Agenda Document Pack - Cabinet - 06/05/2025
North Ayrshire Council · 6 May 2025
Back to Cabinet — 6 May 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, 06 May 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 March 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). Reports by the Executive Director (Communities and Housing) 3 Firework Control Zones Submit a report by the Executive Director (Communities and Housing) to provide an update on Firework Control Zone (FCZ) implementation in North Ayrshire (copy enclosed). 4 Locality Planning 2.0 Submit a report by the Executive Director (Communities and Housing) to seek approval of the proposed next steps in relation to North Ayrshire’s locality planning approach (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 5 Proposals for Community Investment Fund (CIF) Expenditure Submit a report by the Executive Director (Communities and Housing) to determine applications by Locality Partnerships to allocate CIF funding to proposed projects (copy enclosed). Reports by the Executive Director (Place) 6 North Ayrshire Visitor Management Plan Submit a report by the Executive Director (Place) to seek approval of the updated annual Visitor Management Plan designed to support ongoing actions to manage domestic tourism in North Ayrshire during 2025 (copy enclosed). 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 Disposal of i3 Strategic Investment Campus Site, Riverside Avenue, Irvine KA11 5AR Submit a report by the Executive Director (Place) to provide an update on the marketing campaign and offers received in relation to the disposal of the i3 Strategic Investment Campus site in Irvine and to seek approval for disposal subject to suspensive conditions. 8 Lease to a Nominated Party: Lease of rooftop area of Cunninghame House Submit a report by the Executive Director (Place) to seek approval to lease an area at roof level at Cunninghame House to enable the relocation of telecommunications equipment from Bridgegate House. 9 Urgent Items Any other items which the Chair considers to be urgent. 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public will not be filmed. However, by entering the Council Chambers and using the press or public seating area, you acknowledge that you may be filmed and that any information pertaining to you contained in the video and oral recording of the meeting will be used for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. In making this use of your information the Council is processing data which is necessary for the performance of a task carried out in the public interest. If you have any queries regarding this and, in particular, if you believe that use and/or storage of any particular information would cause, or be likely to cause, substantial damage or distress to any individual, please contact dataprotectionofficer@north-ayrshire.gov.uk 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Margaret Johnson Christina Larsen Chair: Apologies: Attending: 4
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Cabinet 18 March 2025 IRVINE, 18 March 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, Margaret Johnson, Christina Larsen and Shaun Macaulay and for consideration of Education Authority Business Elizabeth Turbet, Andrew Bruce and Jacqui McKenzie. In Attendance C. Hatton, Chief Executive; S. Anson, Executive Director; A. McClelland, Head of Service (Education); K. McCormick, Executive Manager (Education); D. Hammond, Executive Director; and F. Ellis, Senior Manager (Housing Strategy and Development) (Communities and Housing); R. McCutcheon, Executive Director; T. Reaney, Head of Neighbourhood Services; L. Kirk, Head of Economic Development, Growth and Regeneration; L. Cree, Head of Sustainability, Transport and Corporate Property; and J. Wraith, Senior Manager (Energy and Sustainability) (Place); E. Stewart, Head of Service (Children, Families & Criminal Justice) (HSCP); D. Forbes, Senior Manager (Strategic Business Partner) and J. McCallum, Senior Manager (Audit, Fraud, Safety and Risk) (Finance); F. Walker, Head of People and ICT; and J. Smillie, Senior Manager (People Services); A. Craig, Head of Democratic Services; L. Jolly, Communications Officer (Public Relations); and H. Young, Senior Committee Services Officer (Democratic Services) (Corporate Services). 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 18 February 2025 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. Education Service Digital Learning Strategy Submitted a report by the Executive Director (Education) providing an update on the Education Directorate’s 2-18 Digital Learning Strategy attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to note the contents of the report and endorse the ambitions within the new Digital Learning Strategy attached at Appendix 1 to the report. Agenda Item 2 5
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4. Response to Scottish Government’s Call for Evidence for the Tackling Child Poverty Delivery Plan 2026 – 2031 Submitted a report by the Executive Director (Education) seeking approval for the North Ayrshire Council response to the Scottish Government’s Call for Evidence attached at Appendix 1 to the report. Cabinet agreed to the submission of the response attached at Appendix 1 to the report to the Scottish Government. The following item was subject to the call-in procedure per the Council's Scheme of Administration. The call-in was subsequently withdrawn and the decision implemented. 5. Scottish Government Consultation: Local Authority General Power of Competence Submitted 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 seeking approval for the submission of a response in accordance with the principles contained in the report and the draft response attached at Appendix 1 to the report. Cabinet agreed to note the ongoing consultation and (a) grant authority to the Head of Democratic Services to finalise and submit the Council’s response, attached at Appendix 1 to the report, following further engagement with COSLA, in consultation with the Chief Executive and Leader in accordance with the principles set out in this report; and (b) note (i) that responses to the consultation will also be submitted by other local authorities, COSLA and the Society of Local Authority Lawyers & Administrators in Scotland (SOLAR) and (ii) 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. 6. Capital Programme Performance to 31 January 2025 Submitted a report by the Head of Finance advising of progress in delivering the Capital Investment Programme 2024/25. Officers responded to Members’ questions and Cabinet agreed note (i) the revisions to budgets outlined in the report; (ii) the General Services and HRA revised budgets at 31 January 2025; and (iii) the forecast expenditure to 31 March 2025. 7. Revenue Budget 2024/25: Financial Performance to 31 January 20254 Submitted a report by the Head of Finance advising of the financial performance for the Council at 31 January 2024. Officers responded to Members’ questions and Cabinet agreed to (a) note (i) the information and financial projections outlined in the report; (ii) the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (b) approve (i) the arrangements for the provision of interim funding to the Health and Social Care Partnership for 2024/25 as detailed at 2.7; and (ii) the virements detailed at Appendix 8 to the report. 6
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8. Strategic Risk Register 2025/26 Submitted a report by the Head of Finance seeking approval of the Strategic Risk Register for 2025/26 attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to approve the Council’s Strategic Risk Register for 2025/26 attached at Appendix 1 to the report. 9. Workforce Strategy Refresh Submitted a report by the Head of People & ICT providing an overview of the refreshed Workforce Strategy 2024 – 2028 attached at Appendix 1 to the report. Cabinet agreed to approve the updated and refreshed Workforce Strategy, associated action plan and performance indicators. 10. Acquisition of Land for Council House Building Submitted a report by the Executive Director (Communities and Housing) seeking 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. The location plan for St Michael’s Wynd was attached at Appendix 1 to the report. Cabinet agreed to approve 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. 11. Nature Network Strategy for North Ayrshire Submitted a report by the Executive Director (Place) seeking approval of the proposed North Ayrshire Nature Network Strategy 2024 - 2045 attached at Appendix 1 to the report. Officers responded to Members’ questions and Cabinet agreed to approve the proposed Nature Network Strategy 2024 – 2045 attached at Appendix 1 to the report. 12. Roads, Structures and Street Lighting Maintenance Programme 2025/26 Submitted a report by the Executive Director (Place) seeking approval of the proposed Roads, Structures and Street Lighting Maintenance Programme for 2025/26 attached at Appendix 1 to the report. Cabinet agreed to (a) note the approach taken to determining the asset maintenance programme for roads, structures and street lighting; (b) approve the maintenance programme for 2025/26 attached at Appendix 1 to the report and (c) note that the programme will be issued to the Locality Planning Partnerships for information. 7
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13. Crown Estates Fund 2024/25 Submitted a report by the Executive Director (Place) seeking approval for the funding proposals for the Crown Estates Scotland Net Revenue Allocation. Officers responded to Members’ questions and Cabinet agreed to (a) approve the funding proposals for the Crown Estates Scotland Net Revenue allocations towards the creation of a North Ayrshire Islands Programme Fund and improvement and repair of Kilwinning Abbey Tower; and (b) provide delegated authority to the Executive Director (Place) to agree changes to the funding allocation in consultation with the Portfolio Lead as required. 14. Urgent Items There were no urgent items. The meeting ended at 3:50 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 6th May 2025 Cabinet Title: Firework Control Zones Purpose: To provide an update on Firework Control Zone (FCZ) implementation in North Ayrshire. Recommendation: That Cabinet approves: • the proposed FCZ policy at Appendix 1; and • the proposals for the establishment of a FCZ Stakeholder Group to administer the process (see Appendix 2) 1. Executive Summary 1.1 In accordance with the statutory guidance issued under the Fireworks and Pyrotechnic Articles (Scotland) Act 2022, local authorities are required to have in place a process for communities to request a Firework Control Zone (FCZ) in their area. In an FCZ, it is against the law to set off fireworks anywhere, including on private property. Organised public fireworks displays are allowed. 1.2 During 2024, Cabinet approved the initial process for handling community requests and agreed to received further update reports as the process is refined. 1.3 A cross-service, short life working group was set up to design a process suitable for North Ayrshire along with the associated procedures, policies, and documentation. The group has prepared a draft FCZ policy and Terms of Reference for a stakeholder group to oversee the process. This report seeks Cabinet approval for the draft policy and stakeholder group proposals at Appendices 1 and 2. 2. Background 2.1 A Firework Control Zone (FCZ) is an area within a local authority boundary in which it is a criminal offence for a member of the public to ignite a firework, including on private property such as a garden. It is also an offence to fire a firework into the boundaries of a zone; or to knowingly or recklessly throw or cast a lit firework into a zone. 2.2 An FCZ is not intended to be a catch-all solution to deal with issues involving fireworks. If a local authority and local partners consider designation of a FCZ to be appropriate, it is expected that a zone would be utilised alongside other preventative Agenda Item 3 9
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and enforcement tools to have maximum effect. 2.3 A person who commits an offence under the Act in relation to a FCZ is liable, on summary conviction, to imprisonment for a maximum of six months or a fine of up to £5,000. 2.4 Local authorities should ensure that a partnership approach is taken to considering and developing the proposal to designate, amend, or revoke a FCZ. Local authorities should involve local police and other local partners at the formative stages of considering a FCZ and developing a proposal in an area. Early engagement is vital in understanding the feasibility of enforcement for a potential zone and enables discussions around enforcement to underpin considerations. 2.5 A cross service short life working group was set up to design and implement the Firework Control Zone process, which has been live since October 2024. This consists of a dedicated web page, an agreed process map, an online request form and the required privacy notice etc. All of these can be found via this link: Firework control zone. 2.6 At present, only one request has been received. This is in relation to the Kilwinning locality. The application did not meet the threshold in terms of number of people in support and further assistance is being provided. 2.7 The resource implications arising from Firework Control Zones have been considerable. The work to date constitutes a significant effort from across multiple Council services and with input from partner agencies such as Police Scotland, who ultimately have the enforcement responsibilities if and when any control zone is established. 2.8 The working group has prepared a draft FCZ Policy (see Appendix 1) to govern the FCZ process. The Terms of Reference and proposed membership of an FCZ stakeholders review group has also been prepared and is provided at Appendix 2. 2.9 The FCZ policy, process and Terms of Reference were presented to Policy Advisory Panel on 4th February 2025 where feedback was received, particularly in relation to section 2.1 of the policy where there is a requirement to have 25 supporting signatures with full names and addresses for the application to be taken forward. The reason for the threshold- to ensure there are real and evidence-based issues affecting communities and not individuals- was agreed and accepted. The Panel were assured that as the threshold is not set in statute, the Stakeholder Group has the discretion to accept other evidence such as an application from a properly constituted community group who can demonstrate both impact on, and substantial support, from a community. 3. Proposals 3.1 Cabinet are asked to consider the draft Firework Control Zone Policy (Appendix 1) and the establishment of a Firework Control Zone Stakeholder Group, who will administer the process and ensure any applications submitted are competent before committee consideration, as well as generally overseeing the implementation and regular review of any zones established. The proposed terms of reference for this group are provided at Appendix 2. 10
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4. Implications/Socio-economic Duty Financial 4.1 Any direct financial implications in relation to the implementation of this proposal will become apparent in due course if consultation on any proposed zones, and thereafter implementation is required. Human Resources 4.2 Any direct human resources implications in relation to the implementation of this proposal will become apparent in due course if consultation on any proposed zones, and thereafter implementation is required. Legal 4.3 The publication of a decision to designate a FCZ is sufficient to bring it into force. Legal advice will be provided as required on the terms of the legislation and guidance. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 The proposals outlined in this report support the Council’s priority of Communities and Local Democracy by providing a means for communities to come forward with proposals to make changes in the use of fireworks in their area. Community Wealth Building 4.7 There are no community wealth building implications associated with this report. 5. Consultation 5.1 Consultation in relation to the policy has been undertaken with the relevant external stakeholders as well as ELT and the Policy Advisory Pannel, and any proposal to designate a FCZ will be consulted on in terms of the policy being considered. David W. Hammond Executive Director of Communities & Housing For further information please contact Scott McKenzie , Senior Manager Protective Services, on 01294 324347. 11
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Background Papers Appendix 1 Draft Firework Control Zone Policy Appendix 2 Stakeholder Group Terms of Reference 12
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North Ayrshire Council – FCZ Policy (Communities and Housing) 1 North Ayrshire Council Firework Control Zone (FCZ) Applications Draft Policy v1 September 2024 1. Introduction This policy document outlines the comprehensive procedures for handling Firework Control Zone (FCZ) applications in North Ayrshire Council, in accordance with the Fireworks and Pyrotechnic Articles (Scotland) Act 2022. The main goal of these zones is to help to tackle the negative effects that fireworks have in some communities and keep the public safe, while still allowing for organised celebrations. This policy aims to provide a clear and transparent process for communities seeking to establish FCZs within North Ayrshire. 1.1 What the Act Covers a. Gives local authorities discretionary powers to designate FCZs within their boundaries. b. Makes it a criminal offence for the public to use fireworks in FCZs, including on private property. c. Requires local authorities to consult with residents, workers, and other stakeholders before designating an FCZ. d. Mandates review of the operation and effectiveness of FCZs. 1.2 What the Act Does Not Cover a. Blanket Bans: The Act does not impose a nationwide ban on fireworks or pyrotechnics. b. Public Fireworks Displays: Public fireworks displays put on by a charitable, religious, youth, recreational, community, political or similar organisation are permitted in a FCZ, as are public fireworks displays put on by a professional organiser. c. Other Jurisdictions: The Act applies only to Scotland and does not affect fireworks regulations in other parts of the UK. d. Automatic Designation: FCZs are not automatically applied; they require local authority action and community input. Appendix 1 13
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North Ayrshire Council – FCZ Policy (Communities and Housing) 2 e. Compensation: The Act doesn't provide for compensation to businesses affected by FCZ designations f. Bonfires: The Act does not cover regulations or restrictions related to bonfires, which remain subject to separate local laws and community guidelines. 1.3 Restrictions and Exemptions: The Fireworks and Pyrotechnic Articles (Scotland) Act 2022 prohibits the use of fireworks within designated FCZs, except for Category F1 fireworks, which include indoor fireworks such as sparklers. Additionally, the legislation permits public organised displays to take place within FCZs, provided they comply with local licensing requirement.(add more detail here about events process) 2. Eligibility Criteria 2.1 Applicant Requirements a. Applications must be submitted by community groups, not individuals. This ensures broad community support and representation. b. Groups must have at least 25 supporting signatures from individuals who reside within the proposed FCZ area or who are otherwise able to demonstrate that they have an interest in the proposed FCZ. These signatures demonstrate local backing for the initiative. c. For the purposes of this application, a community is defined as a group of people who share a common aim, interest, or purpose. This broad definition allows for various types of community organisations to apply. d. Examples of eligible groups include, but are not limited to, Tenants Groups, Community Associations, Welfare Groups, and Community Councils. Other groups that meet the community definition are also encouraged to apply. 2.2 Lead Applicant a. A designated lead applicant must manage the application process and communications and provide contact details. This ensures a single point of contact for efficient communication. b. The lead applicant should be prepared to act as the primary point of contact throughout the FCZ process, from initial application to implementation if approved. 14
