 2% 2 Waste Resources 9,370 10,377 1,007 11% 3 Municipalisation Advertising (123) (24) 99 (80%) 4 Total for Neighbourhood Services 21,492 22,669 1,177 5% Economic Development, Growth and Investment Economic Policy 269 269 - 0% Employability & Skills 1,936 1,524 (412) (21%) 5 Regeneration 920 920 - 0% Business 1,027 1,027 - 0% Growth & Investment 251 251 - 0% Total for Economic Development, Growth and Investment 4,403 3,991 (412) (9%) Sustainability, Transport and Corporate Property Property Management & Investment 1,516 1,475 (41) (3%) 6 Housing Assets & Investment 80 80 - 0% Property Maintenance 3,914 4,252 338 9% 7 Property Running Costs 5,468 5,468 - 0% Energy and Sustainability 7,285 7,285 - 0% Internal Transport 10,354 10,617 263 3% 8 Total for Sustainability, Transport and Corporate Property 28,617 29,177 560 2% Net Total 54,726 56,056 1,330 2% # OFFICIAL INFORMATION 86
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OFFICIAL INFORMATION# Appendix 3 Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 28,779 28,892 113 0% Property Costs 22,492 22,828 336 1% Supplies and Services 4,203 4,248 45 1% Transport and Plant Costs 9,441 10,058 617 7% Administration Costs 565 575 10 2% Other Agencies & Bodies 15,069 14,825 (244) (2%) Transfer Payments - - - 0% Other Expenditure 78 67 (11) (14%) Capital Financing - - - Gross Expenditure 80,627 81,493 866 1% Income (25,901) (25,437) 464 (2%) Net Expenditure 54,726 56,056 1,330 2% # OFFICIAL INFORMATION 87
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OFFICIAL INFORMATION# Appendix 3a PLACE BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Roads Movement: There has been a favourable movement of (£0.026m) since P8, due to a decrease in contractor costs which have partially been offset by an increase in projected transport expenditure. 4,675 (41) (1%) Employee Costs: forecasted underspend of £0.041m due to vacancy management. 31 51 165% Transport Costs: £0.051m projected overspend mainly due to hire of a gully unit. 1,935 (43) (2%) Third Party Payments: £0.043m forecasted underspend mainly due to projected underspends in contractor road marking costs. 18 Other minor movements. (15) Note 2 Streetscene Movement: There has been an adverse movement of £0.075m since P8, which relates mainly to a decrease in projected Interment and Memorial Permit income. 7,232 (79) (1%) Employee Costs: Underspend of £0.079m due to vacancy management within the supervisory structure. (2,809) 120 (4%) Income: £0.058m under recovery of Interment income and £0.040m under recovery of Memorial Permit income. £0.038m under recovery of income from other departments.. This is partly offset with a £0.016m over recovery from other income streams. 45 Other minor movements 86 Note 3 Waste Services Movement: There has been an unfavourable movement of £0.105m since P8 due to an additional under recovery of income of £0.086m within the purple bin recyclate processing contract and transport costs of £0.020m. 5,463 674 12% Employee costs: There remains a challenging cumulative sickness absence rate of 25.51 days per employee from April 2024 to January 2025. 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. The absence rates reflect an improving position, however they still above target rates. 271 125 46% Transport Costs: Additional vehicles were in place to deal with ongoing pressures and demands, a reduction of 2 vehicles has been implemented one from the end of November and the other December. Transport needs are continuously under review and flexed depending on the operational needs of the service. 6,804 (76) (1%) Third Party Payments: Underspends from the kerbside recyclate contracts of £0.146m and £0.047m from organics contract, partially offset by overspends in diverted waste of £0.092m and £0.032m in the Clyde Valley Contract. (4,170) 301 (7%) Income: A projected under-recovery in purple bin contract income of £0.357m 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. (17) Other minor movements 1,007 Note 4 Municipalisation Advertising Movement: There has been an adverse movement of £0.049m since P8, due to a further downturn in vehicle advertising due to challenging economic market conditions. (123) 99 (80%) Income: An under recovery of £0.099m primarily due to vehicle advertising and the unfavourable market conditions. 99 # OFFICIAL INFORMATION 88
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OFFICIAL INFORMATION# Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Employability & Skills Movement: There has been a favourable movement of (£0.251m) since P8. This is largely due to the availability of external funding, made available later in the year, releasing core budget. 2,171 (246) (11%) Employee Costs: Projected underspend of £0.246m in employee costs. The availability of £0.070m external funding has contributed to the underspend. It is anticipated that external funding will be reduced in 2025/26 and this underspend is likely to be a one-off occurrence in 2024/25. 3,612 (144) (4%) Third Party Payments: Underspend of £0.144m 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 and this underspend is likely to be a one-off occurrence in 2024/25. (22) Other minor movements. (412) Note 6 Property Management and Investment Movement: There has been favourable movement of (£0.071m) since P8, this is mainly due to vacancy management. 2,531 (152) (6%) Employee Costs: There is a projected underspend of £0.152m primarily due to vacancy management. (1,263) 90 (7%) Income: There is a projected under-recovery of fee income of £0.090m. 21 Other minor movements (41) Note 7 Property Maintenance Costs Movement: There has been favourable movement of (£0.057m) since P8. Additional costs have been incurred in relation to emergency works at Ardrossan Academy but these have been managed through reprofiling of other works and a reduction in the wider reactive maintenance costs overspend. 7,276 338 5% Property Costs: There is a projected £0.118m overspend largely due to the residual RAAC costs at Ardrossan Academy. In addition there is a projected £0.220m overspend due to other essential reactive maintenance including works at Ardrossan Academy . There is an ongoing assessment of costs associated with Storm Eowyn with a view to the council submitting a claim but recognising the council requires to fund 0.2% of the overall budget. 338 Note 8 Internal Transport Movement: There has been an adverse movement of £0.014m since P8 which is primarily due to the projected overspend in repairs and maintenance of £0.130m, offset with a further over-recovery of £0.070m in bus transport income and internal hire of pool vehicles and a favourable movement of £0.050m in fuel. 4,682 313 7% Transport Provision Costs: There is a projected overspend of £0.313m due to a higher number of pupils requiring transport and an increase in tendered costs in private contracts for the provision. 1,787 (184) (10%) Fuel: There is a projected underspend in fuel of £0.184m due to lower usage as more electric vehicles are introduced to the fleet and steady fuel prices. 1,228 211 17% Repairs & Maintenance: There is a projected overspend of £0.211m in repairs and maintenance due to repairs being outsourced as a result of Motor Mechanic vacancies, as well as price increases and maximising the life of assets due to replacement vehicle lead times. 457 74 16% External Hires: There is a projected overspend of £0.074m mainly due to hire of additional vehicles (pending delivery of replacements) and plant hire. (3,101) (135) 4% Income: There is a projected over-recovery of £0.100m in bus transport income and a projected over-recovery of £0.090m 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 £0.055m in Enterprise car income. (16) Other minor movements 263 # OFFICIAL INFORMATION 89
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OFFICIAL INFORMATION# Appendix 4 COMMUNITIES AND HOUSING BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 100 100 - 0% Housing and Public Protection Building Services (2,548) (2,548) - 0% 1 Property Governance - - - Planning Services 313 142 (171) (55%) 2 Protective Services 1,727 1,727 - 0% Other Housing 2,700 2,649 (51) (2%) 3 Total for Housing and Public Protection 2,192 1,970 (222) (10%) Connected Communities 12,102 12,165 63 1% 4 Net Total 14,394 14,235 (159) (1%) Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 25,253 25,275 22 0% Property Costs 2,954 2,884 (70) (2%) Supplies and Services 7,201 7,206 5 0% Transport and Plant Costs 979 981 2 0% Administration Costs 223 227 4 2% Other Agencies & Bodies 11,082 11,081 (1) (0%) Transfer Payments - - - 0% Other Expenditure 104 228 124 119% Capital Financing - - - Gross Expenditure 47,796 47,882 86 0% Income (33,402) (33,647) (245) 1% Net Expenditure 14,394 14,235 (159) (1%) # OFFICIAL INFORMATION 90
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OFFICIAL INFORMATION# Appendix 4a COMMUNITIES AND HOUSING BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services Movement: There has been no movement since period 8. 10,990 (151) (1%) Employees: An underspend of £0.151m in employee costs. This is due to vacancy management. 5,641 (186) (3%) Supplies & Services: An underspend of £0.186m 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. 884 32 4% Transport: An overspend of £0.032m in transport costs mainly due to an increase in hire vehicles. 3,194 259 8% Third Party Payments: An overspend in third party payments of £0.259m which mainly relates to additional subcontractor costs for timber and damp works, storm damage and infrastructure improvements. (23,408) (3) 0% Income: A projected over recovery of £0.003m. This is due to an increased volumes of work within responsive repairs of £0.512m, timber & damp works of £0.491m and wet room repairs of £0.071m. This is offset by an under recovery in void income of £0.757m, which is primarily caused by reduced kitchen and bathroom works, and £0.325m in Non-Housing works. 49 Other minor movements - Note 2 Planning Services Movement: There has been a favourable movement of (£0.028m) since period 7, this is mainly due to forecasted over recovery for additional planning fee applications. (614) (158) 26% Income: This is primarily due to the forecasted over recovery of £0.142m for additional planning fee application income. (13) Other minor movements (171) Note 3 Other Housing Movement: There has been a favourable movement of (£0.025m) since period 8 mainly due to an increase in the projected underspend within Property Costs. 2,473 (70) (3%) Property Costs: A projected underspend of £0.097m in void rent loss offset by an overspend in property rents of £0.021m. 104 124 119% Other Expenditure: A projected overspend of £0.124m in bad debt provision. (5,878) (87) 1% Income: This is mainly due to a projected over-recovery in homeless furnished units rents of £0.085m. (18) Other minor movements (51) Note 4 Connected Communities Movement: There has been been a favourable movement of (£0.029m) since P8 primarily due to a reduction in employee costs. 7,177 67 1% Employee Costs: Overspend of £0.067m is primarily a result of revised programming of implementation of the approved savings for school libraries and to reduce public library opening hours by 20%. (4) Other minor movements. 63 # OFFICIAL INFORMATION 91
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OFFICIAL INFORMATION# Appendix 5 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 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.) 14,328 12,631 (1,697) (12%) 2 Housing Benefits 2,761 2,582 (179) -6% 3 23,010 20,993 (2,017) (9%) # OFFICIAL INFORMATION 92
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OFFICIAL INFORMATION# Appendix 5a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Joint Boards There has been no movement from Period 8 3,590 (141) -4% Projected underspend of (£0.140m) due to confirmation of annual requisitions and applicable refunds. (141) Note 2 Other Corporate Items There has been an adverse movement of £0.267m since Period 8 primarily related to additional provisions required to offset additional costs anticipated in relation to Storm Eowyn. 14,478 (1,697) -12% The projected underspend is primarily related to centrally held inflationary cost provisions, which are being applied to offset pressures reported across other services (£0.563m), additional income from employee benefit schemes (£0.376m)and additional Scottish Government grant income not required in year (£0.758m). (1,697) Note 3 Housing Benefit There has been no material movement since Period 8 2,761 (179) -6% Projected underspend of (£0.179m) due to Housing Benefit Subsidy and Overpayment Recovery (179) # OFFICIAL INFORMATION 93
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OFFICIAL INFORMATION# Appendix 6 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 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) (66,047) (366) 1% 1 Use of Earmarked Funds (9,174) (9,174) - - Net Total (422,222) (422,588) (366) 0% Growth in the Council Tax base (£0.745m) has been partly offset by an increase in the value of CTR claims received, £0.178m, increased Bad Debt Provision, £0.088m, and lower that anticipated prior year income, £0.113m. Reported collection rates still lag behind pre pandemic levels. Note 1 Council Tax Movement: There has been an adverse movement of £0.123m since period 8, primarily related to revisions to CTR claims, £0.034m, and prior year collection forecasts £0.075m. # OFFICIAL INFORMATION 94
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OFFICIAL INFORMATION# Appendix 7 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £ £ £ Employee Costs 5,118 4,887 (231) (5%) 1 Property Costs Responsive Repairs 7,361 7,565 204 3% Void Repairs 4,023 4,305 282 7% Planned and Cyclical Maintenance 5,201 5,983 782 15% Aids and Adaptions 1,552 1,596 44 3% Other property costs 3,679 4,215 536 15% Total for Property Costs 21,816 23,664 1,848 8% 2 Supplies & Services 2,297 2,034 (263) (11%) 3 Transport Costs 21 21 - 0% Administration Costs 1,756 1,785 29 2% Third Party Payments 3,877 3,942 65 2% 4 Transfer Payments 163 163 - 0% Other Expenditure 490 490 - 0% Capital Financing Costs 26,525 24,608 (1,917) (7%) 5 Gross Expenditure 62,063 61,594 (469) (1%) Income Council House Rents (60,201) (60,055) 146 (0%) Other Rents (473) 107 580 (123%) Recharges (1,034) (1,013) 21 (2%) Other Income (355) (633) (278) 78% Total Income (62,063) (61,594) 469 (1%) 6 Net Expenditure - - - # OFFICIAL INFORMATION 95
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OFFICIAL INFORMATION# Appendix 7a HRA BUDGETARY CONTROL 2024/25 REPORT FOR THE 10 MONTHS TO 31 JANUARY 2025 Budget £000 Variance £000 Variance as % of budget Note 1 5,118 5,118 100% 5,118 Note 2 21,816 1,848 8% 1,848 Note 3 2,297 (263) -11% (263) Note 4 3,877 65 2% 65 Note 5 26,525 (1,917) -7% (1,917) Note 6 (62,063) 469 -1% 469 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 0.253 (0.286) - - 1.520 0.300 (0.130) - - - 0.170 0.123 (0.123) - - - - 20.566 - (0.345) - (0.544) 19.677 Income Movement - there has been a favourable movement of £0.108m since Period 8 primarily due to utilising reserves to meet the in year overspend of £0.286m. This is partially offset by a reduction in Council House Rents of £0.161m. An under recovery in income of £0.469m. This is largely due to an under recovery of £0.580m in Other Rents and £0.146m in Council House Rents which is offset by an over-recovery of £0.278m in Other Income due to utilising reserves to meet the in year overspend. Capital Financing Costs Movement - there has been no movement since Period 8. 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. Council House Building Fund Sustainability Fund Software licences Transformation Programme Tenant led budget Unearmarked Section Supplies and Services Movement - there has been a favourable movement of £0.037m since Period 8 largely due to a reduction in refuse container costs. Employee costs Movement - there has been a favourable variance of £0.090m since Period 8 due to vacancy management. There is a projected underspend of £0.230m as a result of effective vacancy management. HRA reserves and balances There is a projected underspend of £0.263m in supplies and services. This is primarily due to an underspend of £0.218m in landscaping costs and £0.026m in refuse container costs. Property Costs Movement - there has been an adverse movement of £0.221m since Period 8. This is largely due to an increase of £0.317m in other property costs primarily in relation to Council tax payments for void properties, £0.051m increased costs in relation to Aids and Adaptations. This is partially offset by a decrease of £0.190m in Responsive Repairs. There is a projected overspend of £0.204m in Responsive Repairs due to the volume and scope of the works. A projected £0.782m overspend in relation to Planned and Cyclical Maintenance, largely due to £0.368m costs in relation to storm damage works resulting from adverse weather conditions early in 2024 and January 2025, £0.491m projected overspend due to increased costs in relation to timber and damp works partially offset by an underspend of £0.100m in asbestos management. A projected overspend of £0.536m in other property costs, largely due to an overspend of £0.194m in tenant recharges, £0.167m overspend on Council tax payments relation to long term void properties and £0.063m in relation to maintenance of trees. In addition there is a projected overspends of £0.282m in Void Repairs. Third Party Payments Movement - there has been no significant movement since Period 8. There is a projected overspend of £0.065m largely due to a £0.035m greater ASB contribution than budgeted and a £0.018m overspend in relation to consultant fees. # OFFICIAL INFORMATION 96
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OFFICIAL INFORMATION# Appendix 8 1) Budget Virements Place Employability - Employee Costs T 0.070 Employability - Third Party Payments T 0.040 Employability - Income T -0.110 0.000 Education FM - Employee Costs T -0.142 FM - Property Costs T 0.142 0.000 0.000 Budget Management - 31 January 2025 Virement/Budget Adjustment Requests 2024/25 Perm (P) / Temp(T) Virement £m Directorate Total £m # OFFICIAL INFORMATION 97
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Integration Joint Board 20th March 2025 Subject : 2024-25 – Month 10 Financial Performance Purpose : To provide an overview of the IJB’s financial performance as at Month 10 (January). 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 £4.980m which includes the recovery plan reductions anticipated until the year-end; (b) notes the progress with delivery of agreed savings; (c) notes the actions which are being taken to progress financial recovery and note the benefit of £4.002m achieved in-year; and (d) notes the remaining financial risks for 2024-25. Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health MDT Child & Adolescent Mental Health Services BRAG Blue, Red, Amber, Green UNPACS UNPACS, (UNPlanned Activities) – Extra Contractual Referrals NRAC NHS Resource Allocation Committee PAC Performance and Audit Committee MHOF Mental Health Outcome Framework MDT Multi-Disciplinary Team 1. EXECUTIVE SUMMARY 1.1 The report provides an overview of the financial position for the Partnership and outlines the projected year-end outturn position informed by the projected expenditure and income commitments; these have been prepared in conjunction with relevant budget holders and services. It should be noted that, although this report 98
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refers to the position at the end of January further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. 1.2 The projected outturn is a year-end overspend of £4.980m (1.5%). 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. The main areas of movement in the reporting period are: Improvement: • Ward 1 and 2 • Elderly Inpatients Deterioration: • Montrose House agency costs • Social Care payroll • Adult Inpatients • Psychiatry The 2024/25 financial position has also been adversely impacted by several factors outwith the control of the IJB, these have been noted previously by the IJB and include in-year funding allocation reductions and externally negotiated contract inflation increases. 1.4 The Integration Scheme describes the required approach where there is a projected overspend on the IJB integrated budget, which includes the requirement to agree a recovery plan to balance the overspending budget. Only if the recovery plan is unsuccessful will the Health Board and Council consider making available interim funds. The Month 7 report presented to IJB on 12th December 2024 projected an overspend of £6.190m reduced to an estimated £3.613m based on the recovery plan estimates at that time. The IJB requested that the Chief Officer write formally to North Ayrshire Council and NHS Ayrshire and Arran to request additional in-year funding to support the remaining overspend, at that time. Those requests have been submitted to both funding bodies and acknowledged, NHS Ayrshire and Arran has confirmed they will factor the overspend into the NHS Board financial outturn position and North Ayrshire Council have acknowledged and confirmed they will take a report to Cabinet as part of their final 2024/25 revenue budget monitoring in June 2025. The residual overspend has changed since Month 7 and monthly updates have been provided to both NHS AA and NAC, the movement is noted below: 99
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Month NAC NHS AA 7 £2.548m £1.065m 9 £3.106m £1.309m 10 £3.180m £1.800m 1.5 The projected IJB outturn position has been adjusted to reflect the impact of Lead Partnership services. The overspend in relation to North Lead Partnership services for Mental Health is not fully attributed to the North HSCP as a share has been allocated to East and South HSCPs, similarly the impact of the outturn on East and South led services has been shared with North, both on an NRAC basis in line with the agreed risk sharing mechanism. There is a requirement for the 3 IJBs to be aware of the position for Lead Partnership services and plans to deliver services from within allocated budget, on that basis further information will be brought forward with further detail on Lead Partnership services. 1.6 The current allocation from NHS AA for the Agenda for Change costs in relation to the reduced working week are currently being queried with the NHS finance team to ensure we receive our ‘fair share’ of the funding. The cost of covering all of the reduced hours is £1.344m versus the current funding calculation of £0.658m which would cover 49% of the costs if all of the hours were replaced, however NHS finance proposals for in-year funding for 2024/25 are at a lower level. It is important the IJB receives a fair share of funding and this is rectified before budgets are rolled forward into 2025/26. This funding is not yet included within the forecast outturn for services, and the final allocation basis will potentially positively impact on the outturn for NHS AA delivered services. Previous concerns were also raised in relation to the provision of financial information and projections from NHS AA, these have been formally raised with the NHS AA Chief Executive and work is ongoing with the HSCP and NHS AA finance teams to improve the provision of timely access to accurate information. 2. CURRENT POSITION 2.1 The report includes an overview of the financial position including commitments against the available resource, explanations for the main budget variances and an update on progress in terms of savings delivery. 2.2 FINANCIAL PERFORMANCE – AT MONTH 10 At month 10 against the full-year budget of £327.384m there is a projected year-end overspend of £4.980m (1.5%). The Integration Scheme outlines that there is an expectation that the IJB takes account of the totality of resources available to balance the budget in year. Following this approach, an integrated view of the financial position should be taken, however it is useful to note that this overall position consists 100
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of a projected overspend of £3.180m in social care services and a projected overspend of £1.800m 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 £92.290m there is a projected overspend of £5.678m (6.2%) (£0.063m favourable movement) and the main variances are: a) Care home placements – net projected overspend of £0.268m (£0.121m adverse movement). The budgeted number of permanent placements was 765 and at month 10 there were 779 placements which is an increase of 10 places from month 9. The projected overspend is £1.084m (£0.177m adverse) on placements including additional support costs. Within this projection there is a projected overspend on interim placements (£0.084m favourable). Respite placements are projected to be £0.048 under spent (£0.048m favourable). 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 £0.816m over recovered (£0.056m favourable). 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 £2.635m overspent (net £0.072m adverse movement). The position reflects the cost of meeting the significant demand and level of provision for care at home support. This projection assumes all of the cover costs during month 9 in relation to sickness and festive cover arrangements were paid in month 10. The adverse movement relates to purchased care at home. 101
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c) Physical Disability Services – projected overspend of £0.730m (£0.037m favourable) split as follows: £1.240m over in residential placements, £0.158m under in direct payments and £0.352m under in community care packages. d) Integrated Island Services is projected to overspend by £0.584m (£0.062m adverse The most significant variance is a projected overspend at Montrose House of £0.415m (£0.085m adverse movement) which relates to the net overspend on agency staff (i.e. net of underspend on employee costs) and overspends across property, supplies, admin and transport. A new contract to procure agency nursing staff commenced in November. Payments due under the NHS contract have been made in Period 10 & 11 and the full benefit of the lower rates will be seen in 2025-26. e) Specialist Rehab wards – projected overspend of £0.006m (£0.033m adverse movement) (Redburn ward £0.133m overspend and Douglas Grant £0.127m 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 £0.677m (£0.213m favourable movement). The overspend is due to increased use of bank and supplementary staffing. g) District Nursing – projected to overspend by £0.071m (no movement) mainly due to an overspend on nursing supplies. h) Equipment and Adaptions – projected overspend of £0.330m (no movement) including an overspend on the supply of stairlifts. 2.4 Mental Health Services Against the full-year budget of £109.794m there is a projected overspend of £2.695m (2.5%) (adverse movement of £0.208m) 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 £0.696m (£0.080m favourable movement) across community care packages, direct payments and residential placements. This improvement reflects the positive impact of assertive reviews of care packages and increased clawbacks from direct payments. • Community Mental Health services are projected to underspend by £0.289m (£0.031m 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. 102
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• There is a projected underspend of £0.075m (no movement) in relation to the cost of Hospital Based Complex Continuing Care (HBCCC), this reflects the impact of change in provision for these services. • The Lead Partnership for Mental Health is projected to be £2.357m overspent (£0.262m adverse movement) and the main variances are as follows: • Adult Inpatients – overspent by £0.121m (£0.016m adverse) 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 £1.060m (£0.160m adverse movement) based on current placements. The adverse movement is partly due to a new case in England who will require repatriation to North Ayrshire. UnPACS placements are for individuals with very specific needs that require a higher level of security and/or care from a staff group with a particular skill set/competence. There are no local NHS secure facilities for women, people with a learning disability or people with neurodevelopmental disorder. This can necessitate an UNPACs placement with a specialist provider which can be out-of-area. The nature of mental health UNPACs spend is that it is almost exclusively on medium- or long-term complex secure residential placements which are very expensive so a small change in placements can have a high budgetary impact. Due to the complexity and risk involved, transitions between units or levels of security can take many months. Applications to approve a placement are made to the Associate Medical Director for Mental Health who needs to be satisfied that the placement is appropriate and unavoidable prior to this being agreed and furthermore remitted to the High Cost Care Package Group. 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 £0.132m (£0.061m 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. This risk has also been highlighted to NHS AA. 103
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• Elderly Inpatients – projected overspend of £0.451m (£0.075m favourable movement) due to the use of supplementary staffing. The elderly mental health wards continue to operate at full occupancy and at times with waiting lists, with several patients who are on enhanced observations and bank costs remain high. • Eating Disorders – projected to overspend by £0.104m (no movement) due to the staffing level being higher than the funding allocation. This will be considered alongside the overall resource allocation in future years. • Psychiatry – is projected to overspend by £0.450m (£0.100m adverse movement) due to the use of agency staff and junior doctors. A mitigation plan has been developed which will see this overspend significantly reduce moving into 2025/26. • MH Pharmacy – is projected to overspend by £0.658m (no movement) due to increased demand and cost of medicines and in particular the cost of Buvidal, further detail on this area of pressure has been shared at the Finance Working Group. This has also been shared with East and South Ayrshire IJBs following the FWG for consideration of how to manage this moving into next financial year. Innovation Fund – projected underspend of £0.108m (no movement) 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 £0.200m (no movement). Further information is included in the table below: Vacancy Savings Target (£1.116m) Projected to March 2025 £1.316m Over/(Under) Achievement £0.200m 2.5 Children and Justice Services Against the full-year budget of £44.421m there is a projected overspend of £1.558m (3.5%) (£0.072m favourable movement) and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £1.896m (£0.144m favourable). 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: 104
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• Following budget investment of £4m the children’s residential placements are overspent by £1.748m (£0.037m favourable) based 28 placements in month 10. This demonstrates a reduction of 9 places since the start of the financial year. There are a number of factors leading to this challenging position: • We have 32 places available in our internal children’s houses, due to demand these have been operating at 100% occupancy or over 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.. • Looked After and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.723m underspent (£0.007m adverse). • Children with disabilities – there is a net projected overspend of £0.537m (£0.043m favourable movement) across residential placements, direct payments and community packages. The favourable movement is due a reduced projection in community packages. • Residential respite – placements are overspent by £0.143m (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 £0.114m (£0.046m favourable movement), largely due to staffing levels in the children’s houses and regrading of posts. b) Head of Service – is projected to underspend by £0.719m (£0.071m adverse movement). This consists of a projected overspend due to the planned saving of £0.223m 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 (UASC), which is projected to amount 105
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to £0.922m (£0.025m adverse movement) and which contributes to costs incurred across a number of C&F service areas. The adverse movement in the grant income is due to a backlog with the UASC claims and the actual income was less than assumed. c) C&F Health Team – is projected to overspend by £0.284m (no movement) mainly in relation to the Band 6 to 7 regrade for Health Visitors and the progression of posts up the Band 7 scale. Some provision for this has been incorporated into budget pressures for 2025/26. 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 overspend by £0.037m. 2.8 MANAGEMENT AND SUPPORT Management and Support Services are projected to underspend by £3.678m (£0.777m favourable) and the main areas of variance are: • There is projected slippage on the LD and MH transition funding of £0.961m (£0.019m 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. • The £0.100m saving in relation to recovery and rehab will not be achieved. • There were favourable movements across various budget lines which resulted in a £0.050m favourable movement (£0.050m favourable movement). • The recovery plan actions in relation to the reserves and service redesign funds totalling £0.873m are now reflected in the projection. • An over-recovery of payroll turnover of £1.300m (£0.286m adverse) for social care services and an over-recovery of payroll turnover of £0.417m 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: 106
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Social Care Health Vacancy Savings Target (£3.301m) (£1.522m) Projected to be achieved by March 2025 £4.601m £1.939m Over/(Under) Achievement £1.300m £0.417m The areas contributing to the health and social care vacancy savings are spread across a wide range of services with vacancy savings being achieved in most areas. As part of the recovery plan, the vacancy scrutiny group has been enhanced with the Heads of Service and professional leads attending. Each post is scrutinised and filled only where deemed necessary with a recruitment freeze now implemented for all non-essential posts. This has led to an 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 10 £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 in relation to care homes and recovery and rehab will not be achieved in 2024-25. 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. There are no reductions requiring approval in month 10. 107