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North Ayrshire Council – FCZ Policy (Communities and Housing) 3 3. Application Process This process empowers communities to request FCZ designation through community groups, ensuring broad local support for the initiative. The process of a successful community application will usually take about 32 weeks from the initial request to the final implementation of an FCZ, although it may take longer depending on circumstances. This indicative timeline allows for thorough community engagement, formal application review, public consultation, and decision-making by the Council Cabinet, ensuring a transparent and inclusive process for establishing Firework Control Zones in North Ayrshire. 3.1 Pre-Application Stage Community Engagement and Consultation a. Prior to submission, the Community may want to consider engaging with local residents and people working in the proposed FCZ area. This helps gather information from diverse perspectives, help gauge public opinion and identify potential concerns. b. The Community should record any feedback, including impact of issues and reasons for supporting the FCZ. This documentation will be valuable for the formal application. c. Various methods can be used to reach a broad audience (e.g., community meetings, surveys, social media outreach) to ensure comprehensive community input. Application Preparation a. Applicants must determine proposed FCZ boundaries using official maps or clear geographical markers. Precise boundary definition is essential for effective implementation. b. The lead applicant must provide at least 25 supporting signatures with their application. These signatures should come from residents within the proposed FCZ area. Alternatively, if signatories are not residents, they must be able to demonstrate a clear interest in or connection to the proposed FCZ. This requirement ensures broad community support and engagement with the FCZ initiative. c. The application must outline specific reasons for the proposed FCZ, including any historical issues with fireworks in the area. This justification helps the Council understand the need for an FCZ. The applicant should submit any relevant evidence together with their application. 15
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North Ayrshire Council – FCZ Policy (Communities and Housing) 4 d. Applicants should detail the desired start and end dates, considering local events and celebrations. This timing consideration ensures the FCZ doesn't unnecessarily disrupt community activities. 3.2 Formal Application Stage Submission a. The completed application should be submitted to North Ayrshire Council via the online portal. This is the preferred method for efficient processing and tracking. b. Alternatively, applicants may choose to complete a hard copy application, which can be submitted via mail or in person at designated council offices. This option ensures accessibility for all community groups. c. The application must include all required information: • Detailed reasons for the proposed FCZ • Precise boundaries of the zone with supporting maps • Desired start and end dates with justification d. Results of any community consultation, including methods used and number of people engaged should be outlined in the application. e. Supporting signatures (minimum 25) with full names and addresses requires to be provided. Initial Assessment (Usually ends at week 4) a. The Communities and Housing Directorate will acknowledge applications and conduct a review for completeness and eligibility to progress to the formative stage of review. b. Incomplete applications or those not meeting the basic criteria will be rejected by the Communities and Housing Directorate Leads and applicants will be provided with the opportunity and support to re-apply with further details on the application criteria. c. Applications assessed complete and eligible to proceed to the formative stage will undergo a comprehensive review by the FCZ Stakeholder Group. This group consists of: • Cross-service representatives from relevant Council departments including the Council’s Protective Services, Connected Communities, Health & Safety and Corporate Legal Team. • Representatives from Scottish Fire and Rescue Service (SFRS) • Representatives from Police Scotland 16
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North Ayrshire Council – FCZ Policy (Communities and Housing) 5 e. The FCZ Stakeholder Group will assess the application's potential impact on public safety, community well-being, and local resources. Their diverse expertise will ensure a thorough evaluation of the proposed Firework Control Zone from multiple perspectives. f. The Firework Control Zone (FCZ) Stakeholder Group will make a recommendation on whether to accept or reject the application for progression to the consultation stage. This recommendation will be detailed in a Cabinet report for Elected Members' consideration. The report will include: • A summary of the application • An analysis of the evidence provided • Reasons for the recommendation (either to accept or reject) • Proposed next steps g. The Cabinet report will enable Elected Members to make an informed decision on whether to: • Accept the recommendation and proceed to the consultation stage • Reject the recommendation and decline to move forward with the consultation • Request additional information before making a decision h. If Elected Members decide to proceed to the consultation stage, the process will move forward with public engagement and further assessment. If Elected Members decide to reject the application, the applicants will be notified and given information on how to strengthen their application for future consideration. Applicants will be notified of proceeding to the next stage or rejection, with clear reasons provided for any rejection. i. If Cabinet rejects the application, the applicant has the right to request a review of the decision. Any review will be heard by the Audit and Scrutiny Committee. Audit and Scrutiny will have the right to examine any decision made by Cabinet on whether to proceed to consultation or reject application at this stage in the process. 3.3 Consultation and Decision Stage Public Consultation (Usually ends at Week 20) a. The consultation period will be determined based on the complexity and scope of the application. While typically ranging from 8 to 12 weeks, this duration may be adjusted to be shorter or longer as circumstances warrant. The goal is to ensure a sufficient timeframe that allows all impacted parties reasonable opportunity to participate fully and share their views on the proposal. Factors such as the nature 17
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North Ayrshire Council – FCZ Policy (Communities and Housing) 6 of the application, its potential impact, and the breadth of stakeholders involved will be considered when setting the consultation period. This flexible approach aims to balance the need for thorough public engagement with the efficiency of the decision-making process. b. Stakeholder mapping will be conducted to identify individuals, groups, and organisations potentially affected by or interested in the FCZ proposal. This process will ensure comprehensive outreach and engagement with all relevant parties, including residents, businesses, community organisations, and local services within and around the proposed FCZ area. c. The Council will actively promote the consultation through a range of mechanisms to ensure wide participation which may include online platforms, local media, and community networks. d. Consultation methods may include online surveys, public meetings, and written submissions to accommodate various preferences for participation. e. The Council will gather feedback from residents, businesses, and stakeholders, ensuring a balanced representation of community views. Analysis and Recommendation (Usually ends at week 28) a. The Council will aim to analyse consultation results, considering both quantitative and qualitative data within 4 weeks of the consultation period ending. b. A comprehensive report will be prepared, summarising the findings and their implications for the FCZ proposal. This report will include a thorough community impact assessment, analysing the potential effects of the proposed Firework Control Zone on local residents, businesses, community events, and traditions. The assessment will consider both positive impacts, such as improved public safety and reduced disturbances, as well as potential negative consequences, like effects on local events or businesses. This evaluation will form part of the report which will be considered by Cabinet in their decision-making process. c. The Council will prepare a recommendation for Cabinet from the analysis of the consultation results, based on the consultation outcomes and policy considerations. Cabinet Decision (Usually ends at week 32) a. North Ayrshire Council’s Cabinet will evaluate and discuss the proposal alongside the report prepared by the Council Officer. b. Cabinet will make the decision on approving or rejecting applications for a FCZ application. c. The decision will be communicated to the lead applicant and made public through official channels and local media. 18
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North Ayrshire Council – FCZ Policy (Communities and Housing) 7 d. If Cabinet rejects the application, the applicant has the right to request a review of the decision. Any review will be heard by the Audit and Scrutiny Committee. Audit and Scrutiny will have the right to examine any decision made by Cabinet on whether to proceed to consultation or reject application at this stage in the process. 3.4 Implementation Stage (Usually ends at week 36) Notification and Preparation (Around 4 weeks) a. If approved, The Council will notify applicants, residents, and businesses within the FCZ. b. The Council will prepare necessary signage, informational materials, and enforcement protocols to ensure clear understanding of the FCZ regulations. c. North Ayrshire Council websites and relevant databases will be updated with FCZ information to provide easy access to details for the public. FCZ Establishment a. The FCZ comes into effect on the specified start date, presuming 60 days public notice has been given as required by legislation. b. The Council will ensure proper enforcement measures are in place, including coordination with local law enforcement and community safety teams. 4. Review of FCZ North Ayrshire Council will review approved Firework Control Zones (FCZs) to assess their effectiveness, gather community feedback, and ensure that they continue to meet public safety needs and address local concerns regarding fireworks usage. Reviews will normally be carried out every three years, unless the local authority decides that a sooner review would be preferable in the circumstances. This regular review process aligns with the requirements set forth in the Fireworks and Pyrotechnic Articles (Scotland) Act 2022 and allows for necessary adjustments based on changing circumstances within the community. 5. Useful Links FCZ Application Form FCZ Guidance for Local Governments Firework control zone (north-ayrshire.gov.uk) 6. Useful Contacts For enquiries please email: safetyadvisorygroup@north-ayrshire.gov.uk 19
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1 NORTH AYRSHIRE COUNCIL AND PARTNERS FCZ Stakeholders Review Group: Terms of Reference 1. Purpose: To collaboratively review Firework Control Zone (FCZ) applications, consider available evidence pertaining to the application, , administer the application process, contribute to the development of a comprehensive Cabinet paper including a recommendation on whether or not Cabinet should accept the request and move to the consultation stage, initiate and execute a consultation and engagement process where required, and develop comprehensive cabinet papers to enable elected members to make informed decisions on approving or rejecting proposed FCZ applications, all within the agreed indicative FCZ process timelines 2. Participants: • Representatives from Scottish Fire and Rescue Service • Representatives from Police Scotland • North Ayrshire Council (NAC) Service Representatives including CPP team, CLD team, Legal Team, Public Protection Team, Place Team, H&S and Risk Team. 3. Meeting Schedule: The stakeholder group will convene at key stages of the FCZ application process, specifically: 1. When an application reaches the formative stage to provide input into the initial Cabinet report 2. During the development of the consultation plan 3. To consider evidence gathered from the consultation 4. When developing the final cabinet report 4. Leadership The responsibility for the FCZ policy and process will sit with the Communities and Housing Directorate. The Senior Manager (Public Protection) will chair meetings and designate a nominee to lead in their absence. 5. Responsibilities: a) Application Review: • Evaluate initial FCZ proposals • Assess potential impact on public safety, community events, and local businesses • Analyse feasibility of implementation and enforcement • Consider potential unintended consequences of FCZ implementation • Provide input to the initial Cabinet report, including a recommendation on whether or not the application should proceed to the consultation stage b) Consultation Development: • Design a comprehensive consultation strategy aligned with institutional frameworks and Scottish Government FCZ guidance Appendix 2 20
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2 • Collaborate closely with Community Learning and Development colleagues to ensure inclusive community engagement • Determine appropriate methods for gathering community feedback, including surveys, public meetings, and digital platforms • Establish clear timelines for the consultation period, ensuring adequate time for meaningful participation • Develop communication materials to clearly explain FCZ proposals to the public c) Evidence Evaluation: • Conduct thorough analysis of consultation results and community feedback • Assess the potential effectiveness of proposed FCZs in reducing firework-related incidents • Evaluate the impact on community cohesion and cultural celebrations • Identify any safety concerns, enforcement challenges, or potential displacement effects • Consider economic implications d) Cabinet Report Preparation: • Compile comprehensive findings and evidence-based recommendations • Develop a detailed impact assessment covering safety, social, economic, and environmental factors • Draft a clear, concise, and informative report for cabinet consideration • Ensure inclusion of all relevant data, stakeholder perspectives, and potential alternatives • Provide a balanced view of the pros and cons of FCZ implementation 6. Decision-Making Process: • The stakeholder group will provide recommendations and insights throughout the process • Consensus will be sought on key recommendations • Final decisions on FCZ proposals will be made by elected members at the cabinet level • The group will be available to provide clarification or additional information to the cabinet as needed 7. Review and Continuous Improvement: • The effectiveness of the stakeholder group and the FCZ policy will be formally reviewed after one year • Ongoing feedback will be collected from group members and stakeholders to refine the process • Best practices and lessons learned will be documented to inform future policy development • The group will stay informed of national policy changes and adapt processes accordingly 8. Confidentiality and Transparency: • Members will maintain confidentiality of sensitive information discussed during meetings • A summary of decisions and recommendations will be made publicly available, ensuring transparency in the process 9. Resources and Support: • Administrative support will be provided by NAC, Communities and Housing Directorate to facilitate meetings and document proceedings • Relevant data and research will be made available to all members to inform decision- making Ends. Communities and Housing Directorate (v1 – September 2024 21
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NORTH AYRSHIRE COUNCIL 6th May 2025 Cabinet Title: Locality Planning 2.0 Purpose: To seek Cabinet approval of the proposed next steps in relation to North Ayrshire’s locality planning approach. Recommendation: That Cabinet: a) Notes the review work undertaken in relation to locality planning in North Ayrshire; b) Notes the national context and ongoing developments regarding community and locality planning and local democracy; and c) Approves implementation of the proposals arising from the locality planning review as detailed within the report. 1. Executive Summary 1.1 North Ayrshire’s Council Plan identifies ‘communities and local democracy’ as one of four key priorities. The Council Plan sets out our ambition to develop strong relationships with communities and partners based on trust and shared aspirations. The Council has long recognised the importance of participative democracy in co-designing and delivering the best possible services, within available resources, alongside partners and communities. For democracy to thrive, people must be encouraged and supported to take part in decision making at all levels. 1.2 Alongside the national Local Governance Review, Democracy Matters 2 conversation and review of the Community Empowerment (Scotland) Act 2015, officers have progressed a programme of self-assessment work to identify areas of strength within our locality planning framework along with proposals to further strengthen the approach aligned to our Council Plan priority. 1.3 This report sets out the results of the self-assessment work and the recommendations for the future of locality planning in North Ayrshire. The recommendations include opportunities to better support locality planning partnerships, the form and content of meetings, and a renewed focus on locality action plans. The proposed next steps will build upon existing good practice to further strengthen the role of locality planning and the involvement of communities in local democracy. 2. Background 2.1 Collaboration, cooperation and collective action are recognised as leading to improved outcomes for people, and open, transparent and participatory government is fundamental to democracy. Over the past decade, North Ayrshire Council has been building its approach to community empowerment by strengthening communities and improving participative democratic processes. The Christie Commission in 2011 recognised the importance of this Agenda Item 4 23
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as a way of working as a driver for public sector reform. This was further enhanced by the introduction of the Community Empowerment (Scotland) Act in 2015. The importance of this work is embedded within the North Ayrshire Community Partnership Plan (LOIP) and recognised through the inclusion of “Communities and Local Democracy” as one of the four key priorities of the Council Plan, with the aim being that we will have active, inclusive and resilient communities. 2.2 The 2020 Best Value Audit Report recognised that the Council proactively engages with communities, including hard-to-reach groups and its most vulnerable communities. In the 2021-22 Best Value statement, Audit Scotland identified that “The Council continues to be open and transparent and demonstrates a culture of continuous improvement”. The North Ayrshire Participation Strategy, which was approved by Cabinet in June 2024, seeks to further that continuous improvement by setting out our overarching approach to participation, offering an accessible pathway for communities to participate and a commitment to developing new, innovative and inclusive methods for participation that further the transparency of decision making. 2.3 The Scottish Government has embarked on a Local Governance Review, and this national programme of work, alongside the Council’s own recently published North Ayrshire Participation Strategy, has been used as a catalyst to complete a self-assessment exercise in relation to locality planning to understand opportunities for improvement aligned to our Council Plan ambitions. 2.4 Nationally, the Scottish Government has also been undertaking a review of the Community Empowerment Act, and the initial findings and recommendations were published on 31st March 2025. The recommendations outlined in this paper in response to our self- improvement work support the emerging recommendations of the review, particularly in terms of streamlining complex lines of accountability, improving policy coherence between areas such as community planning and Community Wealth Building, involving the Third Sector Interface and local anchor organisations as partners, and enabling effective leadership in CPPs. 2.5 The report on the latest of the ongoing series of Democracy Matters 2 (Local Governance Review) conversations is expected later this year. Early indications are that the approach outlined in this paper will also support the outcomes of the Democracy Matters work and the Local Governance Review. Officers will continue to monitor the expectations from both pieces of work on an ongoing basis and work with our national partners to identify shared learning and expectations. 2.6 One of the key routes for participation in North Ayrshire is through locality planning, including the work of the locality partnerships which bring our Community Planning Partners, elected members and community representatives together to jointly address local priorities. Locality planning is one of the key levers used to encourage communities to work together on joint priorities and co-produce solutions. Locality Plans, which cover smaller areas within the Community Planning Partnership, focus on priorities agreed by each Locality Partnership. 2.7 Locality Planning is outlined in the Community Empowerment (Scotland) Act 2015 as a way for Community Planning Partners to tackle inequality in a targeted and cohesive manner for communities facing disadvantage. North Ayrshire Locality Planning arrangements are through the North Ayrshire Decentralisation Scheme in terms of section 23 of the Local Government etc (Scotland) Act 1994, as well as complying with Part 2 of the Community Empowerment (Scotland) Act 2015. Locality Partnerships are chaired by elected members as agreed by North Ayrshire Council and since the alignment of Elected Member wards to locality boundaries in 2019, Elected Members sit on one Locality Partnership. 24
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2.8 Locality planning is a living process which we seek to continuously improve, with the last development being a review of the partnership Terms of Reference and membership criteria in 2022. The development of the locality planning journey to date is attached as Appendix 1. 2.9 Using the national context and the North Ayrshire Participation Strategy as a driver, a programme of self- assessment work in relation to locality planning has been undertaken. This reflects our ambition to continue to grow and improve the local governance framework, using locality planning as a key lever to do so. It also reflects the ambitions of communities across Scotland, which have been identified through the national Local Governance Review and Democracy Matters 2 conversation. 2.10 The self-assessment exercise took place during summer/autumn 2024 and included the following: • Surveys with all locality representatives to gain a deeper understanding and identify what is currently working well, what the challenges to locality working are and what the opportunities are to develop the collective contribution • Completion of ‘locality profiles’ for each locality • Engagement with elected members via a Policy Advisory Panel session • A wider review of the best of practice across national networks to inform our locality planning approach, tailored to local circumstances as required 2.11 The key question which the self-assessment sought to answer was Are we addressing inequalities as effectively as we could? 2.12 Following the development of initial proposals, further engagement has been carried out with elected members, community planning partners and locality partnerships. A timeline of the activity undertaken is attached at Appendix 2. 2.13 Analysis of the feedback from key representatives showed that members of locality partnership felt a high level of involvement and ownership of the partnership, and that community members in particular felt included and involved in decisions which were made. The feedback also highlighted a number of areas for potential improvement including how the time at partnership meetings was used and the potential of focusing in more depth around particular priority themes at meetings. Discussions with our community planning partners also reflected the challenges they have in resourcing locality planning and the high level of movement in partner staffing arrangements recently. This reinforces the need to ensure locality planning is as effective as possible and makes the best use of partners and communities time in addressing inequalities. 2.14 Key to the approach taken in the recommendations is an aim of establishing a core approach to good practice across all six localities in North Ayrshire. Not every recommendation is new to every locality. The aim is to ensure a consistent level of expectation across all Locality Partnerships, while ensuring there is enough flexibility for each area to adapt to their own needs. The recommendations are themed around the key areas: Support for the Partnership 2.15 Support for the partnership will be developed using the concept of the “Team Around the Partnership”. This team comprises the Chair of the Partnership, the Connected Communities Lead Officer, the Locality Officer and the Partnership Lead Officer for the locality. Additional support for the delivery of the Locality Plan and the Council, LOIP and HSCP priorities will be provided by Strategic Leads who are Council and HSCP Chief Officers. An explanation of the roles and responsibilities are provided at Appendix 3. This 25
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strategic team will help tackle any ‘mission drift’ which may occur in the Partnership’s focus and re-energise Council service, HSCP and CPP partner support. 2.16 The size and complexity of each locality means that the structures that sit beneath each partnership are of vital importance. A ‘locality profiling’ exercise was undertaken as part of the self-assessment work to understand the key community and voluntary groups active in each locality and the contribution they provide to their local community. We will review the membership of Locality Networks which meet regularly to deliver on actions related to the priorities and look at how we can drive participation and representation through existing channels. A key action will be to continue to strengthen and develop the role of Locality Networks with the support of the Council and HSCP Strategic Leads. Joint work, led by the Strategic Leads, will help ensure alignment and integration between the locality work of the CPP and the HSCP. This shared approach will also help identify how the ongoing work of the Collaboration for Health Equity in Scotland (CHES) project can be embedded in localities, reinforcing existing action to close inequities in healthy life expectancy. We will also increase training and development sessions for LP members and stakeholders. 2.17 A place-based approach to locality planning is key, and a clear understanding amongst stakeholders of the assets within our localities (people, buildings, skills, capacity, funding etc) will be key to improving outcomes. In addition, the role of Local Place Plans and engagement as part of the new Local Development Plan and through our Tenant and Resident Associations will be an important aspect of locality discussions in the coming months. Format and content of partnership meetings 2.18 The Locality Partnership meeting is key to the effective delivery of locality planning. The proposal is that we make a radical change to the meeting agenda and format to re-energise the room. This will include a formal decision-making section at the start of each meeting, followed by interactive discussions around an agreed locality priority. The co-production of agenda items and the role of the community representative who is Vice Chair will be emphasised. Alternative formats for reporting will reduce the time spent on “show and tell” style feedback at the meetings which survey respondents indicated could be more effectively communicated. We will further develop the Community Voice agenda item which is already implemented in Garnock Valley across all partnerships. The Locality Partnership Senior Officers Group will support with development activity around the redesign of the meetings. Focus on the locality plan and addressing inequalities 2.19 The focus of locality planning is to reduce inequalities, and the locality plan is the central document which not only allows for planning but also monitoring of progress around delivering on the locality priorities. With this in mind, we will refocus the locality plan to emphasise its centrality to all work related to Locality Partnerships. Actions to address priorities will be developed further with partners and community representatives. Plans will clearly articulate the golden thread which runs upwards and downwards from locality plans to the LOIP and the Council Plan. We will also clearly articulate links to Community Wealth Building in communities. The locality plan will be the driver for Partnership meetings, discussions and projects. 2.20 Our communities are key to not only the development but delivery of locality priorities. The community of volunteers within North Ayrshire make an invaluable contribution across the board. In parallel to the implementation of Locality Planning 2.0, officers will work with partners across the Council, Third Sector Interface and KA Leisure to understand how we can better attract, support, recognise and retain volunteers locally and improve the overall volunteer experience. 26
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Community Investment Fund (CIF) processes 2.21 One of the key decisions currently made by Locality Partnerships is around their allocation of Community Investment Funding (CIF). At present we are engaged in a comprehensive review of grant making processes across the Council which has the intention of streamlining the process for applicants and ensuring robustness and appropriate governance. As part of this work, we will update the CIF guidance which is provided to applicants and strengthen the checklist which Locality Officers’ complete and supply to assist with decision making. This will help to ensure that applications which reach our Partnerships are as robust and aligned to local priorities as possible. As CIF funding is expended and the approach reaches its natural conclusion across the various localities, we will work with communities and partners to ensure a smooth transition to new ways of co-production. 2.22 Next steps to implement the recommendations will include: • Upskilling cross service Council officers in the purpose and methods of Locality Planning at the forthcoming Leadership Conference in April 2025 • Launching the next phase of locality planning with Community and Locality Planning Partners and communities • Working with the Locality Partnership Senior Officers Group to further develop and embed the proposed changes with partners • Further developing the profile of locality planning through corporate communications channels, including a focus on reporting on progress against locality priorities 3. Proposals It is proposed that Cabinet: (i) Notes the review work undertaken in relation to locality planning in North Ayrshire; (ii) Notes the national context and ongoing developments regarding community and locality planning and local democracy; and (iii) Approves implementation of the proposals arising from the locality planning review as detailed within the report. 4. Implications/Socio-economic Duty Financial 4.1 The delivery of the proposals will be carried out using existing resources. Human Resources 4.2 There are no human resources implications arising from the report. Legal 4.3 The proposals ensure the Council continues to meet its statutory duties in regards to the Community Empowerment Act (Scotland) 2015. In particular they ensure a refreshed and revitalised approach to addressing inequalities through the locality planning mechanism as specified in the Act. 27
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Equality/Socio-economic 4.4 The purpose of locality planning is to reduce inequalities, widen democratic participation and advance community empowerment by encouraging people to become involved in their community. The refreshed approach ensures that these purposes can be met more fully. Environmental and Sustainability 4.5 Locality planning supports sustainability through, for example, community involvement and volunteering in environmental projects, as well as providing funding for projects which contribute towards their sustainability. Key Priorities 4.6 Locality Planning supports the North Ayrshire Council Plan strategic aims: • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people by involving local people in identifying priorities and codesigning processes which deliver solutions to poverty and inequality related issues. • We will have active, inclusive and resilient communities by providing a key process for local democratic decision making. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities through supporting localized use of assets and identifying priorities which make best use of Council resources. Community Wealth Building 4.7 Locality planning encourages increased democratic participation and greater awareness of opportunities, for example, for community ownership of land and assets and plural ownership of the local economy through inclusive ownership models. 5. Consultation 5.1. The proposals contained within this paper have been developed in response to the survey of locality partnership members as detailed above in paragraph 2.10 and in collaboration with the strategic Community Planning Partners as detailed in paragraph 2.12 David W. Hammond Executive Director Communities and Housing For further information please contact Rhonda J. Leith, Head of Service (Connected Communities), on (01294) 324415. Background Papers Appendix 1 - Development of Locality Planning in North Ayrshire Appendix 2 - Self assessment activity programme Appendix 3 - Roles within the “Team Around the Partnership 28
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Appendix 1: North Ayrshire Locality Partnership Development Timeline 2014-24 29
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Appendix 2: North Ayrshire Locality Planning Review Activity Timeline 2024-25 Initial Scoping meetings in spring 2024 and LP survey Policy Advisory Panel Session Community Launch Information Session Links to Leadership Conference in April 2025 Cabinet Report 2025 Embedding of from review and launch of Locality Planning 2.0 30
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Appendix 3: Locality Partnership Role Structure 31
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, NORTH AYRSHIRE COUNCIL 6th May 2025 Cabinet Title: Proposals for Community Investment Fund (CIF) Expenditure Purpose: To determine applications by Locality Partnerships to allocate CIF funding to proposed projects. Recommendation: That Cabinet: a) Reviews the applications from Garnock Valley, North Coast and Cumbraes and Three Towns Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Radio City Association (see Appendix 1) c) Approves the CIF application in relation to Clyde Coast and Cumbraes Men’s Shed (see Appendix 2); and d) Approves the CIF application in relation to the Three Towns Growers (see Appendix 3). 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Local Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Community Wealth Building Strategy. In June 2021, Cabinet approved a further £1m top-up for the funding, with a further £2m added in November 2021. 1.2 Locality Partnerships have subsequently continued to work on their local action plans and refining proposals for expenditure in line with their locally identified needs. It is a testament to the dedication of the Locality Partnerships and their community partners that proposals continue to emerge to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific needs of the local community, and which have been developed based on local circumstances and opportunities. 2. Background 2.1 Within its budget for 2017-18, North Ayrshire Council provided an allocation for the creation of an innovative fund to enable communities to address the priorities they have identified through Locality Planning Partnerships and within the context of North Ayrshire Community Planning Partnership’s Fair for All Strategy and the Council’s Agenda Item 5 33
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Community Wealth Building Strategy. A further £3m was added to the funding in 2021, to be distributed among localities as follows: Locality Value of CIF from first funding allocation (2017-18) Expenditure to date Value of CIF from second funding allocation (June 2021) Value of CIF from third funding allocation (Nov 2021) Total balance available Irvine £754,000 £958,358 £290,000 £580,000 £665,642 Kilwinning £286,000 £322,190 £120,000 £240,000 £298,810 Three Towns £598,000 £1,194,411 £240,000 £480,000 £123,589 Garnock Valley £390,000 £456,103.04 £150,000 £300,000 £383,896.96 North Coast £468,000 £688,717 £170,000 £340,000 £289,283 Arran £104,000 £125,079 £30,000 £60,000 £68,921 TOTAL £2,600,000 £3,744,858.04 £1,000,000 £2,000,000 £1,830,142.96 2.2 It was agreed that the CIF awards would range between £5,000 and £100,000 for community organisations, as defined in the CIF guidance, in order to support proposals and projects that connect with: • The North Ayrshire Fair for All Strategy, with consideration for how applications contribute to community support for the cost-of-living crisis; • The Community Planning Partnership and locality priorities; • North Ayrshire Council’s values, priorities, and business objectives; and • The Community Wealth Building and Environmental Sustainability and Climate Change Strategies And will also: • Fulfil a compelling need and not duplicate existing services or facilities. • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon requests) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. 34
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2.3 The proposal development and application process has been agreed as follows: • Locality Partnerships should continue to engage with their communities and stimulate interest in the CIF. Each Locality Partnership will then strategically access the applications, make links, and look at the funding ‘in the round’. • If the partnership supports a bid, then the group will be encouraged to submit a full application form, which they will decide upon before making a proposal to Cabinet for final approval. • The proposal will go to the next suitable Cabinet for final approval. 2.4 The enclosed applications at appendices 1, 2 and 3 have been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. Each application is summarised in turn below. 2.5 The Garnock Valley Partnership The allocation and funds committed to date are outlined in the table below. The Garnock Valley Locality Partnership CIF allocation to date: £840,000 Garnock Valley Mens Shed - Project Initiation £28,000 Travel Needs Analysis £25,000 Geilsland Hall - Volunteering and Employability £45,000 Garnock Valley 20:20 Vision £15,000 Beith Community Development Trust - Youth Lead £43,500 Garnock Valley Mens Shed - Heating System Replacement £20,000 Café Solace - Development Worker £49,723 Geilsland Courtyard Feasibility Study £15,582 Beith Playpark £100,000 Beith Community Association £22,098.04 Garnock Valley 2023 Development Worker £51,200 Beith Hive £41,000 Balance £383,896.96 2.6 Proposal: Radio City Association (£65,000) (see Appendix 1) 2.6.1 Radio City Association are a longstanding community anchor organisation that was formally established in November 1999. Their overall objective is developing the social, environmental and economic prospects of the Garnock Valley. The vision that has been established for Radio City’s ‘Electric Valley’ is to develop a vibrant community of partnership, growing opportunities for lifestyle change across health, learning and employability to enable inclusive economic growth and sustainability. 35
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2.6.2 The proposal aims to advance wind and hydro energy projects and initiate stage one of their Knox Institute project. RCA’s Electric Valley concept, with its seven areas of focus, targets strategic investment funds to foster inclusive economic growth and address local inequalities in health, wealth, and education. The £65,000 funding will support the employment of a Community Development Manager and a Project Manager within the organisation as well as make a small contribution towards overhead costs. CIF funding will boost RCA’s organisational capacity, enabling broader community development through partnerships and access to additional funding streams. 2.6.3 The project supports the locality priorities of Moving Around, Work and Local Community and Facilities and Amenities, as well as the Local Outcome Improvement Plan outcomes of Work and World. A full application is provided at Appendix 1. 2.7 The North Coast and Cumbraes Partnership The allocation and funds committed to date are outlined in the table below. The North Coast & Cumbraes Locality Partnership CIF allocation to date £978,000 Organic Growers of Fairlie £22,800 Clearer Minds £30,200 Millport Town Hall £200,000 Sing Your Song (WKCIL) £14,892 Locality Priorities Worker £35,948 West Kilbride Technical & Creative Training Programme £76,605 Locality Priorities Worker - extension of support £41,871 West Kilbride Sports Club £6,750 Largs Scottish Women’s Institute £15,393 Locality Priorities Worker - extension of support £52,000 Parent Network Scotland £99.393 Largs Development Trust £92,685 Balance £289,283 2.8 Proposal: Clyde Coast and Cumbraes Men’s Shed (£47,500) (See Appendix 2) 2.8.1 The main aim of the Clyde Coast & Cumbraes Men's Shed is to help improve men’s mental & physical health and wellbeing by providing a venue where men can choose to either work, relax, make and repair things, pursue hobbies and pastimes, get practical help with projects and share & learn new skills, while making new friends. They are a registered charity and are in the process of concluding the legal aspects of the Community Asset Transfer (CAT) purchase of the Brisbane Centre, as previously approved by Cabinet. 2.8.2 The purpose of their application is to carry out alterations to the Centre which would provide a spacious workshop area, improved storage, modern disabled and unisex toilets, new staircase with stair lift to upper floor, new office and craft room/meeting room. This would create a friendlier and more usable venue for those using the facility. 2.8.3 The Men’s Shed application is attached as Appendix 2. They had applied for £95,000 in total. The Locality Partnership agreed to: 36