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2.11 Pan Ayrshire Lead Partnership services and Large Hospital Set Aside Lead Partnerships: - The IJB position is adjusted to reflect the impact of Lead Partnership services. The outturn for all Lead Partnership services is shared across the 3 Partnerships on an NRAC basis. The outturn in relation to North Lead Partnership services is not fully attributed to the North IJB as a share is allocated to East and South Partnerships; similarly, the impact of the outturn on East and South led services is shared with North. At Month 9 the MH lead partnership is projected to overspend by £2.357m (£0.772m NRAC share for East and £0.674m for South). South HSCP (month 9 info) – projected overspend of £0.617m of which £0.228m will be allocated to North. The variance is mainly due to an overspend of £0.431m 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 £0.181m in the continence service and an overspend £0.004m in the Family Nurse Partnership. East HSCP (month 9 info) - projected underspend of £0.225m (£0.025m favourable) in total (of which £0.083m will be allocated to North). The main variances are: Allied Health Professions There is a projected underspend of £0.338m (£0.302m at month 6) on AHPs services hosted by East Ayrshire for the current year, which mainly relates to staffing savings in Physiotherapy / MSK and Podiatry services and is partially offset by increased Orthotics costs. Primary Care and Out of Hours Services There is a small projected underspend of £0.010m (£0.064m projected underspend at month 6) on the Primary Care Lead Partnership budget, with additional costs in Out of Hours services £0.347m (£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 £0.037m (£0.027m projected underspend at month 6). These additional costs are offset by a projected underspend in Dental services totalling £0.439m (£0.344m 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 at month 9. In addition, there are projected additional Primary Medical Services costs £0.092m (£0.058m projected underspend at month 6). This mainly relates to updated information on staffing costs, including maternity, paternity and sick leave costs. 108
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Prison and Police Healthcare The £0.021m projected overspend at month 9 is largely due increased staffing costs due to recruitment to vacant posts, as well as increased prescribing costs (£0.101m overall projected underspend at month 6). Other Services The £0.102m (£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, which will require to be further addressed going forward. Set Aside: - Work has been undertaken with partnerships to progress and develop set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. 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 £461.5 million. The directorate overspent by £29 million after 10 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. There is a material underlying deficit caused by: 109
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• 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 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 been settled for local government and NHS but the 25-26 position is unclear. • 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 and to respond to ongoing concerns re financial sustainability from providers. • 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 – with in-year funding allocations for example the Mental Health Outcomes Framework • 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. 110
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• 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 and 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 and the use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges. • Agenda for Change Pay Reform programme – including Nursing Band 5-6 re- grade, protected learning time and reduction to the working week. Non- recurring funding has been provided to NHS AA to meet costs associated with this but as noted the HSCP are challenging the proposed allocation methodology for pass through funding. • External contract uplifts and frameworks, for example Scotland 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 and moving into 2025-26. 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 across 2024/25 and 2025/26. A further review will be undertaken of the 2025/26 balance alongside consideration of the budget. Further detail on the reserves is given in Appendix D. 111
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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 2024. 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 recovery plan savings achieved are outlined in full at Appendix E. This appendix also outlines the draft 2025-26 opening position, as some of the areas of recovery will have a recurring impact on the budget position, with the impact on the 2025-26 opening position estimated to be £1.595m. This will require to be addressed as part of the 2025-26 budget planning. Since the initial recovery plan was agreed in June 2024 there has been a £4.002m reduction in costs, whilst the full benefit of this has not been realised in-year in the bottom line outturn, it has supported the delivery of mitigating a further deterioration to the position introduced through other in-year unexpected financial pressures. Services will continue to work towards implementing the recovery plan to deliver cost reduction targets while carefully managing the level of risk. 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. 112
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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 six times and covered: • Care at home • Care homes • Charging income • Financial inclusion • An overview of the 24/25 budget • Brighter Pathways project • Addictions Prescribing • Medium-Term Financial Outlook • 2025/26 Budget Outlook • Delayed discharge performance and improvement actions • Community OT – Aids and Adaptations • Budget Planning for 2025/26 The Finance Working Group acknowledged the efforts being made by the senior management team and services and notes the progress being made to work towards a sustainable financial position for the partnership. • 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 113
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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. The Month 7 report presented to IJB on 12th December 2024 projected an overspend of £6.190m reduced to an estimated £3.613m based on the recovery plan estimates at that time. The IJB requested that the Chief Officer write formally to North Ayrshire Council and NHS Ayrshire and Arran to request additional in-year funding to support the remaining overspend, at that time. Those requests have been submitted to both funding bodies and acknowledged, NHS Ayrshire and Arran has confirmed they will factor the overspend into the NHS Board financial outturn position and North Ayrshire Council have acknowledged and confirmed they will take a report to Cabinet as part of their final 2024/25 revenue budget monitoring in June 2025. The residual overspend has changed since Month 7 and monthly updates have been provided to both NHS AA and NAC, the movement is noted below: Month NAC NHS AA 7 £2.548m £1.065m 9 £3.106m £1.309m 10 £3.180m £1.800m 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 mitigating the impact on the financial position, 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 have been reported to the IJB throughout 2024-25, the final outturn position for 2024-25 will be reported to the IJB in June 2025. 4. IMPLICATIONS 4.1 Financial The outturn is a projected overall year-end overspend of £4.980m (1.5%). 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. This current position poses a financial risk to North Ayrshire Council and NHS Ayrshire and Arran and also for the IJBs financial position moving into 2025-26. 114
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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 and will require to remain in place moving into 2025-26. 4.3 Legal None. 4.4 Equality/Socio-Economic None. 4.5 Risk Para 2.12 highlights the financial risks. The report falls in line with the agreed risk appetite statement which is a low-risk appetite in respect to adherence to standing financial instructions, financial controls and financial statutory duties and a high-risk appetite in relation to finance and value for money. The ‘financial viability of the HSCP’ risk on our strategic risk register has increased the risk score to reflect the 23/24 outturn and current projected 24/25 overspend. 4.6 Community Wealth Building None. 4.7 Key Priorities The ability to deliver on our strategic priorities may be compromised due to the greater financial risk faced in 2024-25 and the increased focus required on financial rather than service improvement. This will be kept under close scrutiny throughout 2024-25. If we are unable to successfully develop a financial recovery plan to achieve financial balance, consideration may be given to revising the strategic commissioning plan accordingly. 5. CONSULTATION 5.1 This report has been produced in consultation with relevant budget holders and the Partnership Senior Management Team. 5.2 The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director of Finance and North Ayrshire Council’s Head of Finance after the report has been finalised for the IJB. Caroline Cameron, Director Author – Eleanor Currie, Interim Chief Finance Officer [eleanorcurrie@north-ayrshire.gov.uk] 115
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PUBLIC INFORMATION 2024-25 Budget Monitoring Report–Objective Summary as at 31st January 2025 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 72,661 77,348 4,687 19,629 20,620 991 92,290 97,968 5,678 5,741 (63) : Locality Services 30,419 31,529 1,110 5,624 5,696 72 36,043 37,225 1,182 1,139 43 : Community Care Service Delivery 38,180 40,871 2,691 0 0 38,180 40,871 2,691 2,681 10 : Rehabilitation and Reablement 2,062 2,432 370 0 0 2,062 2,432 370 359 11 : Long Term Conditions 913 954 41 9,812 10,622 810 10,725 11,576 851 1,041 (190) : Community Link Workers 331 331 0 0 0 0 331 331 0 (1) 1 : Integrated Island Services 756 1,231 475 4,193 4,302 109 4,949 5,533 584 522 62 MENTAL HEALTH SERVICES 34,295 34,708 413 75,499 77,781 2,282 109,794 112,489 2,695 2,487 208 : Learning Disabilities 25,788 26,484 696 564 564 0 26,352 27,048 696 776 (80) : Community Mental Health 6,467 6,178 (289) 1,793 1,793 0 8,260 7,971 (289) (320) 31 : Addictions 2,040 2,046 6 1,943 1,943 0 3,983 3,989 6 11 (5) : HBCCC 0 0 0 353 278 (75) 353 278 (75) (75) 0 : Lead Partnership Mental Health NHS Area Wide 0 0 0 70,846 73,203 2,357 70,846 73,203 2,357 2,095 262 CHILDREN & JUSTICE SERVICES 39,243 40,477 1,234 5,178 5,502 324 44,421 45,979 1,558 1,630 (72) : Irvine, Kilwinning and Three Towns 3,040 3,072 32 0 0 0 3,040 3,072 32 37 (5) : Garnock Valley, North Coast and Arran 3,138 3,189 51 0 0 0 3,138 3,189 51 48 3 :Intervention Services 1,689 1,685 (4) 0 0 0 1,689 1,685 (4) (6) 2 : Care Experienced Children & Young people 27,397 29,293 1,896 0 0 0 27,397 29,293 1,896 2,040 (144) : Head of Service - Children & Families 1,091 372 (719) 0 0 0 1,091 372 (719) (790) 71 : Justice Services 2,472 2,472 0 0 0 0 2,472 2,472 0 0 0 : C&F Health Team 416 394 (22) 4,447 4,754 307 4,863 5,148 285 284 1 : Lead Partnership NHS Children's Services 0 0 0 731 748 17 731 748 17 17 0 CHIEF SOCIAL WORK OFFICER 1,598 1,635 37 0 0 0 1,598 1,635 37 16 21 PRIMARY CARE 0 0 0 53,830 53,821 (9) 53,830 53,821 (9) (9) 0 ALLIED HEALTH PROFESSIONALS 0 0 10,914 10,914 0 10,914 10,914 0 0 0 MANAGEMENT AND SUPPORT COSTS 9,821 6,630 (3,191) 4,716 4,229 (487) 14,537 10,859 (3,678) (2,901) (777) OUTTURN ON A MANAGED BASIS 157,618 160,798 3,180 169,766 172,867 3,101 327,384 333,665 6,281 6,964 (683) Over/ (Under) Spend Variance at Period 9 Movement in variance from Period 9 TOTAL Partnership Budget - Objective Summary Council Health 2024/25 Budget 116
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PUBLIC INFORMATION TOTAL Budget Budget Budget Revised Outturn Over/ (Under) Spend Variance Budget Revised 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 (772) (772) 0 (772) (772) (686) (86) Return Hosted Over/Underspends South 0 0 0 0 (674) (674) 0 (674) (674) (599) (75) Receive Hosted Over/Underspends South 0 0 0 0 228 228 0 228 228 228 0 Receive Hosted Over/Underspends East 0 0 0 0 (83) (83) 0 (83) (83) (83) 0 OUTTURN ON AN IJB BASIS 157,618 160,798 3,180 169,766 171,566 1,800 327,384 332,364 4,980 5,824 (844) Over/ (Under) Spend Variance at Period 9 Movement in variance from Period 9 Partnership Budget - Objective Summary 2024/25 Budget Council Health 117
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PUBLIC INFORMATION 2024-25 Savings Tracker Appendix B Social Care: Description Deliverability Status at budget setting Deliverability Status at Month 10 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 118
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PUBLIC INFORMATION Health: Description Deliverability Status at budget setting Deliverability Status at Month 10 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 10.290 119
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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 25.169 Realign Girfec Team To Connected Comm 1-3 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 ICT Budget Transfers 9 P -0.002 Summer Activities EMF Q2 & Q3 Draw- Down 9 T 0.002 Pay Award 24/25 9 P 1.057 Scottish Disability Allowance 9 P 0.134 Transfer from Housing re Domestic Abuse Alarns 10 P 0.017 Roundings 10 T -0.004 157.618 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 (25.169) 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) 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 Social Care Budget Reported at Month 10 120
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PUBLIC INFORMATION HEALTH Period Permanent or Temporary £'m Initial Budget exc set aside 157.894 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 1.724 Rww 1/2 Hour Overtime M8 8 0.002 Ret Antic Mdt 24-25 Alloc Correct 8 (0.017) Virement No. 14: North Mdt Funds To Arran Medical Group 8 (0.041) HD231: PDS Dementia 8 0.094 Mh: Return Afc Partnership Pay Award 8 0.146 Fund RX Overspend at M8 8 0.396 Rww Worked November Paid December 9 0.001 MH: ALLOCATE MAT STANDARDS - MAT 7 PRIMARY CARE (PAN AYRSHIRE) PHARMACIST 9 (0.042) MH: ADP 24/25 - ABI to East 9 (0.010) HD413: Veterans Specific Services - Combat Stress 9 0.010 Medical Pay Award Part 1 9 0.804 Med Pay Award - December 9 0.182 Fund Rx Overspent At M9 9 0.325 Roundings 9 0.001 169.766 TOTAL COMBINED BUDGET 327.384 Health Budget Reported at Month 10 121
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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 122
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PUBLIC INFORMATION Financial Recovery Action Plan Appendix E SERVICE AREA TOTAL ACHIEVED Health and Community Care Reduce care home placements in line with budget saving (0.200) Reduce CAH capacity/delay recruitment/in-house efficiencies (0.850) Community Wards - reduce supplementary staffing and review bed capacity (0.450) MH and LD (North Ayrshire) HBCCC mitigation plan (0.075) MH and LD (Lead Partnership) Ward staffing (adults/elderly inpatients) (0.300) CEDS/CAMHS (0.098) North Ayrshire share (38.6%) (0.154) Children and Families Reduce children's external placements - early reduction from Brighter Pathways work (0.900) Reduce investment in C&F social work via service redesign fund (0.300) Cross Partnership Vacancy management and temporary posts (0.500) Use of remaining reserve balance (0.357) Review of earmarked reserves (0.216) TOTAL RECOVERY PLAN SAVINGS ACHIEVED (NA Share) (4.002) Non-Recurring (reserves and vacancy management) (1.373) Recurring Savings (2.629) Projected Overspend 24/25 - M10 4.980 Full Year Impact: Brighter Pathways 0.850 Care at Home 0.850 Montrose House Agency Staff 0.300 Care Homes - into line with placements 0.268 Care Packages - LD & MH - full year impact 24-25 reductions 0.407 Equip and Adapt 0.330 Share of Lead Partnership 0.380 Other areas 0.056 Residual 25-26 opening position 1.595 123
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PUBLIC INFORMATION Bank and Agency Costs to Month 10 Appendix F Bank and Agency Costs M1-10 2024-25 1) NHS 4863 (Registered) 4864 (Unregistered) 4853 (Registered) 4854 (Unregistered) 4865 (Agency Locum Consultant) 4867 (Agency Locum Spec Registrar) TOTAL NORTH CORE SLT ADULT - WARD 1 WOODLANDS VIEW 56,737 333,629 390,366 WARD 2 WOODLANDS VIEW 36,934 349,321 386,254 ACH REDBURN REHAB WARD NRS 9,501 96,421 105,922 ACH DOUGLAS GRANT REHAB WD NRS 17,631 47,499 530 65,660 WARD 3 WOODLANDS VIEW NURSING 37,015 289,730 1,589 709 329,043 WARD 4 WOODLANDS VIEW NURSING 34,683 210,514 185 245,382 NEW CLONBEITH NURSING(JURA) 110,373 112,343 222,717 WVIEW THE GLEN ECT 1,989 1,989 WVIEW WARD 10 ACUTE MH NRS 36,700 62,843 99,544 WVIEW WARD 8 ACUTE MH NRS 34,381 673,589 251 708,220 WARD 5 WOODLANDS VIEW 19,694 21,856 41,549 WVIEW WARD 7B REHAB MH NRS 4,901 4,901 NEW DUNURE NURSING(CLONBEITH) 35,345 152,405 187,750 MH BED MANAGEMENT 3,708 3,708 TRINDLEMOSS 64,034 184,672 582 379 249,667 ARRAN HOSPITAL NURSING 23,337 24,372 13,091 60,800 CAMHS MANAGEMENT 1,943 1,943 CAMHS UNSCHEDULED CARE 8,591 8,591 EARLY YRS-C/F TEAM 2 290 290 IMMUNISATION NURSING 61,852 44,371 106,223 ARRAN HV 506 161 667 PACKAGE OF CARE (P) - CY 22,276 22,276 PACKAGE OF CARE (P) - AMG 71,022 71,022 PACKAGE OF CARE (P) - LMO 6,752 6,752 ARRAN DN 1,401 1,401 NC POC TEAM 2 2,875 2,875 NC POC TEAM 3 3,080 3,080 THREE TOWNS DN 16,206 16,206 IRVINE DN 23,114 23,114 NORTH WEST COAST DN 6,942 99 7,042 GARNOCK VALLEY DN 91,532 91,532 NORTH DN TEAM LEADERS 4,286 4,286 NORTH AHP MANAGEMENT TEAM 9,876 9,876 LADY MARGARET NURSING 13,465 6,999 20,464 PREVENTION + SERVICES SPT TEAM 1,481 1,481 MH UNPACS (PRIVATE) - LD HEALTH CHECKS 114,150 114,150 NORTH CLDT 429 429 LDS MANAGEMENT 6,153 6,153 NORTH PARTNERSHIP ADMIN MH 13 13 MHS INPATIENT MGT 27,551 27,551 CMHT NURSING-NORTH AYRSHIRE 8,689 8,689 WVIEW WARD 7C FORENSIC REHAB N 11,781 98,298 110,079 DAY ACTIVITIES TEAM 227 227 INTENSIVE COMMUNITY NURSING TEAM 38,656 38,656 ADULT MENTAL HEALTH LIASION TEAM 2,554 2,554 PCMHT NORTH 3,802 3,802 WVIEW WARD 6 LOW SECURE NRS 65,744 199,697 265,441 WARRIX AVE 18,203 32,155 50,358 ACTION 15 - ADULT LIAISON 26,064 26,064 NORTH CORE SLT PAEDS - FORENSIC PSYCHOLOGY 2,062 2,062 ICFN - COMMUNITY PHLEBOTOMY 8,986 8,986 WVIEW WARD 7A LD A+T NRS 21,097 751,908 4,525 20,316 797,846 WVIEW WARD 9 ACUTE MH NRS 34,318 172,839 379 207,536 WVIEW WARD 11 ACUTE MH NRS 57,842 213,211 257 271,310 ADULT EAST 62,786 62,786 ADULT SOUTH 77,070 111,301 188,370 1,186,789 4,214,745 20,492 22,476 139,856 111,301 5,695,659 2) SOCIAL CARE Month 10 Agency Cost Montrose House 505,485 Children Acm - Irvine 1,188 Mh Acm 129,421 Ld Acm 35,404 TOTAL 671,498 Bank Agency 124
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Strategic Risk Register 2025/26 Purpose: To seek Cabinet approval of the Strategic Risk Register for 2025/26. Recommendation: That Cabinet approves the Council’s Strategic Risk Register for 2025/26. 1. Executive Summary 1.1 The Strategic Risk Register has been reviewed and updated for 2025/26. 1.2 It is recommended that seven of the eight previous risks remain on the Strategic Risk Register (SRR) at their existing risk scores. 1.3 The Financial Sustainability of the Health and Social Care Partnership risk has increased in risk scoring from 20 to 25. 2. Background 2.1 North Ayrshire Council is committed to ensuring that it is proactive in identifying and managing the risks impacting on the authority. The Council recognises that a certain amount of risk is inevitable if the organisation is to achieve its objectives. 2.2 The aim of risk management is to reduce the likelihood and/or impact of risk by identifying and controlling risks to the Council. If risk is to be managed appropriately, and Services are aware of these risks, risk management can contribute positively towards the organisation's decision-making processes, making the Council more innovative and effective in its approach to service delivery. 2.3 The most significant risks are identified through the Council's Strategic Risk Register, recognising the challenges facing the Council and demonstrating the arrangements in place to manage these risks. 2.4 The Strategic Risk Register has been reviewed and updated for 2025/26 and is attached at Appendix 1 to this report. For each of the risks detailed within the register a number of components are identified: • Risk proximity factors; Agenda Item 8 125
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• Risk score; • Potential effect on the Council's priorities; • Internal controls currently in place; • Assessment of controls; and • Additional actions identified. 2.5 To assist in the assessment of each risk, the Council’s agreed risk matrix was used to ensure consistency. This is used to assess the likelihood of occurrence (on a scale from 1 to 5) and the significance of the impact of the risk should it occur (on a scale from 1 to 5). The risk score is the product of likelihood multiplied by impact. Only those risks rated as high or very high (10 or above) will feature on the Strategic Risk Register to ensure a focus on managing the most significant risks. 2.6 Seven risks remain on the Strategic Risk Register at their existing risk scores – all risks except the Financial Sustainability of the Health and Social Care Partnership which has increased. 2.7 The Financial Sustainability of the Health and Social Care Partnership risk has increased in risk from score 20 to 25 due to continuously increasing budget pressures. The risk likelihood has gone from a score of 4 to 5. This risk previously increased from 16 to 20 in the previous update at mid-year. 2.8 This risk is now scored at the maximum level possible both in terms of impact and likelihood after existing controls have been applied. 2.9 Very High Risks • Financial Sustainability – this risk reflects the ongoing financial challenge faced by the Council year on year (risk score 20). • Financial Sustainability of the Health and Social Care Partnership – this reflects the significant ongoing financial challenges faced by the Partnership and the risk these present to the Council which are increasing (risk score 25). This matter is currently being addressed by the Council through current financial performance reporting governance and through the recent Budget setting process for 2025/26. However it should be stressed that this position continues to present significant challenges for the financial sustainability of the Council. • Inequalities – this highlights the socio-economic inequalities faced in North Ayrshire (risk score 20). • Community Capacity Building and Empowerment – this highlights the challenges associated with the community empowerment act (risk score 20). • Property Asset Risk – This reflects the impact of long-term restricted budgets on the Councils ability to maintain these to a good standard (risk score 20). High Risks • Cyber Security – this reflects the ongoing risk from external cyber-attack which is being faced by all organisations (risk score 16). • Transformation – this reflects the wider risks associated with delivering the current Transformation Programme and developing a pipeline of future initiatives (risk score 12). It is recognised there remains a need for wider reform in order to 126
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fully address the financial challenges faced by the Council over the medium and longer-term. • Climate Change – this risk has been on the Strategic Risk Register following the declaration by the Council of a Climate Change Emergency during 2019 (risk score 16). 2.10 Council services have identified high level strategic actions within their planning for 2025/26 to help the Council mitigate against its strategic risks. These actions are detailed in summary format in the Risk Management Action Plans following each Risk within Appendix 1. These actions will assist with performance monitoring and reporting on the strategic risks. 2.11 The Council’s Internal Audit Plan 2025/26 is scheduled to be approved at the Audit and Scrutiny Committee on 13 March 2025 and is risk-based with clear links in place between the audit plan and key risks the Council faces. Longer-term risks & Horizon Scanning 2.12 The Strategic Risk Register identifies the most significant risks which the Council faces at the present time. 2.13 The Corporate Risk Management Group identifies any new relevant risks though internal reviews and external horizon scanning utilising a number of sources. 3. Proposals 3.1 Cabinet is requested to approve the Strategic Risk Register 2025/26. 4. Implications/Socio-economic Duty Financial 4.1 The Council continues to have a robust long- and medium-term financial planning framework. Key strands include development of key transformation themes and the establishment of an Investment Fund that will generate future savings alongside delivery of a number of key Council priorities. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The risk to the Council is that North Ayrshire residents, and in particular certain groups, will experience increasing levels of poverty and its effects. Current control measures fall into two categories - measures to address the root causes of socio- 127
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economic inequalities - income through employment or benefits – and mitigation measures to minimise the impacts of poverty. Climate Change and Carbon 4.5 The Council has declared a climate change emergency and has in place an Environmental Sustainability and Climate Change Strategy. Significant work to help mitigate the risk of flooding is included within the Capital Plan. The Council is undertaking an ambitious renewable energy programme. Key Priorities 4.6 A successful risk management framework helps to underpin the delivery of the Council’s strategic priorities in Our Council Plan 2023-2028. Community Wealth Building 4.7 None. 5. Consultation 5.1 The Strategic Risk Register has been reviewed in consultation the Corporate Risk Management Group and relevant Chief Officers. Mark Boyd Head of Service (Finance) For further information please contact Alex Fitzharris, Team Manager (Risk), on 01294- 324515. Background Papers None. 128
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Appendix 1 - Strategic Risk Report 2025/26 Risk Code SRR2526_R01 Risk Title Financial Sustainability Latest Note Date 26-Feb-2025 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The risk is that the level of funding from Scottish Government to local government falls significantly below the level required to operate services effectively. This will require the Council to take increasingly difficult and challenging decisions. The revised 2025/26 local government settlement represents an increase in core funding of £7.254m (2.05%). This is against a backdrop of significant inflationary cost increases and risks, including and anticipated shortfall in funding for employer national insurance contributions for direct staff of £2.647m. The North Ayrshire position is further affected by a reducing overall population demographic and a growing elderly population. This will further impact the Council’s share of funding across the short, medium and long term. Although there is a commitment through the Verity House agreement for Councils and Scottish Government to work together there continues to be challenges around the level of flexibility the Council has on key areas of Budget, most notable in areas like HSCP funding and funding for teachers and support staff, where conditions remain. In 2024/25 in-year cost pressures across the Council’s General Fund and the Health and Social Care Partnership present a significant risk to the sustainability of the Council’s finances. The General fund currently projects an in-year overspend of £0.3m and the HSCP has an overall projected outturn of £5.824m for 2024-25, reduced to £4.415m through identified financial recovery actions. The NAC element of this as a funding partner is a year-end overspend of £4.285m, reduced to £3.106m through recovery actions. There is an increasing risk to achieving financial balance during 2024-25. The Scottish Government has passed legislation to give Councils powers to charge additional council tax for second homes. This is an area the Council will consider within the context of local circumstances and island communities. Scottish Government funding to support the Council’s capital programme has also not kept pace with rising costs. Set against high inflationary driven construction costs there is a risk that the 10-year capital programme will be unaffordable. This could require projects to be reduced in scale or even ceased. Funding not keeping pace with demand and inflationary cost pressures means that there will be a reduction in some service areas potentially resulting in higher risks for service users. The future delivery of balanced budgets will become increasingly challenging. The capital programme could also be significantly impacted leading to reduced levels of capital investment. Robust monitoring of the Council’s revenue and capital budgets is in place as well as regular reporting of financial performance of the IJB to Cabinet and Audit and Scrutiny. To assist financial planning The Medium and Long- Term Financial Outlook (LTFO) to 2033/34 was approved at Council on 13 December 2023 – this is the cornerstone of the Council's financial planning in the medium to long term. The annual budget process for the General Fund revenue and Capital Programmes and financial performance monitoring process will continue to provide the framework from which control measures will continue in addressing the financial position. Delivery of the Council’s Change Programme is also vital in addressing the Budget challenges and this is being progressed by the Council’s Transformation Board, which is chaired by the Chief Executive. Utilising the Council’s available statutory powers is another important area in addressing the financial challenges. 4 5 Status Risk Score Heat Map Change in Score Approach No change Treat Increasing Risk 20 129
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Strategic Risk Action Plan Date Updated 26-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Regular financial monitoring of Revenue and Capital Budgets. 11 September 2024: Ongoing financial monitoring process across capital and revenue, including identification of measures to address in-year position. 26 Feb 2025: Recent finance reports trending towards break-even position for the Council’s general fund. Major challenges remain however regarding the financial performance of the IJB. The Council will require to make interim funds available to the IJB in 2024/25 and this will be on the basis of repayment in future years. This will be considered by Cabinet. 31-Mar-2025 Mark Boyd Maintain Financial Governance Arrangements for IJB. 11 September 2024: New Finance Working Group set up to address in-year and medium-term pressures. Includes representation from the HSCP, Health and the Council, Main focus is on development of a finance recovery plan. 26 Feb 2025: The Finance Working group continues to progress transformation and recovery actions, however it is unlikely it will achieve financial balance in 2024/25. Information continues to be reported through to the Council’s Cabinet 31-Mar-2025 Mark Boyd Progress dialogue via COSLA with Scottish Government on a range of areas including fair funding, multi-year settlements, reduction in levels of ring-fenced resources, true costs of SG policy areas, financial flexibilities and a New Deal partnership with SG and local government. 11 September 2024: Discussions ongoing, however, SG have just announced £0.5Billion of cuts Further dialogue being progressed around teacher number restrictions and areas of revenue generation. 26 Feb 2025: Further progress made in this area as part of the Local Government settlement through reduced levels of ring-fencing, however, further progress needs to be made as consitions remain around teacher numbers and HSCP funding. Financial flexibilities have been progressed by the Council through approval of 100% premium for second home-owners council tax and through a review of non-domestic rates empty property relief 31-Mar-2025 Mark Boyd Develop the 2025/26 to 2027/28 revenue budget (medium-term financial strategy) and capital programme taking account of all pressures and savings via Directorates and Transformation programme. 11 September 2024: The 2025/26 Budget process has commenced earlier, in view of the current financial challenges. Special Council meeting arranged for 9 October, 2024 to set out the financial outlook and outline initial proposals as part of a 26-Feb-2025 Mark Boyd 130
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community engagement programme to commence from 10 October, 2024. 26 Feb 2025: Medium-Term financial plan approved by Council on 26 February 2025, included over £4m of savings and a 7% increase in council tax. The budget also included a £4m risk provision to help manage the risks and pressures facing the Council. The Budget also included additional funding contribution to the HSCP of £2.114m plus a further £0.759m funding from the Council to ensure 100% funding in respect of employers national insurance contribution. This element of pressure being borne by the council. 131
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Risk Code SRR2526_R02 Risk Title Inequalities Latest Note Date 16-Jan-2025 Risk Owner Caroline Cameron; Sam Anson; David Hammond Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact North Ayrshire residents, and in particular certain excluded groups, will experience increasing levels of poverty and its effects, as a result both of the economic situation and further public sector funding challenges. Health inequality is closely linked to poverty, employment and people's earliest experiences as children, and will increase. The population of North Ayrshire is projected to fall over the next 10 years but there will also be a larger proportion of the population considered dependent (not economically active). The impact on specific risk groups is greatest for our children, young people and families, unemployed people and those in in- work poverty and people exposed to the risks of drug and alcohol addiction. Demand for HSCP and Council Services will increase. As reductions in resources increase, early intervention and prevention activities are at risk, thus increasing the potential for an increase in costly crisis interventions. The local economy will be impacted by reduced spending power by economically inactive residents. The HSCP re-affirmed its commitment to Tackling Inequalities by continuing to consider it a key priority with the Partnership’s Strategic Plan. Through the HSCP strategic plan, the Partnership sets out actions to tackle inequality through its Partnership Pledge and across its strategic priorities. Tackling inequalities is addressed across HSCP service areas. An example of actions to help address local inequalities include: Establishing the Money Matters service in 9 GP practices and 7 local schools in the more deprived areas of North Ayrshire. This will improve accessibility of the service to those who would benefit most. Building on this approach through the launch of the Financial Inclusion Partnership bringing a range of key partners and stakeholders together to improve access and support for the most vulnerable NA residents. Increase the number of employability mentors in Justice Services, to support those with experience of the justice service into meaningful employment or training opportunities and to help divert away from criminal behaviours. Working closely with Housing colleagues to support transitions from care and ensuring care experienced young people can access a positive and stable housing destination. In our Drug and Alcohol Services, we are implementing actions to reduce the number of local drug and alcohol related harms and deaths. This includes implementing the national MAT (Medicated Assisted Treatment) standards and increasing the number of ABIs (Alcohol Brief Interventions) delivered across North Ayrshire. Through the Caring for Ayrshire programme, we have set out a phased approach to improve local primary care premises (GP Practices and Health Centres). This will improve overall professional capacity within GP practices for Multi-Disciplinary Teams, ensuring the right support is available for local people with health concerns. 5 4 Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. The Council considers reducing inequalities to be at the heart of its work. The Communities & Housing Directorate leads the Community Planning Partnership for the Council, and the CPP’s Local Outcomes Improvement Plan has a central purpose of reducing inequalities. Locality Planning priorities and Community Investment Fund funded initiatives are also focused on a range of inequalities, including poverty, age-related inequalities and digital inequalities. Recent CIF-funded projects have focused on employability, addictions and community food. Sam Anson, Executive Director (Education) and David Hammond, Executive Director (Communities & Housing) led the work of the Child Poverty and Cost of Living Board, chaired by the Council Leader. The five strategic themes of the Board were: • No Wrong Door – access to services • Employability • Food • Islands • Childcare This work has now been mainstreamed by the Community Planning Partnership (CPP) to ensure greater partner visibility and impact. 132