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• 50% of the funding requested by Men’s Shed, with funds ringfenced for 12 months and subject to review after that period to allow the organisation to raise the remaining 50% via other funding avenues. • Request that the organisation obtain and share a full quote for the project work with the Partnership. • Release funds from ringfenced funding to support tendering efforts to advance the project. Cabinet is therefore asked to approve the award of £47,500 to the group. 2.8.4 The project meets the locality priorities of Increasing Social Inclusion and Improving Mental Wellbeing, as well as the LOIP priority of Wellbeing. 2.9 The Three Towns Partnership The allocation and funds committed to date are outlined in the table below. The Three Towns Locality Partnership CIF allocation to date: £1,318,000 Ardrossan Community Development Trust £25,000 Three Towns Growers £100,000 The Training Station £50,000 Ardrossan Castle Heritage Society £17,912 Raise Your Voice For Ardeer £100,000 Ardrossan Community Sports Hub £43,320 Winton Circus Playpark £48,288 Ardrossan Community Development Trust - Development Officer £53,100 Raise Your Voice For Ardeer – increased cost for multipurpose hub) £130,000 Ardrossan Community Association (Whitlees) £48,586 Ardrossan Community Sport - Winton Park 3G £100,000 CHAP – Advice Outreach £45,767 Ardrossan Scouts £100,000 Saltcoats Active Lifestyle Group (SALT) £45,600 Stevenston Community Council – Street Signage £29,988 Three Towns Community Shed £56,850 Hayocks Tenants and Residents Association Project – funding ringfenced by Locality Partnership while match funding sought. £100.000 Ardrossan Winton Rovers – Stand Roof £100,000 Balance £123,589 2.10 Proposal: Three Towns Growers (£49,240) (See Appendix 3) 2.10.1 Three Towns Growers (3TG) are an OSCR registered charity. 3TG provide growing spaces to cultivate fruit & vegetables, social interaction and community involvement. Their aim is to nurture people to live a healthier and more sustainable lifestyle. 2.10.2 The group are seeking CIF funding to support the building of their Community and Education Hub at their allotment site. The group and their members have through a range of fundraising events, raised £30,000 to support this development, as well as secured £383,000 of Lottery funding towards it. The funding will enable the schedule of works to proceed, which will include, a decking area, timber pergola, textured asphalt surfacing to road and the establishment of disabled parking 37
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bays. All the work is within their current lease and meets all NAC requirements. The Hub will host a range of activities such as a farmers’ market, the Grower’s public events held throughout the year, a place for community members to come together and take an interest in local ecology, becoming climate aware, and events and activities that promote positive mental health and wellness. It will also provide a learning space to support the partnership the growers have with local schools. 2.10.3 As referenced in the full application approved by the partnership (attached as Appendix 3), the group have previously received an award of £100,000 from CIF to support the employment of a member of staff. The amount applied for currently as a contribution towards the increased costs of their build project supports the locality priorities of promoting the local economy and tourism, regenerating community facilities, increasing civic pride and community engagement and improving community wellbeing, as well as the LOIP priorities of World and Wellbeing. 3 Proposals That Cabinet: a) Reviews the applications from Garnock Valley, North Coast and Cumbraes and Three Towns Kilwinning Locality Partnerships in line with CIF criteria; and b) Approves the CIF application in relation to Radio City Association (see Appendix 1) c) Approves the CIF application in relation to Clyde Coast and Cumbraes Mens’ Shed (see Appendix 2); and d) Approves the CIF application in relation to The Three Towns Growers (see Appendix 3). 4. Implications/Socio-economic Duty Financial 4.1 CIF funding is allocated within existing resources. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The purpose of Locality Planning is to reduce inequalities, increase community cohesion an advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. 4.5 Climate Change and Carbon Environmental and sustainability along with climate change and carbon reduction opportunities are considered in relation to each CIF application. This proposal supports recycle and re- use principles. 38
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Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan strategic aims: To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. We will have active, inclusive, and resilient communities. A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The application supports the following pillars of community wealth building: • Financial Power: Listening to communities and local enterprises to maximise the impact of financial investment and grow local business, enhance innovation and empower communities. • Land and Assets: Maximising the function and ownership of local physical assets for the benefit of communities and enterprises. 5 Consultation 5.1 The proposals contained within this report have been developed by the Locality Partnerships, through consultation with local people, including young people. David W. Hammond Executive Director (Communities and Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1: CIF Application Radio City Association Appendix 2: CIF Application Clyde Coast and Cumbraes Men’s Shed Appendix 3: CIF Application Three Towns Growers 39
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The CIF will support proposals and projects that: • Connect with: o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Christina Pieraccini Locality Officer - Garnock Valley Connected Communities North Ayrshire Council Walker Hall 45, Main Street Kilbirnie KA25 7BX Tel: 01505 680203 Mob: 07966 160854 Email: cpieraccini@north-ayrshire.gov.uk For more information see the guidance form here: http://www.northayrshire.community/wp- content/uploads/sites/60/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 40
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1. Details of your organisation Name of Organisation RADIO CITY ASSOCIATION Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person ALLAN WILSON Position in Organisation DIRECTOR Telephone Number Email Address Click or tap here to enter text. Total amount of funding requested: £65,000 Match funding (if any): 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Radio City Association (RCA) is a longstanding community anchor organisation that was formally established in November 1999 following the establishment of a steering group in 1997 to redevelop the historic art-deco style Radio Cinema building. RCA is an OSCR registered charity (SCO42718), with the overall objective of developing the social, environmental and economic prospects of the Garnock Valley. In July 2002 after raising c.£2.5m from a wide variety of partner sources, both public and private, construction commenced to convert Radio City from a derelict former cinema opening in December 2003. Having operated the facility for over 16 years the building was sold to Aspiris (Priory Group) to serve as a school facility for children with additional support needs living in seven local residential facilities. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 41
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This allowed Radio City Association to further our charitable objectives of becoming an enabler of local development and allowed the development of the Electric Valley Project. The vision that has been established for Radio City’s Electric Valley is to develop a vibrant community of partnership, growing opportunities for lifestyle change across health, learning and employability to enable inclusive economic growth and sustainability with 12 key areas of focus underpinned by the UN Sustainable Development Goals and National Performance Framework to allow alignment with public policy. (see Community Appendix 1 ) The ongoing project delivery of Radio City is that of community involvement and participation linked to ongoing community development operating a variety of projects ranging from sustainable transport, poverty reduction, skills and employability. We attach Job outlines for the posts. As per those outlines, these are developmental posts for our organisation in a restructured management team that will build upon our recent success in securing capital funding for our Community owned WTG – currently under construction – and repeat that success with our proposed Community Hydro Scheme, being developed in partnership with Scottish Water in a unique collaboration. They will also oversee the development of our Community owned and operated Café/ Bistro within a redeveloped Knox Institute ground floor let and the Community Asset Transfer of the entire building to RCA’s ownership. These, therefore, are our projected outputs and expected outcomes from this investment and its impact will see a currently disused building at the heart of our community brought back into productive use in a bold development to replace community decay deterring inward investment with innovation and renewal that will instead attract investment. This CIF Application – as per the above – is to further develop our local charity in our 25th year of operation and create employment and training opportunities for local people in line with our founding Articles of Association that created the Radio City School, - £2.5m inward investment - now operating as a standalone facility hosting 80 jobs. We have included details of our projected income stream from the WTG that will see upwards of £10m -12.5m re-invested back into our community over the lifetime of its operation – including into the Knox Institute – creating a self-sustaining facility long after the Funding from the Community Investment Fund has been utilised to help COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 42
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kick start this development. This income will be in addition to that earned from existing activities see ‘cashflow projection’ As per the above, we are in the process of adding to our existing Community Interest Company (ATTIX CIC) the SPV that is developing the WTG with other operating companies for each of our projects under development in line with good Scottish Investment Fund (SEn) practice. This restructuring provides for strategic oversight of these varied projects and responsibility for reporting to the Board on Progress on a monthly basis on our Active Transport department and Renewable Energy Project developments within our overall drive towards Net Zero by 2030 in line with Scottish Government targets. The opening of our ‘Climate Café’ will also require oversight and strategic direction in line with our drive to Net ZERO as provided for in this application in respect of the job outlines contained here in.(see below). On the supplementary Questions from the GVLPP ‘Working Group’, re FT and PT staffing in the Café it should be noted that these are very provisional estimates at this stage based on current modelling and our demand profiling, undertaken several months ago and we have updated them in line with developments in the interim e.g. the Closure of Irvine’s Bakers across the road. It also doesn’t feature in our CIF application per se but is provided on request for context and in relation to the role for the proposed Community Development Manager for his/her strategic oversight of all operations. Part-Time is classified by UK employment contract law as those working less than 35 hours. Therefore, almost all staff would be classified as ‘part time’. Executive Chef x1 - 40 Hours (FT) Sous Chef x1 - 35 Hours (FT) Chef de Partie x1 - (PT) Commis Chef x1 - (PT) Kitchen Porter x1 - (PT) Hospitality Manager x 1 (PT) Barista x 2 - (PT) General Service (internal and external) 1- 3 based on individual (PT) +2 LEP (explained below) - (PT) Total 4 - 6.66 FTE COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 43
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On the supplementary question re’ funding being in place for the Cafe staff’, you will be aware, (as above) that this is not part of our CIF application although our Job Outline 1 includes oversight of its operation. As reported, we envisage the earnings from Cafe would cover costs after a period of time as per our business plan but there is funding in place to cover initial staffing costs and of course, we have provided projected revenues from our WTG that is available to cross subsidise if we choose to do so over the short to medium term. All staff will receive living wage with revenues required to meet the costs of staff on an ongoing basis with no revenue support covering core staff for administrative and operational functions of cafe and wider organisation which is required from CIF. Funding is in place for 2 positions for people in 10% SIMD postcodes in Kilbirnie and Dalry covered via our participation as a Local Employability Partnership (LEP) provider of employability services on behalf of North Ayrshire Council each at 14 hours per week . It is to be determined if both these roles will be in café and that will be decided by the people enrolled in programme in their best interest and in the knowing their individual skillset to support their employment progression and long term employability, meaning alternate roles within organisation can be considered . The previous employment experience and skills of these individuals may be limited due to their background with their training supported by RCA via LEP for 4 months, following which their wages would require to be supported by revenue or securing of additional funding. Prospectively 2 further positions for individuals currently in receipt of Universal Credit aged 16-24 covered with 50% wage support via Person Recruitment Incentive (PRI) for young people via the Ayrshire Skills Investment Fund (ASIF) each at a minimum of 25 Hours. Again, the skills of those recruited may be limited and will require oversight and administration and ongoing support for their personal and professional development from senior staff. This proposal, therefore, is entirely compliant with CIF Funding Guidance and the RCA’s ‘Electric Valley’ Development is recognised nationally as such. See following selected News Coverage of our Funding Announcement heralding our WTG development now in construction and nearing completion. • https://www.ardrossanherald.com/news/23857953.kilbirnie-wins-5m-backing- community-owned-turbine/?ref=rss COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 44
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• https://www.heraldscotland.com/politics/23858722.renewable-energy- community-ownership-way-forward/?ref=rss (also in print) • https://www.scottishhousingnews.com/articles/scottish-community-to-build- first-subsidy-free-community-owned-onshore-wind-turbine • https://www.rechargenews.com/wind/small-town-has-big-plans-for-its-very- own-wind-turbine-after-7m-finance-boost/2-1-1536418 • https://www.energylivenews.com/2023/10/17/scottish-community-raises-5m- for-pioneering-wind-turbine/ • https://www.futurenetzero.com/2023/10/17/scottish-community-raises-5m-for- pioneering-wind-turbine/ . COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 45
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3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. **Overview: Addressing the Challenges in Garnock Valley** Garnock Valley is confronting significant challenges that hinder inclusive growth and the development of a sustainable local economy. These challenges, outlined in detail in the attached Electric Valley socio-economic analysis, can be broadly summarized as follows: 1. **Declining Youth and Working-Age Population**: The area is experiencing a decrease in its young and working-age population, leading to overall population decline and reduced economic activity. 2. **Aging Population**: With an increasingly aging demographic, there is growing demand for health and well-being services, further straining public resources. 3. **Economic and Social Recovery from Industrial Decline**: The closure of Glengarnock Steelworks in the 1980s triggered a loss of employment and economic downturn, resulting in heightened social exclusion. 4. **Perceived Neglect of the Garnock Valley**: The community widely perceives that investment is disproportionately directed to other areas of North Ayrshire, exacerbating feelings of neglect. 5. **Gross Inequalities in Health, Wealth, and Education**: The area faces severe public health challenges, economic disparity, particularly in household income and female employment, and low educational attainment—all of which contribute to the persistent wealth gap. **Strategic Response: Community Wealth Building and the Electric Valley Initiative** In response to these ongoing and pervasive issues, RCA has developed a Community Wealth Building strategy through the Electric Valley initiative. This COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 46
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project serves as a reference model for how a "Just Transition" can be both equitable and beneficial to the community, driving economic and social change through tangible actions. The Electric Valley represents an innovative approach designed to address future challenges posed by technological development and decarbonization. This initiative is also aimed at tackling long-standing issues that have hindered inclusive economic growth and perpetuated social injustice in the Valley for decades. **Community-Centric Approach to Green Economy Transition** The Electric Valley is not just a proposal; it is a bold strategy ensuring that the transition to a green economy benefits the entire community, particularly those who have historically been marginalized. This initiative differs materially from past commercial promises, emphasizing the development of community-owned renewable energy schemes. These schemes, which are 100% community-owned, mark a turning point for the local economy, with the potential to transform lives, create new opportunities, and address underlying social problems. **Visionary and Radical Approach to Addressing Challenges** The magnitude of the challenges faced by Garnock Valley requires a radical vision, which is why RCA has developed the Electric Valley strategic investment plan. Support from the Community Investment Fund (CIF) will be instrumental in transforming these strategic plans into actionable business and implementation plans, particularly for the development of energy schemes. Achieving a "Just Transition" requires a community-led effort, ensuring that improvements such as better air quality and the eradication of fuel poverty are accessible to all, regardless of personal wealth. The Electric Valley presents a realistic prospect for creating a new local, social economy, grounded in community wealth building. **Collaborative Effort and Community Engagement** The success of the Electric Valley will hinge on collaboration with local institutions and community anchors. This initiative is designed to be scalable and could serve as an exemplary project demonstrating how communities can effectively tackle the challenges they face. Importantly, the Electric Valley aligns with the priorities of the local community, as well as the strategic plans of both the council and national governments. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 47
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**Creation of a Community Benefit Fund** A key outcome of this initiative is the creation of a community benefit fund, guided by Scottish Government recommendations. This fund, indexed to inflation, will support local individuals, voluntary organizations, and community groups through a micro- grant scheme. Additionally, a separate benevolent fund will be established to support new enterprise schemes, reinforcing this novel approach to community ownership of renewable energy. **Long-Term Impact and Community Resilience** This project is not a short-term endeavour with limited outcomes; it is a long-term initiative designed to deliver lasting benefits to the community for generations. By building greater resilience, the Electric Valley will enable the community to face future challenges head-on, addressing underlying issues like economic disparity and inequalities in health and education outcomes that have hindered inclusive growth in Garnock Valley for decades. 4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Moving Around (Public Transport, Traffic and Parking) 2. Work and Local Community 3. Facilities and Amenities **Summary:** The proposal aims to advance wind and hydro energy projects and initiate stage one of the Knox Institute project. RCA’s Electric Valley concept, with its seven areas of focus, targets strategic investment funds to foster inclusive economic growth and address local inequalities in health, wealth, and education. The development of microgrant community funds will empower individuals, support local organizations, and enhance community well-being. CIF funding will boost COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 48
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RCA’s organisational capacity, enabling broader community development through partnerships and access to additional funding streams. The Electric Valley proposal aligns with the council's Fair-For-All Strategy, particularly in reducing inequalities, and supports the broader Community Wealth Building Strategy. It offers a scalable model for grassroots community wealth development, serving as a potential case study for other communities. The proposal also addresses North Ayrshire Council's climate emergency declaration, positioning the Electric Valley as a leader in local action against climate change and ensuring a "just transition" to a decarbonized economy. **Locality Priorities:** 1. **Moving Around (Public Transport, Traffic, and Parking):** - Establish an Active Travel Hub within the Knox Institute. - Support a shift to sustainable transport, including electric vehicles and cycling initiatives. - Provide community grants for transport access, such as driving lessons and public transport support. 2. **Work and Local Community:** - Offering of workforce development opportunities with new apprenticeship places and works in partnership with Ayrshire College. - Create a community forum to foster local creativity and skill development. - Generate local jobs, new enterprises, and support community grants for skills development and well-being. 3. **Facilities and Amenities:** - Redevelop the Knox Institute as a community facility, leveraging CIF funding for additional support. - Develop projects in Beith, Dalry, and Valefield to enhance local facilities and community capacity. This proposal is a long-term, strategic initiative designed to build community resilience, tackle persistent local issues, and prepare the Garnock Valley for future challenges. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 49
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5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. The development of the Electric Valley project has involved extensive and ongoing community engagement with the Garnock Valley Community at a multitude of meetings and events, demonstrating a strong commitment to incorporating feedback from a wide array of stakeholders. Consultations have been comprehensive, involving public meetings, interactions with local community groups, government bodies, voluntary organisations, schools, businesses, and other institutions. Over several years, the project has engaged with local representatives, regional stakeholders, and numerous organisations at various levels. Meetings have been held with community groups, local council, GVLPP and public sector to discuss the project's vision, gather feedback, and address issues. The project has also fostered collaborations with educational institutions, health services, and social enterprises to ensure broad-based support and community involvement. A public petition garnered substantial backing (over 500 signatories in support) with over 100 individuals writing in support of the project to planners. In addition, numerous consultation events have been conducted to ensure community voices are heard. The project has worked with local businesses, third-sector organisations, and the farming community to explore how the Electric Valley can support local economic development. Overall, the project's engagement strategy highlights its dedication to integrating community input, ensuring the Electric Valley initiative is shaped by and benefits the local community, working to develop a concept of co-production in the considerable reinvestment proposed from the Electric Valley. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 50
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6. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in the Garnock Valley? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans Project Management and Oversight The Electric Valley project will be managed by the Radio City Association (RCA) Board of Trustees, a group with extensive experience across various sectors, including skills development, civil engineering, housing, community engagement, and economics. This diverse expertise ensures robust governance and strategic oversight, supported by dedicated volunteers who have already played a key role in reaching the current stage of project development. Financial Management RCA employs modern financial management systems to ensure transparency and accountability. Utilising software alongside professional bookkeeping support, RCA maintains a continuous audit of all transactions, ensuring funds are spent effectively. Financial performance is reviewed at monthly board meetings, where key targets are set and organisational finances are managed. RCA also adheres to a procurement policy based on best practices, supporting local businesses and suppliers in alignment with its community wealth-building strategy. Volunteering and Employment Opportunities The CIF will support employment and volunteering opportunities within the Garnock Valley. The paid positions will be established to transition RCA from a volunteer- based organisation to a professionally staffed entity. These roles will facilitate the expansion of charitable activities and open new avenues for local employment as the project progresses. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 51
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In addition to paid positions, the project will leverage additional resource into the Garnock Valley expanding the organisation and generate numerous volunteering opportunities. The expansion of activities and other community-focused projects will further increase volunteer engagement. As the Knox Institute develops into a social enterprise hub, additional employment and volunteer opportunities will arise alongside other projects. Human Resources (HR) Plan RCA’s HR strategy is centred on ethical recruitment and staff welfare. The organisation follows a safe recruitment policy, ensuring that all hires align with its community values and ethical standards. RCA is committed to paying the Real Living Wage and meeting all statutory obligations, including pension and National Insurance contributions. Recruitment will involve a transparent process, with positions advertised online, followed by a thorough screening and interview process. RCA’s HR policies include Equal Opportunities, Safe Recruitment, and safeguarding practices. Staff data is managed in compliance with GDPR regulations, and RCA ensures data security through GCHQ NCSC accredited protocols, maintaining Cyber Essentials certification. RCA is committed to exceeding legal health and safety requirements by promoting best practices across all its operations. The organisation prioritises the health and wellbeing of its employees, encouraging positive lifestyle choices, building resilience, and proactively managing workplace health issues. RCA’s Health, Safety, and Wellbeing policy is regularly reviewed and monitored by the board to ensure a safe and supportive working environment. Community Impact and Sustainability The project is designed to stimulate local economic growth and environmental sustainability. Through partnerships with educational institutions and adherence to the Sustainable Development Goals (SDGs), the Electric Valley project aims to create a resilient community capable of addressing future challenges, including those related to climate change. RCA’s approach aligns with the Scottish Government’s social enterprise code of practice, further reinforcing its commitment to community development and environmental stewardship. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 52
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7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 65,000 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Staff Costs 60800 Y Overheads 4200 Y Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) Further Detail on Finances Requested The future financial viability of the RCA will be substantially underpinned by the “equity returns” generated by our community owned wind turbine project. Our current financial models indicate, that there will be approximately £370k realised over the next five years. (see Appendix 5 on cashflow projection) 2025- £9,965 2026- £40,634 2027 - £72,580 2028 - £107,274 2029 – £140,653 2030 £176,934 2031 – 214,822 2032 £256,004 COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 53
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2033 -295,779 2034 – 339,044 10 year projection = 1,281,808 (See Appendices 2 & 3 ) RCA CIF application 2 Salary 1 £20/h 30 = 31200 NI 1 13.8% = 3049.80 pension 5% = 1560 Total = 35809.8 Salary 2 £15/H x 25 = 19500 NI 2 = 1435.20 pension 5% = 975 total = 21520.2 wage grand total = £57,330 overheads = £7670 office rental contribution = 1,500 electric = 2,000 stationery (paper / printer ink etc.) = 1000 accountancy / hr = 1070 training = 2100 Total Estimated Salary Costs £65,000 Job 1: Community Development Manager Summary: We are seeking a dynamic and passionate Community Development Manager to join our team. The ideal candidate will be responsible for fostering and nurturing a thriving community around our organisation or project. They will develop and implement strategies to engage community members, build relationships, and facilitate collaboration among stakeholders. The Community Development Manager will also play a key role in advocating for the needs and interests of the community, while ensuring alignment with organisational goals and values. This will include oversight of the operation and development of RCA’s Renewable Energy Resource(s) and the EV Strategy towards Net Zero 2030 Responsibilities: COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 54
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1. Community Engagement: Develop and execute initiatives to engage community members through various channels such as social media, events, forums, and online platforms and Report to RCA Board on Monthly basis. 2. Relationship Building: Build and maintain strong relationships with community members, partners, stakeholders, and local organizations to foster collaboration and support for RCA Net Zero strategy. 3. Community Advocacy: Advocate for the needs and interests of the community within the organization and represent the organization within the community. 4. Strategy Development: Develop strategic plans for community development, including goals, objectives, and key performance indicators (KPIs). 5. Content Creation: Create engaging content, including newsletters, blog posts, social media updates, and other materials to keep the community informed and engaged with EV Strategies. 6. Facilitation: Organise and facilitate meetings, workshops, and events to bring community members together, facilitate discussions, and drive collaboration. 7. Feedback Collection: Gather feedback from community members through surveys, interviews, and other means to understand their needs, preferences, and concerns and tailor EV and Net Zero Strategies accordingly. 8. Operational: Provide organisational development support and secure resources to support community and RCA’s Renewable Energy development and Progress to 2030 Net Zero Targets. 9. Monitoring and Evaluation: Monitor and evaluate the effectiveness of community development initiatives and make adjustments as needed to achieve Net Zero 2030 goals and objectives. 10. Collaboration: Collaborate with internal teams, including marketing, product development, customer support, and others to ensure alignment and integration of community development efforts with overall organisational objectives and Report to the RCA Board Monthly on progress. Qualifications: • Bachelor's degree in a related field such as community development, communications, marketing, or social sciences. Master's degree preferred. • Proven experience in community development, community management, or a related field. • Strong communication skills, both written and verbal, with the ability to effectively engage and interact with diverse audiences. • Excellent relationship-building skills with the ability to establish rapport and build trust with community members and stakeholders. • Strategic thinking and problem-solving abilities with a results-oriented mindset. • Experience with social media management, content creation, event planning, and project management. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 55
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• Ability to work independently as well as part of a team, with strong organizational and time management skills. • Passion for community wealth building, social impact, and making a positive difference to the locality. Additional Information: • This position may require occasional evening or weekend work to accommodate community events or meetings. • Travel may be required to attend conferences, meetings, or events related to community development. Job Title 2: Project Officer Summary: We are seeking a proactive and versatile Project Officer to join our team, with a focus on supporting our transport initiative and other aspects of the Electric Valley project. The successful candidate will play a pivotal role in coordinating and facilitating activities related to promoting sustainable transportation options, as well as providing administrative support to ensure the smooth operation of the project. This role offers the opportunity to contribute to the development of innovative solutions for transportation challenges while supporting the broader goals of the Electric Valley project. Responsibilities: 1. Stakeholder Engagement: Engage with stakeholders, including local communities, government agencies, advocacy groups, and transportation providers, to gather input, build partnerships, and foster collaboration. 2. Project Coordination: Coordinate and support the implementation of the transport project, including organising meetings, managing schedules, and tracking progress against milestones. 3. Campaign Management: Assist in the development and execution of marketing and outreach campaigns to promote active travel options such as walking, cycling, and public transit. 4. Event Planning: Plan and organize events, workshops, and outreach activities to raise awareness about the benefits of active travel and encourage behavioural change. 5. Data Collection and Analysis: Collect, analyse, and report on data related to active travel patterns, usage of transportation infrastructure, and other relevant metrics to inform decision-making and measure the impact of initiatives. 6. Community Engagement: Engage with community members to understand their needs and preferences regarding active travel infrastructure and programs, and incorporate their feedback into project planning and implementation. 7. Policy Support: Assist in researching best practices, policies, and regulations related to active travel and provide support in advocating for policy changes to support sustainable transportation options. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 56
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Office Administration and Electric Valley Project Support: 1. Administrative Support: Provide administrative support to the project team, including managing correspondence, scheduling meetings, preparing documents and presentations, and maintaining project files and records. 2. Financial Management: Assist in budget tracking, expense reporting, and procurement processes to ensure compliance with project requirements and financial regulations. 3. Communication and Coordination: Facilitate communication and coordination among project team members, partners, and stakeholders, including organizing meetings, preparing agendas, and documenting meeting minutes. 4. Research and Documentation: Conduct research, gather information, and prepare reports, briefs, and other documents to support project planning, decision- making, and reporting requirements. 5. Other Duties: Provide support as needed on other aspects of the Electric Valley project, including but not limited to electric vehicle infrastructure development, renewable energy integration, and community engagement initiatives. Qualifications: • Proven experience in project coordination, community engagement, or related areas, preferably in the transportation or sustainability sector. • Strong organisational skills with the ability to manage multiple tasks and deadlines effectively. • Good communication skills, both written and verbal, with the ability to interact with diverse stakeholders. • Proficiency in Microsoft Office suite (Word, Excel, PowerPoint) and project management tools. • Knowledge of active travel principles, transportation planning, and sustainability concepts. • Ability to work independently with minimal supervision and as part of a team in a fast-paced environment. • Passion for sustainable transportation, environmental conservation, and community development. Additional Information: • This is a part-time position, with occasional travel required within the Garnock Valley. • Flexibility in working hours may be necessary to accommodate evening or weekend events. • The successful candidate will have the opportunity to contribute to innovative solutions for sustainable transportation and environmental sustainability. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 57
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. 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Project Monitoring and Evaluation Strategy A dedicated Project Management Board will be established to oversee all aspects of the project, including comprehensive monitoring, analysis, and evaluation processes. Digital Progression We will utilise a range of accessible digital tools that enable applicants to progress through the various stages of the project. Project Strategy and Milestones A detailed project strategy will be developed. This strategy will outline the entire process, and will identify key milestones with target completion dates. The strategy will include both hard and soft monitoring indicators, with specific goals to measure progress and success. Communication and Promotion Plan COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 58
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A comprehensive project communications plan will be prepared to ensure effective promotion through various channels. This will help attract participants and raise awareness within the community. Monitoring and Evaluation Measures A checklist of evaluation measures will be created to track progress at each stage of the project. Risk Management A risk register will be maintained using a traffic light system (red, amber, green) to categorise tasks by risk level, severity, and impact. This register will outline mitigation actions, assign responsibilities, and set deadlines. It will also document how issues are identified, managed, and resolved, contributing to learning for future projects. Regular Monitoring and Updates Monthly project meetings will be held to review monitoring data and adjust plans as necessary. This information will be updated bi-weekly and communicated with the project team and partners. SMART Targets All project targets will be defined using the SMART framework (Specific, Measurable, Achievable, Relevant, and Time-bound) to ensure clear, trackable progress towards project goals. Support and Mentoring We will monitor the support needs of volunteers, including "buddies" to provide mentorship and assistance. Dissemination and Experience Sharing We will engage and to share experiences and learning outcomes within the community. We will share our knowledge to allow others to engage practically, including any project innovations. We will document experiences through case studies, which will be shared widely with partner organisations, media, and networks, recognising the project’s alignment with broader policy goals. COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 59
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Implementation Summary The project management approach follows the Five Case Model, which is applicable to policies, strategies, programmes, and projects. This model includes the following key dimensions: 1. **Strategic Case**: Establishes the context and the strategic assessment, ensuring alignment with overall goals. 2. **Commercial Case**: Explores the preferred way forward, considering the commercial aspects and procurement strategies. 3. **Financial Case**: Focuses on affordability and funding, ensuring the project is financially viable. 4. **Management Case**: Outlines the plan for implementation, monitoring, and delivery management. 5. **Economic Case**: Evaluates the value for money and net present value, ensuring the project contributes positively to the economy. ### Steps in Project Appraisal and Delivery 1. **Step 1: Strategic Context and Assessment** - **Action**: Set the context and conduct a strategic assessment. - **Outcome**: A clear understanding of the strategic environment and justification for the project. 2. **Step 2: Scoping and Strategic Outline Case (SOC)** - **Action**: Define the scope and make the case for change. - **Outcome**: A Strategic Outline Case that justifies the project and explores the best approach. 3. **Step 3: Planning and Outline Business Case (OBC)** - **Action**: Plan the project, appraise value for money, and prepare for procurement. - **Outcome**: An Outline Business Case that assesses viability and sets up for detailed planning. 4. **Step 4: Delivery and Full Business Case (FBC)** - **Action**: Implement the project with ongoing monitoring and management. - **Outcome**: Successful delivery of the project with continuous oversight and adjustments as needed. ### Project Management Framework COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 60
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Our project management at the delivery stage is structured through the PRINCE2® framework, which divides projects into seven stages: 1. **Starting Up a Project (SU)** 2. **Initiating a Project (IP)** 3. **Directing a Project (DP)** 4. **Controlling a Stage (CS)** 5. **Managing Product Delivery (MP)** 6. **Managing a Stage Boundary (SB)** 7. **Closing a Project (CP)** ### Evaluation and Quality Assurance The evaluation model used is focused on learning and accountability, following the principles of the Green Book guidance from HM Treasury. This involves: - Establishing a robust evidence base using various types of analysis (e.g., actuarial, economic, financial, operational, scientific, and statistical). - Using analytical models to test scenarios, understand problems, manage risks, and compare options. - Applying SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) to set and monitor objectives. ### Integration with SDG and Best Practices The project aligns with Sustainable Development Goals (SDGs) and follows best practices, leveraging partnerships with institutions like Strathclyde University and EDAS. Quality assurance is embedded throughout the process to ensure the project meets its strategic objectives and contributes to broader societal goals. See Appendix 4 COMMUNITY INVESTMENT FUND GARNOCK VALLEY LOCALITY PARTNERSHIP 61