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Work to address child poverty and the Cost-of-Living crisis includes a range of employability initiatives to support parents and people with disabilities, each of whom are Scottish Government priority groups. Progress has been made with partners to undertake a review of the Child Poverty & Cost of Living approach, with recommendations being finalised for consideration by the Board. This is supported by the data and Single Shared Assessment projects being developed by the Transformation team, to provide holistic support for residents who need it most. The Child Poverty Early Intervention Fund is being used to address gaps in current planning and provision. Previous funding decisions were made as a consequence of the mini-enquiries to support employability and travel, childcare developments and support for care experienced young people and families. Further allocations are currently being developed. Through the Scottish Government’s Fairer Futures Partnership we have established a Child Poverty Strategy Team, who came into post in January 2025. This team will have key oversight role in collectively delivering holistic support, alongside the transition to a wellbeing economy, in reducing child poverty rates in North Ayrshire. We have started work as one of three areas involved in the Collaboration for Health Equity in Scotland (CHES) programme. The aims of CHES are to answer two fundamental questions: 1) What are the most impactful areas for intervention in Scotland to make meaningful progress in closing inequities in healthy life expectancy, and 2) how can national and local organisations work more effectively to close the gap between policy intent and impact in these areas? The Scottish Government has provided a second year of funding to address inequalities on the islands. This has been used to fund energy support, welfare advice and support, third sector interventions and school activities. The commitment to reducing inequalities is also reflected in the following plans: • The Educational Service Improvement Plan • Connected Communities strategic plans and • Facilities Management plans. Examples of actions to reduce inequalities: • Deployment of Scottish Attainment Challenge funding to reduce the poverty related attainment gap in schools • Use of the Pupil Equity Fund to ensure equity of pupil experience in schools, at the discretion of head teachers • Cost of the School Day actions to reduce, for example, the cost of school uniforms and clothing, food and outings • Support for care experienced young people, both in schools and through youth services • Additional national and local investment in Active Schools to focus on inequalities and equity • The Fairer Food Network, with 14 community larders which support the needs of individual communities • A network of warm spaces and events to mitigate energy use and social isolation • Work to support “New Scots,” in schools, with families and in community settings through language support and capacity building, including women’s groups • LGBT support groups for young people and those over 18 • Mentoring support for young people in secondary schools through a partnership with MCR Pathways 133
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Work is in hand with the Third Sector Chief Officers Group to co-design expenditure proposals from the Child Poverty & Early Intervention Fund on three priorities relating to child poverty, namely childcare, support in employability and financial inclusion. A sub-group has been established and initial proposals scoped in relation to the first two priorities, with the group due to meet again prior to the end of March 2025 to finalise proposals and expenditure commitments. In addition to the above, the HSCP re-affirmed its commitment to tackling Inequalities by continuing to consider it a key priority with the Partnership’s Strategic Plan. Through the HSCP strategic plan, the Partnership sets out actions to tackle inequality through its Partnership Pledge and across its strategic priorities. Tackling inequalities is addressed across HSCP service areas. An example of actions to help address local inequalities include: Establishing the Money Matters service in 9 GP practices and 7 local schools in the more deprived areas of North Ayrshire. This will improve accessibility of the service to those who would benefit most. Building on this approach through the launch of the Financial Inclusion Partnership bringing a range of key partners and stakeholders together to improve access and support for the most vulnerable NA residents. Increase the number of employability mentors in Justice Services, to support those with experience of the justice service into meaningful employment or training opportunities and to help divert away from criminal behaviours. Working closely with Housing colleagues to support transitions from care and ensuring care experienced young people can access a positive and stable housing destination. In our Drug and Alcohol Services, we are implementing actions to reduce the number of local drug and alcohol related harms and deaths. This includes implementing the national MAT (Medicated Assisted Treatment) standards and increasing the number of ABIs (Alcohol Brief Interventions) delivered across North Ayrshire. Through the Caring for Ayrshire programme, we have set out a phased approach to improve local primary care premises (GP Practices and Health Centres). This will improve overall professional capacity within GP practices for Multi-Disciplinary Teams, ensuring the right support is available for local people with health concerns. Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. Participation strategies for children and young people and adults to ensure our strategies and investment are informed by as wide a range of views as possible. Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20 134
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Strategic Risk Action Plan Date Updated 20-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Global and national conditions which affect the cost-of-living and poverty continue to undermine the effectiveness of local control measures. Substantial work continues to mitigate inequalities but child poverty data, for example, continues to show an increase. National data collection methodologies have changed which explains the change in part, but North Ayrshire continues to have c. 29% of children living in poverty. Although unemployment has reduced, it continues to be a driver of poverty, with in-work poverty a key factor. Access to benefits is a key driver of poverty and the range of strategies described above continues to ensure we are maximising access to entitlements. The Single Shared Assessment work will improve this. 19 September 2024: The wide range of strategies and initiatives described above, being further developed and implemented, is anticipated to make a significant contribution to a range of inequalities. The review of the CPCOL Board, Child Poverty & Early Intervention Fund, Fairer Futures funding, and single shared assessment project are designed to help ‘shift’ the dial in tackling inequalities. Actions are being progressed and remain within the target dates for completion. 20 Feb 2025: The work of the CPCOL board has been mainstreamed as a workstream of the CPP board following discussion with both groups and in recognition of the importance of the work as a core function of the partnership. This improves visibility and governance. Work is being developed around the codesigned use of an allocation of the Child Poverty and Early Intervention Fund along with the Third Sector Chief Officers Group. This will improve capacity for change across third sector initiatives delivering on child poverty outcomes. The recent review of Locality Partnerships has resulted in a series of recommendations designed to refocus the work of the partnerships on their prime driver of reducing inequality. 31-Mar-2025 Caroline Cameron 135
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Risk Code SRR2526_R03 Risk Title Financial Sustainability of the Health and Social Care Partnership Latest Note Date 16-Jan-2025 Risk Owner Caroline Cameron Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Resources have not kept pace with the demand for and cost of social care services. The budget settlement for 2024-25 is extremely challenging with a gap of over £10m across the IJB. Financial modelling suggests significant ongoing challenges across the medium-term. There is no certainty around future funding against growing demand, increasing costs and demographic pressures, with one-year budget settlements remaining in place. The ongoing work to review the Integration Scheme and to develop new risk-sharing arrangements between the Council and Health Board in relation to the acute set aside and primary care prescribing present a financial risk to the Partnership and Council. The Partnership is projecting an overspend of £5.0m in 2024/25, reduced from the £6.5m forecast in August 2024 due to the implementation of a financial recovery plan. The financial position moving into 2025/26 remains challenging for the IJB. Funding levels could result in savings being made that are not in alignment with the strategic plan. This could impact on the future demand levels e.g. reduction in early intervention and prevention means that future demand is increased. An in-year overspend position impacts on financial reserves and ultimately poses a financial risk to the Council and NHS Board as funding bodies. The IJB have formally written to NAC and the NHS to advise of the estimated financial support required. Funding levels increase the requirement to transform services at scale and pace. The IJB actively monitors the financial position with regular detailed reporting. Directors of Finance of the Council and Health Board have oversight and regular updates are provided to the Council's Cabinet. There is an integrated approach to managing the totality of NHS and Council resources delegated to the IJB. A three-year Medium-term Financial Outlook is updated on a rolling basis each year. Previous financial settlements have seen both partners meet the Scottish Government settlement conditions with any additional resources passed to the IJB. The Partnership has developed a new 3-year Transformation Plan 2024-2027 which will be approved by the IJB in March 2024. There is £2.2m of earmarked reserves set aside to support service change and re-design. This is fully committed and any slippage has been drawn down in-year to support the financial position. 5 5 Status Risk Score Heat Map Change in Score Approach Increase from 20 to 25 Treat Increasing risk 25 136
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Strategic Risk Action Plan Date Updated 16-Jan-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Budget Monitoring - Regular budget monitoring reports to IJB are effective. 18 September 2024: Strengthen 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. 16 January 2025: The capacity of the NHS finance team to provide up to date monitoring information has been raised and discussions are ongoing to ensure accurately and timely information is provided to the IJB. 31-Mar-2025 Caroline Cameron Corrective Action – Transformation Board is effective 18 September 2024: A three-year Transformation Plan covering the period 2024-2027 was approved by the IJB in March 2024. This focusses on addressing the future financial challenge in a sustainable way, as well as reviewing service delivery models and implementing local and national priorities. 16 January 2025: The transformation board has a themes-based agenda e.g. children & families, community care & health etc. This has allowed a stronger focus on each area. Regular updates have been presented to the IJB on progress. 31-Mar-2025 Caroline Cameron Enhanced Financial Controls 18 September 2024: Establishment of a Budget Working Group to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. The first meeting took place on 9th September. Review of expenditure authorisation levels across the Partnership and escalate specific decisions to senior officers. Staff communication in relation to discretionary/non-essential spend. Review of temporary posts and robust vacancy management/approval – only essential frontline posts will be approved for recruitment. Strengthen across services the existing approval and prioritisation approaches for new care requests, which will be approved in line with resource availability. A new group has been established to sign off all higher value care packages (Over £40k). 6th March 2025: The Finance Working Group has now met 6 times and covered a 31-Mar-2025 Caroline Cameron 137
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range of areas to support increased oversight and scrutiny of the financial position and transformation programme and to support detailed budget planning for future years. This has supported proposals for the 2025/26 budget coming forward before March 2025 for approval and an improved understanding of the scale of the financial challenge and the difficult decisions required to manage this. The Financial Recovery Plan is estimated to deliver £4m of benefit in-year, with the forecast outturn reported to be £5m, a reduction from the £6.5m reported in August 2024. Some of the benefit of the plan has been eroded by unexpected financial pressures in-year. National Influence/Escalation 6th March 2025: Through the NA Chief Officer the IJB have raised concerns nationally with Scottish Government, with Civil Servants and Politically re the impact of the financial position aligned to performance, for example the priority of the Delayed Discharge Mission. Scottish Government plans to publish an NHS Renewal plan at the end of March 2025 which will describe how the £200m funding set out as part of the budget will be deployed to improve performance. As part of this, and through NHS Boards, HSCPs were requested to submit costed improvement plans. North Ayrshire HSCP submitted a request for £9.5m of additional funding of which the majority of funding is for social care, the HSCP await feedback following submission by all Boards to Scottish Government. Concerns have also been raised nationally by Audit Scotland through their Finance Bulletin on IJBs published on 6th March and by Chief Officers as a collective, Chief Officers shared the national scale of financial challenge with Scottish Government officials and politicians on 5th March with a request that IJB requests for funding are prioritised. 138
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Risk Code SRR2526_R04 Risk Title Cyber Security Latest Note Date 15-Jan-2025 Risk Owner Fiona Walker Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The potential compromise of business operations or a data breach orchestrated via either digital channels or the IT infrastructure. This can include targeting of the user base. Risk derives from both Council operations and those of its supply chain. The increasing importance of delivering services through digital channels and maximising efficiency through effective and secure use of technology. This includes a growing adoption of cloud-based computing resources which extend processing capabilities, and associated risks, beyond the Council’s network. Hybrid remote and mobile working is now the normal working practice for over 3,000 staff. Such a distributed work force increases the complexity of protecting against cyber and data protection risks. Failure by Services to adopt and comply with strategies, policies and procedures may result in a failure to adequately ensure the desired levels of cyber-security required to maintain and protect council systems and data. There may be a significant impact on the authority through the release of personal and/or sensitive information resulting in a loss of public confidence and significant financial loss incurred through fines and service disruption. A successful cyber-attack (malicious external or internal action) on the Council’s IT environments could also result in significant service disruption, loss of income streams and possible data loss/exposure. Impacts of a cyber-attack could include economic (i.e. inability to collect online payments), societal disruption (i.e. loss of diaries and client appointments), and reputational damage (i.e. loss of public confidence in digital services). It is recognised that it is not possible for any organisation to expect to be completely protected against continually evolving cyber threats. A threat actor with sufficient motivation, resource and capability will be able to compromise the most secure system. The Council takes a sociotechnical approach to reducing risk by continually developing protective measures through technical, organisational and people-focused controls. Technical controls are implemented in areas such as network defences, secure configuration of systems, user authentication, malware protection, and vulnerability management. These are based on best practice and independently tested on an annual basis to confirm their effectiveness in accordance with compliance schemes. The Council employ a fully managed Security Operations Centre (SOC) service which provides advanced monitoring, detection and response capabilities on a 24 hours a day, 365 days a year basis. The Council maintains a comprehensive set of policies, standards, guidelines, metrics and reporting mechanisms as part of its information security governance structure. A comprehensive training and awareness programme is delivered to nurture a cyber- aware workforce and culture. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16 139
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Strategic Risk Action Plan Date Updated 15-Jan-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Incident Detection and Response – Recent cyber-attacks on public sector organisations highlight the need for robust incident detection and response procedures and technologies. The current response procedures been shown to be effective based on incidents experienced so far, however detection capabilities will need to be reviewed and improved. . 13 September 2024: Progress on the Digital Office joint procurement exercise has remained extremely slow, as a result the Council have opted to procure a SOC/MDR service independently. The procurement exercise is now progressing. 15 January 2025: Following a process of market consultation and vendor engagement, the Council have recently procured a Managed Security Operations Centre (SOC) service for an initial period of three years. The project is currently in the implementation phase and we anticipate the service being fully operational by the end of February 2025. 31-Mar-2025 Fiona Walker Training and Awareness 13 September 2024: Cyber Security training continues to be delivered; however this is now a Teams delivered course to maximise the attendance numbers. The Cyber Security Essentials E-Learning course continues to be available for 2024 and is undergoing a full re-write for 2025 to ensure this remains current. This training is being supplemented with a programme of awareness raising initiatives including educational staff news items and webinars. Phishing simulations have continued in order to assess the effectiveness of existing training and further increase awareness. 15 January 2025: The mandatory Cyber Security Essentials E-Learning course remains our training initiative with the greatest reach. This course has been fully re-written and is now live for all employees to complete annually. The mandatory E-Learning course is being supplemented by a range of further initiatives to include all-staff webinars, awareness raising news posts and other communications, this approach aims to ensure messaging is kept current and reflects the rapidly evolving threat landscape. Phishing simulations continue to be used to validate effectiveness of training and awareness initiatives. Ongoing Fiona Walker 140
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Risk Code SRR2526_R05 Risk Title Transformation Latest Note Date 25-Feb-2025 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact There is a risk that transformation and change activities, which are core to the future delivery models and long-term financial sustainability of both the Council and Health and Social Care Partnership, fail to deliver at the level of scale and pace required. Failure to deliver transformational change will impact on the Council’s financial sustainability, effectiveness of service delivery and delivery of the outcomes set out in the Council Plan 2023-28 and the Local Outcome Improvement Plan (LOIP). Failure to deliver the HSCP Transformation programmes across the Partnership, involving North Ayrshire Council (NAC) and NHS Ayrshire & Arran (NHSAA) services may lead to the identified outcomes not being delivered; resulting in financial instability, reduced performance, deteriorating patient outcomes, and reputational damage within North Ayrshire Health and Social Care Partnership (NAHSCP). Failure to embed cultural transformation activities may lead to difficulties in building future workforce capacity and in ensuring we have an engaged, skilled and knowledgeable workforce to meet service demand. The transformation programme aligns to the Council Plan and is monitored via the Transformation Board. The Board is chaired by the Chief Executive. Workstreams have been developed across Transport and Travel, Digital, Land and Property assets, Sustainability, Financial Inclusion as well as ongoing reviews across Waste Services, ELC, Learning Resources and Housing. HSCP have an established Transformation Board to closely monitor progress with plans, regular updates on programme to the IJB and regular meetings with the Chief Executive and S95 Officer to review progress and mitigation plans. Cultural transformation activities continue to evolve to support the Council’s transformation and improve effectiveness and capability. This includes sharing learning and skills, engagement, design experiments and a whole systems approach to transformation and change. Our workforce planning approach utilises a variety of tools and techniques, such as career development, succession planning, vacancy management, redeployment and early release schemes to ensure our workforce requirements for the future, in terms of skills and capabilities, are planned. Each Head of Service has a workforce plan, and these are monitored six-monthly with continued HR support and guidance to ensure service review and redesign of the workforce is on track. 3 4 Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 12 141
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Strategic Risk Action Plan Date Updated 25-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Existing project level governance and controls remain effective and are constantly reviewed. 11 September 2024: Programme continues to be developed and work being progressed to feed a pipeline of financial efficiencies into the Budget programme for 2025/26. 25 February 2025: Scoping has commenced to inform the next stages of a further property transformation workstream, focusing maximising the benefits that can be derived from the property estate (ie, capital receipts, community wealth building, net-zero, etc). Quarterly Mark Boyd / Chief Executive and Executive Directors Review current governance arrangements and project delivery in view of land and property workstream to seek optimal delivery aligned to the council’s net zero ambitions. 11 September 2024: Governance arrangements in place and property programme being progressed. This will feed into the 2025/26 Budget programme. 25 February 2025: Regional Land and Assets workstream being further developed with NAC as lead organisation. Work to deliver the Irvine Locality Workstream, approved by Cabinet in March 2024, is well progressed with the majority of staff now occupying Cunninghame House. 26-Feb-2025 Mark Boyd / Chief Executive and Executive Directors 142
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Risk Code SRR2526_R06 Risk Title Climate Change Latest Note Date 24-Feb-2025 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Climate change is expected to continue and worsen in the future if no action is taken, with increases to mean global temperatures, sea level rises and the increasing frequency and severity of weather events such as floods, heatwaves, droughts and storms. More frequent and intense heavy rainfall events increase the risk of soil erosion and flooding. Rises in mean sea level increases risks of coastal erosion, flooding, saltwater intrusion and soil salinisation (risk to agricultural land and freshwater habitats). Severe weather is already affecting public services across Scotland, with operational, reputational, financial and legal consequences. There is also an ongoing impact of severe winter weather including snowfall and freezing temperatures which impact service delivery and the integrity of our roads open space and buildings infrastructure. This shift in weather patterns caused by climate change is also affecting biodiversity across Scotland. Increased frequency of severe weather conditions and flooding events may lead to more instances of damage to Council infrastructure and property, interruptions to service delivery and increased demands on services, often with little notice. Risk to life, transport disruption and pollution to the local environment, as well as impact adversely on the local economy if businesses are unable to operate. Council requirement to provide immediate response and manage the adverse effects of more frequent and severe weather emergency situations, including support to local communities and businesses. The Council is required to comply with the ‘Public Bodies Climate Change Duties’ under the Climate Change (Scotland) Act 2009. These duties require the Council to assess the risks, threats and opportunities associated with climate change and identify actions to increase resilience to climate change. North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. Following implementation of the Council’s third Environmental Sustainability and Climate Change Strategy (2021-23), Cabinet approved the new Sustainable North Ayrshire Strategy (2024-27) in December 2023. This strategy provides a road map to achieve the net zero carbon emissions by 2030 target. There are 5 workstreams within the Sustainable North Ayrshire strategy, namely Energy, Nature, Transport, Waste and Adaptation. We continue to utilise Adaptation Scotland’s Capability Framework to ensure North Ayrshire takes a strong, proactive approach to adapting to climate change. Officers are participating in the Sustainable Scotland Network’s ‘Adaptation Scotland Benchmarking Group’ to learn and share best practice with other local authorities. Adaptation actions are identified within the Ayrshire Flood Risk Management Plan (2021), the Ayrshire Local Flood Risk Management Plan (2022), the Ayrshire Shoreline Management Plan and in the Adaptation Capability Framework. Flood studies are undertaken to help the Council identify areas that are at risk of flooding and to appraise options to reduce flood risk to communities and infrastructure. In addition, actions to mitigate Climate Change risk are held within strategies such as the Local Transport and Active Travel Strategy, Local Biodiversity Action Plan, Vacant and Derelict Land Strategy and Weather and Winter Emergencies Plan. Asset management plans are in place which are regularly reviewed for our Roads, Fleet, Housing, Property and Open Spaces. Furthermore, through the Ayrshire Civil Contingencies Team there are emergency planning arrangements in place in the event of severe weather and flooding conditions causing major disruption and damage to the area or to individual communities within it. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16 143
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Strategic Risk Action Plan Date Updated 24-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Reducing Carbon Emissions: North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. The Council has taken action against climate change since our first Carbon Management Plan in 2006/07, by working to reduce emissions associated with Council services, and using the baseline year of 2005/06 from which to measure progress. Since the baseline year of 2005/06, Council estate emissions have reduced by 67%, from 63,334 tonnes of carbon dioxide equivalent (tCO2e) to 20,745 tCO2e. Area-wide emissions are published by BEIS. Current records show total emissions have reduced across North Ayrshire by 42.6%, from 1,454 kilo-tonnes of carbon dioxide (ktCO2) in 2005 to 835 ktCO2 in 2019. To ensure North Ayrshire Council can develop a leading, cross- sector and community led approach we established a Climate Change Steering Group (CCSG) in 2021. The CCSG is chaired by the Cabinet Member for Green Environment and Economy, and brings together young people, local businesses and community organisations from across North Ayrshire. Existing controls remain effective and are under review as our response to climate change develops and we progress towards achieving net zero by the 2030 target. 20 September 2024: Actions detailed within the Sustainable North Ayrshire Strategy continue to be implemented, with progress monitored through the Council’s corporate performance management system for example: • Participation in the Scottish Climate Intelligence Service to expand action on and monitor area-wide emissions. • Publication of North Ayrshire’s first Local Heat and Energy Efficiency Strategy (LHEES) and progression of initial actions from Delivery Plan. • Development of two solar PV farms on former landfill sites. • Completion of feasibility study for the decarbonisation of built assets. • Progression of green hydrogen generation study. • Development of North Ayrshire Nature Network strategy to address statutory. requirements to tackle the nature crisis. • Partnership working with Ayrshire Roads Alliance to undertake Electric Vehicle Infrastructure project. • Successful realisation of £725,998 external funding for domestic energy efficiency measures through ECO4 Flex partnership. 20 September 2024: Progress continues on delivery of the Sustainable North Ayrshire Strategy, including: • The two solar farm projects are nearing completion and are due to be energised in the spring of 2025 • The North Ayrshire Network Strategy has been reviewed by the Policy Advisory Panel and will be presented to Cabinet in March 2025 • A transformation workstream to address the decarbonisation of the fleet • Corporate engagement on behaviour change, including undertaking a Leadership Conference, Chief Officer Leadership Team workshop and Member Workshop. Undertaking physical energy efficiency measures within the corporate estate (predominantly lighting upgrades) and developing a forward programme of further interventions 24 February 2025 Business and Sustainability Fund agreed through 2024/25 budget in delivery including appointment of Programme Manager and development of Islands Net Zero Accelerator (NZA) and Phase Two Mainland NZA programmes. Islands NZA Programme supported by £25k funding from Zero Waste Scotland. Wider Place strategy updates continue to be provided through Pentana and governed through the Place Project Board. 31-Mar-2027 Russell McCutcheon 144
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Strategic Risk Action Plan Date Updated 24-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Flood Risk Management Plan: Cycle 2 of the Ayrshire Local Flood Risk Management Plan has been developed and was published on 31st December 2022. Studies and modelling will be undertaken to identify and prioritise vulnerable areas where financial damage and risk to life are most likely. There is an ongoing programme of monthly inspections of debris screens which have been installed to prevent vulnerable culverts from blocking and causing flooding. CCTV inspections of culverts are also undertaken to identify blockages and deterioration of assets that might cause flooding. This has been effective in reducing flooding, although there are capacity issues h that this process cannot address. The Upper Garnock Valley FPS has been completed and is currently providing flood protection. Ayrshire Shoreline Management Plan: The Ayrshire Shoreline Management Plan will be replaced with a Coastal Change Adaptation Plan. The adaptation plan will enable the Council and other stakeholders to effectively plan our future actions whilst allowing for flexibility in response to future changes. It will incorporate recent international and UK advances in adaptation and shoreline management planning to allow for local interpretation and involvement. 20 September 2024: 1. The Millport Coastal Flood Protection Scheme is 99% complete and we will commence a further flood protection scheme at the Mill Burn, also in Millport. 2. The Three Towns flood study is underway. This study will confirm flood risk from the Stevenston Burn & the Stanley Burn. The impacts of climate change will be evaluated. Where flood risk is confirmed, scoping of the next steps will be completed and this will inform the second stage of the study. 3. The North Ayrshire Water Body Clearance & Repair Schedule has been updated to include details of the planned assessment of various water bodies. Where these assessments find that the condition of the water bodies would or could contribute to significant flood risk, then the necessary clearance and repair work will be scheduled and completed. 4. Storm Gerrit brought widespread flooding to North Ayrshire on the 27 December 2023. Emergency repairs to culverts in Millport and Kilbirnie have now been completed. 5. In April 2024, a blockage in the Minister’s Cast culvert increased flood risk to roads and properties in Irvine including The Circuit leisure facility and Woodlands Primary School. The clearance and repair framework was used to commission emergency works that restored the performance of the culvert. 6. A draft coastal management study at Irvine & Stevenson is complete and was subject to public consultation in September 2024. When finalised, the study will help to inform a local Coastal Change Adaptation Plan. This plan will set out triggers for when the coastal erosion and flood risk adaptations identified in the management study should be implemented. 24 February 2025: 1. The construction of the Millport Coastal Flood Protection Scheme is complete. The scheme performed well during Storm Éowyn and no significant reports of coastal flooding in Millport were received. A pre-tender notification for the Millport Mill Burn Flood Protection Scheme was issued in January 2025. It is anticipated that the contract will be awarded in Autumn 2025, that construction will commence in late 2025, and that completion will be in 2026. 2. The first stage of the Three Towns Flood Study was completed in February 2025 and the scope has been agreed for the second stage. 3. The scheduled clearance and repair work continues to be implemented to help reduce flood impacts to people and property. 4. Following completion of the coastal management studies for Stevenston & Irvine, progress is being made to develop local Coastal Change adaptation plans for the study areas. A site investigation is planned to confirm the presence of contaminated spoil and how exposed this material could be to future coastal erosion. 5. Following completion of the Upper Garnock Flood Protection Scheme and an update of 30-Jun-2028 Thomas Reaney 145