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The CIF will support proposals and projects that: ● Connect with: o The North Ayrshire Fair for All Inequalities Strategy; o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. ● Fulfil a compelling need and do not duplicate existing services or facilities; ● Provide long-term, sustainable, positive results for the greatest number of people possible; ● Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; ● Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; ● Include options or potential for NAC and CPP employee engagement and volunteering where possible; and ● Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? ● LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. ● If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. ● The finalised proposal will go to the next suitable Cabinet for final approval. ● Forms should be returned to your Locality Officer, by email if possible: Louise Riddex Locality Officer (Kilwinning & North Coast) Economy and Communities Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: lriddex@north-ayrshire.gov.uk Tel: 01294475913 Mob: 07980964858 62
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For more information see the guidance form here: http://www.northayrshire.community/wp-content/uploads/sites/60/2018/06/community-invest m ent-fund-guidance-notes-17-12-17.pdf 1. Details of your organisation Name of Organisation Clyde Coast & Cumbraes Men’s Shed Postal Address for Correspondence Name of Contact Person Mark Mair Position in Organisation Telephone Number Email Address 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. We are a Registered Charity and our SCIO Charitable Status number is SC051502. We had our Official opening on the 4th of March 2023. We are Constituted and receive guidance from The Scottish Men’s Shed Association (SMSA) who also provided all the documentation templates for our Shed to modify for our requirements. The main aim of the Clyde Coast & Cumbraes Men's Shed is to help improve men’s mental & physical health and wellbeing by providing a venue where men can choose to either work, relax, make and repair things, pursue hobbies and pastimes, get practical help with projects and share & learn new skills. Perhaps more importantly, it’s a place where men can make new friends, have a cuppa, share positive & negative experiences, have a chat, a laugh and get out of the house for a while. We believe that all of the above will help to combat feelings of loneliness, isolation, depression, anxiety, and will generally re-engage men back into our community. 63
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The Clyde Coast & Cumbraes Men’s Shed aims to provide a space and opportunities for men to meet and take part in activities to encourage community spirit and enhance mental & physical well-being. The Shed provides space for any interested Members to learn guitar playing on a Monday afternoon. There are 2 levels Beginners & Advanced. There is a Walking Group who meet up every Monday morning. The walk varies every week visiting various locations and they occasionally visit other sheds to chat about Shed topics. Services we provide are open to the public, a bit like the repair shop. We have made crosses for graves, temporary Memorial Plaques, repaired an Antique Singer Sewing machine case, Grannies Milk Pan that she made during WW2. It is a very varied list of skills that the Members have. Another service we provide is minor material alterations, cutting material to size for people building things at home. The one thing we do not look at are any electrical items. 64
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3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The Alterations will be carried out in the Brisbane Centre at 30A Bath Street, Largs, KA30 8BL. The Alterations are mainly for the Membership and visitors, but this also opens up the opportunity for the Meeting Room to be let out to other groups who currently do not have anywhere to meet up & chat. Members and visitors will benefit from a more spacious workshop area, improved storage, modern disabled and unisex toilets, new staircase with stair lift to upper floor, new office and craft room/meeting room. Both rooms will make it much easier and comforting to use for members and visitors welfare needs. 65
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4. What difference will this project make within the locality and to local services and programmes? Please include: ● The outcomes you aim to achieve ● How you will approach reducing inequality ● How this proposal fits with the Locality Partnership priorities of 1. Improving access to financial services 2. Increasing social inclusion 3. Improving mental wellbeing 4. Supporting skills and work opportunities The new unisex & disabled toilets, storage, office and meeting room/craft room, will provide an improved facility that is self-contained. The improvements will create a more conducive layout which will improve the space, flow and general operations within the Shed. New unisex and disabled toilets will improve the current facilities that are extremely dated and do not provide the best user experience, especially the disabled facilities. The new toilet facilities will be more accessible and user friendly for members and visitors, with and without mobility issues. There is no space available on the ground floor to create an office and meeting room. Creating an office upstairs will provide a contained room for administrative purposes and will improve the efficiency of the Shed and overall running of the organisation. The meeting room/ craft room will provide our members and visitors with an area to have lunch, conversations, carry out craft activities, play and learn musical instruments and hold meetings. The new office and meeting room will also provide areas where members and Trustees can deal with welfare issues of members & visitors, individually or collectively, in clean, quiet, private, confidential areas. The internal alterations will greatly improve the Sheds ability to provide improved welfare and social conditions for our members and visitors. The alterations will add to and support our equality goals by providing an improved facility to our members and visitors. Our members ages can range from 18 to any age. Our oldest member at the moment is 95. Shed members reside in Skelmorlie, Cumbrae, Largs, Fairlie & West Kilbride and cover all sections of society. Our collaborations with outside groups, include the Scottish Women’s Institute & Largs BB. We continue to explore possibilities of collaboration with other groups or individuals from across the North Coast. We feel this proposal fits well with the Locality Partnership priorities 2,3 & 4. 66
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It may also fit with priority 1 as Trustees & Members of the Shed sometimes offer financial support through advice and help with form filling. 5. What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. We have engaged with our members regularly on this subject. We have over 100 members. The Trustees have consulted on a much wider platform through social media. 6. How will the project be managed? Please include: ● How the finances will be managed ● Does the proposed project contribute to volunteering or employment opportunities in North Coast? Please include the number of volunteering opportunities and employment opportunities ● If there are any staff requirements, please outline your HR plans The project will be managed by the nine Trustees, the chosen contractor and our Architect. The project finances will be managed by the Treasurer with the assistance, support and guidance of the other eight Trustees. 67
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7. Amount of funding being requested Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) 95,000 Please give a breakdown of cost and recent quotations where appropriate. The quote of £95,000 was suggested by Stewart Associates, Chartered Architects, Bath Street, Largs. Stewart Associates measured all of the Shed interior, including the alterations area. Architect Drawings were produced and a figure was provided as an indication of cost. 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. A strict Construction Management Plan will be agreed by the Contractor, Shed Trustees and Architect, before any work takes place. This will be monitored regularly throughout the project. Once the project has been completed, we will carry out an evaluation of the benefits the alterations have made to our members and visitors. 68
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The CIF will support proposals and projects that: • Connect with: o the Community Planning Partnership (CPP) and Locality priorities; and o North Ayrshire Council’s (NAC) values, priorities and business objectives. • Fulfil a compelling need and do not duplicate existing services or facilities; • Provide long-term, sustainable, positive results for the greatest number of people possible; • Exhibit project and/or organisational innovation in their approaches to their work in their way of addressing community challenges and in their request to Locality Partnerships and the Council; • Come from (an) organisation(s) that is financially viable (can provide financial statements upon request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; • Include options or potential for NAC and CPP employee engagement and volunteering where possible; and • Include measurable outcomes and can report to NAC on outcomes on a regular basis. When to apply and how? • LPs should continue to engage with their communities, and stimulate interest in the CIF. The Locality Partnership will then strategically assess the applications, make links and look at the funding ‘in the round’. • If the partnership supports a bid then the group will be encouraged to submit a full application form (attached), which they will decide upon before making a proposal to Cabinet for final approval. • The finalised proposal will go to the next suitable Cabinet for final approval. • Forms should be returned to your Locality Officer, by email if possible: Denise Fraser Locality Officer (Three Towns) Community Development Team St John's Primary School Morrison Avenue Stevenston KA20 4HH Email: denisefraser@north-ayrshire.gov.uk Mob: 07770 825129 For more information see the guidance form here: https://northayrshire.community/wp- content/uploads/2018/06/community-investment-fund-guidance-notes-17-12-17.pdf COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 69
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1. Details of your organisation Name of Organisation Three Towns Growers (3TG) Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Gordon Cowan Position in Organisation Development Worker Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. Total amount of funding requested: £49,420 Match funding (if any): £30,000 2. Brief description of your organisation Please include its legal status, aims and objectives, activities or services provided and how long it has been in existence. Three Towns Growers (3TG) are an OSCAR registered charity. 3TG provide growing spaces, be it cultivation of fruit & vegetables, social interaction and community involvement. Nurturing people to live a healthier and more sustainable lifestyles. The charitable board of 3TG manage a Community Allotment at Elmpark in Ardrossan. The allotment has been in existence for 11 years. There is currently 50 plots and 24 indoor and outdoor raised beds. The membership currently stands at 165. The key word in the allotment title is ‘Community’. The growers board along with volunteers organise and deliver community events throughout the year. In the previous 12 months the events have had a footfall of over 6000 adults and children. We also undertake group-based programmes onsite for schools, youth groups and older people. We offer volunteering opportunities and experiences in growing and horticulture. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 70
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Other ongoing activities include a community outdoor kitchen, establishing protected areas on site for the conservation of wildlife. Introducing bee keeping and looking at ways to use plot surplus, fruit and veg for the community as well as having dedicated areas to produce community food. As a community project we are working to establish the provision of fresh fruit and vegetables to community larders in the Three Towns. The Growers partnership with several statutory and third sector organisations to deliver activity on site and externally. These include NA schools, Health and Social Care Partnership, Community Learning and Development, Community Brokerage, The North Ayrshire Foodbank and more. Over the next 3 years the 3TG Board are working to increase community interaction and activity in the Three Towns. 3. Title and summary of proposal Tell us about your idea. Please describe in as much detail as possible, what the funding will be used for. Please include: • where it will be held / delivered • who is your target audience • who will benefit from it and how • any partners that are involved. The board are currently working to build and establish a Community and Education Hub at Elm Park Allotment. This will have a direct benefit for plot and raised bed holders and the 3TG membership and importantly provide a base to deliver increased community involvement and community work. Costs for this build have increased post lock down. The build will be on the site as designated in their lease agreement therefore accessible for allotment users and importantly it will be within walking distance from No11 bus stops and a railway station. The communities of the Three Towns are the target audience. The 3TG have also through activities and public events, reached out to and involved communities and individuals out with the Three Towns. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 71
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4. What difference will this project make within the locality and to local services and programmes? Please include: • The outcomes you aim to achieve • How you will approach reducing inequality • How this proposal fits with the Locality Partnership priorities of 1. Promoting the Local Economy and Tourism 2. Regenerating Community Facilities 3. Increasing Civic Pride and Community Engagement, Improving Community Wellbeing. The build will be part of promoting the local economy and tourism, i.e. the hub being a part of a farmers’ market, the Grower’s public events held throughout the year would be enhanced by the build. Looking at ‘joining’ up all the Three Towns Community Hubs through cycle ways and walker and wheeler routes. As a new build and community facility, it will be part of Regenerating community facilities, in the area. With a focus on community growing and horticulture. The build will not be just about allotment users and members it will look ‘outside the fence’ to Increase civic pride and community engagement by providing a place for community members to come together and take an interest in local ecology, becoming climate aware, and growers of food wherever they are. Volunteering for your community will be emphasised with a number of satellite projects across the Three towns. It will be a facility that will be used actively seek to Improving community wellbeing, by hosting events and activities that promotes positive mental health and wellness. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 72
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What engagement has taken place in relation to the project? Please include the number of people who have been engaged with or consulted as well as the range of people. Consultation has been ongoing, within the communities of the Three Towns and wider, about how the building could be used. People who have taken part in this include New Scots, people with physical impairment, children and teens. There has been a digital and paper-based survey undertaken, and this is ongoing. There is currently 320 persons who have provided feedback on how the centre could be used. A summary of the consultation around how the Community and education hub can be found at the end of this document. 5. How will the project be managed? Please include: • How the finances will be managed • Does the proposed project contribute to volunteering or employment opportunities in Three Towns? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The project will be managed by the Board of the Three Towns Growers, with day-to- day operation of the building being part of their development workers responsibilities. Financial again will be the responsibility of the 3TG board, who operate within the guidance of OSCAR. The building will be an active hub for volunteering on site and out in the community. There are volunteering opportunities in development now. Work experience is also being looked at. Giving an opportunity for community members to take part in a community café, a produce shop and other activities. There are currently no staff requirements for the building, other than the Development Worker. However, as the facility develops this may become a consideration by the Board. 6. Amount of funding being requested COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 73
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Please supply details of funding being requested and any other funding you have had over the past 5 years, both financially and “in kind”. Amount of funding requested (£) £49,290 Please give a breakdown of cost and recent quotations where appropriate. Item Cost Quotation Supplied (Y/N) Decking area including steps £8625 Yes Ramp & handrails £4,000 Yes Protective barrier at decking £5750 Yes Gravel strip round perimeter £1,200 Yes Slabbed path £3,500 Yes Timber pergola. £2,500 Yes Disabled parking bays inc kerbing £8,000 Yes Open textured asphalt surfacing to road £7,500 Yes Total cost inc.VAT £49,290 Please give a breakdown of details of match funding (if any) Funder Amount Funding Secured (Y/N) National Lottery - Build £383,000 Yes Three Towns Growers £30,000 Yes CIF - Development Worker £100,000 Yes Click or tap here to enter text. COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 74
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7. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. The board of the three Towns Growers will use and maintain a Performance Information and Evaluative System linking in recording footfall, user surveys Gathering feedback from users and participants, establishing and finding what is working and not, from this seek to improve delivery. Ensuring that the Community and Education Hub delivers in the best way for the community that it will serve. Outcomes that will be surveyed for will include the following. The 3TG will assess the impact of the project on the following • Increasing educational and environmental awareness • Increasing locally grown produce • Increased partnership working • Tackling poverty and reducing inequalities COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 75
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COMMUNITY INVESTMENT FUND THREE TOWNS LOCALITY PARTNERSHIP 76
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NORTH AYRSHIRE COUNCIL 06 May 2025 Cabinet Title: North Ayrshire Visitor Management Plan 2025 Purpose: To seek approval of the updated annual Visitor Management Plan designed to support ongoing actions to manage domestic tourism in North Ayrshire during 2025. Recommendation: That Cabinet: a) Notes the update on progress of the North Ayrshire Visitor Management Plan 2024; and b) Approves the North Ayrshire Visitor Management Plan for 2025, provided at Appendix 1. 1. Executive Summary 1.1 The annual North Ayrshire Visitor Management Plan provides a strategic approach to managing the impact of tourism within North Ayrshire. The 2025 Plan takes account of the challenges and opportunities to manage the impact of visitors to North Ayrshire, setting out priorities and actions for the coming year and considers issues previously identified in the 2024 Visitor Management Plan. 1.2 This report provides an update on the North Ayrshire Visitor Management Plan 2024 and seeks approval for the 2025 Plan provided at Appendix 1. The Plan has been jointly developed with the Tourism Forum which comprises of Elected Members and Council Officers. 2. Background 2.1 The visitor economy is an important sector of North Ayrshire’s economy. Scottish Growth Sector Statistics show that 5,000 people or 8.6% of those in employment, were employed in tourism within North Ayrshire in 2023, with tourism businesses being 12% of all businesses. The latest Scottish Tourism Economic Impact Modelling (STEAM) data for 2023 is currently being reconfigured. Figures from 2022, as previously reported, show that there were 2.9 million visitor days with an economic impact of £229M, supporting 3,391 full time jobs. 2.2 The impact of tourism is not only economic, however, and there are a range of impacts on our communities and our environment, place and infrastructure assets. Optimising North Ayrshire’s visitor experience, whilst minimising any adverse impacts of increased visitor flows, will help to support the positive economic impact of tourism and to maximise the environmental and social benefits of visitors. Agenda Item 6 77