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Strategic Risk Action Plan Date Updated 24-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG the Lower River Irvine hydraulic model, a consultant has been appointed to update the relevant parts of the Council’s flood resilience plan, including measures at Cunninghame House and Marress House. 146
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Risk Code SRR2526_R07 Risk Title Community Capacity Building and Empowerment Latest Note Date 3-Feb-2025 Risk Owner Rhonda Leith Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Unrealistic timescales for progressing of aspects of legislation of the Community Empowerment Act (Scotland) 2015, such as Community Asset Transfer. Pressure to support community capacity building and the variation of needs within a reducing workforce. Duplication of effort across HSCP and Locality Partnerships to foster community participation and deliver engagement activities. Complying with the complex and resource intensive consultation legislation in service redesign. Rising energy and utility costs relating to property management. Budget savings and pressure on property maintenance budgets. Where the risk is not managed effectively the potential benefits of community capacity building and empowerment may be lost. Widening inequality gap between those communities where levels of capacity and engagement with the empowerment agenda are high and those with less social capital where interest remains low, which constrains the ability to influence the planning and delivery service. Any disconnect between the Council’s aspirations, community appetite for increasing ownership of assets and what communities themselves feel able and prepared to commit to can result in community assets reverting back to Council. Accelerating asset transfer risks losing services and facilities and risks the ability to plan, connect and deliver strategic services. Over-engagement carries disengagement and engagement fatigue. Increased property costs can be a deterrent for organisations engaging and completing the CAT process. Lack of budget to undertake proactive maintenance is resulting in NAC buildings falling into disrepair detracting organisations from progressing to lease and or ownership of NAC assets. Ongoing commitment to community empowerment and locality partnerships from CPP. Six locality partnerships and alignment with HSCP locality arrangements. Leadership of the CPP Senior Officers’ Group. Enabling approach with community partners and support with third sector interface to build capacity and identify opportunities for growth and sustainability. Reviewed guidance and processes relating to community empowerment functions. Participatory budgeting approach local grants, commitment to PB with partners and leading practice in mainstreaming participatory approaches. External funding bid help for groups through regular meetings with third sector, funders and funding officer. Membership of The Consultation Institute. Investment from Community Asset Transfer Start Up Fund, prioritising additional staffing capacity to support CAT in TACT. A collaboration and shared resource approach across Connected Communities Teams will be taken to ensure the Service deliver on this priority. Careful monitoring of staffing capacity to ensure legislation is met. Standing item at Senior Manager Meetings to assess impact Progress discussions with key stakeholders re dependencies on the progress and impact of delays. 5 4 Status Risk Score Heat Map Change in Score Approach No change Treat Increasing 20 147
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Strategic Risk Action Plan 20-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Implementation of Community Empowerment Act: Existing controls remain effective and are kept under review. 19 September 2024: New Strategic CLD Plan 2024 – 2027 in final stages of development and continues to identify priorities and support available. 31-Mar-2025 Rhonda Leith 19 September 2024: Linking with National partners i.e. Scottish Government to ensure timely communication to any changes relating to national legislation and allow preparations to be in place. 31-Dec-2024 Rhonda Leith Staff capacity: Existing controls remain effective however forthcoming VER structure changes will result in a reduction of CLD professional staff and risks further pressures on staff to deliver effectively to key outcomes. 19 September 2024: Function review within the CLD team underway to assess capacities and impact following the service redesign. Focus will be on assigning resource to key priorities. 20 February 2025: Ongoing discussions being held with key stakeholders re capacity across Council services and impact on timescales. 31-Dec-2024 Rhonda Leith Duplication of effort: Clearly defined roles and lean processes are reviewed and maintained to avoid duplication of effort and minimise time and resource wastage. The team foster open communication channels with both staff and key stakeholders. 19 September 2024: The aim is to capture and address issues through the review of functions underway within the CLD team. 31-Dec-2024 Rhonda Leith Consultation: Existing controls remain effective. Existing controls remain effective and hybrid engagement models have been implemented post covid to encourage and provide greater access to participation. 19 September 2024: Cross Service support for consultation and engagement is being further developed with the promotion of existing tools and supports across all Council services to encourage ownership over service engagement. 20 February 2025: An extensive programme of budget engagement took place between 10 October and 25 November 2024 including surveys across six main themes as well as in person and online focus groups. The approach was designed to support our residents to contribute their views, make the surveys more accessible and avoid digital exclusion. This has resulted in 4,461 responses and almost 40 community conversations across the six budget themes, more detailed feedback on proposals and considerable engagement with community groups across North Ayrshire. The engagement has also enabled our residents to bring petitions on specific options to the Audit and Scrutiny Committee and Cabinet, demonstrating a high level of engagement with democracy within our communities 31-Mar-2025 Rhonda Leith 148
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Increased property costs and lack of investment in community assets. 19 September 2024: Matter escalated through a range of mechanisms including Health & Safety, PMI/Risk meetings and reporting systems as well as more frequent management on-site building visits to assess building condition and escalate accordingly. A strategic plan is in the early stages of development to address identified condition issues in buildings earmarked for potential Community Asset Transfer (CAT). Specific investment funds have been allocated to support this initiative. 20 February 2025: Strategic plan for use of CAT investment funds in place. ELT oversight continues of plan and spend. Horizon scanning for other potential investment opportunities carried out on an ongoing basis. 31-Mar 2025 Rhonda Leith 149
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Risk Code SRR2526_R08 Risk Title Property Asset Risk Latest Note Date 25-Feb-2025 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The long-term impact of restricted budget availability for investment in the Council’s property assets means these assets are in declining condition and have greater long term investment needs. Systemic building safety issues have been evidenced by issues such as national high profile safety issues, and the presence of RAAC through the public sector property portfolio. These have highlighted the substantial increasing burden of property asset management. There have been a number of near misses or critical failures of aging heating plant and equipment which the council cannot afford to replace on a programmed basis. Inflationary pressures, and on-going volatility in the construction & related activities sphere, place further difficulties in the ability of restricted budgets to address all priorities. Maintenance issues and failure of building components are increasingly likely to result in disruption to service delivery. There is also an increasing risk of health and safety and statutory compliance obligations not being achieved. Property events requiring significant interventions leading to service disruption, closure of facilities, decant etc. are in increasing in frequency and often over-lapping (often coinciding with weather events). Property condition information is gathered and recorded within the Council’s electronic asset management system, providing a baseline to measure building element lifecycle replacement requirements across the corporate estate. The limited investment available is therefore targeted on priorities. Reactive maintenance, and statutory compliance are also undertaken corporately by PMI, by appropriately trained / experienced staff. There is an on-going Transformation programme workstream focusing on property rationalisation as a means of reducing the financial burden of the estate through reducing overall area occupied (aligned to carbon reductions). Post Incident reviews and lessons learned exercises with actions undertaken where feasible to do so. Risk based property reviews are underway to examine, on a property by property basis, where property risks have the potential to impact service delivery. The information gathered influences both investment plans and business continuity plans. This work is on-going in respect of the school estate and is being rolled-out to other services’ assets. An additional £0.5m has been allocated in the 25/26 budget to the Property Lifecycle Budget to address condition issues within the corporate estate. In addition, £0.5m has been allocated to undertake energy efficiency measures in the property estate and a joint Sustainability / PMI working group has been established to identify and progress relevant investment. This will be coordinated to ensure optimal benefit for both energy efficiency and property condition. Business Continuity Planning, taking cognisance of the risks posed by potential building unavailability is also being strengthened. 4 5 Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20 150
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Strategic Risk Action Plan Date Updated 25-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG CC&M team within PMI managing reactive maintenance and statutory compliance. Team resources stretched; however, restricted budgets are principal risk. 13 September 2024: Team resources remain stretched, presently exacerbated by recent staff departure, recruitment exercise currently on-going. 21 February 2025: Although previous vacancies were successfully filled, further staff departure now requires recruitment process – continuing to stretch resources. Ongoing Russell McCutcheon Asset management team within PMI collecting asset condition information and leading prioritisation of lifecycle investment. Improved asset management system is being investigated; however, restricted budgets are principal risk. 13 September 2024: Work continues in relation to the new asset management system, including bench-marking and information sharing with other authorities. Ongoing Russell McCutcheon Property rationalisation programme Locality based property review work currently underway to increase scale and pace of implementation. 13 September 2024: The Irvine Property Accommodation programme received Cabinet approval in March 24 and is progressing to programme. 21 February 2025: The programme of accommodation moves flowing from the Irvine Property Review is well advanced and scoping has commenced for further review of the Council’s estate across all localities. Ongoing Russell McCutcheon Risk based property review process Requires up to date property information, including client information and cross service buy-in to be effective. 13 September 2024: The Education Estate has been reviewed in its entirety and quarterly meetings have been established to continue this work on a priority-basis. The approach has also been utilised in respect of the communities estate. 21 February 2025 In addition to the estate review meetings noted above, Business Continuity Planning, taking cognisance of the risks posed by potential building unavailability is also being strengthened. Ongoing Russell McCutcheon 151
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Workforce Strategy Refresh Purpose: To provide Cabinet with an overview of the refreshed Workforce Strategy. Recommendation: It is recommended that Cabinet approve the updated and refreshed Workforce Strategy, associated action plan and performance indicators. 1. Executive Summary 1.1 In March/April 2024 Audit Scotland conducted a Best Value Thematic review of Workforce Innovation – how councils are responding to workforce challenges. The report was published in August 2024 and presented to Audit and Scrutiny on 29 August 2024. 1.2 Key messages from that report included that the Council had set out a clear vision for workforce planning and that it takes a structured and comprehensive approach to this at service level but that the corporate level approach could be strengthened. 1.3 The report contained a number of recommended actions. The revised Workforce Strategy addresses four of the agreed management responses to recommendations identified within the final report. 1.4 The updated Workforce Strategy 2024-2028, associated action plan and performance indicators is attached at Appendix 1. 2. Background 2.1 North Ayrshire Council have had a Workforce Strategy in place since 2018. Since that time, a structured and comprehensive approach to workforce planning at Service level was adopted. The Strategy was further enhanced in 2023 to reflect the new Council plan. 2.2 Following feedback from the Best Value Thematic audit, a refresh to further enhance the strategy has been completed to reflect key recommendations arising from the audit. 2.3 The shape of our workforce is critical to the delivery of efficient and effective services. It is a significant factor in how we transform our Council and deliver our financial Agenda Item 9 153
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challenges. In order to be successful, it is key that the Workforce Strategy and actions supporting this are aligned with Council priorities. This flows from the Council Plan and links to both people management and operational processes. 2.4 The strategy takes account of the wider external and internal drivers affecting the organisation – unprecedented challenging financial climate and ongoing sustainability, Climate Change/Net Zero as examples together with other legislative and political factors such as the impact of national reviews and education reform. 2.5 A number of workforce challenges have also been considered including recruitment, retention, developing our young workforce, career development and wellbeing to ensure we remain an employer of choice. 2.6 The Best Value Thematic report sets out how the council is responding to current workforce challenges through building capacity, increasing productivity and innovation. The focus of the review was as follows: • How effectively are the council’s workforce plans integrated with its strategic plans and priorities? • How effectively has digital technology been used to support workforce productivity and improve service quality and outcomes? • How effectively is the council using hybrid and remote working and other innovative working practice such as a four-day week to achieve service and staff benefits? • What innovative practice is the council using to develop its future workforce capacity and skills needs and manage staff reductions in line with its priorities? • What progress has the council made with sharing roles or functions across its services and/or with other councils and partners? • How effectively is the council measuring the impact of its workforce planning approach? Whilst the report was positive, there were a number of recommendations to support the enhancement of our approach to workforce planning which resulted in agreed management actions and delivery milestones. 2.7 The audit report set out 8 recommendations. The revised Workforce Strategy addresses the agreed management response to 4 recommendations identified within the final report – namely: • The workforce strategy will be updated to include corporate workforce planning priorities and an action plan to allow progress to be measured. • The Workforce Strategy will be updated to ensure alignment to all council plan priorities, other key strategies/and include an extract of council-wide workforce data. • Workforce planning priorities should be regularly reported through Council Plan updates or other means. • A performance dashboard to improve how workforce planning priorities are monitored should be developed to provide a user-friendly overview of the impact of its workforce planning. 154
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Other recommendations arising from the report are being progressed in line with previously agreed timeframes. These include - measuring the impact of digital technology improvements, improving digital skills, gathering feedback on the Impact of agile working and exploration of joint working arrangements. 2.8 The corporate Action Plan included at appendix 2 of the Strategy will measure progress. This will be recorded on the performance management system and updates will be provided by the relevant Service Lead. These actions will complement the detailed workforce planning activity and action plans undertaken at Service level and supported by HR. Updates in terms of corporate actions will be included within Council Plan Performance Reports and the 1st Tier Joint Consultative Committee. In addition, a suite of performance indicators aligned to the Strategy are outlined in appendix 3 of the Strategy. These PI’s will be monitored and tracked through a performance dashboard, allowing benchmarking data to be readily available. This dashboard is currently in development. 3. Proposals 3.1 Cabinet is asked to approve the updated and refreshed Workforce Strategy 2024-2028, associated corporate action plan and performance indicators. 4. Implications/Socio-economic Duty Financial 4.1 No direct implications as a result of this report. Human Resources 4.2 There are no direct implications as a result of this report, however, workforce planning is a key tool that will impact on our workforce for the future. Legal 4.3 No direct implications as a result of this report. Equality/Socio-economic 4.4 No direct implications as a result of this report. Climate Change and Carbon 4.5 No direct implications as a result of this report. Key Priorities 4.6 Council priorities: 155
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A Sustainable Council – Effective workforce planning ensuring that we have the right skills/resources to deliver priorities. Community Wealth Building 4.7 The Workforce Strategy supports the Fair Employment Pillar as part of Community Wealth Building Strategy. 5. Consultation 5.1 Consultations and engagement has been undertaken with Chief Officers, Senior Managers and Trade Union representatives. Fiona Walker Head of People & ICT For further information please contact , Jackie Smillie, Senior Manager (People Services), on 01294 324671. Background Papers Appendix 1 – Workforce Strategy 2024-2028, including corporate action plan and performance indicators. 156
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1 North Ayrshire Council Workforce Strategy 2024 - 2028 Version 4 157
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2 Contents 1. Executive Summary .................................................................................................... 4 2. Introduction - Understanding organisational goals and strategy .................................. 6 3. Strategic context.......................................................................................................... 6 4. Strategic future workforce ........................................................................................... 8 5. Engagement .............................................................................................................. 17 6. Monitoring ................................................................................................................. 18 7. Workforce profile ....................................................................................................... 18 Appendix 1 – Snapshot of Employee Data .................................................................... 19 Appendix 2 - Corporate Action Plan .............................................................................. 21 Appendix 3 - Corporate Performance Indicators ........................................................... 26 158
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3 Related HR Documents HR Guide – Our Approach to Workforce Planning Version Control Version Number Effective Date Details of Last Revision 1 2018 Launch of Workforce for the future 2 2023 Change in title and creation of an enhanced narrative - Workforce Strategy – our approach to Workforce Planning 3 August 2023 Refreshed in light of new Council plan 2023-2028. 4 2024 Refresh following Best Value thematic report feedback Equality Impact Assessment: December 2024 Prepared by: HR Team 159
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4 1. Executive Summary The shape of our workforce is critical to the delivery of efficient and effective services. It is a significant factor in how we transform our Council and deliver our financial challenges. In order to be successful, it is key that the Workforce Strategy and actions supporting this are aligned with Council priorities. This flows from the Council Plan and links to both people management and operational processes. Drivers for change in terms of workforce planning are factors or trends that influence how organisations anticipate and prepare for future workforce needs. These drivers can emerge from internal operational dynamics or external environmental factors. In terms of North Ayrshire Council, this includes: Financial environment – This strategy, linked to the Medium-Term Financial Outlook to 2027/28 recognises and reflects significant external pressures and financial uncertainty. It is also acknowledged that transformation activity in terms of what we do and how we do it will play a major part in the organisation’s success going forward. This will also have a direct and indirect impact on the workforce in terms of more streamlined ways of working through increased digital skillsets, adoption of automation and exploration of artificial intelligence tools and concepts to ensure that as an organisation we embrace new ways of working. The exploration and implementation of collaborative working is another area which has the potential to generate significant benefits from a financial and workforce perspective. Council Plan priorities - Our Council Plan 2023-28 priorities were developed with our communities and represent our contract with our residents. Workforce planning is central to the priority “A Sustainable Council” which supports the other three interlinked priorities of “Wellbeing”, “Communities and Local Democracy” and “Climate”. To ensure our priorities are met, workforce planning must be flexible enough to manage short term activity but ultimately be focused on medium to long-term needs, ensuring that sustainable long-term savings are delivered. It is important to ensure that resources are appropriately focussed on those priorities and have the capacity, skills and strategic direction to ensure success. North Ayrshire Council is one of the largest local employers in the area, providing a wide range of specialist services and requiring a highly trained, adaptable modern workforce. All public sector organisations are facing unprecedented financial pressures. The Council will be required to make significant changes to the delivery of our services ensuring this is delivered within the available financial envelope. This will require the workforce for the future to be re-considered in this context. The services we currently provide and the way we provide them will change over the coming years as we work more collaboratively with partners, stakeholders and communities. 160
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5 Demographics of North Ayrshire - The population of North Ayrshire is shifting; over the years the area is seeing a decrease in the number of people who live here. Within that decreasing population, we are seeing a shift towards higher number of older people offset by a decreasing working age and children’s population. Local information also suggests that the changing local population and high levels of poverty and deprivation indicate a growing demand for health and social care services in the long term. These changes will have a significant effect on the priority focus of public sector organisations, with more resources being required to support the growing older population. It should also be noted that circa 76% of our workforce live within North Ayrshire. North Ayrshire Council have progressed significant workforce actions over recent years, with the workforce strategy being a focus of the most recent Best Value Thematic Audit published in July 2024 which received a positive response. The strategy takes account of the wider external and internal drivers affecting the organisation – unprecedented challenging financial climate and ongoing sustainability, Climate Change/Net Zero as examples together with other legislative and political factors such as the impact of National reviews, Scottish Government Spending review and Education reform. A number of workforce challenges have also been considered including recruitment, retention, developing our young workforce, career development and wellbeing to ensure we remain an employer of choice. Scrutiny of the Strategy The strategy is managed by People Services and key outcomes of the strategy are reported within our corporate six monthly Council Plan Progress Reports. This enables effective scrutiny by our Executive Leadership Team, Cabinet, the Audit and Scrutiny Committee as well as our residents. This report is published on our website. 161
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6 2. Introduction - Understanding organisational goals and strategy It is important to align the workforce strategy with the organisations long-term objectives – identifying key drivers, such as growth, expansion, technological advancements or shifts in demands. 2.1 The Council’s Workforce Strategy 2024-2028 is linked to the Council Plan and Medium-Term Financial Outlook 2027/28 and beyond and sets out how our workforce will support the delivery of the Council’s ambitions within the available financial resources. The strategy builds on the work already carried out at a Service level in terms of short, medium, and long-term goals to support our workforce to deliver services to all our communities now and in the future. An Action Plan to support the delivery of council wide priorities is included at Appendix 2. 3. Strategic context 3.1 Our Council Plan, 2023-2028 aim is a North Ayrshire that is fair for all. Developed with our communities, together we identified four key priorities for the Council: 3.2 The Council’s long term financial outlook is the cornerstone of the Council’s strategic financial framework and establishes a sound basis for the development of the medium-term financial outlook and subsequent annual budgets, enabling the Council to address the challenges it faces and best align resources to key priorities. 162
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7 3.3 In addition, the Council has set out its commitment to tackling child poverty through the Child Poverty Strategy and Action Plan. It is important that the programme of work aligned to this strategy is reflected in our workforce planning to ensure that resources are optimised to address the persistently high levels of child poverty in North Ayrshire, which currently has the second highest rate of child poverty in Scotland. 3.4 The Sustainable North Ayrshire Strategy sets out how the Council will address the challenges of responding to the climate and nature emergency, and moving toward a net-zero future, will be vital to ensuring the long-term sustainability of our communities and workforce. Our workforce is key to ensuring the changes required are implemented, both in the projects and programmes they deliver, and in ensuring their day-to-day activities are carried out in a way that reduces climate impact. This will require education and the development of new skills and engagement with our workforce to seek their buy-in and support. A workforce climate change engagement plan is in development to standardise the approach to sustainability awareness. This includes activities such as Carbon literacy training, e-learning modules on Climate Change, Biodiversity and Adaptation and staff engagement events and campaigns. 3.5 It is acknowledged that the North Ayrshire Health and Social Care Partnership have their own Workforce Plan which aligns with the Council’s Workforce Strategy. This plan sets out the ambitions for the HSCP workforce, how services will be shaped to ensure the best health and social care is provided to local people in line with strategic, operational, and financial plans. The expectation of the plan is that the HSCP workforce is ready to meet the future health and social care needs of local people, and a career with NAHSCP in health and social care is celebrated for the value it brings to our staff and the lives of local people. 3.6 North Ayrshire Council’s People Strategy - Our People Connect - supports the delivery of the Council Plan. Our ambition for our people is to create a culture where innovation and excellence thrives. Our future relies on the ambition and skills of our people. Our priorities are: • Strengthening our leadership across the council – we will have a visible, empowering leadership that provides a clear and shared vision for the council. • Transforming how we work – we will work together to become smarter, more innovative and will embrace new ways of working to deliver services that matter to our communities. 163
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8 • Creating a great place to work – we will be an “employer of choice” where the most talented people want to work • Supporting our people to thrive – we will ensure our people are flexible, adaptable and equipped with the skills they need to deliver great services to meet present and future challenges. 4. Strategic future workforce 4.1 Building our capacity to deliver In order to consider our capacity to deliver as an organisation, it is essential to review our current workforce profile and our areas of sustained and increasing demand, alongside reducing areas of demand and to use the information to develop our workforce of the future. Based on ongoing assessment of our workforce data (via Power BI), we have identified a number of challenges and opportunities we currently face as an organisation. From this, there are 6 main areas of focus. These are: • Responding to our multi-generational workforce • Developing our young workforce • Ensuring we promote and maintain North Ayrshire Council as an employer of choice • Reshaping our current workforce to support our areas of sustained and increasing demand • Supporting health and wellbeing • Analysis – assessing current workforce in terms of size, skills, demographics and performance 4.2 Responding to our multi-generational workforce With a multi-generational workforce comes a need for consideration of differing expectations around work environment and support. We need to ensure that these generational differences are taken into consideration when designing the work, the working environment and support mechanisms. Expectations of the working environment may differ amongst the workforce, and this is something we need to be mindful of in terms of future planning. 164
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9 As the skills the organisation needs to deliver its business change, particularly digital skills and processes, we need to ensure that our workforce has those skills, knowledge and behaviours to adapt to change. An older workforce will have significant knowledge, skills and experience. As the workforce ages, and with the utilisation of voluntary release/early retirement – there is a risk to the organisation that the depth of knowledge, skills and experience is reduced. It is important therefore, that the organisation has a workforce which can develop and learn and gain the knowledge, skills and experience from this generation and bring their own new skills to the organisation. It is also important to note that the younger workforce and those of the future workforce will have different expectations around their career and support provided by organisations – this will be key to recruitment and retention of future talent. 4.3 Developing the young workforce As at 31 October 2024, 40.4% of our workforce is age 50 and over (see appendix 1). This has clear implications for succession planning. Those under 25 equates to only 4.85% of the workforce. An age diverse workforce brings benefits to our ability to work creatively as an organisation and supports succession planning. We therefore wish to improve working life for our existing young workforce as well as attract new young employees into our workforce of the future. There are a range of initiatives in place/currently being developed to support our young workforce: 4.3.1 Apprenticeship Programmes Apprenticeship programmes are in place which include Modern and Graduate apprenticeships across a range of job roles and areas. It is intended that as we develop our apprenticeship offering, this will provide career pathways and succession planning opportunities to our existing workforce whilst at the same time, providing talent pipelines for our workforce of the future. • Modern Apprenticeships - offer young people over 16 an employment and training programme, focusing on areas of increased demand such as early years and social care. • Graduate Apprenticeships - provide opportunities for work-based learning at degree level for current employees. We have recently partnered with the University of West of Scotland to support Graduate Apprenticeships across a range of frameworks. 165