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2.3 North Ayrshire’s Visitor Management Plan focuses on local issues and priorities, while being cognisant of the wider tourism sector. In the wider context regarding economic climate and visitor priorities, the Ayrshire and Our Islands Regional Visitor Economy Strategy and Action Plan identifies a regional set of priorities and takes account of the national tourism strategy Scotland Outlook 2030: Responsible Tourism for a Sustainable Future and the National Strategy for Economic Transformation (NSET). 2.4 The 2022 STEAM figures demonstrated a return to almost pre-pandemic visitor levels. This has presented an opportunity to continue to review the provision of visitor services to respond to visitor demands through the Visitor Management Plan in a way that will bring lasting economic benefits, while managing the impact on communities. The purpose of the annual Visitor Management Plan is to: • Identify actions and interventions collaboratively across Services which enhance the experience of our visitors, which in turn support our tourism businesses and the jobs they sustain for the 2025 peak visitor economy season; and • Develop plans which are respectful of our communities and the environment and deliver lasting economic benefits to North Ayrshire. 2.5 The objectives of the annual Visitor Management Plan are to optimise our infrastructure and service delivery to ensure these are managed as we work to: • Promote North Ayrshire as a great place to live, work, study, visit and invest; • Promote our key assets; • Minimise any negative impacts visitors have on communities and the environment; • Encourage sustainable visitor patterns by promoting our tourism assets and potential across all of North Ayrshire, including our inland localities; • Communicate with our visitors while they are in North Ayrshire; • Encourage responsible behaviour; • Identify interventions for seasonal and temporary challenges; • Create outdoor opportunities; • Support eco-tourism and sustainable tourism; • Disperse visitors throughout the area; • Encourage visitors to stay longer and spend more money in the area; and • Use events to show off our assets. 2.6 The first Visitor Management Plan in 2022 was instrumental in helping the Council secure £65,000 funding from VisitScotland to produce Strategic Tourism Infrastructure Development Plans for the Mainland and Islands. These Plans were approved by Cabinet in January 2024 and will play a future role in accessing the Rural Tourism Infrastructure Funding (RTIF) and other funding streams. 2.7 In terms of progress to date, a wide range of activities identified in the Visitor Management Plan 2024 have been delivered including: • Continued improvements to the Ayrshire Coastal Path; • Completion of the new Largs seawall; • Design of a new STEM trail for Bourtreehill Park; • Upgrades to interpretation signage; • Replacement and upgrades of playpark equipment across North Ayrshire; 78
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• Participation in My Beach, Your Beach and Safer Shores campaigns; • Enhanced promotional support for North Ayrshire events; • Hosting Scotland’s Marine Tourism Conference in Seamill; • Continued delivery of the Streetscene Environmental Skills and Training Academy Intermediate Labour Market training scheme; and • Streetscene operatives working twilight shifts and flexible shift patterns to reflect service demands. 2.8 The process of preparing the 2025 Plan included a review of the actions identified in the 2024 Visitor Management Plan, identifying future actions and assessing those against known issues and priorities. The Elected Member/Officer Tourism Forum has been engaged in the process, to assist with the development of the Plan. 2.9 The proposed 2025 Visitor Management Plan for North Ayrshire is provided at Appendix 1. This outlines the priorities and proposals to facilitate and support an increased level of tourism and visitors to North Ayrshire. It focusses on key areas relating to: • Public Transport, Roads and Parking • Public Toilets • Playparks and Public Areas • Marine Tourism • Communication, Education and Engagement • Litter Management • Events and Festivals • Partner Engagement and Activities 2.10 Key impacts identified within the 2025 Plan relate to litter, parking, and public toilet provision. Some prominent issues continue in relation to ‘hotspots,’ such as motorhome usage in certain locations. Area specific interventions, such as parking bay line marking, have been put in place, with work underway to review the provision of motorhome facilities across North Ayrshire as a whole. The key priorities for 2025 include: • The continued coordination of visitor management activities; • Using our Strategic Tourism Infrastructure Development Plans to support funding applications for tourism-related projects; • Considering how our visitor management activities can reflect regional and national visitor economy strategies; • Quarterly meetings of the Tourism Forum to support visitor economy activity; • Development of a proposal for motorhome parking across North Ayrshire; • Supporting Visitor Pit Stop community projects across our islands; • Enhancing the promotion of events taking place in North Ayrshire; • Delivery of the pilot 5G infrastructure project at Irvine Harbourside; and • Delivery of the Coastal Hub play park at Irvine Harbourside, funded by the Ayrshire Growth Deal, as part of the Great Harbour project and Tourism Programme. 2.11 Since the last Visitor Management Plan update, the Visitor Levy (Scotland) Act now gives Local Authorities the discretionary power to introduce a percentage levy on the accommodation part of overnight stays, in order to help raise funds to support tourism 79
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and visitor management. An initial consultation relating to the levy was included in the recent Budget Consultation. The Visitor Management Plan will play a significant role in evaluating the potential of a levy scheme. The potential for the development of a Visitor Levy will be considered through a future Cabinet report. 3. Proposals 3.1 That Cabinet: a) Notes the update on progress of the North Ayrshire Visitor Management Plan 2024; and b) Approves the North Ayrshire Visitor Management Plan for 2025, provided at Appendix 1. 4. Implications/Socio-economic Duty Financial 4.1 The financial resource required to implement the Visitor Management Plan is met from a range of existing budgets and external funding. No additional budget pressures have been created from the Plan and the Plan will be used to support external funding applications. Human Resources 4.2 None Legal 4.3 None Equality/Socio-economic 4.4 The implementation of the Visitor Management Plan will have generally positive equality and social impacts. Climate Change and Carbon 4.5 The Visitor Management Plan aligns with the priorities of the Sustainable North Ayrshire Strategy. The proposals identified within the Plan will have a positive impact on environmental resources. Key Priorities 4.6 The implementation of the Visitor Management Plan will support the delivery of Council Plan priorities and strategic aims. It will contribute to the key activities to ensure our places and spaces where we work and visit are well maintained and accessible and developing and promoting active travel infrastructure. Community Wealth Building 4.7 The proposals in the Visitor Management Plan support the delivery of the Council’s Community Wealth Building strategy. A Community Wealth Building approach will be 80
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adopted to the implementation of the Plan to ensure that it contributes across the pillars. 5. Consultation 5.1 The Visitor Management Plan 2025 has been developed and informed by engagement with the member/officer Tourism Forum Regular updates on activity and progress of key actions will be supported and promoted through the Council’s Corporate Communications Team. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Marnie Ritchie, Interim Senior Manager, Growth and Investment, on MS Teams or via email marnieritchie@north-ayrshire.gov.uk. Background Papers North Ayrshire Visitor Management Plan 2024 81
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2 1. Introduction North Ayrshire includes the coastal towns and villages of Largs, Fairlie, West Kilbride, Seamill, Ardrossan, Saltcoats, Stevenston and Irvine, the inland towns of Kilbirnie, Beith, Dalry and Kilwinning and the islands of Great Cumbrae, Little Cumbrae and Arran. Visitors are an important part of North Ayrshire’s economy. In 2022, there were 2.9m visitor days with an economic impact of £229m, supporting 3,391 full time jobs1. Visitor spend in North Ayrshire continues to rise, though our visitor economy businesses are reporting less profit due to rising costs. The arrival of the new Glen Sannox ferry servicing Arran has been a positive development in early 2025. The completion of the flood breakwater on Great Cumbrae in 2024 has led to a significant increase in boats looking to visit Millport. Plans for new tourism and visitor infrastructure are being developed through the Ayrshire Growth Deal (AGD) Tourism Programme, with proposals for new marine infrastructure on Arran and Cumbrae and the regeneration of Irvine Harbourside and Beach Park. At a wider international level, we await the official outcome of Arran’s bid to become a UNESCO Geopark, which will be announced in April this year. Managing available resources in a co-ordinated and prioritised fashion is key to maintaining visitor destinations. This Plan sets out our objectives, the challenges we are responding to, actions taken in 2024, alongside our ongoing actions and opportunities for 2025. These actions are focused on what can be developed and/or delivered during 2025 with an immediate impact, whilst acknowledging our longer- term ambitions for the area which will continue to require longer term planning, development and investment. 1 Source: STEAM data 2022 North Ayrshire 83
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3 2. Purpose of the Visitor Management Plan The Visitor Management Plan captures actions across a calendar year and its purpose is to: • identify actions and interventions collaboratively across Services which enhance the experience of our visitors, which in turn support our tourism businesses and the jobs they sustain for the 2025 peak visitor economy season; and • develop plans which are respectful of our communities and the environment and deliver lasting economic benefits to North Ayrshire. The 2022 Visitor Management Plan was key in supporting the Council to secure VisitScotland funding to produce Strategic Tourism Infrastructure Development Plans for the mainland and islands. These Tourism Infrastructure Development Plans are now in place and will be crucial to help unlock future rounds of the Rural Tourism Infrastructure Fund (RTIF) and other funding streams over the next five years. The RTIF was closed to applications during 2024 however a new round of funding has been announced for 2025. The Ayrshire and Our Islands Regional Visitor Economy Strategy identifies a regional set of priorities and considers the national tourism strategy ‘Scotland Outlook 2030: Responsible Tourism for a Sustainable Future’ and the ‘National Strategy for Economic Transformation (NSET)’. Combined, these strategies give a wider context to the economic climate and visitor priorities, and the Visitor Management Plan focuses on local issues and priorities, while being cognisant of the national and regional context. In addition, North Ayrshire Council leads on the delivery of the Ayrshire Growth Deal (AGD) Tourism Programme which will see significant investment in the provision of marine transit facilities at Cumbrae and Arran and £14m invested in the regeneration of Irvine’s Harbourside area through the Great Harbour programme. 3. Objectives Our objectives are to optimise our infrastructure and service delivery to ensure these are managed as we work to: o Promote North Ayrshire as a great place to live, work, study, visit and invest; o Promote our key assets; o Minimise any negative impacts visitors have on communities and the environment; o Encourage sustainable visitor patterns by promoting our tourism assets and potential across all of North Ayrshire, including our inland localities; o Communicate with our visitors while they are in North Ayrshire; o Encourage responsible behaviour; o Identify interventions for seasonal and temporary challenges; o Create outdoor opportunities; o Support eco-tourism and sustainable tourism; 84
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4 o Disperse visitors throughout the area; o Encourage visitors to stay longer and spend more money in the area; and o Use events to showcase our assets. 4. Challenges of 2020-24 There was an overall change in behaviour due to the pandemic, which continued to impact in 2024. Outdoor activities and the spaces we have to offer continue to appeal to visitors and residents. In particular, popular destinations continue to experience strong demand for parking, motorhome accommodation, public conveniences and challenges in relation to littering, waste, antisocial behaviour, wild camping and queuing for ferries at peak times. Visitors In 2024 we continued to see a steady stream of visitors from our domestic market. National and local visitors who have discovered what North Ayrshire has to offer are continuing to make return visits. Some overseas visitors have returned, although international visitors are still not at pre-pandemic levels. In terms of assessing the positive impact and benefits of visitors, measuring visitor days and spend is more valuable than measuring success by visitor numbers/volume. Longer visitor stays mean less impact on the environment caused by travel, greater spend, and less impact on communities caused by short-term visits. Communities/Residents Geographic pandemic restrictions which forced residents to remain in their local authority areas led to many North Ayrshire residents discovering assets on their own doorsteps, taking to our outdoor spaces, parks, beaches, and attractions. This change in behaviour continued throughout 2024, which is a positive outcome for wellbeing and mental health, though this has also led to an ongoing increased demand on our visitor infrastructure, services, local communities and facilities. Some of our spaces have also unfortunately experienced an increase in antisocial behaviour caused by a limited number of individuals. Businesses Staff recruitment and retention remains a challenge for visitor economy businesses, which makes it difficult to meet the demand posed by high volumes of visitors during peak times. Our island businesses continue to face challenges due to the availability of staff accommodation. Additionally, the substantial rise in the cost of doing business (food, energy costs, short-term let licensing, staff, transport and building supplies, etc.) has continued to put pressure on businesses and impacted growth and development. Ferry cancellations and a reduced fleet also had an impact on island visits and income generation for island businesses in 2024, however with new ferries coming into service and the prospect of a more resilient service, it is hoped that visitors will start to book with increased confidence. 85
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5 The requirement for short-term-lets licensing has had an impact on the market. The extra costs and uncertainty have led to some landlords leaving the market, with a consequent reduction in available holiday accommodation. Results of research in the short-term let community on Arran have however indicated that not as many owners have left the market as first feared, but the additional burden on those businesses has reduced their profitability, meaning we may see more owners exiting the market. The availability of such accommodation will require to be monitored on a year on year basis to fully assess the long term impact of the licensing regulations. North Ayrshire Council The increase in use of our spaces by both residents and visitors since 2020 has put an additional burden on Council services and this looks set to continue in 2025.The Tourism Forum comprised of officers and local Elected Members which meets quarterly regularly discusses and consider visitor economy activity. 5. Actions taken in 2024 A wide range of activities identified in our Visitor Management Plan 2024 were delivered, including: o Continued improvements to the Ayrshire Coastal Path; o Completion of the new Largs sea wall; o Design of a new STEM trail for Bourtreehill Park; o Upgrades to interpretation signage; o Replacement and upgrades of playpark equipment across North Ayrshire; o Participation in My Beach, Your Beach and Safer Shores campaigns; o Enhanced promotional support for North Ayrshire events; o Hosting Scotland’s Marine Tourism Conference in Seamill; o Continued delivery of the Streetscene Environmental Skills and Training Academy Intermediate Labour Market training scheme; and o Streetscene operatives working twilight shifts and flexible shift patterns to reflect demand. 6. Priorities for 2025 Our priorities for 2025 build on the achievements of the 2024 Visitor Management Plan and aim to keep these under review, to ensure we optimise the visitor experience and wider economic benefit of tourism, recognising the benefit it can bring to businesses and communities. Key actions include: o An update of the Visitor Management Plan to continue to coordinate visitor management activities across the Council and communicate these; o Using our Strategic Tourism Infrastructure Development Plans to support funding applications for tourism-related projects; 86
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6 o Considering how our visitor management activities can reflect regional and national visitor economy strategies; o Quarterly meetings of the Tourism Forum to support visitor economy activity; o Development of a proposal for motorhome parking across North Ayrshire; o Supporting Visitor Pit Stop community projects across our islands; o Enhancing the promotion of events taking place in North Ayrshire; o Delivery of the pilot UK Government funded 5G infrastructure project at Irvine Harbourside; and o Delivery of the Coastal Hub play park at Irvine Harbourside, funded by the Ayrshire Growth Deal as part of the Great Harbour project and Tourism Programme. 7. 2025 Actions summary We have reviewed our Visitor Management Plan 2024 and updated it to reflect our priorities for 2025. Additionally, this includes some scoping of interventions that can be implemented in future years, recognising that these will assist the Council in taking advantage of external funding and the capability of partners to deliver services to improve the visitor experience, to leverage a greater impact in future years and develop a longer-term strategy. Projects and actions are listed in the table below and have been themed as follows: • Public Transport, Roads and Parking; • Public Toilets; • Playparks and Public Areas; • Marine Tourism; • Communication, Education and Engagement; • Litter Management; • Events and Festivals; and • Partner Engagement and Activities. While not all interventions can be broken down to a quantum of spend, this plan continues to deliver the £1.5m of action to visitor and place management actions started in 2022. This excludes the development of capital projects under the Ayrshire Growth Deal. 87
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2024 Actions Update 2025 Actions Litter Management (Streetscene) Training and additional resources Streetscene Training Scheme The ILM (Streetscene Environmental Skills and Training Academy - Intermediate Labour Market Initiative) moved into its 3rd year from April 2024 and is funded to 31 March 2025. Exploration of funding opportunities by NAC’s Employability Team to extend the programme to include two six-month cohorts in 2025/26, which will support an additional 10 trainees. Operational Flexibility Twilight Shifts Despite ongoing financial challenges, the Streetscene service continued to flex resources to specific areas of high demand for services, particularly in coastal locations. NAC’s LEAMS (Local Environmental Audit and Management System) street cleanliness score continues to improve to a score of 90.10% for 2024/25. Provision of a continued flexible working approach by Streetscene to operational duties during periods of high footfall, in line with available budget. Other Activities Volunteer Support Streetscene continued to provide equipment and support working with community volunteer groups to minimise litter and build capacity. A particular example was the collection and disposable of throw away vapes. Recent engagement has also enabled the adoption of planters in Millport, West Kilbride, Largs and Irvine. Larger projects such as orchard planting have also been supported in Stevenston and Irvine. Continued work by Streetscene with community groups and volunteers to deliver bespoke initiatives for each Locality. Continued engagement of Streetscene with the Friends of Lochshore, as they work towards the introduction of multiple biodiversity initiatives. Public Transport, Roads and Parking Ferries Largs marshalling works complete. Proposed improvements, including queuing and marshalling area for Cumbrae will be delivered by CMAL. Continuation of the proposed improvements including queuing and marshalling area for Cumbrae will be progressed and delivered by CMAL as part of their slipway replacement plans. 88