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10 4.3.2 Support to our Young Workforce To maximise the opportunities and the potential of young employees, support, guidance and development need to be in place as well as recognition of the contribution they make to the organisation. This will be important for retention of young employees and succession planning as well as for attracting young people to consider the Council as an employer of choice. North Ayrshire Council will work in conjunction with other organisations as appropriate to support ongoing development of the workforce – e.g. the Improvement Service have recently set up a Local Government Connect network to bring together professionals in the early stages of their local government career and promote collaboration across all Scottish local authorities. 4.4 Ensuring we promote and maintain North Ayrshire Council as an employer of choice North Ayrshire Council wishes to maintain and enhance its reputation as an employer of choice in order to be attractive to potential employees and to retain the existing workforce. There are a range of policies and benefits in place to ensure that our organisation is viewed as a great place to work. Some examples of this are: • Competitive salaries • Pension scheme with optional Additional Voluntary Contribution’s • A range of supportive HR policies – work life balance, flexible working hours, etc • Generous holiday entitlement • Agile working in appropriate roles • Occupational Health services and Employee Assistance Programme • Green Car Scheme • Cycle to work Scheme • Shopping vouchers and discounts for a range of retail and leisure facilities 166
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11 4.5 Reshaping our current workforce to support our areas of sustained and increasing demand With some areas of the organisation facing reduction in demand and others facing difficulties recruiting or requiring an enlarged workforce, it is important that we redirect our employees to the areas which are needed. This will require a focus on developing internal talent and shifting this talent to areas that will ensure organisational priorities are being met. It is vital to ensure we have the flexibility in our workforce and in our processes to transfer resource from areas of reducing demand and to areas of growth in a targeted way. This will require an emphasis on developing the necessary knowledge, skills, behaviours and, where appropriate, qualifications, accreditations and memberships, in our existing workforce. There are some roles, where we face significant challenges in recruitment – these are areas of sustained demand (hard to fill) and areas of increasing demand (growth areas). Reasons for these vary but include local and national shortages, specific areas of growth where there is a corresponding shortage of supply, changing demographics and the impact of government initiatives (such as early years expansion). In summary – to address workforce challenges with capacity, we will: • Promote our employer of choice status through a range of supportive policies and procedures to support a skilled and flexible workforce – eg Agile Working, Work life balance • Support workforce diversity • Use turnover and voluntary release to manage areas of reduced demand • Grow our own talent to provide opportunities to develop our workforce. 4.6 Supporting health and wellbeing Promoting and supporting employee wellbeing can have a positive effect on people, organisations, economies and communities. Happy, healthy individuals are more likely to embrace change, work flexibly to help others and be creative problem solvers at work. North Ayrshire Council have a range of wellbeing supports and supportive HR policies to provide advice and guidance on a range of topics. These supports include: • Access to an Employee Assistance Programme 24 hours a day, 365 days a year for in the moment support, legal, tax and medical information, bereavement support, CBT and Counselling. • Access to Occupational Health services including Physiotherapy 167
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12 • Wellbeing Warriors – employees who have been trained in mental health first aid and can support, listen and signpost colleagues to a range of both internal and external resources. • Supportive employment policies/guides – Menopause, Supporting Carers, Mental Health in the Workplace, Domestic Abuse, Disability in the workplace, Gambling related harms in the workplace to name a few. In addition, accreditations to a number of organisations including – Disability Confident Leader, Employer with Heart, Fostering Friendly, Carer Positive Exemplary Employer. Our LiveWell programme which is aimed at promoting the wellbeing of our employees, provides access to a range of activities that many might not otherwise have the opportunity to participate. The activities are aligned under the themes of Workwell, Bewell, Playwell, Eatwell and Savewell and these promote health and wellbeing initiatives covering a variety of topics. Fostering a wellbeing approach in a workplace setting is beneficial for the employee and the organisation, helping to create a more positive working environment and ultimately improve engagement and performance. 4.7 Analysis As a Council, consideration of how we deliver our future services is essential. Each Service within the Council have 6 monthly workforce planning meetings to ensure that the workforce is organised and structured in the right way with the correct skills to meet current and future needs to ensure priorities are delivered within an affordable budget. Methodology and tools to aid analysis and review of data are embedded in this process to inform decisions. It is extremely important to understand the organisation and its environment with a clear understanding of the external factors impacting this. A PESTLE analysis is used to provide that insight and is one of the most effective frameworks for understanding the “big picture”. 168
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13 In addition to a PESTLE analysis, the profile of the workforce is also reviewed. North Ayrshire Council utilise Power BI as the tool to analyse workforce data. This enables Services to drill down to their area of the organisation and understand, in greater detail, key data that impact on the workforce plan – demographics, attrition rates and absence data etc. Span of control (the number of direct line reports to manager ration) is another aspect of workforce analysis that is utilised and considered during service review and redesign activity to ensure that these are appropriate for the business area taking into consideration the level of supervisory intervention or requirement, the nature and complexity of work and the management of risk. This information supports self-assessment across our Council. A corporate approach to self-assessment is currently in development. The strategy overall is managed by People Services and key outcomes of the strategy are reported within our corporate six monthly Council Plan Progress Reports. This enables effective scrutiny by our Executive Leadership Team, Cabinet, the Audit and Scrutiny Committee as well as our residents. This report is published on our website. 169
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14 4.7.1 Organisation and Service Design Over the coming years, there will be a significant degree of organisational change, both in terms of structures but also more importantly about how we work. The extent of change and the pace required, cannot be underestimated. To achieve alignment to our strategic agenda, whilst addressing forecasted funding reductions, North Ayrshire Council will undertake and consider various options to support the delivery of this. This will include: • Targeted approach to Voluntary Early Release (VER) to achieve savings aligned with the financial landscape. • Scenario planning in terms of the potential impact of key external factors such as National Reviews and Education Reform. • Exploration of joint workforce arrangements/shared services and collaboration opportunities across partner organisations. 4.7.2 Redeployment Workforce planning may highlight that some roles are no longer required or needed in the future. Where a redundancy situation arises, the Council is committed to supporting employees, where possible, to transfer to a new role. The redeployment register ensures that employees in this situation are prioritised for relevant vacancies based on their skills and abilities. 4.7.3 Voluntary Early Release The early release scheme empowers employees to plan for their future, by enabling them to request to leave the Council early. Release is subject to specific criteria being met and employees can leave gaining either access to their pension and/or receiving a cash enhancement. This option is currently utilised as part of the service review/redesign process; however, the option remains open to utilise this in a more targeted way (as referenced above) given the ever-increasing financial challenges faced. 4.7.4 Vacancy Management One of the simplest ways to transition a workforce is to manage vacancies that arise through natural turn over (retirements/resignations). When a vacancy arises managers must critically appraise the requirement to fill the role before advertising for a replacement, considering if the post needs to be filled, could the work be delivered in different ways, if it can be filled internally or if it should be filled on a temporary basis. In addition, there is a requirement to justify recruitment via the Vacancy Scrutiny Panel which was introduced in 2022. 170
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15 A recruitment Exemption list is in place that lists the critical posts within the Council that require to be recruited without delay. Vacancy management allows for service re-design with minimal impact on the existing workforce. Services should consider future savings commitments and where appropriate fill vacancies on a temporary basis to minimise impact on the workforce and future release costs. 4.7.5 Workforce Management Effective workforce management is critical when considering and reviewing current and future workforce requirements. A wealth of information is available to managers regarding workforce costs, absence, and demographics. Services should already be considering and taking appropriate action in relation to reshaping the workforce to improve employment security (consider employees who hold more than one role) and reviewing routine overtime with the opportunity to create new jobs/amend contracts for part-time staff regularly working overtime to adequately reflect the roles being undertaken. The Wellbeing@Work (Supporting Attendance Policy) and Maximising Attendance Policy (Teachers) aims to ensure our employees are supported to maintain high levels of attendance, thereby minimising the detrimental effects of sickness absence on service provision, our service users and colleagues. The policies ensure a fair, consistent and compassionate approach to supporting employee attendance, considering individual circumstances, whilst ensuring compliance with all associated legislation. Sickness absence is one of the Council’s Statutory and Key Performance Indicators and is used for performance review and benchmarking. High levels of sickness absence are costly and disruptive and can lead to: • Additional pressures being placed on work colleagues leading to higher levels of stress and low morale • Loss of continuity for service users • Additional salary costs necessary to cover absences • A poor reputation for the Council 4.8 Skills pipeline Ensuring we have the right people with the right skills is critical. We need to ensure that we have a pipeline of talent available to ensure we can shape our workforce of the future, enabling us to meet areas of demand such as services to older people, children, and young people. It is also important to consider how we work across our schools plus our Further and Higher Education partners/organisations to articulate our skills requirements to promote local government opportunities as attractive career choices. 171
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16 4.8.1 Attracting our future workforce Early intervention is crucial when developing a skills pipeline and working with Universities and Colleges to ensure that courses complement our jobs of the future plays a vital role in this. Providing opportunities for our young people to transition from education to employment is equally as important and we have various programmes to support this such as the Modern Apprenticeships, Skills for Life initiative and Developing the Young Workforce Programme. 4.8.2 Recruitment Recruitment for some roles has been very difficult over recent years and this continues to be the case. Areas such as Health and Social Care, Teaching, Regulatory posts have all been difficult to fill and retain, with alternative approaches being adopted to address this. In addition to the traditional route of applying for a job vacancy, there are alternative routes into employment with the Council such as the Modern Apprentice Programmes, Trade Apprenticeships, and Graduate Programme. These routes enable employees to develop their skills while in work. 4.8.3 Developing our talent It is important to recognise the potential and aspirations of our existing workforce. Growing our own talent provides our employees with opportunities to transition into new occupations within the organisation with, for example, Teaching and Social Worker roles open to internal candidates as a retraining opportunity. In-house initiatives such as skills development, the Leadership Academy and other developmental opportunities support employees to achieve their full potential. Creation of career paths is another way to support the continued development of employees retaining key skillsets and experience for the future. 4.8.4 Succession Planning The process of identifying and developing potential future leaders or senior managers, as well as individuals to fill other business-critical positions, either short-term or long-term, is another component of our workforce planning strategy. As well as training and development activities, this may include the provision of practical, tailored work experience relevant for future senior or key roles. The aim is for the organisation to be able to fill key roles effectively if the current post holder were to leave. 172
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17 4.9 Equality Monitoring Equality monitoring of our workforce enables us to ensure our workforce is reflective of our wider communities as well as ensuring compliance with our equality duty. All public authorities in Scotland must comply with the public sector Equality Duty, also known as the General Equality Duty, set out in the Equality Act 2010. We must demonstrate how we: • Eliminate unlawful discrimination, harassment and victimisation and any other conduct that is prohibited under the Act. • Advance equality of opportunity between people who share a relevant protected characteristic and those who do not share it. • Foster good relations between persons who share a relevant protected characteristic and persons who do not share it. Equality means everyone has the right to be treated fairly and have the opportunity to fulfil their potential. Promoting equality is one of the North Ayrshire Council's core values. The principles of equality and fairness are central to all of our activities. How we meeting our statutory obligations are outlined in our two yearly Equality Mainstreaming and Outcome reporting. This is scrutinised by the Executive Leadership Team and Cabinet. 5. Engagement 5.1 Engagement of key stakeholders is important in terms of developing and implementing the workforce strategy. This includes engagement and feedback from all Council Services, through our Executive Leadership Team (ELT) and Trade Union discussions. Given the challenges ahead in the coming years, continuation of this collaborative work with Trade Unions will be extremely important. • Elected Members, the Chief Executive and Executive Directors will set the strategic direction for the Council. • Heads of Service and Senior Managers should identify the internal and external factors which may affect the future operation of their Service and its ability to achieve corporate objectives. They should also develop strategies to deal with any issues and gaps that are identified. • Best Value audits have shown we have a culture of continuous improvement. To deliver the outcomes of the Council Plan and workforce strategy, there is a need for the council to further encourage our innovative, collaborative organisational culture driven by inspiring leaders at all levels. We rely on 173
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18 employees at all levels to be empowered and skilled to develop increasingly efficient, effective, and sustainable ways of working. • People Services will support Directorates by providing advice, guidance and challenge where required and also by ensuring key stakeholders are working collaboratively. • Employees and Trades Unions will be consulted when developing actions, strategies, and workforce redesign to ensure they are acceptable and workable. We continue to have positive working relationships with our Trade Unions. We ensure they are kept up to date with our plans and progress through regular meetings between TU leads and our HR professionals and their quarterly attendance at our Chief Executive and Executive Leadership Team meetings. 6. Monitoring 6.1 The Workforce Strategy and associated action plan is aligned to the Council Plan and accordingly will be monitored and reviewed regularly. Workforce planning activity is conducted on a 6-monthly basis with Chief Officers on a Service basis with annual updates provided to the Executive Leadership Team. Action Plan updates will be captured through the performance management system to provide transparency on key actions as well as regular updates via the performance dashboard and reported via 1st Tier Joint Consultative Committee. 7. Workforce profile 7.1 A snapshot of current workforce data is provided within Appendix 1. Current workforce data is provided via Power BI on the GIS & Analytics SharePoint and can be accessed via the internal link - Employee Stats. Further snapshots will be captured at appropriate points to enable year on year comparisons. 174
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19 Appendix 1 – Snapshot of Employee Data Workforce Profile The undernoted is a snapshot of workforce data as at 31 October 2024. The majority of this information can be found within our performance dashboard or via the GIS Analytics Sharepoint – which has live data. Data as at 31 October 2024 Workforce Total headcount – 7633 (5853 Female/1780 Male) Total FTE – 6470.29 (4724.09 Female/1746.20 Male) Headcount by employee type o Permanent – 7042 o Temporary - 591 Turnover rate – Whole Council 15.16% Workstyles profile – This is the number of occupied posts with the attached workstyle, not FTE. o In Building - 4236 posts o Mobile – 1669 posts o Agile – 1950 posts o Home – No posts are allocated the Home Workstyle, however 10 employees have been approved as the Home Workstyle, and 4 employees are on a pilot of this work style via our Worklife Balance Policy. 76% of employees live in North Ayrshire 89.22% of employees are members of the Pension Fund (LGVT or Teaching). Average length of service – 11 years Average age – 45 years Age profile – 175
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20 o 16-24 years 4.85% o 25-34 years 19.09% o 35-49 years 35.66% o >50 years 40.4% Equality Data The Public Sector Equality Duty requires local authorities to gather and publish employee statistics by protected characteristic. This data is captured within North Ayrshire Council’s Equality Mainstreaming report (Equality mainstreaming report 2021 to 2022 and outcomes 2021 to 2025 mid term report). The report includes an overview of employee information by age, sex, ethnicity, disability, sexual orientation, religion and belief. It also includes the Employee Pay Gap information by sex, ethnicity and disability. Undernoted is a brief snapshot as at October 2023. • Ethnicity o 80.82% - White o 1.14% Other o 18.03% not disclosed • Disability o 76.42% no known disability o 4.13% known disability o 19.45% not disclosed. • Gender pay gap o 0.22% Absence Data Sickness absence days per teacher as at end 2023/24 – 9.30 days Sickness absence days per employee (non teacher) as at end 2023/24 – 13.83 days 176
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21 Appendix 2 - Corporate Action Plan The actions below are corporate actions to support the delivery of the Workforce Strategy. These corporate actions will be recorded on the performance management system and updates will be provided by the relevant Service Lead – frequency of updates highlighted below. These actions will complement the detailed workforce planning activity and action plans undertaken at Service level and supported by HR. Overall key outcomes will be reported and scrutinised through our corporate six monthly Council Plan Progress Reports. Theme Action Timescale Update frequency Lead Services Embedding Workforce Planning Review Service Workforce Plans on a six- monthly basis in conjunction with HR to ensure robust planning of current and future workforce, including succession planning, knowledge & skills transfer to support a multi-skilled workforce for the future and growing our own talent and ensure where appropriate this is aligned to transformation. 31 March 2028 6 monthly All Services – Lead Officers to be agreed. Incorporate workforce planning / implications where appropriate into the digital transformation programme. 31 March 2028 Annual All Services plus Transformation Team Develop and regularly review Workforce Plans to support the delivery of the 30 June 2025 6 monthly Executive Directors 177
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22 Council’s Priorities for Wellbeing, Climate and Communities/Local Democracy. Host workforce planning development sessions to enhance knowledge of workforce planning approach. 31 March 2028 Annual People & ICT Enhancing Workforce Information Develop a digital Toolkit that will provide managers with workforce information in an easy to access format. 30 September 2025 Update when complete. People & ICT Develop a digital performance dashboard to provide a user-friendly overview to monitor and inform workforce planning practice. 30 September 2025 Update when complete. People & ICT / Democratic Services Promote completion of equalities information by employees to ensure diversity of workforce is appropriately captured. Annual Annual – following exercise. Democratic Services Building workforce Capacity Design and host a Digital Skills survey to assess and further enhance the digital skills and knowledge of the workforce to inform future development interventions. 31 March 2025 Update when complete. People & ICT 178
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23 Design and host a survey aimed at those deemed an agile workstyle to gauge the continued benefits on wellbeing and productivity. 31 March 2025 Update when complete. People & ICT Promote and support the recruitment of Apprentices (Modern, Craft, Graduate). This should include data on recruits/retention etc. 31 March 2028 6 monthly Economic Development, Growth & Regeneration Develop proposals and approaches to address skills shortage in key areas (Eg. CAH, Building Standards, Social Workers) This may include links to Schools, Colleges, Universities etc. 31 March 2028 6 monthly Health & Community Care, Children, Families & Justice, Housing & Public Protection Embed and enhance ’Grow your own’ programmes – e.g. Social Work Trainee scheme/ Graduate Apprenticeship in Social Work. 31 March 2028 6 monthly HSCP Promote and enhance our employee benefits packages to all employees supporting our offering as an employer of choice. 31 March 2028 6 monthly People & ICT 179
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24 Review and reduce the number of casual employees/transition to temporary/permanent contracts 31 March 2028 Annual Relevant Services with Casuals Health, Safety & Wellbeing Promote, develop and enhance LiveWell – our programme aimed at promoting the wellbeing of NAC employees. 31 March 2028 6 monthly Democratic Services Reduce sickness absence rates through appropriate application of policy by Managers. This also includes ensuring promotion and application of supportive policies, Employee Assistance Programme and Occupational Health. 31 March 2028 6 monthly All Services Embed, evolve and enhance Occupational Health provision and support across the organisation. 31 March 2028 6 monthly People & ICT Develop, enhance and promote HR policies and guides to support the workforce. 31 March 2028 6 monthly People & ICT 180
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25 Promote a safety culture to support reduction of the number of RIDDOR incidents across the council. 31 March 2028 6 monthly Finance (Health and Safety) Update on proactive Health and Safety activity with Services to support overall wellbeing of the workforce. 31 March 2028 6 monthly Finance (Health and Safety) Promote a culture of zero tolerance to support reduction in violence and aggression incidents within the workplace. 31 March 2028 6 monthly Finance (Health and Safety) 181
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26 Appendix 3 - Corporate Performance Indicators The suite of Indicators noted below will be surfaced and monitored through the performance dashboard and will support the delivery of the Workforce Strategy. This data will support the detailed workforce planning activity undertaken at Service level and supported by HR. Responsibility Action Target/Comment Update frequency Performance Team/Analytics % of the highest paid 5% employees who are women. Current LGBF requirement. Year on Year comparison Annual in line with LGBF Timeframe. Performance Team/Analytics The gender pay gap (%) Current LGBF requirement. Year on Year comparison Annual in line with LGBF Timeframe. Performance Team/Analytics Sickness absence days per teacher Current LGBF requirement. Reduction year on year Annual in line with LGBF timeframe Performance Team/Analytics Sickness absence days per employee (non-teacher) Current LGBF requirement. Reduction year on year Annual in line with LGBF timeframe Equalities Officer Snapshot of equalities data Increase % data disclosed by end Mar 2027: Ethnicity to 90-95% (Oct 23 – 81.96% Disability to 90-95% (Oct 23 – 80.55% Annual snapshot – end Mar Performance Team/Analytics Reduce employee turnover for those services with >15% Snapshot annual of employee turnover. (annual turnover info Annual snapshot – end Mar 182
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27 as at Sept 24 was 15.26 overall) Review and monitor. Resourcing/People Services Time to recruit Average time to recruit – split by LG/Teaching Annual snapshot – end Mar Performance Team/Analytics/People Services % of employees in the pension fund Review and monitor. Baseline Oct 24 - 89.37%. Annual snapshot – end Mar Employability No of Apprentices – Modern, Craft and Graduate recruited Review and monitor Annual snapshot – Apr - Mar Employability No of Apprentices – Modern, Craft and Graduate retained/secured permanent employment % retained Review and monitor Annual snapshot – Apr - Mar Performance Team/Analytics Headcount data – currently on GIS site Year on year comparison. Annual snapshot – end Mar Performance Team/Analytics/People Services No of casuals as % of workforce by Service Year on year review. Review and monitor. Baseline from Casuals report Nov 24. Annual snapshot – end Mar Performance Team/Analytics/People Services Age split/Average Age– increase<50 Year on year review. Review and monitor. Annual snapshot – end Mar Finance/Health and Safety Team No of RIDDOR incidents Year on year review. Review, monitor and take appropriate action. Annual snapshot – end Mar 183
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Acquisition of Land for Council House Building Purpose: To seek Cabinet approval for the remainder of the former St. Michael’s Academy site in Kilwinning to be transferred from the General Fund to the Housing Revenue Account. Recommendation: That Cabinet approves the transfer of the former St. Michael’s Academy site from the General Fund to the Housing Revenue Account for the sum of £1,102,480, subject to deduction of abnormal costs. 1. Executive Summary 1.1 The Strategic Housing Investment Plan 2025-2030 was approved by Cabinet on 3 December 2024 and sets out the priorities for affordable housing investment in North Ayrshire over the next five years in order to support the outcomes set out within the Local Housing Strategy 2023-2028. 1.2 The shadow development programme includes the redevelopment of the remainder of the former St. Michael’s Academy site in Kilwinning (see plan at Appendix 1). 1.3 Additional grant funding of up to £2.000m has become available from the Scottish Government during the current financial year, arising from slippage in the delivery of other local authorities’ programmes. This provides an opportunity to accelerate North Ayrshire’s programme and utilise the available funding towards the acquisition cost for the remainder of the former St Michael’s Academy site. This will ensure that investment is maximised within the area and will release funding in future financial years to be utilised for other projects within the plan. 1.4 This report seeks Cabinet approval to transfer the land from the General Fund to the Housing Revenue Account for the sum of £1,102,480, subject to the deduction of abnormal development costs. The gross site valuation has been established through assessment by the District Valuer. 2. Background 2.1 The Scottish Government has confirmed that up to a further £2m slippage funding is available from their Affordable Housing Supply Programme (AHSP) to be spent during the 2024/2025 financial year. This funding is available in addition to the Council’s grant funding allocation for 2024/2025, which is £12.173m. 2.2 The funding is available as some of the other local authorities in Scotland are unable to spend their allocations by 31 March 2025. The funding is available on the condition that it Agenda Item 10 185
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is spent, and any transactions concluded, by 31 March 2025. 2.3 The Strategic Housing Investment Plan 2025-2030 sets out priorities for affordable housing investment in North Ayrshire over the next five years, in order to support the outcomes set out within the Local Housing Strategy. 2.4 When preparing the Strategic Housing Investment Plan, the Council and its Registered Social Landlord partners committed to delivering the projects detailed within it. However, the nature of development means that unexpected delays or constraints may emerge. Scottish Government guidance therefore indicates that a slippage programme is required. To meet this requirement, and in light of future AHSP funding uncertainty, the Council has prepared a shadow programme to be accelerated, subject to Cabinet approval, if and when additional funding becomes available. 2.5 As reported to Cabinet on 3 December 2024, should additional funding become available, the Council liaises with the Scottish Government to agree where this can be accommodated. The opportunities to accommodate the additional funding within the main programme have been exhausted, with additional funding anticipated to be claimed for the former Garnock Academy, Kilbirnie site, and the site at Ayrshire Central Hospital, Irvine. It is therefore proposed that the excess funding is utilised for the shadow programme. 2.6 The former St. Michael’s Academy site in Kilwinning was included for development within the Strategic Housing Investment Plan 2025-30 shadow programme. Projects within the shadow programme should be progressed to a ‘shovel ready’ status as far as possible to ensure that we are primed to take advantage of future funding availability. This includes land assembly for future development. 2.7 A valuation has been obtained from the District Valuer based on the full market value of the site. The gross valuation will be subject to the deduction of any abnormal costs agreed as part of the development project. The gross site market value is £1,102,480. The ground is held within the General Fund and there is no rental income for the site. The site extends to 3.12 acres and is expected to accommodate 46 units of new Council housing. The development is anticipated to provide a mixture of general needs houses, amenity bungalows and homes suitable for wheelchair users. 2.8 The site valuation includes an area of ground which is required to consolidate the title to the Council’s second phase development at the former St. Michael’s Academy site. This area is valued at £0.482m, and the acquisition of this land will therefore be funded from the Strategic Housing Investment Plan contingency fund. The remainder of the site is valued at £0.621m and will be funded by the additional Scottish Government grant. 2.9 The Council has appointed an external Quantity Surveyor to agree the abnormal development costs which will be deducted from the acquisition value for the site following internal review by the Council’s Quantity Surveyors. The consultant will also advise on the application of any cap on abnormal costs, if appropriate. This will ensure that the interests of both the General Fund and Housing Revenue Account are protected. 2.10 It is proposed that the land at the former St. Michael’s Academy in Kilwinning is transferred from the General Fund to the Housing Revenue Account at a cost of £1,102,480, subject to the deduction of abnormal costs, before 31 March 2025. 2.11 Subject to the availability of future Scottish Government grant funding, it is currently estimated that works at the site will commence during winter 2027 and conclude by spring 186
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2029. 3. Proposals 3.1 It is proposed that Cabinet approves the transfer of the remainder of the former St. Michael’s Academy site in Kilwinning from the General Fund to the Housing Revenue Account for the total sum of £1,102,480, subject to deduction of any abnormal development costs. 4. Implications/Socio-economic Duty Financial 4.1 The sum of £1,102,480 will be transferred from the Housing Revenue Account to the General Fund. Abnormal development costs will later be reclaimed from the General Fund, at an agreed cap or limited to the gross transfer value if a cap cannot be established. Human Resources 4.2 None Legal 4.3 There is a requirement to conclude the transfer of assets by 31 March 2025 to enable Scottish Government grant funding to be utilised. The development of the site falls within the Council’s permitted development rights. The site is located in a ‘General Urban Area’ classified zone within the current Local Development Plan (LDP2). Permitted development enables local authorities to carry out works, within their district, for the erection of dwellings so long as the development conforms with the Local Development Plan. The Council will obtain a ‘Certificate of Lawfulness’ from the Planning Service to certify that the site has been considered against the full terms of the adopted Local Development Plan. Equality/Socio-economic 4.4 The provision of new social housing will have a positive impact on those who require specialist accommodation, older people, those who are homeless, or at risk of homelessness, and those for whom purchasing a home is not an affordable option. The benefits of new build housing in relation to health, wellbeing and educational attainment, are well documented. Climate Change and Carbon 4.5 New homes should have a low environmental impact, with the aim of reducing fuel use and associated fuel costs. The project will be delivered in accordance with Building Standards regulations for energy efficiency. It will also be delivered to Section 7, Silver Level, of the 2019 Building Regulations in respect of Energy for Space Heating. New Council homes contribute significantly to the Council’s Sustainability agenda. New housing is more energy efficient, better ventilated, and has higher levels of thermal comfort, which supports improved health and well-being. Key Priorities 187
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4.6 The provision of new affordable housing supports the Council Plan strategic priorities: ‘Wellbeing’; ‘Climate Change’; ‘A Sustainable Council’: and ‘Communities and Local Democracy’. It supports the ambitions of the Council’s Regeneration Delivery Plan to drive forward development on strategic regeneration sites, including town centres. There is also evidence that children and young people can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment and the provision of new affordable housing also supports the Council Plan priority that children and young people experience the best start in life. Community Wealth Building 4.7 The development of the site supports the Council’s Regeneration Delivery Plan. The plan sets out the Council’s priorities to deliver on the Land and Assets pillar, objectives and associated actions of the Community Wealth Building Strategy. It aims to support equitable land development and the development of underutilised assets for community use. The delivery of the site will also contribute to the Procurement pillar through the inclusion of appropriate community benefit of local supplier clauses within the construction contract and by considering phasing and programming to support delivery by smaller scale and local contractors where appropriate. 5. Consultation 5.1 No consultations were required in the preparation of this report. DAVID W. HAMMOND Executive Director (Communities and Housing) For further information please contact Fiona Ellis, Senior Manager, Housing Strategy and Development, on 01294 324031. Background Papers Strategic Housing Investment Plan 2025-2030 188
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"This map is reproduced from the OS map by North Ayrshire Council with the permission of the Controller of Her Majesty's Stationery Office © Crown Copyright. Unauthorised reproduction infringes Crown Copyright and may lead to prosecution or civil proceedings. Licence Number :AC0000825715 " Ü 1:2,500 0 30 6015 Meters Site Area: 7.03 Acres or thereby St. Michael's Wynd LAURENCE CREE Head of Service/Chief Officer SUS, TPT & CORP PROPERTY CUNNINGHAME HOUSE, IRVINE, KA12 8EE TEL: (01294 22500 FAX (01294) 225044 NOTE: All ownership information should be checked against the relevant Legal Title. The boundaries shownareindicative only 189
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Nature Network Strategy for North Ayrshire Purpose: To seek approval of the proposed North Ayrshire Nature Network Strategy Recommendation: That Cabinet approves the proposed North Ayrshire Nature Network Strategy at Appendix 1. 1. Executive Summary 1.1 North Ayrshire Council declared a climate emergency in June 2019, setting a net zero emissions target for 2030. The Sustainable North Ayrshire Strategy provides a route map to achieve this target, to tackle both the climate and nature emergencies. 1.2 The Scottish Government’s new Scottish Biodiversity Strategy to 2045 requires all local authorities to develop and implement a Nature Network for their area, cumulating in a Nature Network for Scotland. 1.3 The proposed North Ayrshire Nature Network (NANN) Strategy at Appendix 1 provides an overview of what Nature Networks are, a methodology for North Ayrshire, following the NatureScot delivery guidance, and an action plan for the delivery of the NANN. 1.4 Cabinet is invited to approve the proposed strategy at Appendix 1 for implementation. 2. Background 2.1 In 2018, the Intergovernmental Panel on Climate Change (IPCC) report warned that the world has until 2030 to keep global temperatures from rising more than 1.5°C above pre-industrial levels before damage to the planet is irreversible. In June 2019, the Council declared a Climate Emergency and has set an ambition to achieve net zero carbon emissions by 2030, in line with the IPCC report. 2.2 The new Sustainable North Ayrshire Strategy has been developed to support this ambition, and to halt biodiversity loss and be Nature Positive by the same date. 2.3 The Scottish Government recognise that the country is now faced with a nature emergency and have developed a Biodiversity Framework and five-year Delivery Plan for the Scottish Biodiversity Strategy. This strategy sets out a clear ambition for Scotland to be Nature Positive by 2030, and to have restored and regenerated biodiversity across the country by 2045. Figure 1 below is an infographic which illustrates the vision to 2045. 2.4 The Scottish Government’s Biodiversity Strategy to 2045 states that local authorities Agenda Item 11 191
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will deliver a Scotland wide Nature Network. Each local authority will be responsible for delivering a Nature Network in their own area. In response, it is proposed that the North Ayrshire Nature Network (NANN) be developed. Figure 1. A Nature Positive Scotland by 2030 Biodiversity and Nature in North Ayrshire 2.5 Biodiversity refers to the variety of all living things and the ecosystems where they live. It includes diversity within species, between species and across ecosystems. Nature includes biodiversity, geodiversity and the natural elements of our landscapes and seascapes. 2.6 Biodiversity loss increases climate change, and the changing climate contributes to biodiversity loss. The actions we take to address each are fundamental to our wellbeing and survival. It is only possible to tackle this crisis by working to halt climate change and biodiversity loss simultaneously. 2.7 The Council has been acting on the protection and enhancement of biodiversity since the first Local Biodiversity Action Plan in 2001. The current North Ayrshire Local Biodiversity Action Plan (NALBAP) 2019-2031 is the primary vehicle intended for delivering on biodiversity action. The aims of the NALBAP are as follows: • Protect and restore biodiversity on land and seas, and to support healthier ecosystems • Connect people with the natural world, for their health and well-being and to involve them more in decisions about their environment • Maximise the benefits for North Ayrshire of a diverse natural environment and the services it provides, contributing to sustainable economic growth. 2.8 Some examples of recent action on biodiversity include: • Establishment and successful facilitation of the North Ayrshire Biodiversity Partnership, bringing together a wide range of biodiversity stakeholders with shared objectives. • Development of a landscape scale ecosystem restoration project following Garnock Connections which aims to achieve biodiversity net gain. This aims to align with the national ecological network and provide a means of habitat 192
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restoration, enhancement and creation. • Local Nature Conservation Site review has been undertaken to ensure that it is fit for purpose, and new sites which meet the criteria can be identified and included. • Implementation of the Ayrshire Nectar Network in partnership with Scottish Wildlife Trust, to create and connect nectar and pollen-rich habitats in North and South Ayrshire. Nature Networks 2.9 A Nature Network connects nature-rich sites, restoration areas, and other environmental projects through a series of areas of suitable habitat, habitat corridors and stepping-stones. As well as supporting regional and national approaches to protect and restore nature, they provide local benefits to wildlife and people. 2.10 Connectivity is an essential part of nature. It is necessary for functioning and healthy ecosystems, key for the survival of animal and plant species, and is crucial to ensuring genetic diversity and adaptation to pressures such as climate change. To ensure Scotland's nature can thrive, nature-rich areas must be connected through a series of networks linking them all together. 2.11 The current NALBAP recognises the need for a landscape scale nature restoration project, such as the development of a Nature Network. 2.12 Nature Networks are highlighted as key for the Scottish Government to deliver the Biodiversity Strategy to 2045. Nature Networks are to be one of the principal tools for Scottish local authorities to deliver on biodiversity and climate change action. Together with the introduction of statutory nature restoration targets from the forthcoming Natural Environment Bill, the Council will be expected to deliver a "measurable increase in urban biodiversity." North Ayrshire Nature Network Strategy 2.13 Although the development of the NANN will be led by the Sustainability Service, it will involve considerable community buy in, partnership working and interdepartmental cooperation. The intention of the proposed North Ayrshire Nature Network Strategy is to be a single document to set out: • An explanation of what Nature Networks are and what they will deliver. • The national and local policy context. • A methodology for developing a Nature Network for North Ayrshire, following the NatureScot Nature Network delivery guidance. • An action plan for the implementation and delivery of the NANN. 2.14 The NANN Strategy provides a seven-stage methodology for the creation of the first nature network. Figure 2 below provides a summary: Figure 2. Summary of proposed NANN methodology. 193
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2.15 The NANN Strategy further considers the community engagement, specifically enhancing connectivity between nature and people. A range of actions have been identified and summarised in an action plan at the end of the Strategy. The proposed actions are as follows: • Take part the national and regional structures developed by NatureScot • The Council is the principal organisation in the delivery of NANN. We will develop officer buy in by undertaking an internal stakeholder consultation. • Develop a clear and consistent message on NANN. • Engage with the national steering group directly through active participation and indirectly through COSLA. • The Council will spatially identify NANN. This will involve identifying important areas for nature and settlements. These will be incorporated into NANN. • Organise NANN Launch event/s • The Council will engage with its Regional Land Use Partners, NatureScot and others. • Run a community consultation intended to make NANN locally designed and delivered. We will do this through place-based engagement identifying local challenges and needs. We will work to create a sense of ownership of the Nature Network in local communities. • Create a Local Nature Network Group • Continue to work with stakeholders to develop and implement Community Climate Action Plans. • Integrate the governance of the NANN, and feed into, the governance structure as outlined within Scotland’s Biodiversity Strategy 2022-2045. • Ensure that communications on the NANN will highlight links to nature-based solutions and climate action, complementing the Make Space for Nature and Let’s Do Net Zero campaigns. • Work with NatureScot to review the councils land holdings, in line with their Biodiversity Duty. The process will identify areas that could support the delivery of Nature Networks. • Carry out an internal audit to identify the existing skills, knowledge, and resources within North Ayrshire. Having identified them they will need to be incorporate in the process. • Engage with the Scottish LBAP Officers Network sharing knowledge, resources, and skills with other LAs. • Ensure that the NANN provides opportunities for education and green skills development. The Council will use the NANN as a springboard to grow North Ayrshires green economy and delivering economic growth. • The Council will utilise the NatureScot’s Nature Networks Toolbox to highlight and signpost tools to assist decision-making. • Expand and enhance Nature Networks and ecological connectivity. • Incorporate and embed Nature Networks into policy frameworks and decision- making processes as a component of Local Development Plans and Regional Land Use Partnerships nationally by 2030. 2.16 Progress against the methodology and these actions will be reported monthly to the Step 1: Evidence gathering to develop an initial vision for the NANN. Step 2: Identify and involve stakeholders in refining the vision. Step 3: Prepare final vision. Step 4: Develop a project team for the delivery of nature network vision. Step 5: Building the Nature Network Step 6: Implement the plans. Step 7: Undertake monitoring to allow evaluation of nature network. 194
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Head of Service for Sustainability, Transport and Corporate Property, quarterly via the corporate performance management system, and annually to Scottish Government through the Biodiversity Duty Report. 3. Proposals 3.1 It is proposed that Cabinet approved the North Ayrshire Nature Network Strategy at Appendix 1 for implementation. 4. Implications/Socio-economic Duty Financial 4.1 Delivery of the North Ayrshire Nature Network Strategy is not fully funded, however funding provided by Scottish Government for nature restoration projects can be utilised for this strategy, as the criteria for works align. 4.2 Exploration of external funding opportunities and innovative partnership models will also be maximised to meet our objectives. Human Resources 4.3 Previously vacant posts within the Sustainability service have been filled following a robust recruitment exercise, providing 0.5FTE additional resource to focus on implementation. Legal 4.4 The Nature Conservation (Scotland) Act 2004 places a specific duty on all public bodies to further the conservation of biodiversity and to consider Scotland’s Biodiversity. The Council reports on its delivery of this duty through the Biodiversity Duty Report. 4.5 The forthcoming Natural Environment Bill seeks to set statutory nature restoration targets and to create a framework for monitoring, enforcing, and reporting on targets for local authorities. Equality/Socio-economic 4.6 Improving biodiversity can also have social and economic benefits. An area improved for wildlife can also have a higher public amenity value. Climate Change and Carbon 4.7 Biodiversity loss increases climate change, and the changing climate contributes to biodiversity loss. The actions we take to address each are fundamental to our wellbeing and survival. It is only possible to tackle the crisis by working to halt climate change and biodiversity loss simultaneously. Key Priorities 4.8 The works undertaken are in keeping with the aim ‘To achieve net-zero by 2030’ within the Council Plan 2023-28. 195
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Community Wealth Building 4.9 Community Wealth Building has a key role to play in talking biodiversity loss. Encouraging products and services purchased by anchor organisations to be sustainable not only supports local community, but the local environment too. Part of the NANN stakeholder engagement seeks to collaborate with local businesses, communities and organisations to identify opportunities to work collaboratively. 5. Consultation 5.1 The Council responded to the Scottish Government’s consultation on the Scottish Biodiversity Strategy, seeking cross-service views. Various Council services have been engaged with in the process of developing the NANN Strategy, for example, Planning, Roads, Connected Communities, alongside the North Ayrshire Biodiversity Partnership and Climate Change Steering Group. 5.2 The NANN Strategy was presented to the Policy Advisory Panel on 4th February and supported for consideration by Cabinet. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Laurence Cree, Head of Sustainability, Transport and Corporate Property, on (01294) 324514. Background Papers 0 196
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North Ayrshire Nature Network 2024 - 2045 197
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North Ayrshire Nature Network (NANN) Delivery Action Plan Table of Contents Introduction ............................................................................................................................................ 2 Background ....................................................................................................................................... 2 What are Nature Networks? ............................................................................................................... 5 Types of networks ............................................................................................................................ 7 Habitat networks and climate change ........................................................................................... 8 Policy Context ....................................................................................................................................... 9 International Policy ........................................................................................................................... 9 National Policy ................................................................................................................................ 10 Local Policy ..................................................................................................................................... 11 Delivering a North Ayrshire Nature Network .................................................................................. 12 Methodology .................................................................................................................................... 13 Table 1: Methodology .......................................................................................................................... 0 Education and connection to nature .............................................................................................. 0 Consultation ...................................................................................................................................... 0 Communications Plan ...................................................................................................................... 0 Knowledge and skills ....................................................................................................................... 0 Action Plan ........................................................................................................................................ 0 Governance ........................................................................................................................................... 1 Appendix 1: Action Plan ...................................................................................................................... 0 198
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North Ayrshire Nature Network (NANN) Delivery Action Plan Introduction The Global Climate Emergency and the Nature Emergency are twin reinforcing crises. Biodiversity loss increases climate change, and the changing climate contributes to biodiversity loss. The actions we take to address each are fundamental to our wellbeing and survival. It is only possible to tackle this crisis by working to halt climate change and biodiversity loss simultaneously. The Scottish Government’s Scottish Biodiversity Strategy to 2045 states that local authorities will deliver a Scotland wide Nature Network. Local authorities will be responsible for delivering a Nature Network in their own area. In response, North Ayrshire Council will deliver the North Ayrshire Nature Network (NANN). The delivery will involve considerable community buy in, partnership working and interdepartmental cooperation. The intention of this document is to be a single document be a single document to set out: • An explanation of what Nature Networks are and what they will deliver. • The national and local policy context • A methodology for developing a Nature Network for North Ayrshire, following the NatureScot Nature Network delivery guidance. • An action plan for the implementation and delivery of the NANN. Background Biodiversity is an abbreviated term for “biological diversity” and includes all our species, habitats and ecosystems. All life on earth, including our economy, is linked to ecosystem services in numerous ways. These include photosynthesis, soil formation, nutrient and water cycling, fresh water, food, fuel, timber, fibre, and pharmaceuticals, flood management, pollination, carbon sequestration, erosion reduction, regulation of regional and local climate, air purification, water filtration, pest control, as well as the non-material benefits we obtain from the environment such as recreation, tourism and improved health and wellbeing through the fulfilment that nature experiences can bring. However, there is strong evidence of the scale and nature of a biodiversity crisis. The natural environment is being degraded across much of our land and seascapes. Scotland now has half the biodiversity it used to have. Biodiversity loss in Scotland has direct and indirect drivers. The direct drivers continue to cause biodiversity loss at unprecedented rates. Climate change will continue to impact on biodiversity in Scotland for decades to come. The biggest direct driver of biodiversity loss is the way in which people use the land and sea. How we grow food, harvest materials, and build towns and cities all has an impact on the natural environment. Another direct driver is the negative impact from the direct exploitation of organisms. In Scotland this has taken the form of overfishing and the felling of native woodlands. Pollution in Scotland has reached all types of ecosystems, even those in remote areas. Pollution comes in many forms, for example nitrogen and ammonia caused by intense agriculture, to microplastics found in our soils and seas. 199
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North Ayrshire Nature Network (NANN) Delivery Action Plan Invasive non-native species are species that have been brought to our country by human activity. When they arrive, they out-compete local biodiversity for resources such as sunlight and water. This causes the native species to die out causing a shift in the makeup of the natural ecosystem. Some examples of invasive species not native to Scotland are Japanese knotweed, Himalayan balsam, and the American mink. Indirect drivers are the underlying causes of the direct drivers of biodiversity loss. Research has shown the main underlying cause is the disconnection of people and nature. This disconnection results in a lack of recognition for the value and importance of nature. If people do not feel connected to nature, they are more likely to over-exploit it. They will not take seriously the impacts of climate change, pollution, and invasive non-native species. NatureScot (Scotland’s nature agency) published a research report classifying the indirect drivers of biodiversity loss under five headings: 1. Socio-cultural 2. Demographic 3. Economic 4. Political, institutional and governance 5. Technological It is vital that direct and indirect drivers of biodiversity loss are addressed. In doing so we will stop the biodiversity crisis worsening. But only a proportion of species and habitats will regenerate on their own. The others will need substantial restoration efforts. The implementation of a range of Scottish policies has started to try and address these indirect drivers. These include: • implementing the United Nation’s Sustainable Development Goals through the National Performance Framework, • joining the Wellbeing Economy Alliance, • establishing the Just Transition Commission • publication of both the National Strategy for Economic Transformation and the Environment Strategy. Proactive or reactive changes The Stern review on the Economics of Climate Change shows that the costs of inaction on climate change substantially outweigh the costs of action. The biodiversity crisis needs to be viewed in the same way. Figure 1 below shows the Scottish Government’s 'vision' infographic; a timeline from 1970 to 2045. This shows biodiversity (examples of flora and fauna) declining and regenerating by 2045. The timeline begins with images of the exploitation of land and sea in the 1970’s. Figure 1. A Nature Positive Scotland by 2030 200
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North Ayrshire Nature Network (NANN) Delivery Action Plan As the timeline progresses it shows a decline in biodiversity. From 2030 to 2045, the image shows restoration of biodiversity on land and sea through taking the right action. The image includes the draft Scottish Biodiversity Strategy vision text. “By 2045, Scotland will have restored and regenerated biodiversity across our land, freshwater, and seas. Our natural environment, our habitats, ecosystems, and species, will be diverse, thriving, resilient and adapting to climate change.” COP15 stated that there is a connection between biodiversity loss and climate change. It recognised the important role of local government in addressing the nature crisis. This gave effect to the Edinburgh Declaration, recognising the importance of “subnational governments, cities and local authorities” in delivering effective biodiversity and climate change action. In response the Scottish Government has published the draft Scottish Biodiversity Strategy to 2045: tackling the nature emergency (www.gov.scot). The goals for the strategy are ambitious. They have set a target for halting biodiversity loss by 2030 and being nature positive by 2045. The draft strategy’s vision is set out as: • By 2045, Scotland will have restored and regenerated biodiversity across our land, freshwater, and seas. • Our natural environment, our habitats, ecosystems, and species, will be diverse, thriving, resilient and adapting to climate change. • Regenerated biodiversity will drive a sustainable economy and support thriving communities, and people will play their part in the stewardship of nature for future generations. 201
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North Ayrshire Nature Network (NANN) Delivery Action Plan There are twenty-six priority actions set out in the proposed 5 year Delivery Plan. Work is already in progress across Scotland to restore and regenerate ecosystems and habitats however, urgent action is needed to accelerate and expand the scale of our efforts. The three priority actions which will have the most immediate effect are: • The introduction of statutory nature restoration targets. • The introduction of a programme of ecosystem restoration. • The increase and safeguarding of space for coastal habitat change. Nature Networks are highlighted as key for the Scottish Government to deliver the Biodiversity Strategy to 2045. Nature Networks are to be one of the principal tools for Scottish local authorities to deliver on biodiversity and climate change action. Together with the introduction of statutory nature restoration targets from the forthcoming Natural Environment Bill, the Council will be expected to deliver a "measurable increase in urban biodiversity." What are Nature Networks? A Nature Network is a network that connects nature-rich sites, restoration areas, and other environmental projects through a series of areas of suitable habitat, habitat corridors and stepping-stones. Figure 2 below identifies the components of a Nature Network. Figure 2. Lawton Report components of a theoretical Nature Network Core areas, often called ‘patches,’ are areas of high nature conservation value which form the heart of the network. They can provide high quality habitat for a 202
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North Ayrshire Nature Network (NANN) Delivery Action Plan specific species or a group of species. Isolated patches can support a limited population of a species. Their small size makes them unlikely to guarantee species survival. A single catastrophic event, such as a fire or new predator, could wipe out the entire population in a core area. Corridors and ‘stepping stones’ are spaces that improve the functional connectivity between core areas, enabling species to move between them to feed, disperse, migrate or reproduce. Although the term implies the two areas of habitat have a physical connection, to be a network this does not have to be the case. Separate areas of habitat can have functional connectivity rather than structural connectivity. Restoration areas are areas where measures are planned to restore or create new high value areas so that ecological functions and species populations can be restored. Buffer zones are areas that closely surround core areas, restoration areas, ‘stepping stones’ and ecological corridors, and protect them from adverse impacts from the wider environment. Sustainable use areas are areas within the wider landscape focussed on the sustainable use of natural resources and appropriate economic activities, together with the maintenance of ecosystem services. Matrix The matrix is all the outer land that surrounds the core areas. It may be any kind of land use, including urban development and agriculture. An animal or plant moving from one core area to another must pass through this matrix. Different land uses are easier for different species to move through. A badger would find it more difficult to pass through a town than a farm. The use of the right management makes the matrix of land use easier for species to cross. The same management can also have social and economic benefits. An area improved for wildlife can also have a higher public amenity value. Movement routes These are areas that allow plants and animals to move from one area to another. A movement route may be: • a connecting area of variable shape • linear patches of habitat, like a corridor • a series of ‘stepping stones’ of habitat patches – which species can use to ‘jump’ from one area to another. • a particularly permeable part of the matrix – which plants and animals can move through more easily. The connections Patches of habitat form a network if they’re connected structurally or functionally. The most suitable type of connection will vary by species. 203
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North Ayrshire Nature Network (NANN) Delivery Action Plan Connectivity can also apply to people. In a green network people must be able to move between different areas of greenspace. The permeability of a matrix can vary among people as it can with biodiversity. A footbridge with steps will be impermeable to a wheelchair user or person with a heavy pram. Structural connectivity A structurally connected landscape has physically linked core areas of similar habitat types. Structural connectivity can be seen on a map or aerial photo as a block of habitat. But it takes the structural connection of patches to create a network. To make a network species must be comfortable with, and capable of, moving between the patches. Difficulties may arise if the linking area: • is too small for an animal to feel safe passing along it • receives too much direct sunlight for some plant species to thrive there. Functional connectivity A functionally connected landscape has core areas of habitat that species can move between even though they aren’t physically joined. For example, an animal may be able to move through an area of suitably managed matrix, meaning that the habitat patches are connected in practice for that specific species. Computer modelling is often used to assess functional connectivity, as it usually won’t appear as a network on a map or aerial photo. Sometimes species can move between core areas of a landscape not physically joined. The movement of species happens through the proper management of the landscape between. This is a functional connection. As well as supporting regional and national approaches to protect and restore nature, nature networks provide local benefits to wildlife and people. In their creation nature networks will help to improve Scotland’s biodiversity and defend against the climate crisis. They will help preserve the integrity of ecosystems, provide safe havens to help wildlife move as it adapts to climate change, and help improve access to nature for people. Nature Networks are a key component in tackling the nature and climate emergency. These networks will deliver increased ecological connectivity and restoration across Scotland. Types of networks Connectivity not only improves biodiversity, but it also makes it more resilient to climate change. Climate change forces species to move to areas with a climate that suits them better. Habitat connectivity eases the movement of species. To deliver a Nature Network we need to understand existing habitat connectivity. Mapping the habitat is the best way of getting to grips with the existing connectivity. This allows us to prioritise areas for action and to expand an existing network, improve management or increase connectivity. Green Networks A green network must deliver social and economic benefits alongside environmental improvements. 204
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North Ayrshire Nature Network (NANN) Delivery Action Plan Developing a green network could involve: • improving health and wellbeing of people by providing paths and creating open space. • reducing flood risk by establishing land to act as sustainable urban drainage systems (SUDS) Green Networks help to improve the economic status of an area. They make areas a more attractive place to live and work. Activities involved in developing a green network can reduce habitat fragmentation. They deliver a broader range of benefits for both people and wildlife than a simple habitat network. Integrated habitat networks An integrated habitat network combines the needs of different habitats and species. Glasgow and Clyde Valley Green Network partnership is an example of an integrated habitat network. It covers a mix of habitats, for example: • unimproved grassland • floodplain wetland • woodland • raised bog. Habitat networks and climate change If climate change forces species to shift their range, habitat connectivity may enable movement to a more suitable core area. North Ayrshire will experience the effects of climate change. What the extent of these climatic changes will be is still unknown. What we do know is that humans and wildlife will need to adapt to our changing climate. As the climate changes many species in Scotland will begin to move northwards. Species will disappear from North Ayrshire and new species take their place. Without a habitat network it will be more difficult for species to find new suitable habitat. Shifting climate envelopes Each species has its own ‘climate envelope’ or ‘climate space’. These are a range of climatic conditions that suit it and an area where these conditions occur. As the climate changes, climate envelopes will move, and many species will need to move with them. Some species will find that the climate in their area changes such that it no longer suits them. It might become too hot, too wet, or too dry, or a mixture of these factors. Such species will either need to adapt to the new climate or move in search of a climate that suits them better. Species with a low dispersal ability may be unable to move fast enough to keep pace with climate change. Other plants and animals may be able to disperse but will still have to move through land that surrounds their core areas. Small, isolated habitat patches surrounded by an impermeable matrix will make dispersal impossible. The species in these isolated habitats will not survive. How habitat networks can help 205