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8 Buses Delivery of an ongoing programme of bus infrastructure works informed by the Local Transport and Active Travel Strategy (LTATS) has been limited due to the pausing of SPT’s Capital Programme to works funded under Transport Scotland’s Community Bus Fund. Delivery of a programme of works to improve bus stops and access to bus stops subject to external funding from either SPT or Transport Scotland’s Community Bus Fund. Funding permitting, proposals will potentially include the installation of Real Time Passenger Information (RTPI) signs in the Garnock Valley and North Coast. Largs Town Centre Parking A new parking monitoring system is in place at Largs seafront car park. Continued monitoring of parking, informed by the new parking monitoring system in place at Largs seafront car park. Active Travel Funding applications were submitted to secure funding and implement identified active travel and outdoor access improvements and projects across North Ayrshire. Delivery of the LTATS (Local Transport and Active Travel Strategy) Actions. Active Travel Infrastructure proposals for 2025 to be developed informed by the level of funding received. Projects will potentially include the continuation or commencement of: • Cumbrae Active Travel Study • B714 Active Travel links at Dalry & Saltcoats • Brodick to Corrie Active Travel Route • Barassie to Gailes Feasibility Study • Kilwinning to Castlepark Active Travel Route • B714 Active Travel Route Transport Implementation Funding applications were submitted to secure funding and implement identified public transport and transport improvements and projects across North Ayrshire, however SPT’s Capital Programme was paused in 2024/25. Submission of Capital bids to Strathclyde Partnership for Transport (SPT) for the following and subject to funding, implementation of the successful projects for: • Real Time Passenger Information Signs in North Coast and Garnock Valley • A841 Brodick to Lochranza Bus Route Improvements 89
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9 • Ardrossan Harbour Interchange • Bus Corridor Improvements • Cumbrae Ferry Bus Stop / Queuing Facilities • Irvine Station Interchange Improvements Islands Connectivity Implementation Funding applications were prepared to implement the recommendations of the Islands Connectivity Project including Islands Infrastructure Fund and Place Based Investment Programme allocations, however the latter funding source was paused in 2024/25. Subject to funding, implementation of the following recommendations from the Islands Connectivity Study Action Plan: • Electric bike infrastructure • Cycle stands and cycle storage • Pedestrian improvements • Active travel route audits Ayrshire Coastal Path development Elected Member engagement and public consultation took place on the concept designs for Largs, with technical design to follow. Proposals for Largs Promenade are paused due to a lack of support. Fairlie Coastal Path was completed in Nov 2024. Largs seawall project is now complete. Continue to work with Sustrans to progress work to provide a coherent, off-road where possible, active travel route from Ardrossan to the NAC border with Inverclyde. Ardrossan Low Carbon Hub implementation / Ayrshire Coastal Path Development Completion of North Crescent Coastal Path Phase 1 – installation of benches and cycleway markings Delivery of North Crescent Coastal Path Phase 2 (subject to funding) Delivery of Ardrossan Coastal Quarter path (subject to funding) Completion of the North Crescent Coastal Path Phase 2 and Ardrossan Coastal Quarter path. Levelling Up Fund – Active Travel Route Projects Continued development of projects for active travel routes in Irvine, funded by the Government’s Levelling Up Fund. • Heatherhouse Road • Long Drive • Riverside Way • Barassie to Gailes Roundabout Progress proposals for the creation of the following active travel routes,following confirmation of LUF funding: • Heatherhouse Road (Part) • Long Drive • Riverside Way 90
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10 • Strategic Investment Route (River Irvine paths) The Barassie to Gailes Active Travel Route has been removed from the LUF proposals as it could not be completed within the required timescales. It is however being progressed using alternative funding. • Strategic Investment Route (River Irvine paths) Options to improve access to Stevenston Beach. New Action following a request to improve access to the beach from the community café and car park and implementation of the works subject to funding. Submission of an application to the Coastal Change Adaptation Fund to improve access to Stevenston Beach. Promoting Responsible Motorhome visitations Short-term low-cost interventions have been undertaken to mark out motorhome spaces. Submission of an application the RTIF design grant for more extensive provision and implementation subject to funding. Public Toilets Existing facilities and future funding Island Pit Stops Re-purposing and improving existing public toilets to provide better facilities, supporting increased dwell time and spend on the islands. Works are being delivered by community groups. Community groups are well progressed with their projects, planning permissions broadly in place and spend on projects is steady. Continued provision of support to local groups to progress the upgraded toilet facilities with a forecast completion in Summer 2025. Reinstatement Reinstatement/replacement of the Melbourne Park public toilets in Saltcoats which were fire-damaged in late 2021. Consideration of the Community Asset Transfer (CAT) request received for this site via the Council’s CAT procedure. Review of assets Facilities Management are undertaking a review of North Ayrshire Public toilet facilities. In 2024 this review was ongoing. A consultation with community groups in Saltcoats and Largs was underway to assess the interest from these groups in taking over the running or ownership of the sites. The Braes site to remain open in 25/26 and may form a next phase for the group seeking a Community Asset Transfer for Melbourne Park (above). Gallowgate to remain open. Broomfields and The Pencil to remain open in 25/26 while testing whether Largs Car Park Fund can deliver sufficient income to sustain them. 91
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11 Mackerston and Aubery Park to remain closed and alternative uses explored. Playparks, Public Areas and Visitor Interventions Upgrade and renew playparks Playparks Replacement and upgrade of playpark equipment across North Ayrshire. Phases 1,2, 3 and 4 are complete. Phase 5 (final phase) is to be in budget year 25/26. and progressing into the last period of works. Progress of the final funding award from the Scottish Government in April 2025 and implementation of plans to upgrade various locations across North Ayrshire. Continued collaboration between Streetscene and Housing to support the delivery of an enhanced play facility in Bourtreehill, with conceptual drawings submitted for public consultation. Coastal Hub Play Park, Irvine As part of the Ayrshire Growth Deal investment at Irvine Harbourside and subject to approval of the Full Business Case, works should be on site by October 2024 to create improved play facilities at Irvine Beach Park for completion by June 2025. Construction of the Coastal Hub as Phase 1 of the Ayrshire Growth Deal Great Harbour project in Irvine, investing £4.5M in the Beach Park and Harbourside area. Benches, picnic tables, planters and bins Benches Picnic tables Bins Planters A programme of replacement assets was completed in 2023 and 2024 with benches, wheelchair accessible picnic benches, new bins at coastal locations installed to provide facilities for visitors to enjoy promenade areas and beaches. Options were explored for planters in some areas with perennials. Capital budgets for improved seating and waste disposal are now substantially utilised. New and additional accessible seating has been added to high amenity areas, in particular coastal locations and parks to encourage and enable visitors. Larger capacity gull and rodent proof waste bins have been added in high footfall areas to reduce street litter. Continued provision of support to groups to adopt a planting bed in an area they would like to see improved. 92
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12 Streetscene, in partnership with the volunteering/local community groups have completed a schedule of perennial planting in most areas. Visitor and cultural interventions Visitor Levy Evaluation A cross-service working group is evaluating the implications of a potential visitor levy scheme. Undertake pre-consultation with stakeholders including residents, visitors and businesses, and an options appraisal to fully explore the potential for a Visitor Levy scheme, including the costs and potential income and how this may benefit the visitor economy. Heritage Trails Heritage website now launched and fully operational. Funding secured to carry out a feasibility study into the creation of an outdoor museum and heritage trail in Largs which has been completed. Investigate funding sources to implement the completed feasibility study and create the trail. Further community consultation will be undertaken if funding is secured. STEM Trails The Eglinton Trail is now officially launched and development work has commenced on Bourtreehill Park Woodland and Cumbrae. Installation of the Bourtreehill Park Woodland trail in March 2025. Investigate and implement a Cumbrae trail, subject to resources. Eglinton Park Progress includes: • Upgrade of the all-ability play area. • Exploring options for a covered picnic area. • Investigating the creation of a dog park as a new attraction, informed by initial market testing and design. • Work with partners to develop events programme. • Increased number of events facilitated including Bounce Station (Inflatable fun fair and the annual Christian Travellers Convention. • Commence the creation of a new undercover shelter to improve facilities during inclement weather. • Further progress the creation of the Dog Park • Installation of improved directional signage. • Completion of the creation of the Covid memorial in Spring 2025, including planting. 93
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13 • Improved directional signage, car parking arrangements & interpretation in the courtyard area. • The Park was successfully utilised as a filming location in summer 2024, to help attract visitors, and learning gained for future requests, • Consultation with stakeholders to design an undercover shelter. • Installation of 24 new benches across the main walking routes supporting accessibility, BBQ Disposal units and creation of a video. • Washroom area created. • Larger capacity bins have been installed at key locations to cope with demand. • Upgrade of the website and implementation of the improvements as suggested in the Visit Scotland assessment of January 2023. • Implementation of further improvements in and around the park, informed by resources. • Continued work with partners to develop a programme of events the park including farmers markets, art exhibitions and craft fairs. • Continued promotion of the Park as a filming location to assist with attracting visitors post filming and airing. Arran Geopark Collaborate with staff at Arran Geopark and Island Plan - Community Working Group to engage with the local cultural and heritage groups to influence the areas of spend associated with the award from Scottish Government and deliver outputs for the engagement. Support and assist Arran Geopark as it progresses into a new phase of development and the UNESCO status. Interpretation Interpretation boards have been completed and installed at Ardrossan Castle and Parish Church and six boards across Stevenston. A heritage interpretation board has also been prepared for Haylie Brae Neolithic tomb. Interpretation has been developed for the new path at the Ardrossan Coastal Quarter. • Installation of a heritage interpretation board for Haylie Brae Neolithic tomb. • Installation of the final heritage interpretation board in Stevenston and commence preparation of an interpretation board for Stanecastle Keep. 94
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14 Funding has been secured to install interpretation along the riverside path connecting Kilwinning Abbey and Eglinton Castle. Work is underway with the local community to create interpretation at the site of the original Parish Church of Ardrossan. Drone footage has been taken of the covid memorial at Eglinton Country Park. • Creation and installation of the interpreted walkway from Kilwinning Abbey Tower and Eglinton Castle. • Creation of a new viewing point with interpretation at Stevenston Beach as part of the new access provision. • Installation of interpretation at St Brides Chapel in Arran. Lighting and interpretation New interpretation was installed at Kilwinning Abbey Tower in 2024. Commence work on the conservation of the Kilwinning Abbey Tower. Marine Tourism Moorings, transit marinas and step-ashore facilities Moorings A payment system was investigated looking at charging visitors to use NAC visitor moorings at Arran and Cumbrae and a business case for cost recovery was concluded. The business case recommended that charging be further explored in line with the development of the Ayrshire Growth Deal Marine Tourism Programme projects, where 3rd party operators will be sought to operate and manage the new marina facilities and moorings. This will be considered further as part of the project operating models, leasing arrangements and discussions with future operators. Further exploration of the recommendations and development of a model informed by the progress of the Ayrshire Growth Deal Marine Tourism project. Marine Transit facilities The Ayrshire Growth Deal Marine Tourism Programme has progressed the development of marine infrastructure proposed projects at Arran and Cumbrae. Development work is progressing with communities and stakeholders and the preparation of UK Green Book Business Cases as required by the Continued development work with communities and stakeholders to inform the preparation of UK Green Book Business Cases as required by the AGD to secure investment. Seek approval of the Programme Business Case (now approved) and subsequent Outline Business 95
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15 AGD to secure investment. Approval of the Programme Business Case and subsequent Outline Business Cases for Cumbrae and Arran is expected during 2025, which will enable the development of Full Business Cases. Cases for Cumbrae and Arran, which will enable the development of Full Business Cases. Communication, Education and Engagement Communication, campaigns and enforcement activities Targeted Campaigns Targeted information was provided to visitors and communities through print, PR, website and social media (#LoveNorth Ayrshire) Provision of targeted information to visitors and communities through print, PR, website and social media (#LoveNorth Ayrshire) Discover North Ayrshire Brochure A physical Discover North Ayrshire Brochure was produced in 2024 and distributed across key attractions/areas in Scotland. The content from the brochure also informed the Tourism pages on the Council’s new website Continue to produce and distribute the Discover North Ayrshire brochure in 2025. My Beach Your Beach and Keep Scotland Beautiful Participation in educational campaigns and promotion of messaging Continued participation in educational campaigns and promotion of messaging Safer Shores Participation in education and enforcement activities. Continued participation in education and enforcement activities. Multi-Agency co- operation Multi-agency co-operation to gather intelligence on unofficial events (e.g. beach parties, car cruises), with interventions to mitigate effects from litter, noise and anti-social behaviour. Continued multi-agency co-operation to gather intelligence on unofficial events with interventions to mitigate effects from litter, noise and anti-social behaviour. Ayrshire Smiles Promotion of ‘Ayrshire Smiles’ customer-service training website in conjunction with South and East Ayrshire Councils. Continued promotion of ‘Ayrshire Smiles’ customer-service training website in conjunction with South and East Ayrshire Councils. 5G Event Space project Continue to develop a robust solution for connectivity for large events in North Ayrshire, working with partners in East and South Ayrshire Councils. Continued development of a robust solution for connectivity for large events in North Ayrshire, working with partners in East and South Ayrshire Councils. 96
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16 Events and Festivals Events and Festivals, cultural activities Making Waves Festival Scottish Maritime Museum planning a Summer Market event 2024. Work is underway to consider a ‘Making Waves’ festival for 2025. Commence work on the event space at the Beach Park to deliver event infrastructure alongside the playpark at the Coastal Hub. Develop proposals for consideration of Making Waves 2026. Community Event Support Software was purchased to assist groups with planning and costing up events. Training will be delivered to groups in its use. The temporary post of Community Events Officer will come to an end in March 2024. Needs and options to be looked at within the available financial envelope. Provide support to community led events through the extended temporary post of Community Events Officer. Events and Activities Delivery of new events and activities at Harbour Arts Centre, North Ayrshire Heritage Centre, Museum of the Cumbraes, Irvine Townhouse. Continued support of exhibition programmes across the cultural venues with a mix of local artistic talent alongside hosting touring exhibitions, building on the huge success of the Titanic Exhibition as we programme the Heritage Centre and Museum of the Cumbraes. Continued provision of support for exhibition programmes across the cultural venues with a mix of local artistic talent alongside hosting touring exhibitions, building on the huge success of the Titanic Exhibition as we programme the Heritage Centre and Museum of the Cumbraes. 2025 will also include a focus on the 80th Anniversary of VE Day. Event Calendar An events listing has been compiled and uploaded to the CPP website, linked from the main Council website and will be used in social media promotion of local events. This is searchable by date and location and links through to the event organisers own pages for further information. Going forward, a dedicated events calendar will be developed for the new Council website. Further development of the events listing content and events calendar and their use by Communications to promote local events to build our audience and increase attendance, economic impact and community participation. 97
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17 Scotland’s Marine Tourism Conference North Ayrshire hosted Scotland’s Marine Tourism Conference which is part of the national Scottish Tourism Month Programme and aimed at those with an interest in the marine tourism sector, whether in skills, supply chain, marketing or development. This aligns with our AGD Marine Tourism projects. Hosted Scotland’s Marine Tourism Conference on 5 March 2025 which successfully took place in Seamill. Partner Engagement/Activities Regional Partnership Ayrshire and Our Islands Visitor Economy Strategy in place since 2023. An action plan is being developed for 25/26. This includes: • Participating in a ‘Visit Ayrshire and Arran’ stand at VS Connect, which is VisitScotland’s Travel Trade expo. • Developing a Destination Ayrshire and Arran regional website landing page. • Developing pan-Ayrshire trails and activities around themes of Culture and Heritage, Robert Burns, Outdoor Adventure, Food and Drink, Golf & Events. • A regional tourism conference as part of Ayrshire Business Week. 98
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8. Visitor Management Plan Ambitions This plan focuses on identifying early interventions and highlighting developments which are underway. Larger investments and longer-term projects require appropriate planning, consultation, review and implementation and by necessity must form part of a longer-term strategy. The North Ayrshire Council Strategic Tourism Infrastructure Development Plans cover our longer-term ambitions. This Visitor Management Plan is a working document, reviewed periodically and revised annually. There are several strategic themes that require ongoing review and action and to be informed by infrastructure capacity assessment. In addition to the delivery of the actions in the Plan, the following priority areas will be reflected on, in terms of identifying issues, potential action and resourcing implications: - o Reflecting on strategic priorities identified through the Ayrshire Regional Economic Strategy and the Ayrshire and our Islands Visitor Economy Strategy. o Reflecting on local strategic priorities, including those informed by the Ayrshire Growth Deal and the Council’s Marine Tourism Programme. o Implementation of identified solutions to support motorhomes. o Proactively identifying potential funding sources from external funders to support future activities. 99
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