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North Ayrshire Nature Network (NANN) Delivery Action Plan Habitat networks link together separate patches of habitat. These can provide away for some species to follow their shifting climate envelope. This is important in the face of climate change. Many species must migrate, adapt, or die. The creation of a nature network will be a key part in North Ayrshire Councils climate change response. Nature Networks and communities A Nature Network is not just structural and functional connections for nature in the landscape. It also can help a connection between local people and their environment. North Ayrshire’s natural heritage is part of the identity of its people. Connecting people with their local environment helps develop that sense of place and belonging. Connecting people with their own natural heritage creates a sense of pride and agency to help conserve it. In turn protecting and conserving nature provide co- benefits to communities and public health and wellbeing. Nature Network co-benefits include the provision of high quality green and blue spaces for health and recreation, active travel networks and sustainable local food production. The NANN will deliver many benefits to society. Policy Context World leaders and local governments are responding to the call to act on the nature emergency, which has led to a number of international, national and local policies to be put in place. Some of these key drivers are listed below: International Policy • Convention on Biological Diversity Signed by 150 government leaders at the 1992 Rio Earth Summit, the Convention is dedicated to promoting sustainable development. It recognises that biological diversity is about more than plants, animals and microorganisms and their ecosystems; it is about people and our need for food security, medicines, fresh air and water, shelter, and a clean and healthy environment. One of the key actions is to integrate all protected areas into the wider landscape. • UN Plan of Implementation of the World Summit on Sustainable Development The 2002 Earth Summit in Johannesburg agreed to promote the development of national and regional ecological networks and corridors. The Intergovernmental Panel on Climate Change’s Climate Change 2001 report recommends that a network of habitats and habitat corridors will be required to facilitate migration through the landscape. • EU The Water Framework Directive Requires Member States to plan and act on a larger scale than individual sites. The Directive requires that the Scottish Environment Protection Agency plan on a whole catchment scale to bring bodies of water up to the required ecological status which may also improve habitat networks. • EU Biodiversity Strategy 206
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North Ayrshire Nature Network (NANN) Delivery Action Plan Proposes the creation of a Trans-European Nature Network. The NANN would join with the nature networks in neighbouring councils. These would create integrated ecological corridors. These corridors will eventually link up to form part of the Trans-European Nature Network. • EU Habitats Directive Aims to improve the ‘ecological coherence’ of Special Areas of Conservation. This involves actions within a site and often around its designated area. These are to ensure favourable conditions for species and habitats in the long term. • EU Birds Directive Requires conservation action to be undertaken both within and outside Special Protection Areas. National Policy • Conservation Regulations 1994 Transposed from the EU Habitats Directive into UK law, states that “for the purposes of the [Town and Country Planning Acts], policies in respect of the conservation of the natural beauty and amenity of the land shall be taken to include policies encouraging the management of features of the landscape which are of major importance for wild flora and fauna.” • Nature Conservation (Scotland) Act 2004 Places a specific ‘biodiversity duty’ on all public bodies to further the conservation of biodiversity, stating that “It is the duty of every public body and office holder, in exercising any functions, to further the conservation of biodiversity so far as it is consistent with the proper exercise of those functions”. It is likely that Biodiversity Duty Report will be the method the Council will use for reporting on its delivery of the NANN and the Councils wider new biodiversity commitments under the Natural Environment Bill. • Natural Environment Bill Will set legally binding nature restoration targets at land and sea and set a framework for monitoring and enforcing targets which are seen as essential for accountability in tackling the nature emergency. These targets are seen as “absolutely vital” to drive cross government and cross sector action to reverse nature loss, much in the way that we have seen net zero targets drive action on climate change. • Scottish Planning Policy (2014) States that the planning system should seek benefits for biodiversity from new development where possible, including the restoration of degraded habitats and the avoidance of further fragmentation or isolation of habitats. (The third National Planning Framework,NPF3, and Scottish Planning Policy are now replaced by the fourth National Planning Framework, NPF4. • National Planning Framework, NPF4 Acknowledges the links between climate change and the biodiversity crisis. The policy will respond to the crisis while promoting equality with social and economic development, and aims to "protect biodiversity, reverse biodiversity loss, deliver positive effects from development and strengthen nature networks". • Scottish Biodiversity Strategy to 2045 207
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North Ayrshire Nature Network (NANN) Delivery Action Plan A public consultation exercise was undertaken by Scottish Government in late 2023, seeking feedback on the draft strategy, 5-year delivery plan and proposed Nature Environment Bill. The goals for the strategy are a 2030 milestone of halting biodiversity loss and being Nature Positive by 2045. • ‘30 by 30’ In 2020, the Scottish Government committed to protect 30% of Scotland’s land for nature by 2030. This reflects the new global target to protect 30% of the planet’s land and sea by 2030 and is seen as a major opportunity to create more protected areas, and improve the protected sites we already have, ensuring they are bigger, better, and more connected. • Climate Change Plan A new Climate Change Plan is being developed by the Scottish Government. It must embed policies across all areas to reduce emissions and meet Scotland’s 2030 and 2045 targets. This includes transport, climate and nature friendly farming, restoration of Scotland’s peatlands and energy efficiency. • Scottish Forestry Strategy One aim is to “promote a landscape-scale approach to habitat networks”. The national strategy feeds into regional forestry strategies and implementation plans. • Agriculture and Rural Communities (Scotland) Bill The Scottish Government introduced the Bill intended to support farming, forestry, and rural communities. This Bill gives Scottish Ministers the powers to develop a new support framework, following the exit from the EU. This Bill is intended to transition Scotland to nature and climate friendly farming methods. It also aims to protect and improve the management of woodlands and forests. • Environmental Assessment legislation The Environmental Impact Assessment (Scotland) Regulations 1999 and the Environmental Assessment (Scotland) Act 2005 require anyone who carries out such assessments to consider impacts on biodiversity, flora, and fauna. • Curriculum For Excellence The Council will be required to ensure that the educational aims of Scotland’s Biodiversity Strategy are fully integrated into the delivery of the Curriculum for Excellence. Full development of this connection will help children and young people gain the knowledge, skills and attributes needed for life in the 21st century through developing their connection with the natural world. • Local Development Plan (LDP) LDPs should promote nature recovery and nature restoration across the development plan area, including by facilitating the creation of nature networks and strengthening connections between them to support improved ecological connectivity; restoring degraded habitats or creating new habitats; and incorporating measures to increase biodiversity, including populations of priority species Local Policy • North Ayrshire Council Plan 2023-2038 The Council Plan sets out North Ayrshire Council’s commitment to deliver on its communities’ priorities over a five-year period. These priorities have been 208
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North Ayrshire Nature Network (NANN) Delivery Action Plan identified as, Wellbeing, Communities and Local Democracy, Climate Change and A Sustainable Council. The NANN Strategy supports delivery of each of these priorities. • Sustainable North Ayrshire Strategy (SNA) 2024-2027 The SNA Strategy sets out the Council’s journey through implementation of nine strategic priorities, specific project actions and a Carbon Footprint and Project Register. The aim of the strategy is to achieve net-zero emissions by 2030, and to halt biodiversity loss and be nature positive by 2030. • North Ayrshire Local Biodiversity Action Plan (NALBAP) 2019-2031 The primary vehicle intended for delivering biodiversity enhancement in North Ayrshire. The aims of the NALBAP are to protect and restore biodiversity, connect people with the natural world, and maximise the benefits of a diverse natural environment. • Local Outcome Improvement Plan (LOIP) The delivery of the NANN supports the strategic themes of the LOIP, World, Wellbeing and Communities and Local Democracy. • North Ayrshire Open Space Strategy (2016 – 2026) This strategy holds the priority biodiversity actions for greenspace. The biodiversity aims of the Open Space Strategy are expressed through two strategic objectives: 1. Open Space will be promoted as a resource for tourism and recreation, economic development & biodiversity. 2. Respond to climate change through the delivery of a connected and integrated network, incorporating water management, woodland area, and biodiversity benefits • Local Development Plan 2 (LDP2) Development is recognised as a fundamental driver of net biodiversity loss. LDP2 has had a key role to play delivering the Councils biodiversity commitments. • Local Development Plan 3 (LDP3) Responding to the global biodiversity crisis, Scotland’s national spatial strategy – National Planning Framework (NPF) 4 – puts nature recovery at the heart of planning for future places. Significant weight is given to the nature crisis to ensure that it is recognised as a priority in all plans and decisions, including North Ayrshire’s third local development plan (LDP3) and planning applications determined by the Council. • Ayrshire and Arran Forestry Plan The Council is responsible for over 275 ha of woodland. The priorities within the plan related to biodiversity encourage the positive management of existing farm woodlands to provide a range of local economic and environmental benefits. Delivering a North Ayrshire Nature Network Nature Networks use a clear rationale. This rationale has the potential to contribute to landscapes and biodiversity conservation. Nature Networks are cost-effective tools for enhancing landscapes. 209
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North Ayrshire Nature Network (NANN) Delivery Action Plan Networks also offer the chance to work towards multiple Council policy goals. The Scottish Government expect that the nature network will be one of the key elements in this, however a nature network cannot deliver on its own or in isolation of other Council policy delivery. For the Nature Network to be successfully delivered it will need to be integrated across all North Ayrshire Council policy. It is important to acknowledge the difficulty of the task that is to be undertaken. The Council has been set the target for halting biodiversity loss by 2030 and being nature positive by 2045. The task at hand will be to draw a line in the sand at 2024 biodiversity levels. The Council will be required to meet legally binding biodiversity targets, based on a 2024 biodiversity baseline. These targets will be met through reporting "demonstrable gains in biodiversity". By 2030 the Council will need to be able to prove that biodiversity in North Ayrshire is holding at 2024 levels. As biodiversity in North Ayrshire is declining year on year, the Council will need to deliver net gain each year to maintain 2024 levels. In the event of meeting the 2030 target the Council will then need to deliver year on year net gain until 2045. There will be many ways of delivering nature networks across Scotland. The Council will deliver the nature network best suited to North Ayrshire, by using local knowledge and paying attention to local ecological conditions. This vision for the NANN, made using the Scottish Government's best practice guidance will: • be delivered from the bottom up. It will address local needs and objectives. In doing so they will support national outcomes for nature and people • will connect local people and communities to nearby important areas for nature. It will deliver local priorities and deliver connectivity at the local level. This connectivity will enhance existing initiatives such as active travel routes • will build on connections at the local level. It will create opportunities to deliver strategic nature connectivity. This connectivity will help connect nature across the region. By doing so it will support national objectives and priorities. The network will cross administrative boundaries. This will ensure connectivity between landscapes, larger-scale features, and areas of importance. • will be delivered at the local scale and support local priorities, such as those identified through the NALBAP • will also join with neighbouring Nature Networks to deliver a network that spans Scotland, supporting national and regional conservation objectives and priorities. These regional networks enable the connection of neighbouring networks. This will increase the ability for species to disperse. This dispersal will strengthen species populations and improving their resilience to pressures. Methodology NatureScot have created a Nature Networks Toolbox. This toolbox is a ‘live’ resource for local authorities, partnerships, organisations, and groups. It has been established to help the design and implementation of Nature Networks. The Toolbox is intended to evolve over time, with input from target users. This will provide the information leading to practical implementation activities. The Council will explore the use of the Nature Networks Toolbox to the fullest in its delivery of the NANN. 210
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North Ayrshire Nature Network (NANN) Delivery Action Plan Utilising information gathered from Scottish Government and engagement with NatureScot, the proposed methodology in Table 1 (Methodology) identifies seven key stages of developing the North Ayrshire Nature Network. 211
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Table 1: Methodology Step 1: Evidence gathering to develop an initial vision for the NANN. Step 2: Identify and involve stakeholders in refining the vision. Step 3: Prepare final vision. Step 4: Develop a project team for the delivery of nature network vision. Step 5: Building the Nature Network Step 6: Implement the plans. Step 7: Undertake monitoring to allow evaluation of nature network. 1. Identify baseline and assess what aspects of nature are special or have been degraded or become threatened. a. Landscape character & beauty b. Geology & soils c. Natural processes (e.g., hydrological, geomorphological) d. Biodiversity I. Identify existing and potential core sites for biodiversity. II. Identify opportunities for expansion and joining up existing areas and for improving their natural functioning. III. Review matrix (land between core sites) o Identify important species and habitats. o Identify opportunities to improve connectivity. e. Ecosystem services f. Historical environment g. Socio-cultural context (e.g., traditions, affluence, lifestyles etc.) 2. Assess what aspects of nature could be restored or created in North Ayrshire. Consider current and potential national importance. 3. What opportunities are there for new or enhanced ecosystem service provision in North Ayrshire. 4. Think in a network way rather than about individual sites. 1. Develop a NANN stakeholder map based on North Ayrshire’s land ownership and ecosystem service provision and usage. 2. Develop a NANN stakeholder map based on North Ayrshire communities and interested parties. 3. Hold workshops, both internal and external to review the initial vision and to refine it. 4. Identify opportunities for: a. ecosystem restoration and habitat creation b. restoring natural processes c. new and enhanced ecosystem service provision. 5. Use participatory approaches to engage with the wider community to encourage support and to refine the vision further. 1. Agree ultimate goals for NANN. Many of these are already prescribed by NatureScot: a. Biodiversity b. Natural capital c. Ecosystem service d. Landscape character and cultural heritage e. Other societal goals, such as access to the countryside. 2. Agree constraints and opportunities of NANN. a. Ecological issues e.g., soil types, likely climate change impacts, natural processes b. Landscape issues e.g., cultural expectations c. Cultural issues e.g., population make-up 3. Agree areas of uncertainty including aspects requiring a search for compromise. 4. Agree size of area over which NANN will be designed. 5. Identify links to wider networks 6. Develop a suite of targets against which progress can be assessed. 1. Develop an organisational and governance structure following NatureScot guidance 2. Identify leads (teams) for each key aspect of the project. 3. Teams to develop aims and objectives for their component of the project. 4. Project teams work together to ensure an overall integrated plan. 5. Implement plans Start immediately but consider medium and long-term. 1. Build resilience a. What are the pressures in North Ayrshire? b. Think about social resilience. 2. Design NANN using the suite of rules of thumb: a. Make sites better. I. Big enough, complex, messy, dynamic II. Enhance natural processes. b. Develop buffers where possible. c. Make sites bigger. d. Create new sites. e. Improve connectivity. f. Improve quality of resources for wildlife in the wider countryside. . 1.Work with the planning system a. National Planning Policy Framework 4 b. Net Gain c. Green Infrastructure 2.Working with farmers and landowners a. Use of Agri- environment schemes where practicable b. Benefits of farm clusters 3. Detailed ecosystem management a. Tailored to improving and using natural processes, working towards rewilding where appropriate. b. Tailored to specific habitats. 1. Develop a programme to monitor progress that considers local and national objectives. 2. Refine implementation plan as it progresses in the light of evaluation (adaptive management) . 3. Undertake management interventions scientifically to grow the evidence base. 212
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Education and connection to nature The NANN is intended to be the key vehicle for tackling the disconnection between people and nature in North Ayrshire. To achieve this the Council must engage everyone. This includes individuals, organizations, and businesses of all sizes. The goal is to deepen our connection with nature and encourage sustainable practices. Learning for Sustainability will be a key pathway for facilitating the engagement of the Curriculum for Excellence with the NANN. Using locally targeted nature-based learning the Council will deliver on the mainstreaming of the climate and nature crisis and the levels of stakeholder nature connectedness required. Consultation Co-design is a design-led process that uses creative and participatory methods. In this context, it is when an organisation and stakeholders work together to design or rethink a service, policy, or project. By using a co-design approach, the Council will look to identify and address challenges around the NANN collaboratively. The Council will do this by working with stakeholders in the private, public, voluntary sector, and citizens. The core objective of co-design is to move away from consulting with stakeholders to co-creating services and policies with them. Communications Plan The delivery of the NANN will involve the communication of consistent messaging over the long term. The NANN needs to be readily identifiable, which will require the development of branding and a communication strategy. The message will convey: • The purpose, value, and role the NANN plays in the Scotland wide Nature Network. • The context of the NANN in the wider context of Scotland's biodiversity, climate, and people. Communications on the NANN will highlight links to nature-based solutions and climate action, complementing the Make Space for Nature and Let’s Do Net Zero campaigns. Knowledge and skills NatureScot has identified that local authorities may lack the expertise, knowledge, skills, and resources in ecology. They also identified a possible lack in the resources or ability to engage with communities in key delivery partners, such as local authorities and contractors. Successful delivery of the NANN will depend on combining evidence and data with local knowledge and expertise. In creating the NANN, the Council will need to harness the experience gained from previous work on improving connectivity. Not only in linking areas important for biodiversity but also linking local communities and their biodiversity. Action Plan During the development of the first North Ayrshire Nature Network, and beyond, there are a number of activities to be undertaken to engage with stakeholders and 213
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North Ayrshire Nature Network (NANN) Delivery Action Plan Scottish Government. These activities have been summarised in an action plan, as seen in Appendix 1. Governance Progress on the development and implementation of the North Ayrshire Nature Network will be reported to the Scottish Government through NatureScot. It is anticipated that in the future, the Biodiversity Duty will be the primary reporting method on implementation of Nature Networks to Scottish Government. The North Ayrshire Biodiversity Partnership is open to all stakeholders who have an interest in biodiversity across North Ayrshire. They will be integral to the development of the NANN, and updates will be provided at each quarterly meeting. The Council’s Climate Change Steering Group (CCSG) comprises a range of representatives from the Council, wider public sector partners and local businesses. The CCSG will receive updates on the North Ayrshire Nature Network implementation regularly. In addition, reporting on performance will be updated through the Council’s corporate performance system quarterly, alongside as part of the six-monthly Council Plan updates. 214
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Appendix 1: Action Plan What we will do How we will do it When we will do it by Lead Service Take part the national and regional structures developed by NatureScot Report on the progress of delivering NANN Submit case studies to be uses in the Scottish Nature Network Toolbox Reporting will be as required by NatureScot Sustainability The Council is the principal organisation in the delivery of NANN. We will develop officer buy in by undertaking an internal stakeholder consultation. These internal consultations will involve: Nature Network online Awareness Sessions Nature Network Community Workshops 2025 Sustainability Develop a clear and consistent message on NANN. The message will convey: The purpose, value, and role North Ayrshire areas play in the wider network. The context of NANN in the wider context of Scotland's biodiversity, climate, and people. 2025 Sustainability Engage with the national steering group directly through active participation and indirectly through COSLA. Participation in steering group engagement and supporting COSLA action. On going across the projected lifetime of NANN - 2045 Sustainability The Council will spatially identify NANN. This will involve identifying important areas for nature and settlements. These will be incorporated into NANN. Incorporate the special identification of NANN into the development of LDP3 2027 Sustainability/ Local Plan Team Organise NANN Launch event/s Launch events to be held in each locality Run a yearly NANN celebration week across all localities 2025 - 2045 Sustainability/ Communications/ to be confirmed The Council will engage with its Regional Land Use Partners, NatureScot and others. The Council will use all available tools at its disposal to fully engage with the full range of potential NANN partners. On going across the projected lifetime of NANN - 2045 Sustainability/ To be confirmed Run a community consultation intended to make NANN locally designed and delivered. We will do this through place-based engagement identifying local challenges and needs. We will work to create a sense of ownership of the Nature Network in local communities. Workshops in North Ayrshire communities Discover: explore the problem or challenge, building understanding amongst participants Define: clearly define the challenge Develop: explore and develop multiple potential solutions Deliver: select a single solution(s) and prepare for implementation 2025 Sustainability/ to be confirmed Create a Local Nature Network Group The Local Nature Network Group will be led by the COuncil and will be responsible for the design of NANN. It will bring together local actors, empowering them to deliver the network. The Group will also provide feedback to the regional and national groups. The Local Nature Network Group will be facilitated through the North Ayrshire Biodiversity Partnership. Bottom-up delivery guided by top-down facilitation. 2024 Sustainability Integrate the governance of the NANN, and feed into, the governance structure as outlined within Scotland’s Biodiversity Strategy 2022- 2045. The Council will review the governance process of the NANN on a yearly basis in partnership with the Local Biodiversity Partnership. On going across the projected lifetime of NANN - 2045 Sustainability 215
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North Ayrshire Nature Network (NANN) Delivery Action Plan Ensure that communications on the NANN will highlight links to nature-based solutions and climate action, complementing the Make Space for Nature and Let’s Do Net Zero campaigns. Develop a NANN communications strategy Issue regular NANN communication updates across all Council communication methods and channels On going across the projected lifetime of NANN - 2045 Sustainability/Communications Work with NatureScot to review the councils land holdings, in line with their Biodiversity Duty. The process will identify areas that could support the delivery of Nature Networks. Continue to promote awareness of the Biodiversity Duty with Council Officers Develop a suitable audit process for the Council land holdings Produce an action plan that identifies the areas that could support NANN, and the actions required to make this happen. 2025 Sustainability/ Property Management and Investment Carry out an internal audit to identify the existing skills, knowledge, and resources within North Ayrshire. Having identified them they will need to be incorporate in the process. Continue to improve Nature Network linkages with NPF4 policy guidance such as the Developing with Nature Guidance. 2026 Sustainability Engage with the Scottish LBAP Officers Network sharing knowledge, resources, and skills with other LAs. The Council will attend the quarterly LBAP Officers Network On going across the projected lifetime of NANN - 2045 Sustainability Ensure that the NANN provides opportunities for education and green skills development. The Council will use the NANN as a springboard to grow North Ayrshires green economy and delivering economic growth. The Council will: Ensure that biodiversity as a concept will be understood and valued across the population and embedded in educational curriculums. Provide direction on, and investment in, green skills and local economic opportunities supporting nature-based education, skills, and volunteering. Systematically mainstream biodiversity across sectors and the wider policy landscape (e.g. energy, housing, industry, education, health, and transport) Maintain and seek investment in nature restoration through the Nature Restoration Fund. Develop a Biodiversity Investment Plan to set out how the Council will address the Finance Gap for nature. Engage with the Scottish Governments values-led, high-integrity market for responsible private investment in natural capital and national project pipeline for nature-based solutions. Provide direction on and investment in green skills and local economic opportunities. On going across the projected lifetime of NANN - 2045 Economic Development/ Employability/ Education/ To confirmed The Council will utilise the NatureScot’s Nature Networks Toolbox to highlight and signpost tools to assist decision-making. The Nature Network Toolbox will be the primary means of taking this work forwards. It will provide guidance, peer-to-peer learning, and resource sharing. This will help address the knowledge and skill gaps. The Council will contribute to the work NatureScot is carrying out to develop the Toolbox. On going across the projected lifetime of NANN - 2045 Sustainability Expand and enhance Nature Networks and ecological connectivity. North Ayrshire Council will be the biodiversity delivery exemplar. The Council will support the delivery of Nature Networks within its boundary. The Council will develop a system for oversight and coordination for delivering ecological connectivity in line with national guidance. Continue to improve Nature Network linkages with NPF4 policy guidance such as the Developing with Nature Guidance. On going across the projected lifetime of NANN - 2045 Sustainability/ To be confirmed 216
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North Ayrshire Nature Network (NANN) Delivery Action Plan Incorporate and embed Nature Networks into policy frameworks and decision-making processes as a component of Local Development Plans and Regional Land Use Partnerships nationally by 2030. Work to raise awareness of NANN and the concepts of nature networks with Council officers Specially identify NANN in LDP3 On going across the projected lifetime of NANN - 2045 Sustainability/ Council wide 217
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Roads, Structures and Street Lighting Maintenance Programme 2025/26 Purpose: To seek Cabinet approval of the proposed Roads, Structures and Street Lighting Maintenance Programme for 2025/26 Recommendation: That the Cabinet (a) notes the approach taken to determining the asset maintenance programme for roads, structures and street lighting; (b) approves the maintenance programme for 2025/26, as shown at Appendix 1a & 1b; and (c) notes that the programme will be issued to the Locality Planning Partnerships for information. 1. Executive Summary 1.1 North Ayrshire Council has a statutory obligation under the Roads (Scotland) Act 1984 to manage and maintain its public road network. The adopted road network within North Ayrshire has a total length of 1051m. The core roads assets are currently estimated at a value of approximately £1.7billion. 1.2 The Council’s Roads Service has adopted an asset management approach to road maintenance to allocate available road maintenance funds to locations that will offer the most beneficial return on the investment. 1.3 The Roads Asset Management Plan (RAMP) and the roads assets maintenance strategy follows the recommendations contained within the ‘Well Maintained Highway’s Code of Practice, ensuring that the Council’s statutory obligations as delegated Roads Authority are met. 1.4 In complying with the Code of Practice, an effective regime of inspection, assessment and condition recording is well established which assists in not only providing a road network for the future but one that promotes social inclusion and contributes to economic growth within the area. This approach also ensures the Council is providing value for money on any investment attributed to road maintenance. 1.5 The proposed Roads, Structures and Street Lighting Maintenance Programme 2025/26 is attached at Appendix 1a and 1b. 2. Background 2.1 North Ayrshire Council is responsible for the maintenance of the adopted local road network including lighting and structures assets as well as its other non-adopted road assets. However, the Council has no responsibility for the maintenance of the Trunk Agenda Item 12 219
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Road Network which falls to Transport Scotland and their management contractor, Amey. The Trunk Road network includes the A78, the A737 from Kilwinning to the Renfrewshire Boundary and A738 from the Pennyburn Roundabout to the A737 Dalry Road Kilwinning. 2.2 North Ayrshire Council’s roads are the Council’s largest community asset and play a vital role in supporting the local and wider economy by facilitating the movement of people, goods and services and connecting people with economic and social opportunities. 2.3 The proposed Roads, Structures and Street Lighting Maintenance Programme for 2025/26 has been developed in accordance with the strategy contained within the Roads Asset Management Plan (RAMP) to deliver the maximum return on investment and ensures the provision of an effective road network throughout North Ayrshire. 2.4 Road Condition is measured nationally through the Scottish Road Maintenance Condition Survey (SRMCS). The measure in place, the Road Condition Index (RCI), records the percentage of the Council’s roads which should be considered for maintenance. North Ayrshire’s RCI has been improving in recent years and although it saw a decline to 34.8% (published 2023 figure) it has improved again to 32.5% (published 2024 figure). 2.5 The estimated carriageway maintenance backlog figure for North Ayrshire is currently £38.5m. The ‘steady state’ figure for maintaining our roads at present condition is £5.5m per year. The capital budget supported by revenue funding is £4.3m for 2025/26. At the Council’s budget setting meeting on 26 February 2025 a further £1m was allocated to road maintenance providing a budget this year of £5.3m. 2.6 Road lighting condition is measured through programmes of structural and electrical assessment and testing and is complemented through the ongoing review of age profile and material type life expectancy. The results are categorised and recorded in the lighting asset management database to inform a prioritised list of replacement schemes. Lighting is allocated an annual Capital budget of £1m to address a ‘steady state’ position of maintaining our lighting at present annualised depreciation rate. 2.7 Bridge and retaining wall condition is also evaluated through a robust inspection programme. General inspections are undertaken every 2 years, while an in-depth ‘principal inspection’ is carried out every 6 years and the results of the inspections are used to inform work programmes. The results of the inspections are input into a Structures database which is then used to calculate an average Bridge Structure Condition Index (BSCIav) based on the total number of assets. The BSCIav is currently 83.11 (2023/24 figure) which is within the ‘good’ classification of 80 to 90. The allocated capital budget of £560,000 is supported by a small carryover from 2023/24 giving a total of £675,000. 2.8 Details of how condition assessments are carried out and how roads, structures and lighting locations are prioritised for inclusion in our maintenance programme are provided in Appendix 2. The assessment matrix used for scoring and ranking structures for inclusion in the Structures Maintenance Programme is attached in Appendix 3. 2.9 The road maintenance programme in 2024/25 mitigated high inflationary cost increases through two factors - by forecasting higher projected costs and building this 220
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into the programme early in the financial year and, secondly, the Roads Minor Works Framework Contract price being held for the 6 months to September 2024. Works completed by the operational team and any works tendered since then were subject to inflationary rises in material and plant costs as well as contractor price increases. The 2025/26 road maintenance programme has been prepared using increased rates from 2024/25 costs to allow for further inflationary rises in operational costs and to ensure that programmed works can be completed. 2.10 The following footway locations are being carried over from the 2024/25 maintenance programme for completion 2025/26: • Howard Street to Bute Terrace remote footpath, Millport (due to economies of scale this will be carried out this year as part of a larger scheme) • Castlepark remote footpaths (due to increased costs these works will be carried out early 2025/26) • Canal Street footway (this small section was unable to be completed in 2024/25 and will be done in 2025/26.) 2.11 The following structures contract is being carried over from the 2024/25 maintenance programme: • Threadmill Bridge (C99) (This has been designed and is ready for tender, however this will require an unavoidable road closure that has extended consultation with local residents/business) 3. Proposals 3.1 That Cabinet notes the approach taken to determining the asset maintenance programme for roads, structures and street lighting. 3.2 That Cabinet approves the maintenance programme for 2025/26, as shown at Appendix 1a and 1b. 3.3 That Cabinet notes that the programme will be issued to Locality Planning Partnerships for information. 4. Implications/Socio-economic Duty Financial 4.1 The Roads, Structures and Street Lighting Maintenance Programme will be delivered from allocated Capital and Revenue budgets. Estimated costs are detailed within the appendices. Human Resources 4.2 Delivery of the programme will be met from existing staff resources. Legal 4.3 North Ayrshire Council has a statutory obligation to manage and maintain its public road network under the terms of the Roads (Scotland) Act 1984. 221
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Equality/Socio-economic 4.4 There are no equality implications. The maintenance programme contributes to the Council’s socio-economic duty, as well-maintained roads are essential for the social and economic prosperity of North Ayrshire. Environmental and Sustainability 4.5 Effective programming and management of these assets will assist in reduced carbon associated with mobilisation of unplanned reactive maintenance resources and extends the use of assets in a cost effective and sustainable manner. Key Priorities 4.6 Effective management of these assets contributes to a number of Council plan objectives ensuring that North Ayrshire is well-connected with effective infrastructure and that we maximise resources and provide value for money. Community Wealth Building 4.7 The maintenance programme contributes to Community Wealth Building through community benefits clauses associated with maintenance contracts. It is also the case that a proportion of the maintenance programme is also delivered in-house by the Roads Operations Team and Building Services. 5. Consultation 5.1 The maintenance programme will be shared with each Locality Partnership. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Susan Macfadyen, Senior Manager, Commercial Services (Roads), on Tel: 01294 324844. Background Papers 0 222
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Appendix 1a Street Town Location Estimate Cost B780 Ardrossan From resurfacing at Busbie Reservoir for approx 1km £170,000 B780 Glasgow Street Ardrossan Including Princes Street junction £185,000 A736 Beith South of Biggart Farm to EAC boundary £120,000 Hawthorn Crescent / Chestnut Avenue Beith Dalry Road to Myrtle Bank £42,500 B777 Beith Previous surfacing to B775 £150,000 Douglas Avenue Dalry Baidland to Blair Road £35,000 Main Street Dalry Full Length £28,000 Southannan Road Fairlie Full length £35,000 B777 Main Street Gateside Including adjustments to traffic calming, footway improvements and patching £65,000 Jermond Drive Irvine Full Length Including Bell Crescent junction £62,500 Ravenscroft Irvine Livingstone Terrace to new surface £20,000 Smith Avenue Irvine Full length £15,000 Bruce Terrace Irvine Full length £35,000 A737 Ayr Road Irvine Sainsbury to Carson Drive £110,000 B7080 Long Drive Irvine Hill Roundabout to Stanecastle Roundabout, including Hill Roundabout £245,000 Livingstone Terrace Irvine Fleming Terrace to Beaton Terrace £60,000 Marine Drive Irvine Gailes hotel to the Three Stanes Roundabout £72,500 Portland Avenue Irvine Portland Road to MKM £50,000 MacKintosh Place Irvine Full length (include from Annick Road to Industrial estate) £180,000 Birkscairn Way Irvine Full length £45,000 Kerr Drive Irvine Full length £42,500 Thornhouse Avenue Irvine Full length £75,000 A71 Irvine Milgarholm Roundabout (including approach from Merryvale) £90,000 A736 Irvine Anti skid to EAC boundary near Torranyard £55,000 Middleton Park Irvine To junction with Lomond Way, include junction at Nevis Way £23,000 Shewalton Road Irvine From Shewalton Roundabout towards Drybridge £95,000 Sillars Meadow Irvine Full Length £72,000 A760 Kilbirnie Cochrane Street to new surface past Geirston Junction £135,000 Garnock Street Kilbirnie Full length £20,000 Paduff Place Kilbirnie Full length £25,000 Bathville Kilbirnie Between numbers 2 and 8 £10,000 Ladysmith Road Kilbirnie Avils Place to Bathville £17,000 Briery Court Kilbirnie Dalry Road to no.3 £18,000 B785 Fergushill Road Kilwinning Moncur to Parkhead Avenue £70,000 Prestonfield Avenue Kilwinning Include junctions at Annanhill to track, Gullane and Nairn £65,000 Fergushill Service Road Kilwinning Numbers 85 to 113 £25,000 Parkhead Avenue Kilwinning Full length £30,000 Machrie Place Kilwinning Full Length £58,000 Glen Avenue Largs Number 185 to 66 including cul-de-sacs £65,000 Queens Avenue Largs Full length £30,000 Woodcroft Avenue Largs include Eastern Ave from The Roundel to Woodcroft £65,000 Hamilton Drive Largs Full Length £18,000 Lovat Street Largs Full Length £34,000 B896 Glasgow Street Millport From joint at College Street to number 3 Kelburn Street £155,000 Craig-En-Ros Road Millport George Street to Number 5 £27,500 Craig Street Millport Full length £11,000 B896 Millport North section of the Island £159,000 Prospecthill Road Saltcoats Full length £30,000 Ivanhoe Drive Saltcoats Dalry Road to joint near Duguid Place £40,000 Gilfillan Avenue Saltcoats Full length £20,000 McKinnon Place / New England Road Saltcoats Included half width Knox Place £45,000 Sannox Drive Saltcoats Odd side £50,000 B714 Dalry Road Saltcoats High Road to A78 (sections) £87,000 Innes Park Road Skelmorlie Full length half panels as required £40,000 Skelmorlie Castle Road Skelmorlie Halketburn to Sandybrae £50,000 New Street Stevenston Afton Road to past Glencairn Primary School £60,000 B7047 Chapelton Road West Kilbride Part length £215,000 Barony Glebe / Manse Road West Kilbride Full length £25,000 Overton Crescent West Kilbride Junction Area and half width to R2 £10,000 Bowfield Road West Kilbride For approx 50m from surfacing at Yerton Brae £107,500 Corse Street West Kilbride Junction with Halfway Street £25,000 Ardneil Avenue West Kilbride Full Length £21,000 £4,041,000 Street Town Location Estimate Cost C69 Greenhills Barrmill End of new surface south of Borestone Jct to C68 Nettlehurst Jct £45,500 C5 Barrmill Barrmill B706 to Gatehead Farm (3 sections) £40,500 C67 Geilsland Road Beith A737 to rear of old school (2 sections) £25,000 U7 Bigholm / Threepwood Road Beith A737 to new surface just round corner after Woodlands Cottage £55,500 U43 Meadowside Beith Auchengree Road to end (Sections) £42,000 U42 Lugton Ridge Burnhouse Mid Lugton Ridge to High Lugton Ridge £31,000 C87 Kilwinning Meadowpark Roundabout to Gateside Farm (Sections) £45,500 C109 Kilwinning Auchenskeith Farm £25,500 Routenburn Road Largs After Routenburn farm (between the two nearer sections) £22,000 Skelmorlie Castle Road (Rural Section) Largs Camcor Cottage £12,500 Inner Circle Millport Various Sections £155,000 £500,000 MAINLAND ROADS PROGRAMME 2025 - 2026 Carriageway Resurfacing Carriageway Screeding 223
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Appendix 1a Street Town Location Estimate Cost Beech Avenue Beith Both sides full length £92,500 Castlepark Footpaths Irvine To be confirmed £70,000 Holmhead Kilbirnie Numbers 13 to 49 £25,000 Gateside Street Largs Aitken Street to car park £10,000 Remote Footpath Millport Howard Street to Bute Terrace £18,000 Canal Street Saltcoats Robertson Cresent to Old Railway bridge £5,000 Hamilton Street Saltcoats Even side numbers 36 to 72 / Odd side to be determined £25,000 Lochlee Place Stevenston Both sides full length £4,500 £250,000 Structure Road Project Estimate Cost Lynn Drive Footbridge, Kilbirnie Lynn Drive Steel repairs and repainting £90,000 Kirkland Road F/B No. 2, Glengarnock B777 Repairs to concrete slab, beam repainting and parapet upgrade £80,000 Threadmill Bridge C99 Replacement/ Strengthening £180,000 Carsehead Bridge B714 General Repairs £35,000 Barrie Terrace, Ardrossan Barrie Terrace Strengthening design £50,000 £435,000 Area Town Project Estimate Cost Mackintosh Place Irvine LC/01/25 Mackintosh Place £125,112 Gateside Lanfine Way Lammermuir Crt Moorfoot way Earncraig Green Pentland Place Windlestraw Crt Whitehope Green Rockland Park Walkerston Avenue Prospecthill Road Saltcoats LC/05/25 Saltcoats £12,832 Seafield Ct Seafield Dr Stanley Dr Stanley Av Linn Road Ardrossan LC/07/25 Ardrossan West £28,872 Moorpark Place Hillside St High Rd Service Rd Mayfield Cres Diddup Dr Mayville St Cunninghame Dr Column Structural Testing Various LC/10/25 £48,000 Lighting Deteriorated Column Replacements Various LC/09/25 £150,000 £1,000,000 Stevenston £70,576 Stevenston £86,616 LC/02/25 Girdle Toll LC/03/25 Bourtreehill South LC/04/25 Largs LC/06/25 Ardrossan South LC/08/25 Stevenston South LC/11/25 Stevenston North Irvine Largs £73,784 Ardrossan £80,200 £214,936 £109,072Irvine Lighting Deteriorated Infrastructure Replacements Structures Projects Footway Resurfacing 224
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Appendix 1b Street Town Location Estimate Cost Timber Transport Match Funding (Locations to be agreed) £55,000 A841 Corrie Alderlea to Surface Dressing £30,000 A841 Corrie Bridge just prior to School to Tign-an-achaidh £55,000 A841 Lochranza Old Manse Access to Ferry Terminal £50,000 C147 Lochranza to Catacol Lochranza Additional Section £18,000 C147 Lochranza to Catacol Auchnamara to Catacol sign £70,000 Corriegills Road Brodick Various sections from A841 to Bridge after North Corriegills £60,000 A841 Lamlash to Whiting Bay Gortonallister from Birchgrove to beyond Spion Kop £70,000 C147 Kildonan From East of the East Kildonan Junction to Drimlabarra Junction (Sections) £85,000 U86 Levencorroch Kildonan Continuation from previous scetion £7,000 C147 Auchenhew Northern Heights / Pladda to U86 Levencorroch (Sections) (Include bridge deck just after U86) £91,000 C147 Eact Bennan Knockandon to Shannochie House (Sections) £91,000 Torrlinn Terrace Torrlinn Terrace C147 to end of houses heading towards church £20,000 Park Terrace Whiting Bay A841 to Benlister Road (Sections) £57,000 £759,000 Structure Road Project Estimate Cost Bridge over Alt Mor B880 General repairs £120,000 Catacol Bridge C147 Replacement feasibility study £50,000 Culvert West of Ballymeanoch C147 Retaining wall strengthening £70,000 £240,000 ARRAN ROADS PROGRAMME 2025 - 2026 Carriageway Resurfacing Structures Projects 225
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Appendix 2 Condition Assessment and Prioritisation Process 1.1 The Audit Scotland Follow-up report, Maintaining Scotlands Roads published in August 2016 stated that Councils should use their RAMPs to establish long term investment plans for maintaining the road network taking into acount whole-life costing and treatment options. 1.2 As part of the Roads Asset Management process, annual condition assessments are carried out on the public road network as part of the inspection regime. All locations are assessed using a risk based approach. 1.3 Condition assessments are carried out simultaneously with the Safety Inspections in accordance with the pre-determined timescales contained within our Safety Inspection Manual. All faults noted during these inspections are logged within our electronic Routine Maintenance System (RMS). 1.4 For carriageways, to take account of whole-life and different treatment options the carriageway maintenance programme is developed using road asset management principles. Lifecycle planning is at the core of this approach and takes into account, hierarchies, condition and local community priorities. Preventative treatments are used to prolong the life of carriageway surfaces before their condition deteriorates and requires extensive resurfacing. 1.5 The main factors considered are:- • Road Condition – based on detailed visual inspection and the Scottish Road Maintenance Conditions Survey (SRMCS). • Road Hierarchy – this takes account of the strategic importance of the road and is determined from our Local Transport Plan. • Assistance to Council and Community Priorities – this takes account of other priorities such as economic development, access to shops, amenity housing or schools. 1.6 Carriageways and footways are both condition assessed and scored in accordance with the assessment table below. These condition scores, RCI data, road hierarchy information and priorities information as above are utilised through our electronic WDM Scheme Manager to target locations for improvement works in order to optimise investment. 226
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Appendix 2 Assessment Table CONDITION Extent 1 (Acceptable) 2 (Safe but poor appreance) 3 (Minor deterioration) 4 (Major deterioration) 1 - Up to 25% 5 9 13 2 – 25% to 50% 6 10 14 3 – 50% to 75% 7 11 15 4 – 75% to 100% 4 8 12 16 Each location is also reviewed at least once a year depending on its location within the Roads Hierarchy as part of the routine inspection process. 1.7 There are various types of surfacing materials and processes available depending on the particular road type, location and level of existing deterioration. Options available for treatment include preventative measures such as surface dressing and resurfacing options such as screeding, resurfacing (inlay and overlay), depending on the severity of deterioration full reconstruction may be the most effective option. 1.8 The level of investment associated with the varying treatment types identified in the table below was established using the Society of Chief Officers of Transportation in Scotland’s cost projection model, developed as part of the Roads Asset Management Planning project. The model assists with identifying the effect of various treatments on the on-going condition of the carriageway. This enables a more accurate design life for the treatments currently available to be developed and ensuring value for money on their use. Costs for works can vary from the figures below depending on restricted working arrangements, traffic management required and the extent of preparatory works necessary to enable resurfacing. There is also an additional uplift for island working of up to 50% for works on Arran and Cumbrae. 227
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Appendix 2 Treatment Option Table Treatment Option Cost per Sqm 2023/24 Cost per Sqm 2024/25 % Change Extension to life Surface Dressing £4.00 £4.32 8% Up to 10 years Screeding £14.40 £15.00 4% 5 – 10 years Inlay HRA £26.00 £28.36 9% Up to 20 years Overlay <100mm £33.00 £34.60 5% Up to 20 years Inlay 100mm £38.00 £38.00 0% Up to 20 years Reconstruction 300mm £165.00 £165.00 0% Up to 20 years 1.9 Street Lighting column replacement is prioritised through non-destructive strength testing to determine the level of deterioration associated with the columns. Following testing, columns are categorised within the Asset Management database for road lighting. 1.10 Testing is carried out in accordance with the Institute of Lighting Engineer's Technical Report No.22 Managing a Vital Asset: Lighting Supports as well as UK Lighting Board Code of Practice: Well-lit Highways. 1.11 Once results are input, the database then compares these results against the more general age profile to determine a final list of priority repairs. This produces recommendations in order of priority for both individual units and whole streets or areas. 1.12 Recommendations are generally categorised as Category A through K as follows: A: Immediate replacement B: Replace urgently or reinspect within 6 months C1: Column Material failure, replace as soon as possible or reinspect within 1 year C2: Bracket failure, sleeve where possible or replace unit within 1 year D: Foundation failure, realign, reinstate and reinspect within 6 months E: Material approaching failure, replace as part of planned maintenance programme or reinspect within 2 years F: Material approaching failure, replace as part of planned maintenance programme or reinspect within 5 years 228
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Appendix 2 G: Condition reasonable, but age expired and certified insured for 2 year periods until replaced H: Condition reasonable, but age expired and certified insured for 5 year periods until replaced I: Acceptable condition but age expired and insured for 5 years periods until replaced. J: Sound condition but age expired & visually poor (evidence of concrete cracking etc.) K: Sound condition and not age expired – no current requirement for strength structural inspection, visual only at planned maintenance cycle. 1.13 Where non-urgent replacement recommendations (Category F through to J) are on an individual column basis, the data is further analysed to determine a percentage value for recommended replacement numbers against the balance of units in a street. If this figure exceeds 30% then the entire street will be considered for higher prioritisation which will address the design class standard of the street beyond individual replacement for safety reasons only. 1.14 The structures programme is identified based on the structures prioritisation matrix which ranks assets based on a number of factors including its condition, safety, and usage. 229
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Structure Name: Enter score based on the description in the following coloured cells Date when the scoring is carried out: Priority Ranking for structure capital programme Structure Net score % of Maximum Score total Score No. Factors Score Input 1 Type of Bridge 1 Score 1 if road bridge and 0 if foot bridge Culverts, Subways which carry road shall be considered as road bridge as per this scoring system. Structures which carry only pedestrians, cyclists and equestrians shall be considered as footbridge. NA 2 Route Factor 40 Score based on NAC route hierachy Route hierachy 0 0% Cat 2 - SPT/ NAC strategic routes - 40 Cat 3a - Main distributor routes - 30 Cat 3b - secondary distributor routes - 20 Any other category - 10 Routes serving fewer than 5 properties - 5 3 HGV Restriction 60 Score based on weight capacity Weight restriction 0 0% factor 3 tonnes - 60 7.5 to 13 tonnes tonnes - 50 18 tonnes - 40 26 tonnes - 30 No weight restriction - 0 4 Condition factor 10 Score based on the condition of the bridge Sliding score based on 0 for very good condition to 10 for poor condition. (10 - (BCI crit/ 10)) 0 0% 5 Deterioration factor 10 Score based on the rate of deterioration of the structure Sliding score based on 0 for very slow deterioration to 10 for rapid deterioration 0 0% 6 Pedestrian factor 20 Score based on pedestrian usage. Bridges with footways of heavy pedestrian usage shall score a maximum of 30. Structures with footways in heavily used urban areas score 20. Score 20 if route is access to a school or railway station. Apply a sliding scale going down to 0 for rural structures without footways. 0 0% 7 Flooding factor 40 Score based on the potential for the existing structure to contrubute to flooding A structure that makes no contribution to flooding risk will score 0. Structures that are know to increase the risk of flooding due to restrictions in width or soffit height will score 30. 0 0% 8 Scour factor 60 Score based on risk of collapse due to expose to scour in heavy flow conditions Risk of collapse of structure due to scouring. Structures which have been deterioted severely because of inadequate scour protection and on verge of collapse score maximum. Scour risk based on a sliding scale. 0 0% 9 Parapet Condition Factor 15 Score based on the condition of the parapets Structures with substandard Parapets with poor conditon will score 15 . Structures with substandard parapets with a 'monitor only' recommendation will score 10. Structures which have parapets to current standards will score 0. 0 0% 10 Parapet Risk Factor 10 Score based on risk in the event of a parapet collapse leading to high risk injuries and human casualties. What is the likelihood of severe injury or even death while the parapet is open to use considering the condition of the structure. Risk based on a sliding scale. -5 100% Structure Name: Additional commentry 230
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11 Delay factor 10 Score based on whether existing restrictions such as limited width cause delays at the structure Structures where delays are caused by width, weight, height or other restrictions such as traffic lights will be given a score higher than zero. Delays less then 2 minutes at peak times will score 5 and longer than 2 minutes will score 10. Score maximum if fire station, railway station or hospital affected by delay. 0 0% 12 Structure Risk factor 10 Score based on risk in the event of a Structure collapse leading to high risk injuries and human casualties. What is the likelihood of someone getting a high risk injury or even death while the structure is open to use considering the condition of the structure. Risk based on a sliding scale. 0 0% 13 Maintenance factor 20 Score based on maintenance required to keep the existing structure open. Score based on known maintenance history and requirement. No maintenance requirement will score 0. Listed structures score 15. 0 0% 14 Diversion factor 10 Score based on the length of the diversion route if the structure is closed in an unplanned manner with no finite time limit. Score based on diversion length. Any diversion equal to or more than 20 miles scores 20. Score 1 for each 2 miles of diversion up to 20. Score 10 if a road closure adversly affects a fire or railway station or hospital. Score 10 if there is no alternative diversion. 0 0% -5 Note maximum score that can be achieved for road bridge= 500 Priority level Chart Structure Name: Date of Scoring: 00-Jan-00 Priority Level Indicator Overall works (500) Structure works (100) Parapet works (70) Scour Protection (60) Level Score Level Score Level Score Level Score No Action Rquired Low Priority Medium Priority High Priority Immediate action required Note : Works are divided above into three sub categories as each work can be independent and each has its own significance in terms of attention required. 231
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Crown Estates Fund 2024/25 Purpose: To seek approval for the funding proposals for the Crown Estates Scotland Net Revenue Allocation Recommendation: That Cabinet: a) Approves the funding proposals for the Crown Estates Scotland Net Revenue allocations towards the: • Creation of a North Ayrshire Islands Programme Fund • Improvement and repair of Kilwinning Abbey Tower; and b) Provides delegated authority to the Executive Director (Place) to agree changes to the funding allocation in consultation with the Portfolio Lead as required. 1. Executive Summary 1.1 North Ayrshire Council is one of nineteen Local Authorities to receive a payment from the net revenue generated by the Crown Estate Scotland’s (CES) marine assets out to twelve nautical miles. Allocations should be used to deliver coastal community benefit and offer a high level of flexibility. 1.2 This is the sixth tranche of payments, which are made in arrears following the finalisation of Crown Estate Scotland’s annual accounts. In December 2024, the Council was notified that the 2024/25 allocation for North Ayrshire is £197,255.27. 1.3 Cabinet approved the allocation of the majority of the 2023/24 award via the Regeneration Delivery Plan Action Programme and Funding Proposals Update report on 27 August 2024. This report sets the proposal for the remaining balance of the 2023/24 allocation and the 2024/25 allocation. 2. Background 2.1 The revenue generated by Crown Estates Scotland’s (CES) work is paid to the Scottish Government, which then allocates a portion of the funds to Councils across Scotland to support projects in their areas. This comes from the net revenue generated by the CES marine assets out to twelve nautical miles. This is the sixth tranche of payments and North Ayrshire Council is one of nineteen Local Authorities to receive an allocation. Agenda Item 13 233
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2.2 Allocations require to be used to deliver coastal community benefit and offer a high level of flexibility. Effectively, the money can be used in any way that contributes to the benefit of coastal communities. A coastal community is considered one within five miles of a coast. 2.3 Payments are made in arrears following the finalisation of CES’s annual accounts. The 2024/25 allocation for North Ayrshire is £197,255.27. This can be spent in 2024/25 or carried into 2025/26 as necessary. 2.4 An annual report is required by CES on the benefits to the blue economy that the funding has supported. All activities supported using the allocation require to deliver coastal community benefit and be within 5 miles of coastal or estuarine foreshore. The benefits can include: • Environmental enhancement • Emissions reduction or removal of waste • Jobs • Tourism • Skills development • Diversification projects • Investment for community purpose 2.5 The 2023/24 CES allocations were approved by Cabinet through the Regeneration Delivery Plan Action Programme and Funding Proposals Update report on 27 August 2024, with a balance of £50,000 remaining. It is proposed the balance is allocated to support the creation of a North Ayrshire Islands Programme Fund (£50,000) to provide targeted support to Cumbrae and Arran, addressing their unique challenges and opportunities. 2.6 The proposed fund will be administered from April 2025 to March 2026 and will provide support for community organisations in addressing their specific needs, achieve their aims and the wider priorities of the Islands Plans. This direct investment to island communities will address social, economic and environmental issues by delivering immediate and longer-term sustainable improvements. 2.7 The Fund will complement existing island funding sources. It aims to enable community-led local action on the islands to build on strengths, support local need and strengthen Community Wealth Building through the implementation of actions that deliver the priorities identified in the strategic Local Island Plans. The interventions funded will require to align with the benefits outlined at Section 2.4 of this report and could include: • Supporting island facilities and services and maximising community assets to support wellbeing in local communities. • Delivering health, wellbeing and community activities including those that tackle inequalities and disadvantage. • Enhancing the islands’ culture and heritage. • Developing and promoting active travel and transport solutions. • Improving communities’ preparedness to deal with the impacts of climate change. 234
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• Developing digital solutions to improve online presence and/or access. 2.8 In December 2024, the Council was notified that the 2024/25 allocation for North Ayrshire is £197,255.27. It is proposed to allocate the 2024/25 CES funding (£197,255.27) to improvement and repair works at Kilwinning Abbey Tower. The project has been assessed against and meets the requirements of the fund outlined at Section 2.4. 2.9 The need for the works was informed by extensive consultation including a Charette undertaken in 2019, which identified Kilwinning Abbey, the Tower and surrounding grounds as of key importance. This was followed by the Kilwinning Place Framework which was prepared in 2023, drawing upon extensive community and stakeholder engagement involving residents, businesses, community organisations and relevant departments from across North Ayrshire Council. This helped create a set of priorities and actions, and enhancing the Kilwinning Abbey Tower emerged as a priority. 2.10 The works are required to ensure the Abbey Tower’s long-term conservation. This includes building fabric repairs and improvements that will ensure water ingress is prevented. Lost features will also be reinstated, and a range of other improvements will be carried out to enhance the visitor experience throughout the building. Conservation Architects, Wylie Shanks Architects, prepared the tender information with input from North Ayrshire Council and Kilwinning Heritage. CBC Stone have been appointed to undertake the fabric improvements. 2.11 The works are being funded by a range of sources including internal Council budgets, the UK Shared Prosperity Fund and the Place Based Investment Programme. The allocation of Crown Estates funding will provide additional budget, maximise the level of external investment in the project and provide additional contingency funding due to the nature of the works. 2.12 Future funding allocations from Crown Estates Scotland will be the subject of further Cabinet reports. 3. Proposals 3.1 That Cabinet: a) Approves the funding proposals for the Crown Estates Scotland Net Revenue Allocations towards the: • Creation of a North Ayrshire Islands Programme Fund • Improvement and repair of Kilwinning Abbey Tower; and b) Provides delegated authority to the Executive Director (Place) to agree changes to the funding allocations in consultation with the Portfolio Lead as required. 235
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4. Implications/Socio-economic Financial 4.1 The costs associated with the North Ayrshire Islands Programme Fund will be met from the Crown Estates allocation and managed by the Senior Officer (Islands). The Kilwinning Abbey works are being funded by a range of sources including internal Council resource, the UK Shared Prosperity Fund and the Place Based Investment Programme. The allocation of Crown Estates funding will maximise the level of external investment in the project and provide additional contingency funding due to the nature of the works. A commitment had been made within the Flexibility Fund should an alternative funding source, such as CES, not be found. Human Resources 4.2 The works are currently being delivered by the Property Management & Investment team using existing resource and external contractors. Legal 4.3 None Equality/Socio-economic 4.4 The Kilwinning Abbey works will help to secure the future of an important heritage asset which contributes to the town centre and tourism within Kilwinning. The North Ayrshire Islands Programme Fund will provide direct investment to communities to address social, economic and environmental issues by delivering immediate and longer-term sustainable improvements. Climate Change and Carbon 4.5 The Crown Estate allocations aim to support coastal community benefits including environmental enhancement. The North Ayrshire Islands Programme Fund aims to support communities to address environmental issues by delivering immediate and longer-term sustainable improvements. The Kilwinning Abbey works will ensure the conservation of the building including building fabric and repairs, ensuing its longer term sustainability. Key Priorities 4.6 This proposal aligns with the Regeneration Delivery Plan and Local Island Plans for Arran and Cumbrae. The Regeneration Delivery Plan was informed by the priorities identified within the North Ayrshire Partnership Plan and Locality Partnership priorities. The proposal will contribute to achieving the Council Plan priorities that focus on Wellbeing, Communities and Local Democracy, Climate Change, and A Sustainable Council. 236
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Community Wealth Building 4.7 The North Ayrshire Islands Programme Fund will enable community-led local action on the islands and strengthen Community Wealth Building through the implementation of actions that deliver priorities identified in the strategic Local Island Plans for Arran and Cumbrae. The Kilwinning Abbey works support the Land and Assets pillar of the Community Wealth Building Strategy by helping to secure the future of an important community and heritage asset. 5. Consultation 5.1 The Island Plans were developed with, and for, the island communities to drive the development of community, economic and environmental wellbeing of Arran and Cumbrae. The Kilwinning Abbey works were identified through the Kilwinning Charette and Place Framework process, both of which involved extensive local public consultation. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Claire Fitzsimmons, Interim Senior Manager – Regeneration, on 01294 315305. Background Papers 237
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